Billings 911 Center Case Study

The culture at the Billings 911 Center exhibits a low masculine-feminine dimension. In this organization, values displayed can be pulled from both a masculine and feminine continuums. What keeps the MAS low is the fact that is no difference between the genders. This profession requires both genders to be equally caring and assertive. Everyone has to find that balance between work and family. The job can demand that work prevails over family when staffing issues arise. Strong people are admired and sympathy is shown for the weak. Both genders are required to deal with facts and feelings. Lastly, everyone may cry and/or everyone may fight depending on the situation, regardless of gender. 911 Dispatchers have to walk a thin line between
assertiveness and empathy. Emotions run high on more life-threatening calls. Callers need to believe that the dispatcher is listening and cares about their emergency, but some callers are emotionally distraught and an assertive voice is needed to control the caller’s emotions enough to get the needed information to help the caller. Supervisors evaluate employees on their ability to maintain control of a call and display of empathy. They teach staff calming techniques, such as, telling the caller that they need to calm down in order to help their child or whomever it may be that is hurt or in danger. Supervisors will not tolerate anything but polite, courteous customer service despite of the verbal abuse that may be delivered by the caller. The same holds true for the treatment of first responders over the radio and over the phone. Again, supervisors require professional, empathetic, and assertive customer service from every employee regardless of gender. Management states they understand that employees have lives outside of the center and know that staff members are constantly balancing work obligations with family.
Even though supervisors state they respect that people have outside obligation, an employee’s personal lives are only considered when it does not interfere with the operations of the Billings 911 Center. Staffing levels have to be maintained even if employees are sick or have other events that require time away from work. Several times a week employees are forced to take overtime to cover for absences. It is a standing rule for both male and female dispatchers that if coverage is needed for an absence, the vacated shift will be split between someone from the previous shift and someone from the subsequent shift. Usually junior employees find it difficult to make family plans for fear of getting forced overtime that will interfere with their personal lives. If someone from the subsequent shift does not show up four hours early then the employee covering the other half of the vacated shift will get stuck on a 16-hour shift. Pressure from other employees to show up for your forced overtime is high. Employees quickly learn that work comes first when it comes to covering absences or else face the wrath management or other staff
members. Supervisors will express their reverence for strong dispatchers and often make an example out of the strong dispatchers in hopes of setting a high standard for others to follow. Both male and female dispatchers have been the example setters. Due to the nature of the job, everyone has to deal with facts and feelings. Sometimes there will be tears and other times there will be fights amongst employees, between dispatchers and responders, as well as, employees versus callers. Supervisors make no distinction between the genders and try to empathize when there are tears and establish harmony when there is conflict.