Study your flashcards anywhere!

Download the official Cram app for free >

  • Shuffle
    Toggle On
    Toggle Off
  • Alphabetize
    Toggle On
    Toggle Off
  • Front First
    Toggle On
    Toggle Off
  • Both Sides
    Toggle On
    Toggle Off
  • Read
    Toggle On
    Toggle Off
Reading...
Front

How to study your flashcards.

Right/Left arrow keys: Navigate between flashcards.right arrow keyleft arrow key

Up/Down arrow keys: Flip the card between the front and back.down keyup key

H key: Show hint (3rd side).h key

A key: Read text to speech.a key

image

Play button

image

Play button

image

Progress

1/42

Click to flip

42 Cards in this Set

  • Front
  • Back
1. Learn your job, be sincerely interested in it, and be dedicated to it
2. Be loyal to the department
3. Be aggressive in the pursuit of education and training opportunities
4. Guard your speach both on and off duty
5. Lead by example
6. accept criticism graciously; accept praise, honors, and advancement modestly
To succeed as a fire officer is to lead by example and follow these six rules:
Area served by a fire protection agency; the authority that gives the agency the legal right to provide such services and to take the actions necessary to ensure adequate protection
Jurisdiction
a functional division of the lowest level of the local government that is authorized at the state or provincial level to form a fire department.
Municipal Fire Department
Another type of municipal fire protection agency; these organizations are typically under the direction of a single department head who is responsible for both police and fire protection within the jurisdiction
Fire Bureaus
May be formed as a portion of a county or may overlap county lines to serve a special shared need, such as a large manufacturing plant on the border between two counties
Fire District
May be established when a group with shared interests petitions an established fire department to provide fire protection services
Fire Protection Districts
Formal written agreement between fire depts that share a common boundry; initiated whenever an emergency is reported along a mutual jurisdictional boundry like when the actual boundry line is unclear
Automatic Aid
a reciprocal agreement between two or more fire protection agencies. agencies may / may not have contiguous boundries. Defines how the agencies will provide resources in various situations and how the actions of the shared resources will be monitored or controlled; usually on an on-request basis.
Mutual Aid
The pathway of responsibility from the top of the department to the bottom, and vice versa
Chain of Command
A breach of the unity of command that occurs when a subordinate sidesteps the immediate supervisor and takes a problem directly to an officer higher in the chain of command
End Run
refer to the traditional organizational concept that separates fire department personnel into two distinct groups: line personnel - those who deliver emergency services, and staff - those who support the efforts of the line personnel
Line and Staff
refers to the legal ability of an individual to make and implement decisions for which the individual is held accountable
Authority
Authority is granted at different levels to accomplish specific tasks; allows for expeditious handeling of most matters.
Decentralization
- have a common binding interest
- have a vital group image
- have a sense of continuity
- have a shared set of values
- have different roles within the group
Every group, including a fire company, tends to meet 5 essential elements of a group
a positive self-image - common spirit existing in the members of a group that inspires enthusiasm
esprit de corps
all human behavior is motivated by a drive to satisfy specific human needs
-physiological
-safety and security
-belonging
-esteem
-self-actualization
Maslow's Hierarchy of Needs
why some people are motivated and others are not
3 elements that combine to motivate people
-valence
-instrumentality
-expectancy
Vroom's V.I.E. Theory
All strokes are converted into stamps - memories of significant emotional events sometimes called "gunny sacking"
Stamp Collecting
views workers as inherently lazy, irresponsible, and incapable of making decisions. workers are only motivated by rewards (pay and benefits) and without close and constant supervision, they avoid work whenever possible. breaks jobs down into small parts
Scientific Theory of Management
workers are more productive when they are treated decently and given good working conditions
Human Relations Theory
pay and similar benefits are necessary to prevent worker dissatisfaction. workers that receive appropriate recognition for doing the job well and are rewarded with increased responsibility and opportunities for advancement tend to be well-satisfied and highly motivated
Hygiene Theory
Officers must be able to shift from one theory or style of management and supervision to another as the situation dictates
Theory X/Y
if workers could see the "big picture" or the goal that was to be achieved - they could more readily understand how their individual roles fit into the overall plan
Management by Objectives
Called the "continuum of leadership behavior" the diagram shows the variety of leader/subordinate relationships that can be used when trying to balance the leader's need for control against the subordinates need for autonomy. the most appropriate behavior falls at different points along this continuum basedd on 3 variables - leader, subordinates, and the situation
Leadership Continuum
based on four elements
-customer identification and feedback
-tracking performance with simple, statistically valid methods
-constant and continuous improvement
-employee participation in all processes
Total Quality Management
involved workers are the key to increased productivity and that each worker can perform autonomously because all workers are trustworthy
Theory Z
Theory Z - small groups of employees, usually 5-15 members, who are drawn from all units of the plant. trained in group dynamics and communication, statistical quality control, teamwork, leadership, and other pertinent concepts.. meet to improve quality
Quality Circles
Usually starts with training/education... three levels are preventive action, corrective action, and punitive action
Progessive Discipline
all steps in the process must be combined to demonstrate mastery of the entire skill
summative evaluation
clearly defined and measurable performance standards have been developed for all the various individual skills and company evolutions deemed necessary for the department to be able to fulfill its mission
prescriptive training
Job performance Requirements
JPR
Officer determined training
ODT
Monthly training assignments for which a set, minimum number of hours must be devoted to training in specified topics or skills
Process-based training
Acquisition of new knowledge, skills, and abilities
Education
Review and practice necessary to maintain knowledge and skills over time
Training
Method of instruction taught in small groups and used for skill development and maintenance techniques
Mastery Learning
Theory that a small percentage of students will only learn a little, most will learn an average amount, and another small percentage will excel
bell-shaped curve
A firefighter or company officer who has mastered a skill provides individualized help for those who have not
Tutoring
Continuous Quality Improvement
CQI
International City Management Association
ICMA
Insurance Services Office
ISO
Theory thhat there are three equally important elements that combine to motivate people
Expectancy Theory