Fire Officer 1U7Yj

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Supervisor

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Anyone who is responsible for the activities of one or more subordinates. Directing, overseeing, and controlling of others.

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Management

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Refers to the administration and control of projects, programs, situations, and organizations.

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Leading

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controlling, directing, conducting, guiding, and administering through the use of personal behavioral traits or characteristics that motivate employees to complete an organizations goals.

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Following

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being a team player while working toward a common goal. Leaders are also followers.

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Span of Control

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the efficient assignment of subordinates, 5 is the preferred number but 3-7 can be assigned to one person.

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Challenge's of Level 1 Supervisors

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Establishing priorities, anticipating problems, establishing and communicating goals and objectives, involving employees, and creating job interest through your attitude of commitment and perseverance, accomplished through empowering, rewarding, coaching, mentoring, and celebrating accomplishments

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Establishing Priorities

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Essential to meeting all challenges. A company officer's priorities are based primarily on the mission statement of the organization.

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Priorities

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Helps an officer maintain a positive mental attitude, and will assist the officer in anticipating problems and establishing the units goals and objectives.

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Meeting Priorities

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Mentally prepare for the emergency response, direct preparation( training activities) application of efficient organizational skills( completing reports and records admin duties etc.

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Anticipating Problems

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Anticipate, mitigate, and solve problems. Determine a fair and equitable solution. React quickly when problems arise. Always listen to detect personnel problems

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Problems

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respond in a proactive manner, may consist of counseling with employees, listening to grievances, and suggesting solutions. Refer employees with personal problems to EAP or human resources. Exhibit good command presence during situations.

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Objectives

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Should be attainable, clearly stated, measurable, and within the capability of the unit, and must be communicated to members. They must have realistic time frames for completion.

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Tracking the progress toward meeting objectives

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verbal information through group meetings, Written objective task sheets for each member with included deadlines on the sheet. Objectives can be placed on a graph or timeline that is placed on a bulletin in the work area. Also objectives and graph info can be sent electronically.

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Company Officers

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who communicate goals and objectives clearly and provide feedback to members find the group works more efficiently toward goals.

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Supervisors who

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involve employees in the process of establishing objectives find that employees have more incentive to fulfill objectives

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Ways to Involve employees

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Require the employee to accomplish a task, delegate tasks, and use democratic leadership principles.

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Requiring task accomplishment

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Relies on the concept that the officer knows the best way to perform the task, has all information to make the decision that the employee is qualified to complete the task. Appropriate for emergencies, but regular use and cause disincentive and resentment.

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Delegating tasks

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Allows giving the employee authority to decide how to accomplish a task and accepting the fact that the employee is capable of deciding how to do it.

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Delegating tasks

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Gives the employee a sense of value and self respect, while allowing the supervisor to have more time to deal with other problems

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Democratic leadership principles

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Gives members an opportunity to establish goals and objectives during the planning stage.

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Organizational goals

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Set by the chief of the fire department and senior management team.

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Process of establishing Organizational goals

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. Each division chief meets with officers in charge of units in their division and communicates objectives that apply to them.

. Ultimately the company officer and unit members may develop the objectives that apply to them.

. Recommended objectives are then transmitted back through the chain of command through the chain of command.

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Companies or units

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also called teams or workgroups

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Work groups

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grouping of people with the same common purpose of completing specific objectives within the organization. It is the responsibility of the company office to build a team from the work group.

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Team building

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Process of overcoming inherent individual differences within the unit and empowering members to make decisions for the benefit of the group.

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Team building factors

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Members of a team must go beyond individual differences an learn to think in terms of the group as a whole. This task is not easy because most are used to following the cultural norm of individual importance.

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Development Stages

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Formation, control, work, ending, and adjourning

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Forming

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Employees are uncertain of their roles in the group in the initial stage. As relationships grow, trust, and respect develop members see themselves as part of a group, and are enthusiastic about new task. Officers can effect this stage by using effective leadership styles.

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Forming

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the leadership style is directive by outlining the process and establishing the group structure, training and information on diversity must be provided to employees

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Storming

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Conflict as members jockey for informal leadership or influence over the group. Occurs when a new officer joins an existing unit. The leader is supportive in this stage. It is critical to reduce time spent in this stage for a successful team.

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Norming

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the group establishes its own set of norms and values that each member accepts and adheres to. Members become closer. The company officer must be aware of these norms to make sure they don't violate decency. The leader transitions to the role of team member allowing leadership to be shared by members.

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Performing

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The supervisor works to maintain a team spirit as the group moves toward accomplishing its objectives. At this point the group is a team.

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Performing Factors

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The officer must monitor progress in this area because members can develop behaviors and attitudes that destroy the team concept. Leaders must insist that members treat each other as equals. Involving all team members in team activities to the level that can be expected is critical for team growth.

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Adjourning

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The final stage is the planned termination of the group task. It includes the acknowledgment of the groups accomplishments. Debriefing occurs, formal conclusion, and members can feel satisfied by the results.

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Basic Principles of Team Building

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1.) Tell members how they fit into the team, what is expected of them, what to expect from the leader, team objectives, and how accomplishing the objectives will affect them.

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Basic Principles of Team Building

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Have frequent planning meeting to discuss progress, explain deviations, resolve problems, and celebrate accomplishments

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Basic Principles of Team Building

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Work with individuals to establish personal goals and objectives. Make sure to explain what is expected of them, responsibilities and authority they have, and that they can ask for assistance when needed.

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Basic Principles of Team Building

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Encourage members to make suggestions or provide solutions for problems. If suggestions are valid publicly acknowledge them if not privately explain why not, but what can be implemented.

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Basic Principles of Team Building

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Encourage team members to be open and honest in their comments to foster an atmosphere of respect within the group

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Basic Principles of Team Building

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Allow the team to establish measurements for success within the policies which can determine if the team is successful. The supervisor will then have fair and equitable guidelines on which to base awards or discipline.

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Basic Principles of Team Building

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Take advantage of the existing diversity. Capitalize on each members strength.

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Basic Principles of Team Building

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Be sensitive the diverse nature of the team. Value each member for their experience, background, intelligence, knowledge, and skills. Have mutual respect.

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Basic Principles of Team Building

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Understand that employees have other obligations and concerns. Within the limits of the organizations policies assist employees in meeting objectives.

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Coaching

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Informal verbal motivation, positive reinforcement, and constructive feedback to improve performance.

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Counseling

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Formal written process that identifies problems

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Mentoring

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used to prepare capable individuals for advancement within the organization through the direction of a positive role model.

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Counseling

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Describe current performance, Describe desired performance, Gain a commitment for change.