Fire Officer Principles And Practice Ch6

Front 1

What is management science

Back 1

The systematic pursuit of practical results, using available human and knowledge resources

Front 2

How does scientific management work

Back 2

Breaks down work tasks into constituent elements. Timing of each element is based on repeated stopwatch studies that seek to standardize work tasks into simple repeatable tasks.

Front 3

Frederick Winslow Taylor

Back 3

Four Principles of Scientific Management - replace rule of thumb work methods with the scientific study, scientifically select, train, and develop each worker. Cooperate with workers to ensure methods are being followed. Enforce division of work - managers think - workers work

Front 4

Humanistic management

Back 4

in favor of paying more attention to the workers, and to the working conditions that would make them more productive

Front 5

McGregor Theory X

Back 5

Believes that people do not like to work, so they need to be closely watched and controlled

Front 6

McGregor Theory Y

Back 6

Believes that people do like to work and that they need to be encouraged, not controlled

Front 7

Maslow's hierarchy of needs

Back 7

Level 1: physiological, level 2: safety, security, and Order, level 3: social needs and affection, level 4: esteem and Status, level 5: self-actualization

Front 8

Explain the grid theory of management

Back 8

Every decision made in every action taken in the workplace is driven by people's values, attitude, and beliefs. Blake and Mouton describe 5 behavioral models based on this grid

Front 9

What are Blake and Mouton 5 behavioral models

Back 9

Indifferent, controlling, accommodating, status quo, sound.

Front 10

What is human resources planning

Back 10

Process of having the right number of people in the right place at the right time

Front 11

What is one of the greatest demands of the Fire officer

Back 11

To ensure the effective use of time

Front 12

What is Performance Management

Back 12

Process of setting performance standards and evaluating performance against the standards.

Front 13

What is a primary function of the fire companies Office to the firefighter

Back 13

Evaluation of the firefighters performance

Front 14

Direct supervision requires

Back 14

The Fire officer to directly observe the actions of the crew

Front 15

Compensation and benefits

Back 15

Human Resources system to identify and determine the pay, leave, and fringe benefits for each position in the organization

Front 16

Direct supervision

Back 16

A type of supervision in which the Fire officer is required to observe the actions of a work crew directly, it is commonly employed during High Hazard activities

Front 17

Health, Safety, and Security

Back 17

Human Resources activities intended to provide and promote a safe work environment

Front 18

Hierarchy of needs

Back 18

Maslow's description of human needs as a pyramid or ladder that starts with physiological needs it ends with self-actualization

Front 19

Human Resources development

Back 19

All activities to train and educate employees

Front 20

Humanistic management

Back 20

A management strategy that emphasizes human need and attitude, motivation comes from within the employee and not from authoritarian control. It leads to Maslow's hierarchy of needs

Front 21

Performance Management

Back 21

The process of setting performance standards and evaluating performance against those standards

Front 22

Scientific management

Back 22

The breakdown of work tasks into constituent elements. The timing of each element is based on repeated stopwatch studies - the fixing of piece-rate compensation based on those studies - standardization of work tasks on detailed instruction cards - and generally the systematic consolidation of the shop floors brain work

Front 23

Staffing

Back 23

The process of attracting, selecting, and maintaining an adequate supply of labor, as well as reducing the size of the labor force when required

Front 24

Theory X

Back 24

McGregor's description of the management assumption that people do not like to work and must be closely watched and controlled

Front 25

Theory Y

Back 25

McGregor's description of the management assumption that people like to work and need to be encouraged, and not controlled