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107 Cards in this Set
- Front
- Back
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Supervising |
act of directing, overseeing, or controlling the activities and behavior ofemployees who are assigned to a particular supervisor. |
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Managing |
act of controlling, monitoring, or directing a project, program, situation,organization through the use of authority, discipline, or persuasion. |
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Leading |
act of controlling, directing, conducting, guiding, and administeringthrough the use of personal behavioral traits or personality characteristics thatmotivate employees to the successful completion of an organization's goals. |
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**Some believe that leaders can effectively supervise and manage but ____________________ |
**Some believe that leaders can effectively supervise and manage but that managersand supervisors cannot always lead. ** |
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what are the 3 theories? |
theory x, y, z |
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Theory X |
bases theory on the average worker disliking work |
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Theory Y |
bases theory on the average worker believing work is natural |
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Theory Z |
bases theory on involved workers performing without supervision |
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Basic Leadership Style (3) |
autocratic democratic laissez-faire |
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Autocratic leadership style |
the leader tells subordinates what to do and how to do it with little or noinput from them. * *This style is appropriate for emergency operations but lackseffectiveness in daily operations** |
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Democratic Leadership Style
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The leader includes employees in the decision making process and allowsthem to work with the least amount of supervision necessary |
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Laissez-Faire Leadership Style
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this literally means "to allow to do." The leader leaves the employeesto make all the decisions and does not supervise them at all. This style is appropriatefor routine station or community tasks.
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Directive Leadership |
- leader gives specific guidance to subordinates. An autocraticapproach that is required when members want and expect strong authority, the task iscomplex, or with members who have low-skill ability. |
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Supportive Leadership - |
Leader shows concern for subordinates and is useful whenmembers do not want or perceive the need for strong authority, have high-skillabilities, the task is fairly simple, or when personnel know the daily routine.
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Participative Leadership |
Leader asks for suggestions from subordinates and this isused with highly skilled members who want to be involved in the decision-makingprocess.
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Achievement-Oriented-Leadership |
Leader establishes high goals and expects high performancefrom subordinates. |
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Situational Leadership (4 types) |
telling
selling participating delegating |
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telling
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uses autocratic approach |
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selling
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Uses refined autocratic approach that involves convincing members that thetask is appropriate and justified |
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participating
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relies on input from members in determining how the task should beaccomplished |
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delegating
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uses limits set by leader and allows members to determine how the taskwill be accomplished. |
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different power types |
reward
coercive identification expert legitimate |
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reward power type |
power is based on one person's perception of another's ability to grantrewards.
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coercive power type
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power is based on subordinate's perception of the leader's authority topunish |
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identification power type
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power is derived from someone's desire to identify with and emulateanother. |
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expert power types
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power is based on one person's perception that another's knowledge andexpertise can help in the first person's endeavors. |
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legitimate power type
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power is derived because of the organizational structure of thedepartment/organization. The legitimizing agency vests legitimate power in companyofficers in order to conduct the functions assigned to their units. |
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Span of Control |
typically 3-7 people with the optimum number being 5personnel. |
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Development Stages |
forming storming norming performing adjourning |
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development stages forming |
employees are uncertain of their roles in the group in this initial stage.
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development stages storming |
conflict may result at this stage as members jockey for informalleadership or attempt to exert their own individual influence over the group |
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development stages Norming |
the group establishes its own set of norms and values that eachmember accepts and adheres to. The members become closer and more cohesive. |
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development stages Performing |
the supervisor works to maintain team spirit as the group movestoward accomplishing its objectives. At this point the group is a true team withleadership shared by all its members. |
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development stages
adjourning |
the final stage is the planned (or sometimes unplanned) terminationof the group task. |
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Creating Job Interest within a Unit |
coaching counseling mentoring empower employees reward employees coach counsel mentor celebrate accomplishments |
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Creating Job Interest within a Unit coaching |
informal process of giving motivational direction, positive reinforcement,and constructive feedback to employees in order to maintain and improve theirperformances and ensure successful performances. |
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Creating Job Interest within a Unit counseling |
formal process that involves activities that assist participants inidentifying and resolving personal, behavioral, or career problems that are adverselyaffecting performance. |
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Creating Job Interest within a Unit mentoring |
process used to prepare capable individuals for advancement within theorganization through the direction of a positive role model. |
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logic- |
The ability to use rational thinking and reasoning to determine the correct answer to aproblem. It is the ability to develop an argument in favor of a position while at thesame time being able to see fallacies or falsehoods surrounding an opposing view. |
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Inductive Reasoning- |
process that arrives at a general conclusion based on afoundation of specific examples or data. This approach depends on supportingevidence that consists of statistics, facts, and examples to arrive at the conclusion.
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Deductive Reasoning |
the process of reaching a specific conclusion based on ageneral statement or principle. It is usually developed in the form of a syllogism(a three-part statement that consists of a major premise, minor premise, and aconclusion.) |
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Causal- |
Causal-(cause and effect) reasoning is a process that is based on the relationshipbetween two or more events in such a way that it is obvious one caused the otherto occur. **There must be an establishment of a factual, direct link between thecause and effect.
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Analogical- |
based on a comparison between two similar cases. It infers that whatis true in the first case will also be true in the second case.
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Fallacies |
A false or fallacious reasoning that occurs when someone attempts to persuadeothers without sufficient supporting evidence or by using irrelevant orinappropriate arguments. |
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Types of Fallacies |
casual bandwagon straw man hasty generalization red herring non sequitur slippery slope |
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Types of Fallacies straw man |
making a weak, easily refuted statement to take attention awayfrom the main point. |
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Types of Fallacies hasty generalization |
makes an argument or conclusion that is based oninsufficient or non-existent evidence |
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Types of Fallacies Red Herring- |
occurs when someone uses irrelevant facts to distract the listenerfrom the main issuef. Non sequitur-concludes |
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Types of Fallacies Non sequitur- |
concludes something that simply does not follow the mainpremise of the argument. |
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Types of Fallacies Slippery Slope- |
consists of a series of worsening consequences that areassumed will result from the initial decision or action |
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Ethics |
Is the philosophical principle that is used to determine correct and proper behavior bythe members of a society. The basis is the socially accepted beliefs, morals, and values of a community orsociety. |
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Ethics and ethical behaviors & are______________ traits |
Ethics and ethical behaviors are learned traits |
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Unethical Conduct Causes |
a. Behaviors that violate ethical standards b. Bottom-line mentality c. Exploitive mentality-using others to succeed. |
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Decision Making Models (2) |
generic
exceptional |
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generic decision making model
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every day and routine type decisions **Generic decisions will usually have certainty, or know results. |
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exceptional decision making model
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decisions that involve nonrecurring, non-routine, unique andsignificant situations. **Exceptional decisions will typically have both risk and uncertainty. |
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The Decision Making Process
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A. Classify the problem (generic or exceptional)B. Define the Problem C. List alternative options D. Determine the best response-the one that will fully and completely correct theproblem. E. Convert the Decision into an Action - the steps of the decision making processshould lead to an action rather than a decision. F. Test the action against the desired outcome |
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barriers to the decision making process |
psychological organizational abilene paradox |
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barriers to the decision making process psychological barrier |
Internal barriers such as fear, self-esteem,indecisiveness, distrust, antagonism, jealousy, unethical motives
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barriers to the decision making process organizational barrier |
External barriers that exist outside the individual thatincludes lack of data, lack of resources, lack of management, lack of commitment,lack of capacity. |
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barriers to the decision making process abilene paradox |
explains why members of a group may go along with adecision even when they believe it to be a bad one rather than dissent against thegroup. 1. The individual members of the group do not want to appear out of step or areafraid that their opinion is flawed, they will not voice their concern oropposition to the group's decision. |
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Four-Way Test for Ethical Decision Making
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A. Is it the truth
B. Is it fair to all concerned C. Will it build goodwill and better relationshipsD. Will it be beneficial to all concerned |
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Classifications of Laws substantive |
deals with actual issues by establishing principles, defining duties andobligations, and creating and defining the limitations of rights within a society |
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two types of substantive laws? |
tort and contract
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Classifications of Laws procedural |
defines the judiciary rules or mechanisms used to enforce substantivelaws. They are established by legislative actions and constitutions.
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Classifications of Laws Common |
bases laws in the U.S. that are traditional or customary |
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Classifications of laws
Statutory |
pertains to laws enacted by legislative bodies of government |
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Classifications of laws
Administrative- |
pertains to laws created by government agencies and used toenforce and implement statutory law. |
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Classifications of laws criminal |
protects society as a whole from wrongful actions |
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Classifications of laws
civil |
defines relationships between individuals or groups and helps to resolvedisputes between parties. Established by legislative action rather than judicialdecisions |
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Legal obligation or responsibility
I. Fireman's Rule |
holds that firefighters, rescuers, and other emergencyresponders know the risks involved and are trained to deal with those risks;therefore, they are not entitled to redress (compensation for injuries) from theproperty owner for injury suffered as a result of performing their duty.
-Governmental Immunity |
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Federal Laws different departments |
OSHA
EPA CIVIL RIGHTS ACT EQUAL EMPLOYMENT OPPORTUNITY COMMISION AFFIRMITIVE ACTION |
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FEDERAL LAWS civil rights act- |
the most comprehensive legislation of its type in U.S. historypassed in 1964. |
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federal laws affirmitive action |
requires that the standards for recruitment, selection, andpromotion be essential for the work and based on work-related criteria
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ADMINISTRATIVE FUNCTIONS INTERNAL CUSTOMERS |
employees and members of the organization.
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ADMINISTRATIVE FUNCTIONS EXTERNAL CUSTOMERS |
members of the general population within the service areawho are beneficiaries of the services provided. |
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ADMINISTRATIVE FUNCTIONS STAKEHOLDERS |
members of the political body who govern the organization orinfluence it. |
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Policy
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Policy-a guide to decision-making within an organization. Policies originate withtop management in the organization and are disseminated to lower levels forimplementation.
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Procedure |
Procedures-a detailed plan of action. A procedure details in writing the steps tofollow to conduct organizational policy. |
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Orders- |
Orders-based upon the authority delegated to the fire officer to implementorganizational policies and procedures. Compliance is mandatory because andorder is based upon policy and procedure. |
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Directive - |
Directive-is not based on policy or procedure; it is more in the nature of a request.Directives are not mandatory except during emergency situations. |
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budget types- capital |
Capital-includes projected major purchases-items that cost more than a certainspecified amount and are expected to last for more than one year |
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____________________ is the leading cause of firefighter fatalities |
Cardiac arrest is the leading cause of firefighter fatalities |
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________________________ are the leading causeof injury. |
Overexertion and stress that result in heart attack and stroke are the leading causeof injury. |
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NFPA 1581 |
1581-Standard on Fire Department Infection Control ProgramB. Records must be kept or maintained (or 30 years following termination orretirement of an employee due to the fact that some symptoms may not becomeapparent for many years following the exposure. |
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B. Records must be kept or maintained for how long following termination orretirement of an employee due to the fact that some symptoms may not becomeapparent for many years following the exposure |
B. Records must be kept or maintained for 30 years following termination orretirement of an employee due to the fact that some symptoms may not becomeapparent for many years following the exposure |
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NIOSH (National Institute for Occupational Safety and Health) requires that aninvestigation be made on what types of incidents |
NIOSH (National Institute for Occupational Safety and Health) requires that aninvestigation be made on all incidents involving firefighter LODD. |
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Basic Principles and Structure unity of command |
a management principle that states that each subordinatemust have only one supervisor.
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Basic Principles and Structure functional supervision |
a deviation from the unity of command principle thatallow personnel to be assigned by their supervisor to perform duties that fallunder the authority of another supervisor. The subordinates are then allowed toreport to a second supervisor for matters relating to that function.
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Basic Principles and Structure Span of Control |
the number of subordinates that one individual can effectivelysupervise. Typically, considered to be 3-7 with the optimum being 5. |
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training guidelines NFPA 1021 |
Standard for Fire Officer Professional Qualifications |
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Training Guidelines
NFPA 1041 |
Standard for Fire Service Instructor Professional Qualifications |
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Training Guidelines
NFPA 1403 |
Standard on Live Fire Training Evolutions |
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what are the 2 types of training? |
formal and continuing education
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Types of Training Formal Training |
the initial training courses for a firefighter that could beprovided by the Fire Academy, at the fire station, National Fire Academy or ata State facility. |
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Types of Training
Continuing Education |
refresher training to keep firefighters proficient at theinitial skills that they learned. The company officer is responsible for thecontinuing education. |
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Four-Step Method of Instruction |
A. Preparation B. Presentation C. Application-provide opportunities for learning through activities that willreinforce the student's learning. D. Evaluation |
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** Assign a _______________________ to all training incidents. This is a requirement of NFPA _______ |
** Assign a safety officer to all training incidents. This is a requirement of NFPA 1500 |
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Plan Types Standing |
creation of policies, procedures, and rules to ensure the consistent andequal application of authority while defining responsibility within theorganization. The company officer relies on the results of the standing plans tocarry out day-to-day operations. |
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Plan Types
Single Use |
accomplish a specific objective such as the development of aprogram, project or budget |
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Plan Types
Strategic |
chart the course of the organization over an indefinite future that isdivided into definite time components. |
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Plan Types
Operational/Administrative |
focus on how objectives will be accomplished asopposed to strategic plans that focus on what the organization will do. |
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Plan Types Contingency- |
create alternative plans that can be implemented in the event ofuncontrollable circumstances. These plans attempt to prepare for the worstpossible situations. |
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what is the planning process? (5) |
A. Identify B. Select C. Design D. Implement E. Evaluate |
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Incident Priorities?? |
A. Life SafetyB. Incident StabilizationC. Property Conservation |
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Incident Size-Up Considerations |
AWhat has happened B. What is happening C. What is likely to happen D. What resources will be needed to resolve the situation |
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**The lead/reflex time - |
**The lead/reflex time (amount of time to request and obtain additional resources) is a factor indetermining what resources will be needed at an incident and when they should be requested. |
