Company Officer 6Th Ed Chapter 3

Front 1

___ are inherent qualities that can help you build strong skills to perform competently.

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Back 1

Traits

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Front 2

_____-this leadership style provides clear directions of white how and when tasks will be performed. Followers provide a little or no input to autocratic leaders decisions; orders flow from the top down in compliance, is accomplished through rules, regulations and punishment for non compliance.

Back 2

Autocratic

P50

Front 3

_____- democratic leaders solicit input from their followers before making decisions. Sometimes called “___ leadership”, this style requires followers to participate in the process and be held accountable for the tasks delegated to them.

Back 3

Democratic

“Participative Leadership”

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Front 4

____-____ - Leaders do not make decisions or avoid making them. Followers are left to make decisions and solve problems for themselves. Laizzes-Faire leaders typically have very little authority in their organizations, although this style may be appropriate in situations where followers are highly skilled and self-motivated.

Back 4

Laizzes-faire

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Front 5

Leadership and decision making styles:

_____- leadership style in which organizational change is accomplished by followers commitment to the leaders, vision, and inspiration.

Back 5

Transformational

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Front 6

Leadership and decision making styles:

_____- leadership style in which organizational change is accomplished by followers commitment to the leaders, vision, and inspiration.

Back 6

Transformational

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Front 7

Leadership and decision making styles:

___-sometimes called managerial leader, ship this leadership style in forces compliance through rewards and punishments. Whereas transformational leadership focuses on change, transactional leadership seeks to maintain consistency, and is most effective in situations where performance needs to be standardized and consistent.

Back 7

Transactional

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Front 8

A ___ presence inspires confidence from subordinates, the administration, and the public.

Back 8

Command

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Front 9

_____ is a system of moral principles.

Back 9

Ethics

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Front 10

These principles define what is correct, and proper behavior for the members of a society. These principles of conduct define what is right improper conduct for the individual in all relationships and activities.

Ethical behavior may not always be clear cut; often there are gray areas between absolutes.

Ethical behavior is not always clear cut or _____.

Back 10

Ethics

Absolute

P52

Front 11

___ behavior on the part of only one member can damage the reputation of the entire organization.

Back 11

Unethical

P52

Front 12

Personal ____ determine what an individual believes about morality and right and wrong.

Back 12

Ethics

Front 13

Personal _____ should be consistent with the organizations policies, procedures, rules, and regulations.

Back 13

Ethics

P52

Front 14

____ is the intent to deceive, is a common form of unethical behavior.

Back 14

Lying

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Front 15

Any central part of the ethics program is the written code of ethics that is specific to the organization that creates it. This code is a ___ or ___ page statement of the organizations values in the behavior it expects of both it’s management and membership.

Back 15

One to Two page

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Front 16

______ _______ - is a critical variable influence in career, success, personal achievement, and life satisfaction.

Back 16

Emotional intelligence

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Front 17

____ skills (social awareness, empathy, decision-making.)

Back 17

Leadership skills

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Front 18

____-____ skills (time management, drive strength, and commitment ethic).

Back 18

Self-management

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Front 19

______ skills (self-esteem and stress management).

Back 19

InTRApersonal skills

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Front 20

______ skills (self-esteem and stress management).

Back 20

InTRApersonal skills

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Front 21

___ skills (assertion, anger management, and anxiety management).

Back 21

InTERpersonal skills

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Front 22

______ skills (self-esteem and stress management).

Back 22

InTRApersonal skills

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Front 23

___ skills (assertion, anger management, and anxiety management).

Back 23

InTERpersonal skills

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Front 24

Although there are multiple theories of emotional intelligence, the Emotional Intelligence _______ System (ELS) developed by DARWIN NELSON and GARY LOW at Texas A&M university is an educated and skills based approach to developing specific skills, behaviors, and attitudes. (Nelson and Low, 2011).

Back 24

Learning

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Front 25

______ is the emotional skill that especially useful for communication under stressful situations.

Back 25

Assertion

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Front 26

Effective leaders must model good _____ ____ (__) skills.

Back 26

Emotional intelligence (EI)

P56

Front 27

The emotional intelligence skills related to self-management include time, management, Drive, strength, and commitment ____.

Back 27

Ethic

P56

Front 28

The terms “supervision” and ____ are similar and often used interchangeably.

Back 28

“Management”

P56

Front 29

____- includes the process of directing over seeing and controlling the activities of other individuals.

Back 29

Supervision

P56

Front 30

_____ refers to the administration in control of projects, programs situation’s or organizations.

Back 30

Management

P57

Front 31

In the fire and emergency services NFPA 1021, “standard for fire officer professional qualifications” specifies that fire officers, I, II, III, and IV are all considered _____ personnel.

Back 31

Supervisory

P57

Front 32

The international Association of fire chiefs( IAFC), divides fire officer, ranks into ___ levels, in it’s professional development model.

Back 32

Four

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Front 33

IAFC PROFESSIONAL DEVELOPMENT

Level __ -supervising fire officer. (All company officers).

Back 33

Level I

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Front 34

Level __- managing fire officer (battalion, district, and assistant chiefs)

Back 34

Level II

P57

Front 35

Level __ -administrative officer (Admin chiefs in charge of divisions or Bureau’s within the department).

Back 35

Level III

P57

Front 36

Level __ -administrative officer (Admin chiefs in charge of divisions or Bureau’s within the department).

Back 36

Level III

P57

Front 37

Level ___ -Executive fire officer (chief of the department)

Back 37

Level IV

P57

Front 38

The first ____ supervisor should categorize activities into three priority levels: emergency response, preparation for emergency response, and organizational duties.

Back 38

Line

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Front 39

When ____ is used in the problem solving process, everyone has a voice.

Back 39

Brainstorming

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Front 40

SMART (Specific, Measurable, action oriented, relevant ___ sensitive) objectives that’s an assist a company officer in managing and leading a crew.

Back 40

Time sensitive

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Front 41

Company officers typically supervise ___ teams that are equipped to carry out their assigned duties.

Back 41

Small

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Front 42

A company officer guides the individuals in the group and focuses their efforts on becoming a cohesive team. This journey usually follows a forestage development model developed by Bruce Tuckman (Tuckman,1965) that includes forming, storming, norming, and ______.

Back 42

Performing

P62

Front 43

_______- employees are initially uncertain of their roles in the group. They are not certain that they can trust or work with the other members. As relationships grow, trust and respect develop.

This phase is critical within the team-development process and one in which a company officer can have significant effect.

Back 43

Forming

P62

Front 44

______- conflict may result as members compete for a position of informal leadership or attempt to exert their personal influence of the group.

The most critical aspect of successful team development is to reduce the amount of time the group spend in the _____ phase.

Back 44

Storming

Storming

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Front 45

______- the group establishes and adheres to its own set of norms and values. Members become closer and more cohesive.

The leader transitions into the role of a peer, allowing other team members to share leadership responsibilities.

Back 45

Norming

P62

Front 46

______- the group establishes and adheres to its own set of norms and values. Members become closer and more cohesive.

The leader transitions into the role of a peer, allowing other team members to share leadership responsibilities.

Back 46

Norming

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Front 47

_____- the supervisor works to maintain team spirit as the group accomplishes its objectives.

Back 47

Performing

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Front 48

______- is the planned and sometimes unplanned termination of the group task (Tuckman, 1977). This final stage of group development includes acknowledgment of the groups, accomplishments, and recognition of the participation of individual members.

Back 48

Adjourning

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Front 49

Delegating tasks, recognizing individual contributions and encouraging ______, are ways that a supervisor can increase employee, self image and productivity.

Back 49

Participation

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Front 50

_____ in the workforce is a process of giving motivational direction, positive reinforcement and constructive feedback to employees in order to maintain and improve their performance.

Back 50

Coaching

P63

Front 51

______ assists in identifying and resolving personal behavioral for career problems that are adversely affecting an individual’s performance.

Back 51

Counseling

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Front 52

______ uses a positive role model to better prepare individuals for their roles and responsibilities within the organization. And mentoring program enhances individual skills in improves productivity.

Back 52

Mentoring

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Front 53

_____, when mandatory, may cause resentment and reduce participation.

Back 53

Mentoring

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Front 54

Fair and equal treatment may not always mean treating everyone the ___.

Back 54

Same

P65

Front 55

______ is the process of controlling or directing available resources for the purpose of achieving a goal or objective through the use of authority or persuasion.

Back 55

Managing

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Front 56

____-create mission statement, and set goals and objectives. Develop tactical plans for accomplishing a specific objective.

Back 56

Planning

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Front 57

_____- coordinate tasks and resources to accomplish the units goals and objectives by:

- establishing the units internal structure system or organization

-creating labor divisions

-coordinate resource allocation

-taking responsibility for tasks and information flow within the department

-filling positions with qualified people.

Back 57

Organizing

P67

Front 58

_____- guide influence inspire and motivate employees to achieve the goals and objectives within a group.

Directing is a proactive approach to ______ as the company officer applies leadership and supervision concepts.

Back 58

Directing

Managing

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Front 59

_____- establish and implement mechanisms to ensure that objectives are attained. Set performance standards; measure and report the actual performance, compare the performance standard with the actual performance, and take preventative or corrective action to close the gap between the two performance levels.

Back 59

Controlling

P67

Front 60

Company officers must develop certain _______ and interpersonal skills in order to properly apply management functions.

Back 60

Management

P68

Front 61

______ skills - computer skills knowledge of laws codes ordinances in labor management agreement, report writing skills, data analysis, skills for problem-solving and risk identification, and other skills used to prepare budgets, create reports or develop specifications.

Back 61

Administrative skills

P68

Front 62

Human and ______ skills- interpersonal skills that include the ability to work with other people and supervise subordinates.

Success or failure often hinges on one’s ability to _____ effectively.

Back 62

Human and communication skills

Communicate

P68

Front 63

Conceptual and _____-making skills-

The ability to understand, abstract, ideas to solve problems to understand the organization as a whole, and two recognize how the various parts are Interrelated.

Back 63

Conceptual and decision making skills

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Front 64

_____ determines in advance what an organization, a group or an individual should do and how it will get done. It is the foundation of the management process.

Back 64

Planning

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Front 65

Plans are generally classified by the ______ with which they are used in divided into two broad categories.

_____ plans and ___-___ plans.

Back 65

Frequency

Standing plans

Single-use plans

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Front 66

Plans

_____- include policies, procedures, and rules that are used frequently to manage the day today emergency and non-emergency unit activities. They help to ensure the consistent and equal application of authority while defining responsibility within the organization.

Back 66

Standing

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Front 67

___-___ -accomplish a specific objective, such as the development of a program project or budget. These plans are usually intended to reach an objective within a short period of time.

Back 67

Single-use

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Front 68

___-___ -accomplish a specific objective, such as the development of a program project or budget. These plans are usually intended to reach an objective within a short period of time.

Back 68

Single-use

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Front 69

Plans

___- take into account, the external factors that affect an organization, such as changes in the economy, demographics service requirements, hazards, And technology. They charge the organizations course over an indefinite future that is divided into definite time components.

Back 69

Strategic

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Front 70

Plans

_____/_____ - focus on how objectives will be accomplished. These objective fact-based plans deal with the factors that are within the control of the organization, while strategic plans are _____.

Back 70

Operational/administrative

Subjective

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Front 71

Plans

______- create alternative plans that can be implemented in the event of unforeseen events that make original plans unsuitable.

Back 71

Contingency

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Front 72

Planning, organizing, controlling, and evaluating skills are required to complete a ____.

Back 72

Task

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Front 73

For more complex tasks, use flow charts or program (or project) evaluation and review technique (____) charts to track task progress.

Back 73

PERT

P69

Front 74

_____- degree feedback evaluation. An evaluation method that incorporates feedback from multiple sources, such as the worker his or her peers, superiors, subordinates, and customers.

Back 74

360 degree

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Front 75

_____- degree feedback evaluation. And evaluation method that incorporates feedback from multiple sources, such as the worker his or her peers, superiors, subordinates, and customers.

Back 75

360 degree

P70

Front 76

_____ _____(EI) an individuals, ability to correctly perceive and label their own and others emotions. Also known as Emotional _____ (EQ).

Back 76

Emotional intelligence

Emotional Quotient

P70

Front 77

____- system of moral principles governing the perception of right and wrong.

Back 77

Ethics

P70

Front 78

____ -Ability to motivate other people to follow your example and do the things you want them to do.

Back 78

Leadership

P70

Front 79

_____- process of accomplishing organizational objectives through effective and efficient handling of resources. Official, sanctioned leadership.

Back 79

Management

P70

Front 80

Program or (_____) evaluation and review technique (PERT) chart - hey statistical tool used in project management that is designed to analyze and represent the tasks involved in completing a given project.

Back 80

Project

P70

Front 81

____-applying honesty and strong moral principles to the decision making process.

Back 81

Integrity

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Front 82

Expressing the organizations code of ethics in ___ form, provides administration and employees with a visible standard to follow.

Back 82

Written

P54

Front 83

Because reactive or impulsive behavior is self, defeating in the workplace, especially for an Officer, an Officer must balance the emotional and ____ parts of their minds before reacting, especially in a stressful situation.

Back 83

Cognitive

P55

Front 84

A company officers priorities are based on the ___ of the organization, and on the services it provides.

Back 84

Mission

P59

Front 85

In order to mitigate tension between unit members, company officers should ___ employees when necessary and listen to their concerns and solutions.

Back 85

Counsel

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Front 86

In order to mitigate tension between unit members, company officers should ___ employees when necessary and listen to their concerns and solutions.

Back 86

Counsel

P59

Front 87

The supervisor must be familiar with and follow organizations policies when handling employee problems. They may need to refer the employee to the organizations _____ _____ program (EAP) or human resource department.

Back 87

Employee assistance program

P60

Front 88

In order to mitigate tension between unit members, company officers should ___ employees when necessary and listen to their concerns and solutions.

Back 88

Counsel

P59

Front 89

The supervisor must be familiar with and follow organizations policies when handling employee problems. They may need to refer the employee to the organizations _____ _____ program (EAP) or human resource department.

Back 89

Employee assistance program

P60

Front 90

Company officers have a responsibility to report, allegations of unlawful, discrimination, harassment, workplace violence, and other illegal or disruptive behavior of the ___ of command, or directly to human resources, if applicable. The company officer must be knowledgeable on the specific reporting policies and procedures of the AHJ to prevent legal liability for the individual and agency.

Back 90

Chain

P60

Front 91

At least __ generations may work side-by-side in a fire and emergency services organization: baby boomers, generation Xers, millennials, and generation Z.

Back 91

Four

P65

Front 92

At least __ generations may work side-by-side in a fire and emergency services organization: baby boomers, generation Xers, millennials, and generation Z.

Back 92

Four

P65

Front 93

____ ____: born between 1946 and 1964

Back 93

Baby boomers

P65

Front 94

Gen __ -born between 1965 and 1980

Referred to as the “baby bust” because their population is much smaller than that of their parents.

Back 94

Gen X

P65

Front 95

_____, Gen-Y, Dot Comers, Nexters: born between 1980 and 1995

P66

Back 95

Millennials

P66

Front 96

_____, Gen-Y, Dot Comers, Nexters: born between 1980 and 1995

P66

Back 96

Millennials

P66

Front 97

Gen ___, post-millennials

Born between 1995 and 2012

Back 97

Gen Z

P66

Front 98

The EI skills that contribute to effective leadership are: social awareness, empathy, decision, making, and positive influence, which requires knowing your own ____personal skills and others ____personal skills, and being able to accomplish tasks effectively.

Back 98

Own inTRAPersonal skills

Others inTERPersonal skills

P56

Front 99

It is possible to have good time management skills and the drive to keep going when the job is difficult without having developed the EI skill that brings those together- “_____ ethic”.

Back 99

Commitment ethic

P56

Front 100

A strong ___ ____ can help the supervisor defuse a situation quickly and efficiently.

Back 100

Command presence

P60

Front 101

____ provides evidence of the decisions that were made, and serves as a guide for future planning.

Back 101

Documentation

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