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Company Officer (Smoke) > Ch 4 The Company Officer’s Role in Management > Flashcards

Ch 4 The Company Officer’s Role in Management Flashcards

1
Q

Ed Hojnicki
There are three things I suggest when you are thrown into management. One is you have to seek advice from a (blank), the second thing is to attend (blank), and the third is to keep your (blank) strong

A

Senior person

Classes

Core ethics

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2
Q

As a (blank) you are a supervisor, a leader, and a manager.

A

Company officer

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3
Q

The traditional definition of (blank) is the activity of getting things done through people.

A

Management

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4
Q

(Blank) is the act of guiding the human and physical resources of an organization to attain the organizations objectives.

A

Management

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5
Q

(Blank) includes determining what needs to be done in the accomplishment of the task itself

A

Management

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6
Q

One of the first contributors to the science of management was

A

Henry Fayol

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7
Q

(Blank) was a very successful manager of a French coal mine who was interested in understanding the process by which work was accomplished.

A

Henry

Fayol

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8
Q

Blank wrote General and Industrial Management

A

Fayol

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9
Q

(Blank) is called the father of professional management

A

Henry

Fayol

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10
Q

Fayol noted that (blank) activities increase as one move up in rank in an organization

A

Management

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11
Q

Management activities can be broken down into five discrete components that include:

A

Planning, organizing, commanding, coordinating, and controlling

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12
Q

Any activity should start with (blank)

A

Planning

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13
Q

(Blank) Principles:

  1. Division of labor
  2. Authority and responsibility
  3. Discipline
  4. Unity of command
  5. Unity of direction
  6. Subordination of individual interest
  7. Proper remuneration
  8. Centralization of authority
  9. Scalar chain or Ranks
  10. Order
  11. Equity in fairness
  12. Initiative
  13. Stability of our personnel
  14. Esprit de corps
A

Fayol’s

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14
Q

(Blank) planning looks at the rest of today, tomorrow, and the rest of the year

A

Short range

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15
Q

(Blank) planning reaches out from one year to five years

A

Mid range

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16
Q

Short range planning: Budgets, training, certification, and such are usually scheduled on a (blank) year cycle

A

One

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17
Q

During (blank) planning we can usually convert goals into a definitive plans

A

Mid range

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18
Q

Most budget, Procurement, recruiting, and training activities fall into the realm of (blank) planning

A

Mid range

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19
Q

(Blank) planning looks at the needs of the organization beyond five years

A

Long range

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20
Q

When (blank) proceeds the action, the action is easier and is often accomplished faster

A

Planning

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21
Q

The second function of management is called (blank)

A

Organizing

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22
Q

The process of (blank) is the breaking down of large tasks Into manageable activities

A

Organizing

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23
Q

(Blank) keeps the departments functions in mind and, when done properly, focuses his energy on the departments goals and objectives

A

Organizing

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24
Q

(Blank) is the third management function

A

Commanding

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25
Q

(Blank) means that you exercise your delegated authority to get things accomplished, and because you are also responsible for controlling the resources of an organization, it means that you are using the talents of others to attend these goals

A

Commanding

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26
Q

Management activities:

(Blank), organizing, commanding, coordinating, and controlling

A

Planning

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27
Q

Management activities: planning, (blank), Commanding, coordinating, and controlling

A

Organizing

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28
Q

Management activities: Planning, organizing, (blank), coordinating, and controlling

A

Commanding

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29
Q

Management activities: planning, organizing, commanding, (blank), and controlling

A

Coordinating

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30
Q

Management activities: planning, organizing, commanding, coordinating, and (blank)

A

Controlling

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31
Q

The fourth management function involves the (blank) of the available resources

A

Coordination

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32
Q

(Blank) is putting the various functions together into a smooth and well operating organization

A

Coordinating

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33
Q

The resources of the (blank) Can be coordinated

A

Station department

Community

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34
Q

(Blank) is the fifth and final item on fayol’s list

A

Controlling

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35
Q

(Blank) is monitoring our progress

A

Controlling

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36
Q

If Planning is looking ahead to see What we are going to do, (blank) is looking back to see how we have done.

A

Controlling

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37
Q

(Blank) allows you to measure the effectiveness of your efforts to help you maintain your goals, to seek new ways to improve, to increase production, and to help plan for future undertakings.

A

Controlling

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38
Q

The principle of (blank) suggests that management control is greatly increased and corrective action greatly expedited when you concentrate on the exceptions to expected results.

A

Exception

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39
Q

(Blank) suggest that the manager gets involved only when something unusual occurs.

A

Management by exception (MBE)

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40
Q

Management control is greatly expedited and increases when managers concentrate on the (blank) to expected results.

A

Exceptions

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41
Q

(Blank) was an American engineer working as a superintendent in an steel mill Who was concerned with increasing the productivity of both humans and machines.

A

Frederick W Taylor

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42
Q

(Blank’s) Focus was on the first line manager and the efficiency of the worker

A

Taylor’s

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43
Q

(Blank) reason that if efficiency could be improved, the workers productivity could be improved, and with increased productivity, workers would have a good, steady job it would be well paid for their efforts

A

Taylor

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44
Q

The father of scientific management

A

Taylor

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45
Q

(Blank) saw I machines as having standardized interchangeable parts

A

Taylor

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46
Q

Taylor saw humans as part of a (blank) with standardized tasks

A

Human organization

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47
Q

(Blank) studies included the interaction of humans in the workplace –The social environment, as well as the physical environment

A

Taylor’s

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48
Q

(Blank) reasoned that one of the major problems in the workplace was the lack of expression by managers of what they expected in terms of a days productivity, and the employees in knowing and understanding what that expectancy was

A

Dr. Taylor

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49
Q

(Blank) published His “hierarchy of needs” in 1954

A

Abraham H Maslow

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50
Q

Maslow recognize that most of us have five levels of needs and that the very first of these are (blank) the basic like they need for air, food, and water, and for clothing and shelter to protect us from the NL elements

A

Physiological needs

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51
Q

(Blank) is credited with inventing a concept known as management by objectives (MBO)

A

Peter Drucker

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52
Q

The basis for MBO lies in managers defining (blank) for their subordinates

A

Areas of Responsibility

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53
Q

(Blank) : Measurable goals are set for areas of responsibility and these goals are used as a standard to evaluate the results obtained

A

MBO

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54
Q

MBO has been challenged because it is (blank) for managers; your place is a heavy burden on them to plan set goals and provide a Frank appraisal of the results

A

Labor intensive

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55
Q

(Blank) wrote the book en titled human side of enterprise

A

Douglas Mcgregor

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56
Q

(Blank) introduced the now well-known concept of theory X in theory Y

A

Douglas McGregor

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57
Q

Theory (blank) : People will except work and responsibility if given a chance, and management should provide suitable working conditions so that people could achieve personal goals while satisfying to organization’s goals

A

Y

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58
Q

Theory (blank): Managers feel that they need to have a tight controls over there organization because workers are lazy and resist the demands of them

A

X

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59
Q

(Blank) develop the concept called theory Z

A

William G Ouchi

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60
Q

Theory (blank)
Workers really want more than just the satisfaction of working productivity; workers want to be involved in their own destiny

A

Z

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61
Q

In theory (blank) the focus is on the employees rather than on the work itself

A

Z

62
Q

Theory (blank) people dislike work people work only for money

A

X

63
Q

Theory (blank) People want to feel important people want to be recognized

A

Y

64
Q

Theory (blank) people want to contribute and be a part of the process people represent unlimited potential

A

Z

65
Q

(Blank) wrote a book entitled quality, productivity, and competitive positioning

A

Edward Deming

66
Q

Demings ideas are referred to as (blank)

A

Total quality management or TQM

67
Q

Successful TQM must put the focus on the (blanks) needs

A

Customer’s

68
Q

(Blank) was a fad that passed through many organizations in the later 20th century but still very much remain a part of modern management

A

Total quality management

69
Q

(Blank) term TQM commitments include establishing a vision defining a mission and providing guiding principles for the organization

A

Long

70
Q

Total quality management focuses on a continuing process of (blank)

A

Improvement

71
Q

Kenneth Blanchard and Spencer Johnson wrote the (blank) in 1981

A

The one minute manager

72
Q

what book suggests that we try to find more ways to make people feel good about themselves

A

The one minute manager

73
Q

The lesson of the book (blank) is that as managers you should focus on what is going well. Find someone go doing something right and give them recognition

A

One minute manager

74
Q

A measurement of a good leader is ability to develop other (blank), not followers

A

Leaders

75
Q

The (blank) is an easy to read guide that arms newcomers to supervisory positions with the basic tools for building worker relationships and getting the best out of their staffs.

A

One minute manager

76
Q

Many companies are focusing on serving the customer better and starting that process with attention to the members of the organization, often called the (blank)

A

Internal customers

77
Q

(Blank), a former chief, of the Phoenix Arizona fire department, played a key role in introducing the concept of customer service to the fire department

A

Allen

Brunacini

78
Q

Allen Brunacini’s Departments mission statement read something like this:

A

Prevent harm, survive, be nice

79
Q

(Blank) is the active part of making an organization run and includes planning, organizing, commanding, coordinating, and controlling

A

Management

80
Q

Policy is usually developed by who

A

Fire department administration

81
Q

Procedure may be also developed by the administration, but a good part of it is initiated at the (blank) level

A

Company

82
Q

(Blank) has a lot to do with organization and management

A

Procedure

83
Q

Procedure is how tasks are (blank)

A

Assigned

84
Q

(Blank) deals with questions regarding responsibilities and the order in which tasks are accomplished

A

Procedure

85
Q

Established (blank) provide standardized solutions to similar problems and usually simplifies life at work

A

Procedure

86
Q

Procedures written for administrative fire personnel are often developed by ( blank) administration

A

City or town

87
Q

True or false it is important that the members be able to separate those essential tasks that have very fixed procedures from those where some discretionary latitude is appropriate

A

True

88
Q

Company officers who dedicate their energies to their personnel will find that the overall (blank) of the company improves

A

Productivity

89
Q

Traditional :focused on function

modern:

A

Focused on process

90
Q

Traditional: centralize decision making.
Modern:

A

Decentralized decision making

91
Q

Traditional: tall structure many layers modern:

A

Flat structure a few layers

92
Q

Traditional: distinction between line and staff
modern:

A

Both are joined as teams

93
Q

Traditional; narrow job definitions modern;

A

Wide ranging job descriptions

94
Q

Traditional; heavy reliance on rules

Modern :

A

Heavy reliance on innovation

95
Q

Traditional; emphasis on vertical communications modern;

A

Emphasis on horizontal communications

96
Q

Traditional: emphasis on individuals
modern:

A

This is on teams

97
Q

Traditional: focus on stability

Modern :

A

Focus on change

98
Q

Fire departments are organizations and their ability to perform as such is a reflection Of how well they are (blank)

A

Managed

99
Q

A complete set of (blank) is the best method for departments to operationalize other organizational documents by laws plans policies operational strategies mutual aid agreements etc.

A

SOPs

100
Q

(Blank) boil down the important concepts techniques and requirements contained in organizational documents into a format that can be readily used by personnel in their daily jobs

A

SOPs

101
Q

(Blank) help to integrate departmental operations linking the work of managers and planners with the activities of the workers

A

SOPs

102
Q

True or false SOP’s are not essential for addressing the diverse legislative and regulatory requirements that effect fire service operations

A

False

103
Q

A very effective way to implement legal requirements and national standards is to incorporate them into

A

SOPs

104
Q

(Blank) applications: explanation of performance expectations, standardization of activities, training in reference documents, system analysis and feedback, external communications

A

SOP

105
Q
  1. Build the development team
  2. Provide organizational support
  3. Establish team procedures
  4. Gather information and identify alternatives
  5. Analyze and select alternatives
  6. Write it
  7. Review and test it.
  8. Ratify and approve it
A

The SOP development process

106
Q

True or false: SOP’s are generally more effective when members of the organization or included in every step of the development process

A

True

107
Q

True or false: whenever possible all affected viewpoints should be represented on the SOP development team

A

true

108
Q

To help the insurance industry better determine the probability of future losses, several fire insurance reading organizations join together in 1971 to form the

A

Insurance service office

ISO

109
Q

(Blank) publishes the fire suppression rating schedule,

A

ISO

110
Q

What are the three areas that ISO evaluates in the rating schedule

A
  1. Receiving and handling a fire alarms
  2. Resources
  3. The communities water supply
111
Q

An ISO Rating evaluation is conducted every

A

5 years

112
Q

An ISO rating of (blank) indicates that there is some sort of recognized fire department, that the nearest engine company is fewer than 5 miles travel distance from any protected property, and that there is either in adequate fire hydrant within 1000 feet or other water supply a resource

A

1-8

113
Q

An ISO Rating of (blank) is similar to a rating of one through eight But it lacks an adequate water supply

A

9

114
Q

An ISO rating Of (blank) indicates that there is essentially no fire protection

A

10

115
Q

Receiving and handling a fire alarms is (blank) percent of the total ISO score

A

10

116
Q

Fire department resources is (blank) percent of the total ISO score

A

50

117
Q

Communities water supply is (blank) percent of the total ISO score

A

40

118
Q

ISO evaluations provide a method of determining fire insurance classifications for the purposes of determining (blank) calculations

A

Fire insurance premium

119
Q

NFPA’s (blank), standard for the organization and deployment of fire suppression Operations, emergency medical operations, and special operations to the public by career fire departments defines response capabilities for fire and medical incidence, for the first due engine company, for the entire first alarm assignment, and for first level, basic, and advanced emergency medical responders

A

1710

120
Q

NFPA (blank), Standard for the organization in deployment of fire suppression operations, emergency medical operations, and special operations to the public by volunteer fire department, deals with similar issues for organizations that are staff predominantly by volunteers

A

1720

121
Q

(Blank) is a process by which an emergency or institution evaluates and recognizes a course of study, such as fire service program, or an institution, such as a college or university, as meeting certain predetermined standards

A

Accreditation

122
Q

An accreditation process is now available for fire departments through (blank) and it is purely voluntary

A

Certified fire accreditation internation

CFA1

123
Q

The objectives of (blank):

  1. Organizational motivation and self improvement
  2. Self-evaluation to improve service delivery
  3. Providing a means to recognize quality performance
  4. To protect the interests of the general public
A

Accreditation

124
Q

The intent of the CFAI program is to provide an accreditation process that is

A

Credible, realistic, and achievable

125
Q

ISO evaluations, meeting NFPA standards, and seeking accreditation through CFAI are all good tools for

A

Managers

126
Q

(Blank ) Is a system that uses statistical response data to create maps that can geographically illustrate: where the most responses occur, average time for certain response areas, call types, call demands and many other services

A

Geographical information system

GIS

127
Q

The ethical standards of the fire department are influenced by what (blank) expects and what the (blank) believes is the function of the fire department

A

Society

Local community

128
Q

The manager in one section should be able to communicate with the manager in another section without having to go all the way to the top of the organizational structure the shorter path is called

A

Fayol’s bridge

129
Q

(Blank) can be described as a system of conduct, principles of honor and morality, or guidelines for human actions

A

Ethics

130
Q

In the book, the power of ethical management, A simple three question test is used to help guide your actions. What are they ?

A

Is it legal

Is it balanced

How will it make me feel about myself

131
Q

Ethics often begin where (blank) leave off

A

Laws

132
Q

For public safety personnel, ethical responsibility extends beyond’s ones (blank)

A

Individual performance

133
Q

Ethics are an important (blank) issue

A

Management

134
Q

The third step in the management process, It involves using the talents of others, giving them directions and setting them to work

A

Commanding

135
Q

The fifth step in the management process, it involves monitoring the process to ensure that the work is accomplishing the Intended goals and objectives, and taking correct of action when it is not

A

Controlling

136
Q

The fourth step in the management process, it involves the managers controlling the efforts of others

A

Coordinating

137
Q

Service to people in the community

A

Customer service

138
Q

A system of values, a standard of conduct

A

Ethics

139
Q

Organizational principle that recognizes the practical necessity for a horizontal as well as vertical communications within an organization

A

Fayol’s bridge

140
Q

Members of the organization

A

Internal customers

141
Q

Accomplishment Of the organizations goals by utilizing the resources available

A

Management

142
Q

Management approach where my attention is focused only on the exceptional situations when performance expectations are not being met

A

Management by exception

MBE

143
Q

Second step in the management process, it involves bringing together and arranging the essential resources to get a job done

A

Organizing

144
Q

First step in the management process, it Involves looking into the future in determining objectives

A

Planning

145
Q

Formal statement that defines a course or method of action

A

Policy

146
Q

Defined course of action

A

Procedure

147
Q

Management style in which the manager believes that people dislike work and cannot be trusted

A

Theory. X

148
Q

Management style in which the manager believes that people like work and can be trusted

A

Theory Y

149
Q

Management style in which the manager believes that people not only like to work and can be trusted, but they want to be collectively involved in the management process and recognized when successful

A

Theory

Z

150
Q

Focus of the organization on continuous improvement geared to customer satisfaction

A

Total quality management

Company Officer (Smoke) (13 decks)

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