Ch 4 The Company Officer’s Role in Management Flashcards
(150 cards)
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
2
Q
As a (blank) you are a supervisor, a leader, and a manager.
A
Company officer
3
Q
The traditional definition of (blank) is the activity of getting things done through people.
A
Management
4
Q
(Blank) is the act of guiding the human and physical resources of an organization to attain the organizations objectives.
A
Management
5
Q
(Blank) includes determining what needs to be done in the accomplishment of the task itself
A
Management
6
Q
One of the first contributors to the science of management was
A
Henry Fayol
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
8
Q
Blank wrote General and Industrial Management
A
Fayol
9
Q
(Blank) is called the father of professional management
A
Henry
Fayol
10
Q
Fayol noted that (blank) activities increase as one move up in rank in an organization
A
Management
11
Q
Management activities can be broken down into five discrete components that include:
A
Planning, organizing, commanding, coordinating, and controlling
12
Q
Any activity should start with (blank)
A
Planning
13
Q
(Blank) Principles:
- Division of labor
- Authority and responsibility
- Discipline
- Unity of command
- Unity of direction
- Subordination of individual interest
- Proper remuneration
- Centralization of authority
- Scalar chain or Ranks
- Order
- Equity in fairness
- Initiative
- Stability of our personnel
- Esprit de corps
A
Fayol’s
14
Q
(Blank) planning looks at the rest of today, tomorrow, and the rest of the year
A
Short range
15
Q
(Blank) planning reaches out from one year to five years
A
Mid range
16
Q
Short range planning: Budgets, training, certification, and such are usually scheduled on a (blank) year cycle
A
One
17
Q
During (blank) planning we can usually convert goals into a definitive plans
A
Mid range
18
Q
Most budget, Procurement, recruiting, and training activities fall into the realm of (blank) planning
A
Mid range
19
Q
(Blank) planning looks at the needs of the organization beyond five years
A
Long range
20
Q
When (blank) proceeds the action, the action is easier and is often accomplished faster
A
Planning
21
Q
The second function of management is called (blank)
A
Organizing
22
Q
The process of (blank) is the breaking down of large tasks Into manageable activities
A
Organizing
23
Q
(Blank) keeps the departments functions in mind and, when done properly, focuses his energy on the departments goals and objectives
A
Organizing
24
Q
(Blank) is the third management function
A
Commanding
25
(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
Commanding
26
Management activities:
| (Blank), organizing, commanding, coordinating, and controlling
Planning
27
Management activities: planning, (blank), Commanding, coordinating, and controlling
Organizing
28
Management activities: Planning, organizing, (blank), coordinating, and controlling
Commanding
29
Management activities: planning, organizing, commanding, (blank), and controlling
Coordinating
30
Management activities: planning, organizing, commanding, coordinating, and (blank)
Controlling
31
The fourth management function involves the (blank) of the available resources
Coordination
32
(Blank) is putting the various functions together into a smooth and well operating organization
Coordinating
33
The resources of the (blank) Can be coordinated
Station department
| Community
34
(Blank) is the fifth and final item on fayol’s list
Controlling
35
(Blank) is monitoring our progress
Controlling
36
If Planning is looking ahead to see What we are going to do, (blank) is looking back to see how we have done.
Controlling
37
(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.
Controlling
38
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.
Exception
39
(Blank) suggest that the manager gets involved only when something unusual occurs.
Management by exception (MBE)
40
Management control is greatly expedited and increases when managers concentrate on the (blank) to expected results.
Exceptions
41
(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.
Frederick W Taylor
42
(Blank’s) Focus was on the first line manager and the efficiency of the worker
Taylor’s
43
(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
Taylor
44
The father of scientific management
Taylor
45
(Blank) saw I machines as having standardized interchangeable parts
Taylor
46
Taylor saw humans as part of a (blank) with standardized tasks
Human organization
47
(Blank) studies included the interaction of humans in the workplace –The social environment, as well as the physical environment
Taylor’s
48
(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
Dr. Taylor
49
(Blank) published His “hierarchy of needs” in 1954
Abraham H Maslow
50
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
Physiological needs
51
(Blank) is credited with inventing a concept known as management by objectives (MBO)
Peter Drucker
52
The basis for MBO lies in managers defining (blank) for their subordinates
Areas of Responsibility
53
(Blank) : Measurable goals are set for areas of responsibility and these goals are used as a standard to evaluate the results obtained
MBO
54
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
Labor intensive
55
(Blank) wrote the book en titled human side of enterprise
Douglas Mcgregor
56
(Blank) introduced the now well-known concept of theory X in theory Y
Douglas McGregor
57
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
Y
58
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
X
59
(Blank) develop the concept called theory Z
William G Ouchi
60
Theory (blank)
Workers really want more than just the satisfaction of working productivity; workers want to be involved in their own destiny
Z
61
In theory (blank) the focus is on the employees rather than on the work itself
Z
62
Theory (blank) people dislike work people work only for money
X
63
Theory (blank) People want to feel important people want to be recognized
Y
64
Theory (blank) people want to contribute and be a part of the process people represent unlimited potential
Z
65
(Blank) wrote a book entitled quality, productivity, and competitive positioning
Edward Deming
66
Demings ideas are referred to as (blank)
Total quality management or TQM
67
Successful TQM must put the focus on the (blanks) needs
Customer’s
68
(Blank) was a fad that passed through many organizations in the later 20th century but still very much remain a part of modern management
Total quality management
69
(Blank) term TQM commitments include establishing a vision defining a mission and providing guiding principles for the organization
Long
70
Total quality management focuses on a continuing process of (blank)
Improvement
71
Kenneth Blanchard and Spencer Johnson wrote the (blank) in 1981
The one minute manager
72
what book suggests that we try to find more ways to make people feel good about themselves
The one minute manager
73
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
One minute manager
74
A measurement of a good leader is ability to develop other (blank), not followers
Leaders
75
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.
One minute manager
76
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)
Internal customers
77
(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
Allen
| Brunacini
78
Allen Brunacini’s Departments mission statement read something like this:
Prevent harm, survive, be nice
79
(Blank) is the active part of making an organization run and includes planning, organizing, commanding, coordinating, and controlling
Management
80
Policy is usually developed by who
Fire department administration
81
Procedure may be also developed by the administration, but a good part of it is initiated at the (blank) level
Company
82
(Blank) has a lot to do with organization and management
Procedure
83
Procedure is how tasks are (blank)
Assigned
84
(Blank) deals with questions regarding responsibilities and the order in which tasks are accomplished
Procedure
85
Established (blank) provide standardized solutions to similar problems and usually simplifies life at work
Procedure
86
Procedures written for administrative fire personnel are often developed by ( blank) administration
City or town
87
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
True
88
Company officers who dedicate their energies to their personnel will find that the overall (blank) of the company improves
Productivity
89
Traditional :focused on function
| modern:
Focused on process
90
Traditional: centralize decision making.
Modern:
Decentralized decision making
91
Traditional: tall structure many layers modern:
Flat structure a few layers
92
Traditional: distinction between line and staff
modern:
Both are joined as teams
93
Traditional; narrow job definitions modern;
Wide ranging job descriptions
94
Traditional; heavy reliance on rules
| Modern :
Heavy reliance on innovation
95
Traditional; emphasis on vertical communications modern;
Emphasis on horizontal communications
96
Traditional: emphasis on individuals
modern:
This is on teams
97
Traditional: focus on stability
| Modern :
Focus on change
98
Fire departments are organizations and their ability to perform as such is a reflection Of how well they are (blank)
Managed
99
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.
SOPs
100
(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
SOPs
101
(Blank) help to integrate departmental operations linking the work of managers and planners with the activities of the workers
SOPs
102
True or false SOP’s are not essential for addressing the diverse legislative and regulatory requirements that effect fire service operations
False
103
A very effective way to implement legal requirements and national standards is to incorporate them into
SOPs
104
(Blank) applications: explanation of performance expectations, standardization of activities, training in reference documents, system analysis and feedback, external communications
SOP
105
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
The SOP development process
106
True or false: SOP’s are generally more effective when members of the organization or included in every step of the development process
True
107
True or false: whenever possible all affected viewpoints should be represented on the SOP development team
true
108
To help the insurance industry better determine the probability of future losses, several fire insurance reading organizations join together in 1971 to form the
Insurance service office
| ISO
109
(Blank) publishes the fire suppression rating schedule,
ISO
110
What are the three areas that ISO evaluates in the rating schedule
1. Receiving and handling a fire alarms
2. Resources
3. The communities water supply
111
An ISO Rating evaluation is conducted every
5 years
112
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
1-8
113
An ISO Rating of (blank) is similar to a rating of one through eight But it lacks an adequate water supply
9
114
An ISO rating Of (blank) indicates that there is essentially no fire protection
10
115
Receiving and handling a fire alarms is (blank) percent of the total ISO score
10
116
Fire department resources is (blank) percent of the total ISO score
50
117
Communities water supply is (blank) percent of the total ISO score
40
118
ISO evaluations provide a method of determining fire insurance classifications for the purposes of determining (blank) calculations
Fire insurance premium
119
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
1710
120
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
1720
121
(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
Accreditation
122
An accreditation process is now available for fire departments through (blank) and it is purely voluntary
Certified fire accreditation internation
| CFA1
123
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
Accreditation
124
The intent of the CFAI program is to provide an accreditation process that is
Credible, realistic, and achievable
125
ISO evaluations, meeting NFPA standards, and seeking accreditation through CFAI are all good tools for
Managers
126
(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
Geographical information system
| GIS
127
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
Society
Local community
128
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
Fayol’s bridge
129
(Blank) can be described as a system of conduct, principles of honor and morality, or guidelines for human actions
Ethics
130
In the book, the power of ethical management, A simple three question test is used to help guide your actions. What are they ?
Is it legal
Is it balanced
How will it make me feel about myself
131
Ethics often begin where (blank) leave off
Laws
132
For public safety personnel, ethical responsibility extends beyond’s ones (blank)
Individual performance
133
Ethics are an important (blank) issue
Management
134
The third step in the management process, It involves using the talents of others, giving them directions and setting them to work
Commanding
135
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
Controlling
136
The fourth step in the management process, it involves the managers controlling the efforts of others
Coordinating
137
Service to people in the community
Customer service
138
A system of values, a standard of conduct
Ethics
139
Organizational principle that recognizes the practical necessity for a horizontal as well as vertical communications within an organization
Fayol’s bridge
140
Members of the organization
Internal customers
141
Accomplishment Of the organizations goals by utilizing the resources available
Management
142
Management approach where my attention is focused only on the exceptional situations when performance expectations are not being met
Management by exception
| MBE
143
Second step in the management process, it involves bringing together and arranging the essential resources to get a job done
Organizing
144
First step in the management process, it Involves looking into the future in determining objectives
Planning
145
Formal statement that defines a course or method of action
Policy
146
Defined course of action
Procedure
147
Management style in which the manager believes that people dislike work and cannot be trusted
Theory. X
148
Management style in which the manager believes that people like work and can be trusted
Theory Y
149
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
Theory
| Z
150
Focus of the organization on continuous improvement geared to customer satisfaction
Total quality management
