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Flashcards in Ch1 & Ch2 Company Officer Deck (70):
0

Making the transition requires that a new officer know the following elements

- understand the importance of the position of company officer

- recognize the challenges, expectations, and solutions created by the transition

- know the responsibilities of the company officer

- know the duties of a company officer

1

The new company officer must be careful not to develop an attitude of___________.


- Superiority

2

The company officer performs the following functions

– Provide leadership

– act as a role model

– gives advice

– provides representation for members to the administration

– negotiates conflict

– applies counseling or coaching when necessary

3

The______public sees and judges the entire organization

Company officer

4

The company officer should consider the fire and emergency services organization a_______ _oriented corporation

Service

5

Challenges that a new company officer will encounter consist of learning and applying concepts such as the following

– Leadership
– Ethics
– Supervision
– Responsibilities
– Authority

6

When the emergency is over, the relationship returns to the form it had during routine station life. The difference between the TWO (2) gforms of supervision is the station life is __________ oriented while the emergency is ________ oriented and is based on knowledge, skills,, and abilities of the member of the unit.

- Rlationship

- Task

7

A ________ approach in any type of organization can be disastrous to the officer, the unit, and the organization.

- Authoritarian

8

All supervisors, regardless of the level perform the following three (3) functions simultaneously.

- Stewards of the position they hold

- Teachers of those they supervise

- Students of the position to which they aspire

9

Regardless of the first officer level or type of fire and emergency services organization, all company officers have certain responsibilities. They have respo0nsibilities to the following people or group.

- Subordinates

- Organization

- Public

- Profession

- Family

- Themselves

10

According to NFPA _____ standard for fire company officer professional qualifications, the duties of a company officer may be divided into general categories that apply to all fire officer level.

nfpa 1021

11

The duties of a company officer may be divided into general categories that apply to all fire officer levels these categories are.

– Human resource management
– Community and government relations
– Administration
– Inspection and investigation
– Emergency service delivery
– Health and safety

12

The officer must realize that the success of any fire emergency services organization is correctly proportional to its ________ ______.

– Community involvement

13

The duty most often associated with company officers is that of responding to and managing _________ ________of all types.

– Emergency incidents

14

In response to an alarming increase of Line – of – duty deaths, the international Association of Fire Chiefs and 13 affiliated organizations called for the first national_______ _______ _______On June 21, 2005.

– Safety Stand Down

15

The purpose of the safety stand down were

– Focus attention on firefighter Line of duty deaths

– Promote programs that address wellness and safety, proper apparatus and equipment maintenance, and safe operations.

– Promote safe behaviors in both emergency and non-emergency activities.

16

__________ Is most closely related to the act of directing, overseeing, or controlling the activities of other individuals, a basic function of the level I fire officer as a first line supervisor.

– Supervising

17

__________ On the other hand will be applied to control of a project, program, situation, or organization, a function often associated with the level 2 fire officers.

– Managing

18

____________ Act of directing, overseeing, or controlling the activities and behavior of employees who are assigned to a particular supervisor.

– Supervising

19

Act of controlling, monitoring, or directing a project, program, and situation, organization through the use of authority, discipline, or persuasion.

– Managing

20

Act of controlling, directing, conducting, guiding, and administering through the use of professional behavioral traits or personality characteristics that motivate employees to the successful completion of an organization's goals

– Leadership

21

Basic leadership style includes

- Autocratic

– Democratic

– Laissez-Faire

22

Two dimensional leadership styles includes

– Job centered

– Employees centered

23

Contingency leadership theory believes

- That no single best style exists

24

Contemporary leadership styles includes

– Charismatic

– Transformational

– Transactional

– Symbolic theories

25

Theory X

- Bases theory on the average worker dislikes work

26

Theory Y

Bases theory on the average worker believes work is natural.

27

Theory Z

Basis theory on involved workers performing without supervision.

28

The leader tells subordinates what to do and how to do it with little or no input from them.

- Autocratic

29

This style is appropriate for__________but lacks effectiveness in__________.

- Emergency operations

– Daily operations

30

The leader includes employees in the decision-making process and allows them to work with the least amount of supervision possible.

- Democratic

31

The leader leaves employees to make all decisions and does not supervise them at all. It should never be used at emergency incidents.

- Laissez-faire

32

This style is a theory based on independent studies done at Ohio State University and the University of Michigan in the late 1940s. It is Represented by a 4 quadrant chart that compares the degree of job structure to the degree of employee consideration.

- Two dimensional leadership style

33

This leadership style was developed in the 1960s and is based on the belief that there is no single best leadership style.

– Contingency leadership theory

34

This category consist of theories that are currently popular in the field of management studies.

– Contemporary leadership styles

35

The company officer should be able to recognize them when dealing with leaders in the political and business communities.

- Charismatic

– Transformational

– Transactional

– Symbolic

36

Inspires follower loyalty and creates an enthusiastic vision that others work to attain.

– Charismatic

37

Depends on continuous learning, innovation, and change within the organization.

– Transformational

38

Involves an exchange between a leader and followers in which followers perform tasks effectively in exchange for rewards provided by the leader.

– Transactional

39

Based Theory on a strong organizational culture that holds common values and beliefs.

– Symbolic

40

Theory X basically believes the following

– The average worker is inherently lazy, dislikes work, and will avoid whenever possible.

– Because of their inherent dislike for work, most workers must be coerced into performing adequately by threats of punishment.

– The average worker prefers to be closely supervised and Shuns responsibility because of a general lack of ambition.

41

Theory Y basically believes.

– The average worker does not inherently dislike work in fact, Workers feel work can be as natural as play or rest.

– Workers perform adequately with self-direction and self-control without coercion.

– Workers will support organizational objectives if they associate those objectives with their personal goals.

– The average worker learns not only to accept responsibility but, in fact, also learns to seek responsibility.

– Only a small part of the workers intelligence, integrity, and imagination is ever harnessed, but with proper leadership, Workers excel.

42

The basic concepts of Theory Z are

– Leadership style that focuses on the people.

– Employees remaining with the company for life.

– Close relationships between work and social life.

– Workers goal to produce economic success nurtures togetherness.

– Participative approach to decision-making.

43

One problem associated to theory Z is

– Resistance to change

44

This theory was developed in 1973 by R. Tannebaum and W. H. Schmidt and is used to determine which leadership style a leader should apply to the situation.

– Leadership continuum theory

45

This theory was developed in 1971 by Robert claws and is based on employees perception of units goals and objectives.

- Path goal theory

46

In the Path Goal Theory the leader determines which of the following four (4) leadership styles best applies to the situation.

Directive – leader gives specific guidance to subordinates.

Supportive – leader shows concern for subordinates.

Participative – leader asked for suggestions from subordinates.

Achievement – oriented – leader establishes high goals and excepts high-performance from subordinates.

47

Focuses on value driven leadership and Proactively living one's own life versus enduring a reactive life, always feeling controlled by another's actions.

– Principle centered leadership

48

In the late 1990s what word Jim Collins leadership levels?

Level 1 – highly capable leader
Level 2 – contributing team member
Level 3 – competent manager
Level 4 – effective leader
Level 5 – executive

49

Collins notes that level ____ Leaders have characteristics that others do not.

- 5

50

Level 5 characteristics are

– Ambition for the organization rather than personal ambition.

– Development of subordinates who will become successful.

– Personal modesty and humility.

– Driven to make company succeed.

– Diligence to ensure organizational success regardless of the amount of effort required.

– Success attributed to factors other than themselves but takes full responsibility for failures.

51

Based on the two dimensional and situational leadership theories, this model, developed in the 1970s depends on matching the leader's style to the maturity of the members of the unit or subordinates.

– Situational leadership model

52

The maturity of the employees is based on the following two (2) elements.

– First the ability of the employees to perform the task.

– Second the willingness of the employee to perform the task.

53

Based on the four (4) leadership levels of readiness, the leader may decide to use one of the following (4) leadership styles.

– Telling

– Selling

– Participating

– Delegating

54

It is a value-based model of leadership that forces service at the core for social change, it is regarded by some as the leadership model of the future.

– Social change model

55

The goals of the social change model are

– Promote in the individual self-knowledge and an understanding of one's interests, talents, and values.

– Increase leadership competency in order to cause positive culture change in an institution, community, or society.

56

The model was developed in 2002 by Robert Deering and is based on the concept that the leader involves followers in the process of accomplishing a goal within the limits of the system.

– Alpha leadership model

57

Depending on the area that appears to need attention, an officer may choose to follow any number of paths to improvements such as the following.

– Courses

– Seminars/workshops

– Literature readings

– Counselors/mentors

58

The most basic of leadership traits can be summarized in five concepts. The good leader

– Sees opportunities that others do not.

– Identifies challenges early.

– Communicates effectively.

– Plans for success.

– Builds trust with others.

59

According to Webster's dictionary "POWER" is

The process of control, Authority, or influence over others.

60

______ Power is based on one person's perception of another's ability to Grant rewards

– Reward power

61

_Power is based on subordinates perceptions of the leaders authority to punish.

- Coercive

62

______ Power is derived from someone's desire to identify with and emulate another

- Identification

63

Another form of identification power is______ or ______ _______, which is one's perception that they have power because of relationship with someone who does have power

- Referent or personal power

64

_______Power is based on one's perception that another's knowledge can help in the first person's endeavors.

– Expert power

65

Another form of knowledge power is _____ power. This power is based on the perception that a person or group controls information that is needed to perform a duty or activity.

- Information power

66

_____ Power is derived because of the organizational structure of the department/organization.

– Legitimate power

67

_____ ______Is the complex ability to identify the components of a situation, assess the need for action, determine the nature of the necessary intervention, and initiate the action- also to perceive as having the ability necessary to take action.

– Command Presence

68

To achieve command presence is it necessary to have the following six personality attributes.

– Self-confidence

– Trustworthiness

– Consistency

– Responsibility

– Acceptance

– Expertise

69

Along with personality characteristic leaders can take the following eight (8) steps to create Command Presence.

1 – know what the situation

2 know what resources are available to apply to the situation

3 – know the strategy and tactics required to resolve the situation

4- listen to all points of view

5- Make the decision

6- take responsibility for the decision

7- implement the decision

8- evaluate the decision