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1
Q

(***) is a complex process by which a person influences others to accomplish a mission, task, or objective and drifts the organization in a way that makes it more cohesive and coherent

A

leadership

2
Q

An alternative way to describe (*****) is the art of getting someone else to do what you want them to do, but they do it because they want to do it.

A

leadership

3
Q

() tell people to accomplish a task or objective, whereas () make them want to achieve huh goals and objectives. Tour goal is to lead, not to be a boss.

A

Bosses

leaders

4
Q

Leaders can be effective only to the extent that others will accept their leadership. Thiss lis some times described as (****)

A

followership

5
Q

(****) is particularly important for a fire officer because subordinates are always aware of what the fire officer does. If the fire officer displays selective following of orders from the fire chief …the officer send a clear message to the company members.

A

followership

6
Q

(*****) is an important character trait that will serve the fire officer we;ll in the future when dealing with others who have not followed the rules because they don’t seem fair.

A

followership

7
Q

THree leadership styles ar traditionally identified as (), (), (****)

A

autocratic, democratic, and lassie fair

8
Q

THe Iron hand approach is used when the fire officer needs to maintain high personal control of the group. THe fire officer is telling others what to do and is expecting immediate and complete adherence to the issued instructions (*******)

A

autocratic

9
Q

(*****) when the fire company is involved in a high risk emergency activity …..

A

autocratic leadership

10
Q

(*****) the fire officer need to take immediate corrective supervisory activity, such as during a “ control, neutralize, command” response to a confrontation.

A

autocratic leadership

11
Q

(***) this consultive approach uses all of the ingenuity and resourcefulness of the group in determining how to meet an objective or complete a task.

A

democratic leadership

12
Q

THe fire officer should use the (*****) style when planning a project or developing hthe daily work plan or the company

A

democratic leadership

13
Q

Specialized and highly technical fire companies often use the (****) approach when faced with a complex or unusual emergency situation.

A

democratic

14
Q

Ececutioin of the plan often involves an (*****) command style

A

autocratic

15
Q

A goal of an effective fire officer is to push decision making to the (****)

A

lowest possible level

16
Q

(*****) this free rein style moves the decision making from the fire officer to the individual firefighter.

A

lassie fair

17
Q

THe fire officer depends on the firefighters good judgement and sense of responsibility to get thing done within basic guidelines.

A

lassie fair

18
Q

THis is an effective leadership style when working with experienced fire fighters and when handling routine duties that pose little personal hazard.

A

lassie fair

19
Q

THe best way to size up a comlicatred situation and to develop an incident action plan is to use the (****), using the knowledge and experience of all responders to develop the best approach.

A

democratic style

20
Q

Ine the operation begins the fire officer needs to assume the (***) to ensure the safe execution of the plan.

A

autocratic role

21
Q

(*****) is the capacity of one party to influence another party.

A

power

22
Q

(*****). The target person believes that the agent has the right to make the request and the target person has the obligation to comply.

A

legitamite power

23
Q

Under the incident command system the incident commander has the (*****) to reassign the ventilation sector.

A

legitamate power

24
Q

(****) The target person complies in order to obtain rewards believed to be controlled by the agent.

A

Reward power

25
Q

(****): The target person complies due to the belief that the agent has special knowledge.

A

Expert power

26
Q

(***) THe target person complies due to the admiration or identification with the agent and seeks approval.

A

referent power

27
Q

(****): THe target person complies in order to avoid punishment believed to be controlled by the agent.

A

coercive power

28
Q

Professor Yukl at the University of Albanyy researches leadership, power and influence. He updated the taxonomy of power into two types (****)

A

personal and positional

29
Q

(****) which include expert and referent , reflects the effectiveness of the individual.

A

personal power

30
Q

(**) is defined by the role an individual has within the organization.

A

personal power

31
Q

Legitimate, reward and coercive are three examples of (****)

A

personal power

32
Q

(****) Control over information.

A

information power

33
Q

Unlike expert power, (**) is based on the target person assessment of the agents ability to rapidly and efficiently discover or obtain relevant information, usually through a cultivated network of resources.

A

information power

34
Q

(****) Control over the physical environment, technology, or organization of work.

A

Ecological power

35
Q

The target persons behavior is based on perceptions of opportunities and constraints.

A

Ecological power

36
Q

THe fire officer must be able to apply methods to inspire subordinates to achieve their maximum potential. Although each method has a slightly different focus, the overriding principles are:

A
Recognize individual diffrencers
Use goals
Ensure goals are perceived as attainable
Individualize rewards.
Check for system equality
37
Q

Probably the bed known motivational theory is the (***)> THis theory suggest that behavior is a function of it consequences. To motivate employees to preform, the officer must provide reinforcers to encourage the employee to act in the desired manner.

A

reinforcement theory

38
Q

(*****) must be immediately follow action in order to increase the probability that the desired behavior will occur.

A

reinforcement

39
Q

There are four types of reinforcers

A

Positive reinforcement
negative reinforcement
extinction
punishment

40
Q

((((*****) give a reward for good behavior.

A

positive reienforcement

41
Q

(*****) Removing an undesirable consequence of good behavior

A

negative reienforcement

42
Q

(*****) ignoring bad behavior

A

extinction

43
Q

(****)

A

Punishing bad behavior

44
Q

Whereas POSITIVE AND NEGATIVE reinforcement increase the likely hood of good behavior, Extinction and punishment (***) the likelihood of bad behavior

A

decrease

45
Q

Extinction and punishment (*****) the likelihood of bad behavior.

A

decrease

46
Q

Positive and negative reinforcement (****) the likelihood or good behavior

A

increase

47
Q

Positive reinforcement must be (**)

A

sincere and deserved

48
Q

(***) is often underutilized. THis involves removing the negative consequences of good performance.

A

negative reinforcement

49
Q

(**) breaks the motivation process into two parts: () and (***)

A

hygiene factor

motivational factors

50
Q

(*****) are conditions that are external to the individual, such as pay and work conditions.

A

hygiene factors

51
Q

(***) are the individuals internally determine motivators, such as the desire for recognition, achievement, responsibility, and advancement.

A

motivational factors

52
Q

(****) do not motivate individuals, but if the person is not satisfied with any of the external conditions, he or she will not be motivated.

A

Hygiene factors

53
Q

Employees who are dissatisfied with (**) will not be motivated to achieve maximal performance for the company

A

external conditions

54
Q

Another method of motivating fire fighters is by the use of (*****), which relies on the natural competitiveness of people. In the is theory the key to motivation is for the officer to set specific goals that will improve performance.

A

goal setting theory

55
Q

(*****) THis motivational process suggest that employees evaluate the outcomes they receive for their inputs and compare them with outcomes others receive for their inputs.

A

Equity theory

56
Q

(*****) range from pay and benifktits to recognition, achievement, and promotion.

A

outcomes

57
Q

(**) include educational level, performance level. risks taken, and special skills.

A

INPUTS

58
Q

THis theory explains why the fire chief is paid more than a fire fighter

A

equity theory

59
Q

THis motivational theory is based on the premise that people act in a manner that they believe will lead to an outcome they value.

A

expectancy theory

60
Q

According to expectancy theory, the fire officer must address three considerations in order to motivate the individual:

A

The mploees belief that he or she’s effort will achieve the goal.

THe employees belief that meeting the goal will lead to reward.

THe employees desire for the reward or the rewards value to the employee.

61
Q

MOst fire officer leadership activity is directed toward accomplishing routine organizational goals and objectives in (*******) conditions

A

non emergency

62
Q

The fire officer primary responsibility is to the (**)

A

team of fire fighters under his direct supervision.

63
Q

For departments that have broad SOPs or none at all, the fire officer has two choices in assigning tasks: (**) or (*)

A

preassigning them

assigning them as need on the scene

64
Q

A method of assigning tasks that allows for more participation in the process yet reduces the number of decisions the fire officer must make on scene is the (*******) in which the fire officer discuss with the crew various “routine” emergencies that they respond too.

A

broad standard operating proceedures

65
Q

Dangerous situations develop suddenly during incident operations. A fire officer must use the (*****) leadership style when immediate action is required.

A

autocratic

66
Q

Orders to evacuate a building and a fire fight may day are two critical events that require immediate (****) action

A

autocratic

67
Q

One of the keys to consistent performance at emergency incidents is to (***) Every training activity and every response should be approached with the same degree of professionalism and strict adherence to standard operating procedures.

A

practice like you play

68
Q

A MAYDAY requires a complex response from the company operating within the hot zone or burning structure. THe first obligation is to maintain (**) so that command can determine the may day location and situation. THe second obligation is to maintain company or sector ()

A

radio disciple

integrity

69
Q

Wihout a specific requirement a radio report would include:

A

Identificcation of the company arriving at the scene

A breif description of the incident situation

Obvious conditions

Breif description of actions to be taken

Decleration of strategy to be used.

any obvious safer confers

Assumption identification and location of command

Request or release of resources as required

70
Q

THe frist arriving officer provides leadership and direction to the responding units by implementing the (*****)

A

incident management plan

71
Q

THe fire officer must demonstrate the ability to take control of the situation and provide specific direction to all of the units that are operating and arriving. THis requires mastery of the (****)

A

autocratic style of leadership

72
Q

The fire officer works in a dynamic inviromant with changing conditions and evolving organizational needs. The environment is continually changing around basic leadership concepts. THe fire officer faces two challenges:

A

the fire station as a work location

the special challenges of leading a volunteer fire company

73
Q

(**) and administrative actions reinforce the expectation that the fire station essentially a place of(**) subject to the same rules and expectations as any other workplace.

A

buisness

74
Q

wearing a uniform alerts the fire fighters that a (**) is at hand

A

formal supervisory task

75
Q

One way the fire officer can ensure that the fire fighters understand when he or she is performing an official supervisory task is to (****)

A

wear a formal uniform shirt.

76
Q

THe fire officer should establish house rules. Two general rules for nonemergency activities are as follows:

A
  1. Do not compromise the ability of the fire co. to respond to emergencies in its district.
  2. Do not jeopardize the publics trust in the fire department.
77
Q

The relationship between the fire officer and firefighters is more like that of a mom and pop family business than that of an municipal agency. (****) is the stingiest force that influences their performance and commitment to the organization.

A

effective leadership

78
Q

Leadership requires the fire officer to provide (****)

A

purpose direction and motivation to fire fighters