IFSTA - company officer

Question 0

Managing

Answer 0

Act of controlling, monitoring, or directing a project, program, situation, or organization through the use of authority, discipline, or persuasio
**Level II Officers

Question 1

Supervising

Answer 1

Act of directing, overseeing, or controlling the activities and behavior of employees who are assigned to a particular supervisor
**assigned to a Level I Fire Officer

Question 2

Leading

Answer 2

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

Question 3

Basic leadership style

Answer 3

Autocratic
Democratic
Laissez-faire

Question 4

Autocratic

Answer 4

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

b. ​ May result in significant challenges from subordinates
c. ​ Is appropriate for emergency operations but lacks effectiveness in daily operations

Question 5

Democratic

Answer 5

a. The leader includes employees in the decision-making process and allows them to work with the least amount of supervision necessary.
b. ​ Is appropriate for both day-to-day and special emergency operations such as hazardous materials or technical rescue incidents where knowledge and skills are more important than rank

Question 6

Laissez-faire

Answer 6

a. In French, it literally means to allow to do.
b. ​ The leader leaves employees to make all the decisions and does not supervise them at all.
c. ​ Is appropriate for routine station or community tasks
d. ​ Can result is a loss of respect from followers and has the potential for a challenge from a strong informal leader
e. ​ Should never be used at emergency incidents

Question 7

Two-dimensional leadership style

Answer 7

Is represented by a four-quadrant chart that compares the degree of job structure to the degree of employee consideration

Question 8

Contingency leadership theory

Answer 8

Is based on the belief that there is no single best leadership style

Question 9

Contemporary leadership styles

Answer 9

Charismatic
Transformational
Transactional
Symbolic

Question 10

Theory X leaders believe:

Answer 10

a. The average worker is inherently lazy, dislikes work, and will avoid it whenever possible.
b. ​ Because of their inherent dislike of work, most workers must be coerced into performing adequately by threats of punishment.
c. ​ The average worker prefers to be closely supervised and shuns responsibility because of a general lack of ambition.

Question 11

Theory Y leaders believe:

Answer 11

a. The average worker does not inherently dislike work – in fact, most workers feel work can be as natural as play or rest.
b. ​ Workers will perform adequately with self-direction and self-control without coercion.
c. ​ Workers will support organizational objectives if they associate those objectives with their personal goals.
d. ​ The average worker learns not only to accept responsibility but, in fact, also learns to seek responsibility.
e. ​ Only a small part of the worker’s intelligence, ingenuity, and imagination is ever harnessed, but with proper leadership, workers will excel.

Question 12

Theory Z

Answer 12

Says that involved workers are the key to increased productivity and that each worker can perform autonomously (without supervision) because all workers are trustworthy

Question 13

Level 1 leader

Answer 13

Highly capable individual: Person who makes productive contributions through talent, knowledge, skills, and good work habits

Question 14

Level 2 Leader

Answer 14

Contributing team member: Person who contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting

Question 15

Level 3 leader

Answer 15

Competent manager: Person who organizes people and resources toward the effective and efficient pursuit of predetermined objectives

Question 16

​Level 4 leader

Answer 16

Effective leader: Person who catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards

Question 17

​Level 5 leader

Answer 17

1. ​ Executive: Person who builds enduring greatness through a paradoxical blend of personal humility and professional willpower
2. ​ Has characteristics that the others do not
3. ​ Has a strong personal character and humility and is focused on a vision of a goal
4. ​ Is an example for fire officers to strive for

Question 18

​Situational leadership model

Answer 18

1. ​Depends on matching the leader’s style to the maturity of the members of the unit or subordinates; maturity of employee is based on:
   a. ​ Ability to perform the task
   b. ​ Willingness to perform the task

Question 19

Situational leadership model

-Has four readiness levels based on the elements of maturity:

Answer 19

a. ​ Telling — Uses autocratic approach
b. ​ Selling — Uses refined autocratic approach that involves convincing members that the task is appropriate and justified
c. ​ Participating — Relies on input from members in determining how the task should be accomplished
d. ​ Delegating — Uses limits set by leader and allows members to determine how the task will be accomplished

Question 20

Identify 5 various types of power

Answer 20

Reward- Power is based on one person’s perception of another’s ability to grant rewards.
Coercive- Power is based on subordinates’ perceptions of the leader’s authority to punish.
Identification- Power is derived from someone’s desire to identify with and emulate another.
Expert- Power is based on one person’s perception that another’s knowledge and expertise can help in the first person’s endeavors.
Legitimate- Power is derived because of the organizational structure of the department/organization.

Question 21

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

Answer 21

1. ​Self-confidence — Leaders’ self-images contribute to the images others have of them.
2. ​Trustworthiness — Subordinates must be able to trust the decisions made by the leader.
3. ​Consistency — Leaders must be consistent in decisions, actions, and relationships.
4. ​Responsibility — Leaders must accept responsibility for the outcome of decisions and actions.
5. ​Acceptance — Leaders must accept limitations that cannot be overcome.
6. ​Expertise — Skills and abilities that are based on knowledge and expertise are essential to command presence.

Question 22

Workgroups

Answer 22

Groupings of people with the common purpose of completing specific objectives within the organization

Question 23

Team building

Answer 23

Process of overcoming inherent individual differences within the unit and empowering members to make decisions for the benefit of the group

Question 24

​Coaching employees

Answer 24

a. ​ Is an informal process of giving motivational direction, positive reinforcement, and constructive feedback to employees in order to maintain and improve their performances and ensure successful performances b. ​ Needs to be positive, immediate, direct, and frequent

Question 25

Counseling employees

Answer 25

a. Is a formal process that involves activities that assist participants in identifying and resolving personal, behavioral, or career problems that are adversely affecting performance b. ​ Should occur in private, and a record should be kept of the session

Question 26

​Mentoring employees

Answer 26

Prepares capable individuals for advancement within the organization through the direction of a positive role model

Question 27

Logic

Answer 27

Ability to reason and present a strong argument in favor of or against a position

Question 28

Ethics

Answer 28

Analysis of the principles of human conduct in order to be able to determine between right and wrong

Question 29

four types of reasoning

Answer 29

1. Inductive reasoning 2. Deductive reasoning ​3. Causal reasoning 4. Analogical reasoning

Question 30

Fallacy

Answer 30

False or fallacious reasoning that occurs when someone attempts to persuade others without sufficient supporting evidence or by using irrelevant or inappropriate arguments

Question 31

Causal fallacy

Answer 31

Makes a faulty connection between the cause and effect

Question 32

Bandwagon

Answer 32

Tries to make the connection that everyone is doing something or believes something so that makes it the correct point of view or activity

Question 33

Straw man

Answer 33

Makes a weak, easily refuted statement to take attention away from the main point, thus creating a distraction from the main point

Question 34

Hasty generalization

Answer 34

Makes an argument or conclusion that is based on insufficient or nonexistent evidence; can also result in stereotyping

Question 35

Red herring

Answer 35

Occurs when someone uses irrelevant facts to distract the listener from the main issue; is the staple of many politicians who are asked a specific question and then avoid answering it by raising other issues

Question 36

Non sequitur

Answer 36

Concludes something that simply does not follow the main premise of the argument

Question 37

Slippery slope

Answer 37

Consists of a series of worsening consequences that are assumed will result from the initial decision or action

Question 38

​Inductive reasoning

Answer 38

Arrives at a general conclusion based on a foundation of specific examples or data

Question 39

Deductive reasoning

Answer 39

Reaching a specific conclusion based on a general statement or principle

Question 40

Causal reasoning

Answer 40

Is also known as cause-and-effect reasoning

Question 41

Analogical reasoning

Answer 41

1. ​Is based on a comparison between two similar cases | 2. ​Infers that what is true in the first case will also be true in the second case

Question 42

Abilene Paradox

Answer 42

Explains why members of a group may go along with a decision even when they believe it to be a bad one rather than dissent against the group

Question 43

Legislative actions - Statutory laws

Answer 43

Are the result of legislative actions such as those laws passed by the U.S. Congress, Canadian Parliament, state or provincial legislatures, or local entities

Question 44

​Judicial decisions— Common law

Answer 44

Is that body of law that is based on tradition, custom, usage, and decisions of the judicial courts within a particular country, society, or culture

Question 45

Tort

Answer 45

Civil wrong or breach of duty to another person as defined by law -Most civil actions against fire and emergency services organizations are related to tort liability.

Question 46

Negligence

Answer 46

Failure to exercise the same care that a reasonable, prudent, and careful person would under the same or similar circumstances

Question 47

Standard of care

Answer 47

Level of care a reasonable person would use under similar circumstances; standard of behavior by which the theory of negligence is based upon

Question 48

Nonfeasance

Answer 48

Failure to act when under an obligation to do so; refusal (without sufficient cause) to do that which is a legal duty

Question 49

Malfeasance

Answer 49

Commission of an unlawful act; committed by a public official **When a criminal act applies to public servants, it is called malfeasance.

Question 50

Civil

Answer 50

Define relationships between individuals or groups and help to resolve disputes between parties.

Question 51

Criminal

Answer 51

Protect society as a whole from wrongful actions.

Question 52

​Fireman’s Rule

Answer 52

1. ​This doctrine holds that firefighters, rescuers, and other emergency responders know the risks involved and are trained to deal with those risks; they are not entitled to redress (compensation for injuries) from the property owner for injury suffered as a result of performing their duty. 2. ​Exception — If the injury was the result of a crime such as arson or the property owner’s gross negligence or willful and wanton disregard for the firefighter’s safety

Question 53

​Occupational Safety and Health Administration (OSHA)

Answer 53

1. ​OSHA regulations for which company officers are responsible are contained in Title 29 (Labor) of the Code of Federal Regulations. 2. ​Title 29 contains regulations that are designed to protect the safety and health of all workers including firefighters and emergency responders:

Question 54

​Environmental Protection Agency (EPA)

Answer 54

EPA regulations protecting the environment are contained in Title 40 (Protection of Environment) CFR.

Question 55

Civil Rights Act

Answer 55

From a public employment perspective, one of the most important parts of the Act is Title VII, which eliminated discrimination on the basis of race, color, national origin, religion, and sex (gender).

Question 56

Equal Employment Opportunity Commission (EEOC)

Answer 56

1. ​ The EEOC was charged with protecting the rights of all workers – especially those in what are called protected classes. 2. Laws currently identify protected groups such as race, color, creed, religion, ancestry, national origin, etc.

Question 57

Vicarious liability

Answer 57

Situation that occurs when one person is held responsible for the actions or inactions of another individual; also applies to the liability incurred by an organization for the actions or inactions of an employee

Question 58

Historically, there have been four primary areas of employment discrimination:

Answer 58

a. ​Disparate treatment — Treating an applicant or employee differently than those of another race, gender, religion, etc. b. ​Adverse impact — Using a test or other screening device that initially is not intended to discriminate but adversely affects members of one of the protected classes more than other applicants or employees c. ​Sexual harassment — Any overt, unwanted, or unwelcome sexual behavior or advances toward a worker by someone who has the power to reward or punish the worker. Also occurs when speech or conduct is severe (considered objectionable by a reasonable person) or pervasive (widespread, common, or repeated) enough to create a hostile or abusive environment d. ​Reasonable accommodation — Employers are required to do what is reasonable to accommodate their employees’ differences.

Question 59

Fair Labor Standards Act (FLSA)

Answer 59

Because of the atypical work schedules of police and firefighters, Congress passed an exemption to the 40-hour rule for local public safety agencies. The FLSA workweek was set at 43 hours for police and 53 hours for firefighters.

Question 60

National Fire Protection Association (NFPA)

Answer 60

The majority of the national consensus standards that fire and emergency services organizations in the U.S. and Canada use are developed and published by NFPA.

Question 61

American National Standards Institute (ANSI)

Answer 61

a. ​Is a private, nonprofit organization that administers and coordinates the voluntary standardization and conformity assessment system b. ​Does not develop consensus standards; however, it does accredit member organizations that do

Question 62

Underwriters Laboratories Inc. (UL)

Answer 62

a.​Is an independent, not-for-profit product-safety testing and certification organization; products that bear the UL label have been tested for their intended use and are certified as safe.

Question 63

the six basic elements of all forms of communication

Answer 63

``` Sender (speaker) Message ​Medium or channel ​Receiver (listener) Interference ​Feedback to sender ```

Question 64

Sender (speaker)

Answer 64

Originates message by encoding thoughts or mental images into words based on the perceived ability of the receiver (listener) to understand the message

Question 65

Message

Answer 65

The meaning, idea or concept that a speaker is attempting to communicate to the receiver (listener) 1. ​Spoken words 2. ​Nonverbal clues

Question 66

Medium or channel

Answer 66

The path that a message takes between sender and receiver: 1. ​Face-to-face 2. ​Telephone 3. ​Radio a. ​10-signals — Locally developed radio signals b. ​Clear-text — Plain English radio transmissions 4. ​Text messaging

Question 67

Receiver (listener)

Answer 67

Person who receives and decodes or interprets message 1. ​Frame of reference for interpretation a. ​Education b. ​Cultural background c. ​Perception d. ​Attitude e. ​Context 2. ​Good listening skills

Question 68

Interference

Answer 68

Factor that prevents the receiver from fully receiving the message​: 1. ​Internal — Focus on speaker and ignore own thoughts. 2. ​External a. ​Controlling external interference during nonemergency situations 1) ​Turn off loud appliance. 2) ​Close window/door. 3) ​Move conversation to quieter location. b. ​Alternative methods of reducing external interference during emergency situations 1) ​Turn off audible warning device. 2) ​Use headsets or earpieces. 3) ​Increase volume of communication equipment. 4) ​Use messengers.

Question 69

​Feedback to sender

Answer 69

Response that completes the communication process: 1. ​Positive — Desired result will be achieved 2. ​Negative — Confrontation or misinterpretation may result

Question 70

Procedures

Answer 70

1. ​Are a detailed plan of action; written communication that is similar and closely related to a policy 2. ​Detail in writing the steps to follow in conducting organizational policy for some specific, recurring problem or situation

Question 71

Policies

Answer 71

1. ​Are a guide to decision-making within an organization 2. ​Not only aid in decision-making, but also define boundaries and standards administration expects company officers and members to use 3. ​Are created when formal written guidelines or criteria are needed for the operation of the organization 4. ​May be traditional or unwritten in some situations

Question 72

Scalar structure

Answer 72

Chain of authority; the common organizational structure in the fire and emergency services

Question 73

​Line and staff personnel

Answer 73

Traditional organizational concept that separates fire and emergency services personnel

Question 74

Decision-making authority

Answer 74

Legal ability to make and implement decisions

Question 75

Unity of command

Answer 75

The idea that each subordinate must have only one supervisor

Question 76

​Span of control

Answer 76

Limits the number of subordinates that one individual can effectively supervise. ***is not recommended for the majority of emergency operations

Question 77

Division-of-labor

Answer 77

Large jobs divided into smaller tasks for individual assignment

Question 78

​Centralized authority

Answer 78

Decisions are made by one person at the top of the structure.

Question 79

Decentralized authority

Answer 79

Decisions are allowed to be made at a lower level, with the effects of the decisions reported through the structure.

Question 80

end run

Answer 80

A breach in the unity of command principle, commonly known as an ___ ___, occurs when a subordinate sidesteps the immediate supervisor and takes a problem directly to an officer higher in the chain of command.

Question 81

functional supervision:

Answer 81

when personnel are assigned by their supervisor to perform duties that fall under the authority of another supervisor, the subordinates are allowed to report to the second supervisor on matters relating to that function.

Question 82

Automatic aid

Answer 82

Results from a formal, written agreement between fire and emergency services organizations that share a common boundary

Question 83

Hostile work environment

Answer 83

exist when employees in the workplace are subject to a pattern of exposure to offensive conduct or behavior by any member of the workforce.

Question 84

Management styles

Answer 84

- Passive (nonaggressive) behavior - Aggressive behavior - Assertive behavior - 4 Conflict management styles

Question 85

Type I construction (also called fire-resistive construction)

Answer 85

Consists of structural members, including walls, columns, beams, floors, and roofs, that are made of noncombustible or limited combustible materials Characteristics: a.​Primary fuel load is composed of the contents of the structure b.​Ability of this construction to confine fire to a certain area can be compromised by openings made in partitions and improperly designed heating, ventilating, and air-conditioning (HVAC) systems

Question 86

Type II construction (noncombustible or noncombustible/limited combustible construction)

Answer 86

1. Is similar to Type I except that the degree of fire resistance is lower 2. ​May include materials with no fire-resistance rating 3. ​Characteristics: a. ​Contents compose the primary fuel load. b. ​Roofs are often flat, built-up types that may contain combustible felt and roofing tar.

Question 87

Type III construction (also called ordinary construction)

Answer 87

1. ​Consists of exterior walls and structural members that are portions of exterior walls that are made of noncombustible or limited combustible materials 2. ​Includes interior structural members that may be made of wood

Question 88

Type IV construction (also called heavy timber construction)

Answer 88

1. ​Consists of exterior and interior walls and their associated structural members that are of noncombustible or limited combustible materials 2. ​Includes interior structural members that are made of solid wood with no concealed spaces 3. ​Characteristics: a. ​Wooden members must have large enough dimensions to be considered heavy timber. b. ​Dimensions that qualify as heavy timber vary but are usually defined as being at least 8 inches (203 mm) in its smallest dimension.

Question 89

Type V construction

Answer 89

1. ​Consists of exterior walls, bearing walls, columns, beams, girders, trusses, arches, floors, and roofs made entirely or partially of wood or other approved combustible material 2. ​Differs from Type IV mainly in the smaller dimensions of the structural members