Second Pass

Question 1

New Company officers need to recognize that they are both a ____ and ____

Chp 1

Answer 1

Superior and subordinate

Question 2

Organizational Tattoo

Chp 1

Answer 2

Poor impressions may follow in individual and be difficult or impossible to remove

Question 3

Traditions And we never did it that way before

Chp 1

Answer 3

To overcoming this barrier, the officer must be able to explain why it is important to make the change, and how to change will benefit the crew, the agency, and or the community

Question 4

Supervisor

Chp 1

Chp 3

Answer 4

Making Decisions that prove satisfactory and motivational, while maximizing performance in the workplace with *individuals

Question 5

Manager

Chp 1

Answer 5

Make decisions that adhere to the department policies, and make appropriate use of department resources

Question 6

NFPA 1021

Chp 1

Answer 6

Standard Qualifications for the company officer

Question 7

Company Officers may be assigned other duties that are not specifically mentioned in NFPA 1021

Chp 1

Answer 7

-Being assigned divisions, units, or special teams
-Performing Preconstruction plan reviews
-Issuing permits or licenses
-Acting as liaison to other agencies or organizations
-Reporting to the local governing body, to provide information
-Acting out of rank to cover for superior
-Acting as the public information officer

Question 8

Centralized Authority

Chp 2

Answer 8

Decisions are made by one person at the top of the structure. This model works well in a very small organization, such as an individual fire company. In large organizations, the leader span of control may be exceeded unless decision making authority is delegated.

Question 9

Decentralized authority

Chp 2

Answer 9

Decisions Are made at a lower level with the effects of the decisions reported through the structure.

Decision making authority should be delegated to the lowest level possible

Decision making authority is limited to only those tasks over which personnel have been given authority

The cheif may also decentralized the authority to make certain decisions only in specific areas

Allows most matters to be handled expeditiously

May result in a duplication of effort

Question 10

Delegation

Chp 2

Answer 10

Providing subordinates with the authority, direction, and resources needed to complete an assignment

Question 11

Leaders intent

Chp 2

Answer 11

Per The national wildland coordinating group NWCG field operating guide the three essential components of leaders intent are

Task - Objectives of the assignment
Purpose - Why the assignment needs to be done
End state - how the situation should look when the assignment is successfully completed

Question 12

Skip Level notification

Chp 2

Answer 12

If The immediate supervisor is viewed as part of the problem, or does not resolve the problem the subordinate may be justified in bypassing the chain of command

Question 13

Functional supervision

Chp 2

Answer 13

An organizational principle that allows workers to report to more than one supervisor. Functional supervision deviates from the unity of command, when personnel are assigned by their supervisor or a senior officer to perform duties that fall under the authority of another supervisor

Question 14

Division Of labor

Chp 2

Answer 14

Consists of dividing large jobs into smaller tasks that are assigned to specific individuals. This is used for:

Assign responsibility, present duplication of effort, make specific clear-cut assignments

Question 15

Management

Chp 3

Answer 15

Refers to the *administration and control of projects, programs, situations, or organizations.

Question 16

Bruce Tuckman four stage development model

Chp 3

Answer 16

Forming- developing roles/relationships through challenges
Storming- conflict when competing for informal leadership
Norming- group establishes and adheres to values/norms
Performing- group becomes team. Supervisor maintains team spirit
(Adjourning)- planned/unplanned termination of the group

Question 17

Coaching

Chp 3

Answer 17

Formal process of giving motivational direction, positive reinforcement, and constructive feedback. Honest, immediate, direct, and frequent.

Question 18

Counseling

Chp 3

Answer 18

Assists in identifying and resolving personal, behavioral, or career problems that are adversely affecting the individuals performance

Question 19

Mentoring

Chp 3

Answer 19

Uses a positive role model to better prepare individuals for their roles and responsibilities within the organization

Question 20

Five step planning process

Chp 4

Answer 20

Ongoing circular process:

Identify
Select
Design
Implement
Evaluate

Question 21

Five general purposes of interpersonal communication

Chp 5

Answer 21

Learn, relate, influence, play(entrain), help

Question 22

Rules Regs vs. SOP/SOG

Chp 5

Answer 22

Written to preclude deviation vs written to to allow deviation (situational)

Question 23

Policy

Chp 5

Answer 23

Used to determine organizational decision making

Question 24

Procedure

Chp 5

Answer 24

The Detailed plan of action that is similar and closely related to a policy. Procedures detail in writing the steps to follow in conducting organizational policies for some specific, reoccurring problem or situation.

Question 25

Internal Employees, external beneficiaries, and stakeholders are often referred to as Chp 6

Answer 25

Customers

Question 26

The Customer service concept is valuable, because Chp 6

Answer 26

Customer satisfaction indicates how well an organization meets or exceeds the expectations of the community it serves

Question 27

Community Risk reduction, CCR Chp 6

Answer 27

Also known as fire and life, safety program initiatives, this is a broad term that incorporates all programs that protect the public using protection, prevention, and education

Question 28

Policy Analysis Chp 6

Answer 28

Determines if current policies are effective and enforceable, or if the lack of policies has caused problems. This analysis often occurs when an organization has experienced internal difficulty.

Question 29

Policies Must be… Chp 6

Answer 29

Communicated throughout the organization to make the administration’s intent clear

Question 30

Acts or omissions Chp 6

Answer 30

A doctrine, holding individuals, responsible, ethically, for actions, they may take “acts“ or do not take “omissions“ with foreseen results

Question 31

NFPA 1500 Chp 7

Answer 31

Standard on fire Department, occupational safety, health, and wellness

Question 32

The Five components of organizational risk management Chp 7

Answer 32

Risk identification, risk evaluation, establishment of priorities for action, risk, control techniques, risk management, monitoring

Question 33

The Five steps of operational risk management Chp 7

Answer 33

Situational Awareness, hazard assessment, hazard control, decision point, evaluate

Question 34

Four step method of instruction Chp 8

Answer 34

Preparation, Presentation, application, evaluation

Question 35

A “Hold harmless” document Chp 8

Answer 35

A Contractual provision, where one party agrees to protect another party from liability or damages or losses, resulting from specific actions or events. Such as using a training facility, not owned.

Question 36

NFPA 1 Chp 9

Answer 36

Fire code

Question 37

NFPA 101 Chp 9

Answer 37

Life safety code

Question 38

NFPA 5000 Chp 9

Answer 38

Building construction and safety code

Question 39

Partitions Chp 9

Answer 39

Must extend from the floor of the use area to the bottom of a fire, resistant rated floor or ceiling above. Doors leading into these areas must be self closing or the automatic closing type that closes when the fire alarm is activated. Doors in these areas shall not have air transfer openings and must meet the provisions outlined in NFPA 80.

Question 40

Modern trusses are generally spaced Chp 9

Answer 40

24 inches apart

Question 41

Unprotected engineered, steel and wooden trusses can fail after Chp 9

Answer 41

5 to10 minutes of exposure to Fire