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IFSTA COMPANY OFFICER > Ch1 & Ch2 Company Officer > Flashcards

Ch1 & Ch2 Company Officer Flashcards

0
Q

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

A
  • Superiority
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1
Q

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

A
  • 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
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2
Q

The company officer performs the following functions

A

– Provide leadership

– act as a role model

– gives advice

– provides representation for members to the administration

– negotiates conflict

– applies counseling or coaching when necessary

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3
Q

The______public sees and judges the entire organization

A

Company officer

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4
Q

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

A

Service

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5
Q

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

A 
– Leadership
– Ethics
– Supervision
– Responsibilities
– Authority
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6
Q

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.

A
  • Rlationship

- Task

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7
Q

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

A
  • Authoritarian
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8
Q

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

A
  • Stewards of the position they hold
  • Teachers of those they supervise
  • Students of the position to which they aspire
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9
Q

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.

A
  • Subordinates
  • Organization
  • Public
  • Profession
  • Family
  • Themselves
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10
Q

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.

A

nfpa 1021

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11
Q

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

A 
–  Human resource management
–  Community and government relations
–  Administration
–  Inspection and investigation
–  Emergency service delivery
–  Health and safety
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12
Q

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

A

– Community involvement

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13
Q

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

A

– Emergency incidents

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14
Q

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.

A

– Safety Stand Down

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15
Q

The purpose of the safety stand down were

A

– 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.

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16
Q

__________ 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.

A

– Supervising

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17
Q

__________ 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.

A

– Managing

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18
Q

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

A

– Supervising

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19
Q

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

A

– Managing

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20
Q

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

A

– Leadership

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21
Q

Basic leadership style includes

A
  • Autocratic

– Democratic

– Laissez-Faire

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22
Q

Two dimensional leadership styles includes

A

– Job centered

– Employees centered

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23
Q

Contingency leadership theory believes

A
  • That no single best style exists
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24
Q

Contemporary leadership styles includes

A

– Charismatic

– Transformational

– Transactional

– Symbolic theories

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25
Q

Theory X

A
  • Bases theory on the average worker dislikes work
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26
Q

Theory Y

A

Bases theory on the average worker believes work is natural.

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27
Q

Theory Z

A

Basis theory on involved workers performing without supervision.

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28
Q

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

A
  • Autocratic
29
Q

This style is appropriate for__________but lacks effectiveness in__________.

A
  • Emergency operations

– Daily operations

30
Q

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

A
  • Democratic
31
Q

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

A
  • Laissez-faire
32
Q

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.

A
  • Two dimensional leadership style
33
Q

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

A

– Contingency leadership theory

34
Q

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

A

– Contemporary leadership styles

35
Q

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

A
  • Charismatic

– Transformational

– Transactional

– Symbolic

36
Q

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

A

– Charismatic

37
Q

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

A

– Transformational

38
Q

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

A

– Transactional

39
Q

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

A

– Symbolic

40
Q

Theory X basically believes the following

A

– 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
Q

Theory Y basically believes.

A

– 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
Q

The basic concepts of Theory Z are

A

– 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
Q

One problem associated to theory Z is

A

– Resistance to change

44
Q

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.

A

– Leadership continuum theory

45
Q

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

A
  • Path goal theory
46
Q

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

A

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
Q

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

A

– Principle centered leadership

48
Q

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

A 
Level 1 – highly capable leader
Level 2 – contributing team member
Level 3 – competent manager
Level 4 – effective leader
Level 5 – executive
49
Q

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

A
  • 5
50
Q

Level 5 characteristics are

A

– 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
Q

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.

A

– Situational leadership model

52
Q

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

A

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

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

53
Q

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

A

– Telling

– Selling

– Participating

– Delegating

54
Q

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.

A

– Social change model

55
Q

The goals of the social change model are

A

– 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
Q

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.

A

– Alpha leadership model

57
Q

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.

A

– Courses

– Seminars/workshops

– Literature readings

– Counselors/mentors

58
Q

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

A

– Sees opportunities that others do not.

– Identifies challenges early.

– Communicates effectively.

– Plans for success.

– Builds trust with others.

59
Q

According to Webster’s dictionary “POWER” is

A

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

60
Q

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

A

– Reward power

61
Q

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

A
  • Coercive
62
Q

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

A
  • Identification
63
Q

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

A
  • Referent or personal power
64
Q

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

A

– Expert power

65
Q

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.

A
  • Information power
66
Q

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

A

– Legitimate power

67
Q

_____ ______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.

A

– Command Presence

68
Q

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

A

– Self-confidence

– Trustworthiness

– Consistency

– Responsibility

– Acceptance

– Expertise

69
Q

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

A

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

IFSTA COMPANY OFFICER (4 decks)

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