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Red Book > Chapter 4: HR Management I > Flashcards

Chapter 4: HR Management I Flashcards

1
Q

How many steps are there to the planning process?

A

5

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2
Q

Who are the most important resource available to the fire and emergency services organizations?

A

Personnel

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3
Q

What are the steps of the planning process in order?

A 
Identify
	Select
	Design
	Implement
	Evaluate
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4
Q

What is step 5 of the planning process?

A

Evaluate

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5
Q

What is step 3 of the planning process?

A

Design

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6
Q

What is step 1 of the planning process?

A

Identify

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7
Q

What is step 4 of the planning process?

A

Implement

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8
Q

What is step 2 of the planning process?

A

Select

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9
Q

Which step of the planning process chooses the appropriate response to the problem according to the desired goals, outcomes, and objectives?

A

Step 2: Select

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10
Q

Which step of the planning process determines the effectiveness of the activities in meeting the goals or outcomes?

A

Step 5: Evaluate

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11
Q

Which step of the planning process identifies a problem that requires a response?

A

Step 1: Identify

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12
Q

Which step of the planning process performs the selected activity or supervises crew members in the activity that will mitigate the problem?

A

Step 4: Implement

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13
Q

Which step of the planning process determines the steps required to meet the selected goals, outcomes, and objectives?

A

Step 3: Design

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14
Q

Who came up with the Operational Planning “P” approach?

A

US Coast Guard

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15
Q

What are four examples of company level planning?

A

Tasks and activities
Preincident planning
Company level training
Company level inspections

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16
Q

To make a recommendation for modification the company officer should document what? (4 items)

A

Situation description
Recommended alteration
Justification for recommendation
Protected outcome for alteration

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17
Q

What are eight organizational policies that company officer should have knowledge of?

A 
Duty assignments
	Promotions
	Retention
	Performance evaluations
	Duty exchange
	Leave (vacation, sick, and wellness)
	Substance abuse
	Absenteeism
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18
Q

Most fire and emergency services organizations have probationary periods, these periods are usually how many months?

A

6-18 months

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19
Q

Who is usually responsible for managing the evaluation process for the probationary period?

A

Company officer

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20
Q

During the probationary period who provides guidance while observing and evaluating the new employee’s performance against established standards, policies, procedures, and practices?

A

First line supervisor

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21
Q

Expectations of a probationary employee should be clear, concise and understandable and in what form of communication?

A

Written form

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22
Q

An unfavorable work environment occurs when employees are subjected to what?

A

Pattern of offensive conduct or behaviors

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23
Q

What section of the Civil Rights Act of 1964 deals with hostile work environments?

A

Tile VII of Civil Rights Act of 1964

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24
Q

How many criteria are there for a hostile work environment in Title VII of the Civil Rights Act of 1964?

A

4

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25
Q

What are the four criteria for hostile work environment of the Civil Rights Act of 1964?

A

Actions must discriminate
Must be persuasive lasting over a period of time
Behavior, actions, or communication must be sever and must seriously disrupt the employee’s work or interfere with employee career progress
Employer knew about actions and did not intervene

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26
Q

Performance evaluations can be informal or formal?

A

Both, formal and informal

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27
Q

Informal evaluations should be either oral or written?

A

Both oral or written

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28
Q

Formal evaluations should be oral or written?

A

Written

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29
Q

Impromptu evaluations are considered informal or formal?

A

Informal

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30
Q

Which evaluation, formal or informal, are held on a specific schedule?

A

Formal performance evaluations

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31
Q

Formal performance evaluations are held on a specific schedule, are they annually, semi-annually or both?

A

Both: Annually or semi-annually

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32
Q

What type of evaluation, formal or informal, can occur before a promotional examination?

A

Formal performance evaluation

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33
Q

According to NFPA 1021 what level of Fire Officer is responsible for formal performance evaluation?

A

Level II Fire Officer

In some organizations Level 1 Fire Officer has the responsibility

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34
Q

Leave for an employee is accrued in accordance with what policies?

A

Organizations policies

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35
Q

What Act requires employers to maintain accurate records of hours worked?

A

Fair Labor Standards Act (FLSA)

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36
Q

What is the name of the program that helps employees and their families with work or personal problems?

A

Employee Assistance Program (EAP)

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37
Q

When the body undergoes normal levels of stress it responds with increases in what? And dilation of what?

A 
Blood pressure
	Heart rate
	Oxygen consumption
	Muscle tension and strength
	Dilation of pupils
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38
Q

If an absence was due to a personal problem, the company officer should refer the employee to who?

A

EAP for counseling

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39
Q

What are four examples of situations that may cause an employee to abuse alcohol or drugs?

A

Death or serious injury of a child
Death of a colleague
Cause of unusual human suffering/neglect
Other high profile events

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40
Q

What are symptoms of substance abuse specific to opiate and narcotic abusers?

A

Accelerated heart rate
Constricted pinpoint pupils
Relaxed or euphoric state
This could lead to dangerous level or respiratory depression

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41
Q

What individuals feel the effects of substance abuse?

A

Individual abusing
Those who live and work with individual
Public

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42
Q

What is the first step the company officer should take when dealing with the issue of absenteeism with an employee?

A

Gather all information concerning the particular incident through communication with the employee

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43
Q

What are general signs and symptoms of general substance abuse?

A 
Change in circle of friends
Reclusive behavior— long periods spent in self imposed isolation
Long unexplained absences
Lying and stealing
Involvement on the wrong side of the law
Deteriorating family relationships
Obvious intoxication, delirium, incoherence, or unconsciousness
Changes in behavior and attitude
Decrease in job or school performance
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44
Q

What kind of management style occurs when people hide their own emotions so that others do not know how they feel?

A

Passive (nonaggressive)

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45
Q

What kind of management style has the goal of to appease others and avoid conflict at any cost?

A

Passive (nonaggressive)

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46
Q

What kind of management style occurs when people express their emotions openly and use threatening behaviors toward people or objects which results in the violations of other’s rights?

A

Aggressive

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47
Q

What kind of management style has the goal to dominate the situation or other person and “win”?

A

Aggressive

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48
Q

What kind of management style occurs when people express their emotions honestly and defend their rights without hurting others?

A

Assertive

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49
Q

What kind of management style has the goal of communication and mutual respect, fair play, and compromise between the rights and needs of the two parties involved in the conflict?

A

Assertive

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50
Q

How many methods are there for resolving conflict?

A

5

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51
Q

What are the five methods for resolving conflict?

A 
Avoiding
	Accommodating
	Forcing
	Negotiating
	Collaborating
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52
Q

Taking a nonassertive or passive approach is an example of what method of resolving conflict?

A

Avoiding conflict

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53
Q

Appeasing others by passively giving in to their positions is an example of what method of resolving conflict?

A

Accommodating

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54
Q

Relying on an aggressive and uncooperative approach is an example of what method of resolving conflict?

A

Forcing conflict

55
Q

Reaching a compromise solution that all parties can agree upon is an example of what method resolving conflict?

A

Negotiating conflict

56
Q

Sharing information openly and honestly is an example of what method of resolving conflict?

A

Collaborating conflict

57
Q

What method of resolving conflict do people deny that a problem exists?

A

Avoiding

58
Q

What method of resolving conflict is the second person’s needs are met at the expense of the first person?

A

Accommodating

59
Q

What method of resolving conflict creates animosity?

A

Forcing

60
Q

What method of resolving conflict results in a single solution response to the problem?

A

Forcing

61
Q

What method of resolving conflict results in a decision that causes everyone to compromise on some things while benefiting on others?

A

Negotiating

62
Q

What method of resolving conflict is focused on the best interests of the organization, community, or service area?

A

Collaborating

63
Q

What method of resolving conflict results in a lose-lose situation?

A

Avoiding

64
Q

What method of resolving conflict results in a lose-win situation?

A

Accommodating

65
Q

What method of resolving conflict results in a win-lose situation?

A

Forcing

66
Q

Which method of resolving conflict results in the best solution to the conflict?

A

Collaborating

67
Q

When the emotions involving the conflict are vey high what conflict management style should be used: avoiding, acomodating, forcing, negotiating, or collaborating?

A

Avoiding conflict

68
Q

When the conflict may damage or compromise an important relationship and the relationship is important what conflict management style should be used: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Avoiding conflict

69
Q

When the company officer or supervisor does not have a high stake in the issue that is causing the conflict what conflict management style should be used: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Avoiding and Accommodating

70
Q

When the conflict may damage or compromise an important relationship what conflict management style should be used: avoiding accommodating, forcing, negotiating, or collaborating?

A

Accommodating

71
Q

When the senior person involved in the conflict is an autocratic manger who uses the forcing style of conflict management what conflict management style should be used: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Accommodating

72
Q

When there is limited time to resolve the conflict what conflict management style should be used: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Negotiating and accommodating and forcing

73
Q

When the issue is extremely important and the final decision will be an unpopular one what conflict management style should be used: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Forcing

74
Q

When maintaining relationships is not important what conflict management style should be used: avoiding , accommodating, forcing, negotiating, or collaborating?

A

Forcing

75
Q

When the support of others is not important tot he outcome of the decision what conflict management style should be used: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Forcing

76
Q

When conflict resolution is urgent and there is not time for debate or discussion what conflict management style should be used: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Forcing

77
Q

When the issues are complex and critical what conflict management style should be used: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Negotiating

78
Q

When there are no clear or simple solutions to the situation what conflict management style should be used: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Negotiating

79
Q

When all parties to the conflict are interested in different solutions what conflict management style should be used: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Negotiating

80
Q

When all parties have similar power within the organization what conflict management style should be used: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Negotiating

81
Q

When the resulting solution will be temporary what conflict management style should be used: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Negotiating

82
Q

When the time to resolve the conflict is short what conflict resolution style should be used: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Negotiating

83
Q

When the situation demands the best possible solution without a compromise what conflict management style should be used: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Collaborating

84
Q

When the parties involved are committed to cooperation for the good of the organization what conflict management style should be used: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Collaborating

85
Q

When the maintenance of relationships is very important what conflict management style should be used: avoiding, accommodating, forcing, negotiationg, or collaborating?

A

Collaborating

86
Q

When the conflict is peer based conflict what conflict management style should be used: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Collaborating

87
Q

What conflict management style is the most difficult of the styles to implement, yet is also the most rewarding: avoiding accommodating, forcing, negotiating, or collaborating?

A

Collaborating

88
Q

What conflict management style requires a change in the culture, which has to originate at the highest level: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Collaborating

89
Q

What conflict management style requires that all parties are willing to work for the goals of the organization or unit and provide all the information that is necessary to make the final decision: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Collaborating

90
Q

What conflict management style has a disadvantage in that it takes mutual trust, time, skills, and effort to use it: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Collaborating

91
Q

What conflict management style has the advantage that it usually results in the best possible outcome: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Collaborating

92
Q

What conflict management styles has become symbolic in some labor management negotiations: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Negotiating

93
Q

What conflict management style if used too often causes the people or groups involved to ask for more than they need, knowing they will not get it: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Negotiating

94
Q

What conflict management style has a disadvantage in that the solution may not be the best one for the organization or unit: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Negotiating

95
Q

What conflict management style has the potential for damaged personal relationships to be very high for the person using this style: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Forcing

96
Q

What conflict management style has the solution that may be the best possible one if the person is right but may be disastrous is the person is wrong: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Forcing

97
Q

What conflict management style results in the loss of leadership and influence in the group if it continues to be used repeatedly: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Accommodating

98
Q

What conflict management style may result in a compromised solution and the potential for animosity or resentment: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Accommodating

99
Q

What conflict management style will cause the relationship to suffer in the long run: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Avoiding

100
Q

What conflict management style takes a nonassertive or passive approach: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Avoiding

101
Q

What conflict management style appeases others by passively giving in to their positions: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Accommodating

102
Q

What conflict management style relies on an aggressive and uncooperative approach: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Forcing

103
Q

What conflict management style reaches a compromise solution that all parties can agree upon: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Negotiating

104
Q

What conflict management style is also called the problem solving style: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Collaborating

105
Q

What conflict management style shares information openly and honestly: avoiding, accommodating, forcing, negotiating, or collaborating?

A

Collaborating

106
Q

How many steps are there to conflict resolution?

A

6

107
Q

What are the steps to conflict resolution, in order?

A

Classify/Identify problem
Define/diagnose problem
Determine the right response/appropriate conflict management style
Determine alternative options
Convert the decision to an action
Test the action against the desired outcome

108
Q

What is step 6 on conflict resolution?

A

Test the action against the desired outcome

109
Q

What is step 4 of conflict resolution?

A

Determine alternative options

110
Q

What is step 2 of conflict resolution?

A

Define/diagnose the problem

111
Q

What is step 1 of conflict resolution?

A

Classify/identify the problem

112
Q

What is step 3 of conflict resolution?

A

Determine the right response/appropriate conflict management style

113
Q

What is step 5 of conflict resolution?

A

Convert the decision to an action

114
Q

Which step to conflict resolution implements the chosen conflict management style?

A

Step 5

115
Q

Which step to conflict resolution determines which style is the next best choice if the selected style is not effective?

A

Step 4

116
Q

Which step of conflict resolution implements the decision and tests the results against the agreed upon outcome?

A

Step 6

117
Q

Which conflict resolution step determines whether an issue should be resolved through collaboration, negotiation, force, accomodation, or avoidance?

A

Step 3

118
Q

Which conflict resolution step determines the amount of time, skills, effort, and resources required to resolve an issue?

A

Step 2

119
Q

Which conflict resolution step determines what type of conflict is involved and identifies participants?

A

Step 1

120
Q

If the company officer can resolve a conflict with the conflict resolution process what is the alternative process that can be used?

A

Internal conflict or dispute resolution process

121
Q

What form of internal conflict or dispute resolution process is one of the most effective?

A

Peer-mediation process

122
Q

What are five benefits of the peer mediation process?

A 
Relationships are maintained
	External publicity is avoided
	Costly litigation is avoided
	Organizations and participants control the process
	Participants control the resolution
123
Q

What are four reasons that people break rules?

A

Resentment
Boredom
Ignorance
Stress

124
Q

What is the main purpose of discipline?

A

To educate

125
Q

Discipline in the fire and emergency services is designed to do what three things?

A

Provide motivation
Ensure compliance with policies and procedures
Provide direction

126
Q

Corrective disciplinary actions should be taken in a manner that is ________ and ________?

A

Progressive and lawful

127
Q

What are the three levels of progressive discipline?

A

Preventive action
Corrective action
Punitive action

128
Q

What type of progressive discipline should be taken when an employee commits a serious violation as the first offense?

A

Corrective action

129
Q

What type of progressive discipline action should be taken when an employee continues to exhibit inappropriate behavior despite earlier corrective efforts or commits a very serious violation of organizational rules as a first offense?

A

Punitive action

130
Q

Corrective action progressive discipline is different from preventive action primarily in that corrective action is always done in _______?

A

Writing

131
Q

The company officer is most likely to use what level of progressive discipline?

A

Preventive action

132
Q

Discipline may only be administered for violations of what? (6 items)

A 
Written policies
	Procedures
	Rules
	Regulations
	SOP/SOG’s
	Verbal orders
133
Q

What is the term for a complaint against management by one or more personnel concerning an actual, alleged, or perceived injustice?

A

Grievance

134
Q

During the collective bargaining process, _______ are carried out?

A

Negotiations

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