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Company Officer (Smoke) > Chapter 6 the company officers role : principles of leadership > Flashcards

Chapter 6 the company officers role : principles of leadership Flashcards

1
Q

Scott Windisch

I believe the most important factor in successful leader ship at any job is

A

Attitude

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2
Q

To be effective in organizations people need

A

Leadership

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3
Q

(Blank) focuses on people working together in organizations

A

Leadership

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4
Q

What is a set of processes that can keep a complicated system of people and technology run a smoothly

A

Management

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5
Q

The most important aspects of management include

A

Planning, budgeting, organizing, staffing, controlling, and problem-solving

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6
Q

(Blank) is a set of processes that creates organizations in the first place or adopts them to significantly changing circumstances

A

Leadership

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7
Q

(Blank) defines what the future should look like, aligns people with that vision, and inspires them to make it happen in spite of the obstacles

A

Leadership

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8
Q

What is a group of people working together to accomplish a task

A

An organization

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9
Q

Fire departments are what type of organizations

A

Formal

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10
Q

The fire department bowling league represents what type of organization

A

Informal

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11
Q

All will have a purpose, they are all made up of people, and those people will arrange them selves into some type of structure

A

Organizations

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12
Q

Two or more people who come together for a common purpose

A

Group

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13
Q

How individuals interact and influence one another

A

Group dynamics

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14
Q

(Blank) is a practice where groups tend to develop numerous dynamic practices that separate them from other individuals

A

Group dynamics

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15
Q

In a group environment, the two major factors that are considered are

A

The task at hand and the relationships within the group

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16
Q

The personal actions needed by managers to get the team members to carry out certain activities

A

Leadership

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17
Q

Getting other people to do what you want done

A

Leadership

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18
Q

Ones influence over others

A

Leadership

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19
Q

Managing (blank) deals with Personnel administration, the administrative activities associated with staffing an organization

A

Human resources

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20
Q

Effective leader ship deals with changing the (blank) of others

A

Personal conduct

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21
Q

Who said, a leader is a person who has the ability to get other people to do what they don’t want to do, and like it

A

President Harry Truman

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22
Q

We let our leaders use their (blank) to attempt to influence our actions

A

Experiences

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23
Q

Things that help make the (blank) a better place: sound organizational objectives, clear Policies and guidelines, consistent management, clear definition of duties, open lines of communication, individuals well matched with their jobs, recognition of good work

A

Work environment

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24
Q

When members can see their place in the organization, when they are given info and can contribute, And when they are appreciated they will be

A

Satisfied and productive

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25
Q

When the essential qualities of effective organization are missing, members will become what

A

Disillusioned

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26
Q

The four major categories of employees are

A

Employees, supervisors, middle managers, and top managers

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27
Q

Because you are the first supervisory rank in the organization, and because you usually do not supervise other managers, we will call you what

A

First level supervisors

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28
Q

Today’s (blank) is also a coach foreman/Forewoman, and a supervisor

A

Team leader

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29
Q

Increasing services while holding the line on budgets means that fire departments must become more what

A

Efficient

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30
Q

For many fire service organizations the greatest opportunities for further advancement in history will come at the

A

Company level

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31
Q

What are the two positions in the fire department to Which outsiders can apply

A

The chief and an entry - level FF

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32
Q

Emergency service organizations usually promote our personnel based on some combination of

A

Past performance, test scores, and evidence of relevant training and education

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33
Q

(Blank) find greater challenges in people issues, administrative duties, and responsibility for managing others

A

New officers

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34
Q

To be a good leader, you should understand (blank) behavior

A

Human

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35
Q

Working together is all about (blank) behavior

A

Group

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36
Q

Studying group behavior is a part of the science of (blank)

A

Sociology

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37
Q

(Blank) Includes the study of groups ranging from family and small workplace groups to entire communities and ethnic groups

A

Sociology

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38
Q

(Blank) Are used to represent real things

A

Models

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39
Q

Using models of human behavior helps us understand (blank)

A

People

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40
Q

To truly understand people a good leader must first evaluate (blank)

A

Themselves

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41
Q

By evaluating (blank), a leader can provide values, improve work ethic, and automatically lead the team to success

A

Human behavior

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42
Q

Abraham Maslow is best known for establishing the theory of a

A

Hierarchy of needs

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43
Q

Maslow suggested that human beings are motivated by (blank)

A

UnSatisfied needs

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44
Q

The four general types of needs according to Maslow are

A

Physiological, safety, love, and esteem

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45
Q

(Blank) needs :

Psychological, safety, love, and esteem

A

Deficiency

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46
Q

(Blank) needs are the very basic needs such as air water food sleep sex and so long

A

Physiological

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47
Q

(Blank) needs have to do with establishing stability and consistency in a chaotic world

A

Safety

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48
Q

(Blank) needs such as love and belongingness are next on the list after after safety

A

Social

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49
Q

The two types of (blank) needs are self-esteem, which results from competency or mastery of a task. Second, here is the attention and recognition that comes from others

A

Esteem

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50
Q

The need for (blank) is the desire to become more and more of what one is ,to become everything that one is capable of becoming

A

Self - Actualization

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51
Q

As members needs changed, so do the (blank) that are affective in motivating them

A

Factors

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52
Q

who described two factors that affect personnel at work

A

Frederick Herzberg

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53
Q

(Blank) factors are needed to just to get people to come to work and prevent dis satisfaction

A

Hygiene

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54
Q

(Blank) factors include company policies administration, supervision, salary, interpersonal relations, and working conditions

A

Hygiene

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55
Q

Herzberg’s hygiene factors do not motivate workers; they prevent workers from having (blank) about the workplace

A

Bad feelings

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56
Q

Herzberg’s (blank) encourage workers to rise above the satisfactory level and do excellent work

A

Motivators

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57
Q

Herzberg

(Blank) include treatment, recognition, the work itself, responsibility, and advancement

A

Motivators

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58
Q

Responsibility, job with a purpose, recognition of good work, opportunity for promotion, opportunity for advancement, opportunity for personal growth, threshold of satisfaction

A

Motivators

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59
Q

Good working relationship, considerate supervisors, good working condition, good pay and benefits, job security

A

Hygiene factors

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60
Q

McGregors theory X and theory Y are called

A

Management style

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61
Q

Persons with high status or (blank) like to be in charge and have influence over others

A

Power needs

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62
Q

Workers with (blank) needs like the structure of organizations and they like to get work done

A

Power

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63
Q

Persons with high (blank) needs like to be in charge

A

Power

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64
Q

Persons with (blank) needs like challenges

A

High achievement

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65
Q

Persons with (blank) needs like to work in groups

A

High affiliation

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66
Q

People who have (blank) needs typically take personal responsibility for their efforts, set their own goals, and take on new commanding challenges

A

High achievement

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67
Q

People with (blank) needs tens to be creative, their strongest characteristic may be their need for feedback

A

High achievement

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68
Q

The group who has (blank) needs have a desire to belong and be excepted by a group. they are on Maslow’s third layer and have a need to belong

A

High affiliation

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69
Q

The (blank) grid is a field in which the leaders concern for people in production are

A

Managerial

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70
Q

On the managerial grid, the vertical access represents the leaders concern for what

A

People

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71
Q

On the managerial grid the horizontal axis represents the leaders concern for what?

A

Production

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72
Q

The blank was introduced in 1964 by Dr. Robert R. Blake and Jane S. Mountain

A

Managerial grid

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73
Q

The (blank) suggests that morale and productivity are independent of one another

A

Managerial grid

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74
Q

In the lower right hand corner of the managerial grid is position (blank) . It represents a leader with a passion for production while having a relatively low concern for people

A

A.

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75
Q

Persons having the position (blank) style of leader ship use their power to control people, telling them what to do and how it is done

A

A

76
Q

Position (blank) on the managerial grid may be similar in some ways to theory X

A

A

77
Q

Position (blank) of The managerial grid Sees a minimum regard for both people and production

A

B

78
Q

Position (blank) of the managerial grid states that the leader provides the minimum amount of supervision needed to survive within the system

A

B

79
Q

A position (blank) of the managerial grid, the leader has a strong bias for interaction with people, while having a relatively mild concern about production

A

C

80
Q

Position (blank) of the managerial grid is a strong advocate of McGregor’s theory Y

A

C

81
Q

In the (blank) of the managerial grid we have a leader ship style that is represented by a middle Of the road approach on both scales

A

Center

D

82
Q

At position (blank) on the managerial grid we have the supervisor who has a high regard for both the workers and production

A

E

83
Q

Leadership is an exercise of (blank)

A

Power

84
Q

(Blank) is achieving the organizations goals through others

A

Leadership

85
Q

(Blank) is the ability to influence others in a constructive way that supports the individual and the Department

A

Power

86
Q

(Blank) power is bestowed upon a Person through an appointment of an official position

A

Legitimate

87
Q

Like punishment power, (Blank) power comes with the badge and is used over others

A

Reward

88
Q

like reward power, (Blank) power comes with the badge and is used over others

A

Punishment

89
Q

(Blank) power is individually earned, it is used through charisma

A

Identification

90
Q

(Blank) power is individually earned with unique knowledge

A

Expert

91
Q

For fire service personnel, the first type of leadership power comes with the badge of the office and it is (blank) power

A

Legitimate

92
Q

With legitimate power, two types of additional power are implied they are:

A

Reward and punishment power

93
Q

Legitimate, reward, and punishment power come with the (blank)

A

Badge

94
Q

Terms such as (blank) power and (blank) power are often used to describe the qualities of role models and knowledgeable individuals

A

Identification and expert

95
Q

The three factors that can help determine your own leader ship style are

A

The team member, the leader, and the situation

96
Q

(Blank) : this style is characterized by lots of direction and mostly one way communication

A

Directing

97
Q

With a (blank) leader ship style, the supervisor tells what Hass to be done, provides direction, and monitors the results

A

Directing

98
Q

(Blank): here, there is some discussion in which the supervisor seeks ideas, explains the needs and decisions, and sells the idea

A

Consulting

99
Q

With a (blank) leadership style, the supervisor still gives lots of direction but maintains close presence, providing encouragement and reassurance

A

Consulting

100
Q

(Blank): the leader encourage his participation at all levels and shares responsibility for the process

A

Supporting

101
Q

In a (blank) leader ship style, the leader facilitates growth by sharing information and asking questions that will enhance the workers understanding of the situation

A

Supporting

102
Q

(Blank): the supervisor essentially turns the management of the task over to team members

A

Delegating

103
Q

Who said, “never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity”

A

George S Patton Jr

104
Q

The (blank) with the components of heat, fuel, and oxygen was used to describe the chemical structure of fire

A

Fire triangle

105
Q

The (blank) is made up of the components of heat, fuel, oxygen, and chemicals chain reaction

A

Fire tetrahedron

106
Q

At the top of the leader ship tetrahedron is

A

Desire

107
Q

Good officers will always have the (blank) to aspire as well as to inspire, and possess the (blank) to excel at everything they do

A

Desire

108
Q 
The (Blank):
Desire 
Ability 
Courage 
Interpersonal skills

DACI

A

leadership tetrahedron

109
Q

Utilization of a promotional process that uses a (blank), (blank), and a (blank) to measure all of the tetrahedron components is recommended

A

Written test, assessment exercises, peer evaluation

110
Q

(Blank) is a very poor indicator of whom is the best candidate for promotion and should not be used

A

Seniority

111
Q

The fire service has had significant problems in the areas of

A

Diversity and harassment

112
Q

Both diversity and harassment deal with (blank) attitudes toward others

A

Personal

113
Q

The (blank) amendment to the constitution states that “no person shall be deprived of life liberty or property without due process of the law”

A

5th

114
Q

The (blank) amendment to the Constitution states that “no state shall deny any persons within its jurisdiction the equal protection of the law”

A

14th

115
Q

In 1964 Congress passed the

A

Civil rights act

116
Q

Title (blank) of the civil rights act deals with programs and activities that receive federal funding and prohibits discrimination on the basis of race, color, national origin, or sex

A

VI

117
Q

Title (blank ) of the civil rights act deals with employment and prohibits discrimination by employers on the basis of race color religion sex or national origin

A

VII

118
Q

The civil rights act authorized the establishment of (blank) to enforce itself

A

Equal employment opportunity commission EEOC

119
Q

Title (blank) of the civil rights act, as the greater impact on our workplace

A

VII

120
Q

Equal employment opportunity is more than a legal right it is a (blank) right

A

Human

121
Q

The (blank) act of 1963 prohibits discrimination in compensation on the basis of sex

A

Equal pay

122
Q

The (blank) act of 1970 to strengthen the authority of the civil rights act of 1964 and expanded the power of the EEOC

A

Equal employment opportunity

123
Q

The civil rights act of (blank) provided that individuals may be personal liable (As well as their organizations) for discrimination in the workplace

A

1991

124
Q

The (blank) act of 1967 protect individuals who are 40 years of age and older

A

Age discrimination in employment

125
Q

Title one and five of the (blank) act of 1990 prohibit employment discrimination against qualified individuals with disabilities in the private sector and in state and local governments

A

Americans with disabilities

ADA

126
Q

The (blank) act of 1991 provides monetary damages in case of international employment discrimination

A

Civil rights

127
Q

The (blank) also provides oversight and coordination of all federal equal employment opportunity regulations, practices, and policies

A

EEOC

128
Q

The (blank) act of 1991 made major changes in the federal laws against employment discrimination and forced by EEOC

A

Civil rights

129
Q

The (blank) is an independent federal agency originally created by Congress in 1964 to enforce title seven of the civil rights act of 1964

A

EEOC

130
Q

The (blank) is composed of five commissioners and a general counsel appointed by the president and confirmed by the Senate

A

EEOC

131
Q

The (blank) act of 1990 prohibits discrimination on the basis of disabilities, and covers employment, public accommodations, transportation, and telecommunications

A

Americans with disabilities

ADA

132
Q

To (blank) means to annoy, tease, or torment

A

Harass

133
Q

Title (blank) of the civil rights act of 1964 cover sexual-harassment in the workplace

A

VII

134
Q

The two situations in which sexual-harassment generally occurs are (blank) and (blank)

A

Hostile work environment

And

Sexual favors as a condition of employment, promotion or transfer

135
Q

A (blank) occurs when there are pictures, comments, and other offensive ask that inhibit a worker’s performance

A

Hostile work environment

136
Q

A situation when one is asked for sexual favors as a condition of employment, promotion, or transfer is referred to as (blank), “this for that”

A

Quid pro quo

137
Q

Title (blank) of the civil rights act of 1964 cover sexual-harassment in the workplace

A

VII

138
Q

Sexual-harassment is often about

A

Power

139
Q

When a person comes to you, as a supervisor, with a complaint about sexual harassment, you must take action (blank)

A

Promptly

140
Q

When encouraging the complainant Of sexual harassment you may need to ask (blank) questions

A

Open ended

141
Q

Who has a special obligation to protect personnel from the consequences of sexual harassment

A

Supervisors

142
Q

If the policy directs you to conduct an investigation, you should follow the initial interview by checking with who first

A

Witnesses

143
Q

After you talk to the witnesses first, Then talk to the

A

Accused

144
Q

When talking to a (blank), say, “I’m investigating a complaint of sexual harassment I would Like to ask you a few questions about what you may have seen or heard”

A

Witnesses

145
Q

When talking to the (blank), start by saying, “I am investigating a complaint of sexual harassment by you. I would like to ask if you questions regarding your actions”

A

Accused

146
Q

General comments regarding any (blank) issue:
Move quick, let everyone you talk to understand that you were concerned, meet in private, take notes, provide feedback, follow your organizations policies

A

Harassment

147
Q

The (blank) is charged with enforcing title seven of the civil rights act, which prohibits employment discrimination based on race, color, religion, sex, or national origin, and protects personnel who complain about such offenses from retaliation

A

EEOC

148
Q

Harassment violates (blank) if it involves discriminatory treatment based on race, color, sex, religion, national origin, age or disability or because the employee opposed job discrimination or participating in an investigation or complaint proceeding under the EEOC statutes

A

Federal law

149
Q

A (blank) is always responsible for harassment by a supervisor that culminates in a tangible employment action

A

Employer

150
Q

An individual qualifies as an employee’s (blank) if the individual has the authority to recommend tangible employment decisions affecting the employee or if the individual has the authority to direct the employees daily work activities

A

Supervisor

151
Q

A (blank) means a significant change in employment status

A

Tangible employment action

152
Q

An Employer’s (blank) policy should make clear the employer will not tolerate harassment based on race, sex, religion, national origin, age, or disability, or harassment based on opposition to discrimination on participation in complaint proceedings

A

Anti-harassment

153
Q

The employer should encourage employees to report harassment to management before it becomes

A

Severe or pervasive

154
Q

Is a complaint procedure adequate if employees are instructed to report harassment through their immediate supervisors?

A

No, because the supervisor may be the one committing harassment or may be impartial

155
Q

It is advisable for an employer to designate at least (blank) official outside an employees chain of command to take complaints of sexual harassment

A

One

156
Q

What is the order in which investigations should take place for sexual-harassment

A

Complainant

Alleged harasser

Others with relevant info

157
Q

True or false, and employer should correct harassment that is clearly unwelcome and regardless of whether a complaint is filed

A

True

158
Q

Does an employee who is harassed by his or her supervisor have any responsibilities?

A

Yes, the employee must take reasonable steps to avoid harm from the harassment

159
Q

Is an employer legally responsible for it’s supervisors harassment if the employee failed to use the employers complaint procedure

A

No, unless the harassment resulted in a tangible employment action or unless it was reasonable for the employees not to complain to management

160
Q

When is the deadline for filing in the EEOC charge

A

Either 180 or 300 days after the last date of alleged harassment

161
Q

Seeking advice or getting information from another; as a leadership style it implies that the leader seeks ideas and allows contributions to the decision making process

A

Consulting

162
Q

Sharing work, authority, and responsibility with another; as a leader ship style, (blank) implies the most generous sharing of the officers leadership role

A

Delegating

163
Q

Blank) :Controlling a course of action; as a leader ship style, it is characterized by an authoritarian approach

A

Directing

164
Q

what is The quality of being diverse, different, or not all alike

A

Diversity

165
Q

Federal government agency charged with a ministering laws related to non-discrimination on the basis of race, color, religion, sex, age, or national origin

A

Equal employment opportunity commission EEOC

166
Q

A recognition of authority by virtue of an individual skills or knowledge

A

Expert power

167
Q

The first supervisory rank in an organization

A

First level supervisors

168
Q

How individuals interact and influence one another

A

Group dynamics

169
Q

To disturb, torment, or pester

A

Harassment

170
Q

According to the needs theory of motivation, individuals with (blank) except challenges and work diligently

A

High achievement needs

171
Q

According to the needs theory of motivation, individuals with (blank) desire to be excepted by others

A

High affiliation needs

172
Q

Has used by Frederick herzberg , (blank) Keep people satisfied with their work environment

A

Hygiene factors

173
Q

A recognition of authority by virtue of the other individuals character or trust

A

Identification power

174
Q

Dynamic practices developed by groups that separate them from other individuals

A

Interpersonal dynamics

175
Q

The personal actions of managers and supervisors to get team members to carry out certain actions

A

Leadership

176
Q

A recognition of authority derived from the government or other appointing agency

A

Legitimate power

177
Q

A five tiered representation of human needs developed by Abraham Maslow

A

Maslow’s hierarchy of needs

178
Q

Representation or example of something

A

Model

179
Q

Factors that are regarded as work incentive such as recognition and the opportunity to a achieve personal goals

A

Motivators

180
Q

A group of people working together to accomplish a task

A

Organization

181
Q

The command or control over others, status

A

Power

182
Q

A recognized motivator to be in charge or have group affiliation

A

Power needs

183
Q

A recognition of authority by virtue of the supervisors ability to administer punishment

A

Punishment power

184
Q

A recognition of authority by virtue of the supervisors ability to give recognition

A

Reward power

185
Q

As a leader ship style, the (blank) process involves open and continuous communications and they sharing in the decision making process

A

Supporting

Company Officer (Smoke) (13 decks)

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