Co Flashcards
Certification provides a yardstick by which to
Measure competency in every type of department from the largest to the smallest from All paid to all volunteer
Fire departments should be sure that their personnel are professionals this can be accomplished through
Certification and education
There are several reasons to certify including
Protection from liability
recognition of demonstrated proficiency
recognition of professionalism
budget and salary justification
A significant step in the certification process occurred when
The joint Council established the national professional qualification system in 1972
The present certification standards are part of the
NFPAs codes and standards making process
There are _____
NFPA codes and standards dealing with every aspect of fire protection
Almost 300
Many federal agencies including OSHA NIH and DOE reference
NFPA’s codes and standards in their own regulations
Many insurance companies use
_________for guidelines in assessing risk and setting premiums
Nfpa documents
NFPA’s codes and standards are the result of more than
200 committees consisting of more than 5000 individuals who serve voluntarily
_________
Of the NFPA documents deal with qualifications of those who serve in the fire service
10
As public organizations fire service organizations are open to
Public scrutiny and are held accountable for their actions
NFPA published the first national standard for fire service officers in
1976
The present version of
_______
outlines the requirements for fire officers at four levels of competency
NFPA 1021 standard for fire officer professional qualifications
Fire officer one focuses on
The needs of the first-line supervisor
For fire officer 2 the requirements focus on
The management aspects of the company officers job and help prepare individuals to move into staff assignments
The requirements for Officer three deal mostly with
Administration and management preparing officers to move into positions of increasing responsibility at the mid-management level
Officer 4 satisfies the need of
Senior staff and chief officers
_________Are important for the company officer as indicated by the NFPA standard 1021
Good writing skills
Is now a prerequisite for fire officer one
Fire instructor one
The requirements of NFPA 1021 are the result of
A task analysis that determined the work done by typical fire officers at four levels within the organization
Fire officer one requires skills to manage safely by demonstrating knowledge about
The most common causes of injury accidents and the spread of infectious disease
——— are similar and both represent the needs of individuals moving into and ascending the supervisory ranks of the fire service
The courses in college fire science programs and the requirements of the fire officer certification process
Pragmatic courses
Building construction and hydraulics
Most community college programs provide the following learning outcomes
Effectively communicate
Locate evaluate and use information apply math skills
apply critical thinking skills
The fire and rescue service is unique. no other occupation
Serves the public in so many ways
The ability to react to the publics needs and resolve any problems encountered places a
High level of responsibility on every member including the newest firefighter.
are vitally important
Entry-level requirements and rigorous recruit training
In order to maintain skills and learn New Ones, a continuing program of
Training and education should be provided to all members
Training to maintain skills should be
Provided by the department
Preparing for advancement should involve
Some individual initiative on the part of the member
Although advancement brings greater prestige it also brings
Added responsibilities
You can prepare to make the transition from firefighter to fire officer with
Study and effort
There been many ways of promoting officers over the last century but we are seeing more and more departments adopt a
Organized career development program
To help members prepare for advancement and more importantly to prepare to capably serve in the new position after advancement the
The new skills knowledge and abilities should be mastered before the member becomes eligible for promotion to the next rank
———-Is a shared responsibility. Both you and your community have an obligation and both will benefit from your growth
Professional development
The individuals responsibility
Motivation
preparation
The departments responsibility
Opportunity
environment
Some personnel may view these training and education requirements as
others will see them as
Barriers to their advancement
opportunities
Taking courses helps develop new skills knowledge and abilities so they can
- Perform duties in additional areas
- perform current duties and more efficient and safe manner
- learn new procedures as they are introduced
In the final analysis professional development provides members with
An established program of advancement opportunity
For the individual advancement means
Increased responsibilities
They will planned professional development program is
A good deal for everyone it benefits the member the department and the community
The member must be motivated to prepare for and except
The additional responsibilities and duties that come with promotion
High standards should be set for promotion to
The first supervisory ranks
The primary purpose of the requirements is to ensure
That personnel are fully prepared to face the complex challenges of the new position they are assuming
Most of the requirements focus on
Administration management and supervisory issues
Lt.
Fire officer one 1021 instructor one 1041 English building construction fire suppression sometimes called strategy and tactics
Captains
Fire officer to 1021
instructor one 1041
second English preferably in report writing
math
administration or management leadership or supervision
Transfer credit for prior college efforts and relevant courses taken at
The national fire Academy and state training programs should always be excepted
To make the system work best these courses should be
Completed before you take the test for advancement
To validate the process, the test or assessment process should
Carefully consider the content of all the courses in the selection criteria
Once promoted you should continue your professional development by
Reading relevant books and magazines and by attending professional conferences
Strategies for success as a company officer
Be a professional
set personal goals
continuously work on your own training and education and encourage the same in others
Be loyalty your colleagues and your department
be a role model
Being a ——-means that you are dedicated and committed to the job learning all that you can and giving as much as you can
Professional
Every time you go to the station
Make some contribution to the improvement of the place and your organization
Although the constitution guarantees freedom of speech good judgment suggest that
This freedom must be tempered with reason and sometimes constraint
These individuals leave a lasting impression with us hopefully positive
First officer or first instructor
Being a good role model does not mean that you must be perfect it means you
Try hard and work to improve so that you can do better be better tomorrow
Professionalism encompasses
Attitude behavior communication style demeanor ethical bullies
ABCDE
Is at the core of your performance
Attitude.
A good positive attitude suggests
You were working to be a role model
Being a role model means being a
Professional
Is how you act
Behavior
Your actions reflect upon
Yourself your department and your profession
How do you get your ideas across to others
Communication
We are in a ——– we work with people and we serve people
People business
Today’s emergency service organizations spend a great deal of time working to
Improve the human relations side of us so that we work together better and serve our citizens better
Demeanor embraces
ABC
Demeanor. focus your energies on
The mission of your organization and (ABC)to accomplish the goals of your organization
——Deals with conforming to the highest professional standards of your organization. it is doing—-
Ethics. the right thing every time every day
The successful company officer is
A role model for others
The topics of—— are getting a lot of attention these days
Officer development and increasing the professionalism in the fire service
Look at the national fire Academy’s website where you will find information about
Professionalism and higher education in the fire service
The magazine of the international Society of fire service instructors
The instructor
A document that attest that a person has demonstrated the knowledge and skills necessary to function in a particular craft or trade
Certification
Systematic arrangement of a body of rules
Codes
A rule for measuring or a model to be followed
Standard
Are a vital part of your professional life
Effective communications
Those who can communicate effectively
Get more out of life
Those who cannot communicate effectively
Will not reach their full potential
Are essential in both your work and in your personal life
Good communication skills
Many fire chiefs report that the one weakness prevalent among their officers is there
Inability to communicate effectively
You must ———to make recommendations to your superiors and to motivate your subordinates
Communicate
When you represent your ——-your inability to communicate your ideas and knowledge have a much greater impact
Department community or profession
—— a tool needed to complete the requirements for certification
Communication skills
According to NFPA 1021 standard for fire officer professional qualifications good oral and written communication skills are a prerequisite for
Most of the certification requirements for fire officer one
Are conducted according to established standards
Formal communications
Formal communications transmit
Official information
Examples of formal communications
Formal orders and directives standard operating procedures and official correspondence
Formal communications usually have ———within the organization
Legal standing
Simpler and more spontaneous
Informal communications
Written communications can be
Either formal or informal
We usually communicate up and down the organization using
Formal communications
When we need to communicate across the organization we usually use
A more informal communications style
Are more comfortable
In formal communications
Informal communications work well in
Established organizations where there are stable relationships among the work units and among individual members
When —— we tend to see greater use of formal communications
Work units are emerging, when there is conflict, or when there’s a lack of trust
The spoken word is the most commonly used method of
Personal communications
Can be one or two way
Oral communications
Can be accomplished with one receiver or many
Oral communications
Oral communications are limited they may be inhibited by
Barriers such as language difficulties or background noise and may not be documented
Second formal personal communications
Written communications
The communications model represents a
Continuous process. sender message receiver feedback
WRITTEN communications provider record that can be used for future reference showing that the
Message was sent and in some cases there is evidence to show the message was received
Third form of communications
Communicating without words. Sometimes referred to as body language
Forms of personal communication
Oral, written, without words
Conveys more than words ever can
Smile or frown
Makes a clear statement
A hand extended to a friend or even a stranger
Send a clear message of support and confidence
A pat on the back
Symbols or signs can be used to convey a
Message or emotion. Some are personal some are not
——Communication is easiest and most used. It is easy because —–
Oral
it is affected
Oral communication is effective because
We get feedback from watching the listener
Most of us prefer—– when speaking with another
Face-to-face contact
Allows the feedback process to work at its best
Face-to-face contact
Encourages the speaker to continue
A nod of understanding
A frown should cause the speaker to
Pause and cover the material in another way
Even the most effective speakers should realize that there will be times when
Their message is not understood
Phone or radio. When using such forms of communication it is important for you (the sender) to make sure that the receiver has
Received and has understood the correct message
the speaker should stop from time to time and ask the listener a question. this practice allows the sender and receiver to take trade places for a moment. this makes
The communications process easier for both parties
You will get questions and with those questions you get additional feedback that helps to
Confirm understanding
The listener should have to concentrate only on
Listening. Sometimes this means removing the barriers. the receiver should avoid anticipating what the sender will say or interrupting
Are a form of communications some are more personal than others
Signs
Any obstacle in the communications process
Barrier
Environmental factors that prevent or reduce the sending and receiving of communications. usually obvious
Physical barriers. examples walls distance and background noise
Big words technical terms boredom confusion monotone
Barriers
Arise from judgments emotions and social values we place on on people
Personal barriers. these factors cause a psychological barrier
Act as filters in nearly all of our interactions with others
Personal barriers
Arise from language problems
Semantic barriers
More than ——words in common use that have more than ——-meetings
500
20
(Semantic barriers)
You should be aware of the impact of barriers and change the conditions that impose the barriers when
The communications process is adversely affected
You can enhance understanding and retention by
Repeating vital information and showing the same information in some graphic form
Overcoming communications barriers can be achieved by
Being adapted to your audience, by having a specific purpose, and by staying focused brief and clear
Part of the communications process is
Listening
May be the most important part for the company officer
Listening
Understanding others requires
An active role on the part of the listener
You can show the sender that you were actively listening by
Focusing all your attention on the speaker and by showing genuine interest in the speakers message
Indicate a good listener
Alert Facial expression and good posture
When the message is unclear or not understood the listener should
Ask questions when appropriate
Questions and comments usually indicate
Interest and encourage the speaker to expand on the area that was not clearly presented
When interruptions occur——— should make an effort to resume the conversation as soon as circumstances permit
Both parties
——-Is a comment that one sometimes hears from one of the firefighters I like the captain she listens to me when I have a problem
The real mark of a good leader
——Is an important part of your job and probably takes up a good part of your day as company officer
Listening to others
Research has shown that we
Take in a very small part of what we hear and that we remember only a small part of what we take in
Listening is an active process that requires
Considerable effort
Good communications is a part of
Leadership
As a supervisor the way you communicate with your people has a lot to do with
Your leadership style
With active listening you —-better ——-better and you say—–
Hear
Understand
I care about you
Regardless of whether you are communicating through the spoken word or through your writing There is a need to consider
The human relations aspect in every communications activity
When we communicate we have an opportunity to
Show respect for the person we are communicating with
Respect or lack of it will be clearly apparent in the speakers
Tone as well as the words that are used
When discussing members performance remember to let the members
Tell their side as well
Although you should show a concern for the human relations aspect of communication there must come a time in the conversation when
You have to get to the point of the meeting
Getting to the point. this problem is especially true when
Dealing with performance issues
It Is important to remember the human relations aspect of communications but you have to communicate a message. that requires
effective communications and the ability to focus on specifics
Avoid
Generalities and exaggerations
As a supervisor you should be a able to talk about performance issues without talking about
The personality or personal traits of the subordinate
If the subordinates work is not up to standard you should talk about
The standard and the fact that the subordinate is not meeting the standard
As the sender you should be able to express your own feelings and reactions especially when
Dealing with performance problems
As the supervisor you can usually ask a question that will
Bring more information to light or help the other person understand the issue
When writing always close with
And offered to continue the discussion or provide additional information
When you do not know the answer admit it. then
Make an effort to find the answer
Your ——-is heard in the tone of your voice and what you say
Leadership style
One of the officers many jobs is to ——-the communications process
Facilitate
Firefighters tend to be interested in matters that are going on elsewhere within ——– and they should also be interested in what is going on elsewhere in the—–
Their dept
The fire service
If firefighters have a question you should take the initiative to
Help them find the answer
Although most firefighters show surprisingly little hesitation to call headquarters you are more likely to know
Whom to call and what questions to ask
One way to improve your communication skills is to
Watch yourself on video tape
Common problems in oral communications include
Not looking at the person to whom you’re speaking and using distracting activities
As part of your officer training you should be looking for ways to
Improve your oral communication skills. taking a training course leading to becoming a fire INSTRUCTOR is a good start
Effective fire officers must be able to ——–most of the significant recommendations and requests you submit are—–
Write
Written
Principles of effective writing
CEBSOM
Consider the reader emphasis brevity simplicity objectivity mechanical accuracy
Principles of writing.
first and foremost consider
Who the target reader is. use plain language
—–Are like hurdles on the track they slow the reader rather than helping
Technical terms, jargon, and abbreviations
Should usually be limited to one topic
Memos letters and directives
Brevity means
Not too long. it means that it is long enough to do the job
Consider the reader use _____
simplicity use____
Plain language
every day words
Simplicity: our effort should be too
Impress the reader with the information we are sharing not the writing style
In many cases the use of larger words actually
Slows the communications process
Simplicity: The message here is use language that is
Appropriate for the occasion and the reader
Objectivity: most of your writing requires an
An impersonal viewpoint
Objectivity: in most situations where facts are being reported there is
Little place for personal bias
Objectivity: Some reporting formats invite a personal opinion and that point the writer should
Clearly established that these statements are his own
Objectivity: A standard reporting format for an accident investigation includes a provision for
The writers personal opinion
Objectivity: under normal conditions we are simply part of the communication process ———should not be apparent in our writing
Our own bias
This term describes the various rules of good written communications
Mechanical accuracy
Generally used to identify the TITLES of books, plays, works of art, magazines, and newspapers
Underlining or italics
An ARTICLE within the publication is usually set off in
Quotations
Members one through nine
Spell out the word
Starting with 10
Use the digits
Lowercase letters generally refer to
A generic term
Capitals are usually used when referring to
A specific individual, place, or thing
Most of the verbs we read and speak with are
Active voice
——In the passive voice causes problems
Writing
Using —–usually results in wordy, roundabout, and confusing writing
Passive voice
Put the ——ahead of the——
Subject (the doer)
verb
If the person who performed the act is unknown ———–may be appropriate
Passive voice
Passive voice maybe more effective when
The receiver of the action is more important than the doer
Your writing will be more interesting and more effective when you
Use the active voice
Most dictionaries contain several pages of good information on
Grammar
Is invaluable for checking the spelling in the exact meaning of words
A good modern dictionary
May be the most important part of writing
Organization
For many writers it is the most difficult part of writing
Organization
Organize your thoughts: start with
What you know and add the other facts as they come to mind
One of the significant improvements brought by the word-processor
Ability to easily arrange and rearrange sentences and paragraphs
Start with the facts explain as necessary then stop! think about the one sentence would keep, should be in the first paragraph and may be the first sentence of the first paragraph. with this approach you
Put requests before justifications answers before explanations conclusions before discussions and summaries before details
RACS
JEDD
Consider busy readers: if the answer can be provided in one or two sentences put those
At the top of the page
While it is important to provide the “big bang” up front it is also important to
Provide the other information
If facts are presented they should be
Documented
It conclusions are drawn they should be
Supported with logic
Use short paragraphs: long paragraphs often
Swap ideas and overwhelm the reader
The white space between paragraphs helps
Separate your thoughts, makes the reading easier, and encourages your reader to continue
Useful technique to provide information in a quick and easy to read format
Listings
Often done with bullets
Use a natural writing style: right as if
You were speaking
Use a natural writing style: use
Personal pronouns, every day words, and short sentences. try to avoid I except when speaking about yourself or expressing an opinion that is clearly your own
Be direct
Try to avoid roundabout sentences
The pressure of a deadline will force you to
Make compromises
With computers in widespread use the ability to use——– is available to nearly everyone
Wordprocessing software
Review your work: wait about
24 hours at least until the next day and repeat the process
Review your work: when you read the document you will want to add a word or two or rearrange several sentences to—–
Enhance the readers understanding
Review your work: although your second reading is always important for real benefit
Try to get someone else to read the document
Good proofreading requires
Slow deliberate reading
In many cases the paper you submit is like a
Sales effort, it represents you and your organization
Most colleges offer a variety of communications courses and many provide a
Testing service to help you to identify your own personal needs
Electronic communication or email is fundamentally different from paper-based communication because
It’s speed and broadcasting ability
Email is cheaper and faster than a letter…
Less intrusive than a telephone call less hassle than a fax
With email differences in location and time zone are
Less of an obstacle to communication
Email tends to be a more —–process encouraging—-
Open
the sharing of thoughts and information
The mechanics of sending email are different for every email software package and are better handled at the
Local level
In a paper document it is absolutely essential to
Make everything completely clear because your audience may not have a chance to ask for clarification
Email tends, like conversational speech, to be
Sloppier than communications on paper
When your email has to be meticulous your facility with language is crucial so that your correspondents
understand the message
Because email messages lack face-to-face cues you must rely on
The language itself to communicate clearly
Using email: you need to avoid anything for example humor or sarcasm that could
Diminish clarity
Your email compositions should should be different from both your paper compositions and your speech. even when writing business communications….
Make it personal
Using email:
Write for
Use
avoid
An audience of one
Common conversation
Formal speech
Usual subject lines will help them ——-
and will help
Sort their mail
will help your message get noticed
Using email: determines whether your email gets read or not
Your subject line
Using email: Give complete information but try to keep your message short. that will help your readers
Respond to you most effectively
If you were responding to a previous email
Quote The text that you were referring to
Using email: when troubleshooting we often
Include all of the details so no significant detail is missed
Using email: replace pronouns with
Detail
Remember effective writing: (not email) use personal pronouns, everyday words, and short sentences
Using email: carefully examine the pronouns in the FIRST FEW sentences of your email. if they do not refer to objects specifically stated in your email
Replace them with words that are more descriptive
Using email: Is a good idea to pair your paragraph down to
A couple of sentences using a lot of space between them
Using email: if there is something you want the reader to do
Include a call to action. Point them to your most desired action
Most likely we do fairly well in one-on-one communications during
An emergency situation
Public relations: we often fall short when dealing with
Citizens who seek our assistance for nonemergency needs and
when speaking to members of the press
Public relations: citizens: in many cases the issue can be resolved with
A telephone call
Members of the press will talk to anyone we put in front of the camera provided that the person is
Articulate and reasonably well-informed
Dealing with the media: inaccuracies and incompleteness in a story
Maybe our own fault. if we give the press good information it will usually report good information
As company officers especially the first company officer to arrive at the scene of an emergency you are most likely the
Best informed individuals available
Dealing with the media: At large-scale events with a fully staffed incident management system the public information sector will likely handle this activity but for the average event you may not only be the
Best informed but also the most available person present
Standard form of communication used by organizations to alert the media to news pertaining to the organization’s activities
News release
News releases are often used to announce a
New product or service
Public organizations such as fire departments often using his release to
Announce public events
The news release is usually printed on a form that makes it
Conspicuous
To be successful the news release should
Be no more than one page and should be sent so the information can be processed and published in time to benefit the public
News release: the first paragraph should be
A summary of what the news release all about
News release: In three or four lines you should try to
Answer all the questions and sell your story. Try to address the what when where and who
News release: The next several paragraphs should follow a
Logical order. Use simple sentences and short paragraphs
You should ensure the news release has
Value
——-Connect all responding units
Voice radios and data terminals and portable radios are used extensively at the scene
As fire officers you should understand the BASICS of the ———-in which you operate
Communication system
Regardless of the source of the call the information about the location and nature of the emergency must be
Quickly and accurately gathered and rapidly followed by a timely dispatch of appropriate resources
Emergency communications: the time allocated for——– is quite precious
Processing the call
——–Can help the dispatcher get accurate information and assign appropriate resources to the call
Computer-aided dispatch
Computer aided dispatch can provide
occupancy information
track responding units
the status of remaining units
At the company level firefighters must get information quickly and accurately in order to
Respond promptly
Once the response is underway——— helps the process immeasurably
Radio communications
Emergency communications: one of the very first actions needed is
A good size of report and accurate description of what is going on. Here clear communications are absolutely essential
Emergency communications: the first arriving officer must describe in a SENTENCE OR TWO
What the scene is, what the company is doing, and what help if any is needed
At the scene radio communications help connect ———-that maybe spread over long distances
People and equipment
A well-run emergency scene will be
Amazingly quiet
The fact that everyone has a radio leads to 2 problems
Too much radio traffic
human nature
Too much radio traffic can be corrected by
Good training for company officers and effective leadership (and apt radio discipline) at all levels
When firefighters miss a message they may be inclined to let it go. the best way to manage this is to
Make sure that all messages are transmitted in a clear calm voice and with a deliberate pace. Good training and will manage communications are the keys to the solution
Good communications are a critical part of effective
Emergency activities
———-Send and receive a majority of the reports transmitted during emergency activities
Company officer
Radio transmission should be made in a clear calm voice and deliberate pace which conveys to all who are listening that
Someone is in charge and they know what they’re doing
A fire department consists of people working together in a coordinated effort to achieve
A common goal
To function effectively a fire department must have ———that shows the relationship between the various divisions and activities
Organizational plan
To function effectively a fire department must have an organizational plan that shows the
Relationship between the various divisions and activities
Organizational plan: should be based ————-such as prevention, emergency operations, and support activities
Functional activities
In small departments ———can usually be easily accomplished because of the relatively few number of people involved
Coordination
As the size of the department increases the number of relationships increases, and the effort required to ————-grows accordingly
Coordinate their efforts
There should be a ———–for every position in the organization
Job description
The job description should identify
-Skills required
-principal work expected
-working relationships
required of the position
In addition to the job description organizations usually have rules and regulations that define—————- and standard procedures for———-
- The policies of the organization
- conduct that is expected
-handling frequently occurring situations
Many organizations have lost much time and money because they lacked the essential tools for
Good organizational management
In many departments having a well-prepared dinner is a well-established tradition and helps
Foster relationships
Firefighting personnel are comprised of
Paid
volunteer
paid on-call firefighters
Paid volunteer and paid on-call firefighters: when one or more of these groups is combined into one department we have what is referred to as a
Combination department
Increasing demands for service and limited funding have prompted Fire Chief’s to
Attempt new approaches to service delivery
Tradition, turf battles, and political issues arise when
New ideas are being considered and when changes introduced
——— and———-are vital to the success of any organization
Strong leadership and open communications
Most organizations have a ————with one person in charge and an increasing number of subordinates at each level as you move downward in the organization
Pyramid structure
Traditional form of structure
Organizational structure
Fire Chief
senior staff
company officer
firefighters
The Fire Chief should meet regularly with
Senior staff members
In the fire service the top of the organization is usually referred to as the
Fire Chief
Fire chiefs are usually tasked in their job description with
Providing all the services required, both for the department itself and for the public they serve
The Fire Chief is usually supported by staff that includes ———and———to make the entire operation function smoothly
Other officers
administrative support staff
The size and function of the senior staff will vary based on the——– and on something we will call——–
Size of the department
corporate attitude
In these days of increased concerned over the cost of government many fire departments are taking a hard look at the ———-especially in——–
Size of their senior staff
paid fire department
———maybe paid as much as several firefighters
One senior officer
Departments with ———percent of their employees in staff assignments should look at the way they are doing business
More than 10
The ———–represents middle management
This is where the——— are located in the corporate world
Senior staff
Vice Presidents
These officers fill many of the middle management positions within the department
Assistant
deputy
battalion chiefs
Assistant deputy and battalion chiefs (middle-management positions)
They serve as
Division officers and heads of major components of the headquarters staff
In many departments captains and lieutenants are also assigned to the headquarters staff as
Section heads
Regardless of where you are in the organization the treatment of your————- is important
Second in command
Delegating some of this activity not only prepares another to take your place but likely increases———– and ————-
it also provide you with a———
- overall understanding
- support of the work at hand
-very qualified assistant
Usually represent the middle management LAYER of a fire department
Battalion chiefs
Battalion chiefs: in larger organizations they may have responsibility for———— and supervise ———-companies
Part of the department
3 to 6
Battalion chiefs: in smaller communities they may be responsible for
All on duty emergency response personnel
——will probably become the incident commander at an emergency response of any consequence
Battalion chief
Most company officers are supervisors of firefighters and as a result are referred to as
First line or front-line supervisors
Company officers are expected to be proficient in their jobs as firefighter. they are also expected to have the managerial ability to ———And the supervisory skills needed to———-
Understand the organization
effectively lead their subordinates
Throughout the fire department organization are
Firefighters
Most firefighters are assigned to companies and work at stations however firefighters can also be found
Throughout the headquarters staff in many fire departments
An officer with ———-manages one or more of the functions that are essential to the departments mission
Line authority
An officer with line authority————- that are essential to the departments mission
Manages one or more of the functions
When we see an organizational chart we usually think of the
Authority that officers have over the activities that fall under them
In addition to authority officers also have
Accountability and responsibility
As a department grows we see a continuation of
The evolution that has already started
As the department grows the number of ———also continues to grow
Relationships
As the organization grows there are more options for
Further growth
Senior position
Shift commander
This position takes some of the burden of actually running the department 24 hours a day off the senior staff
Shift commander
The ——has command authority over all but the largest events
Shift commander
Even more importantly the shift commander has authority to deal with most of the ———–that arise within the department that were formerly————
Administrative issues
approved by officers at headquarters
Another alternative is to divide the community into ——–geographical divisions and place a———– in charge of each division
3
Senior officer
The ———has complete responsibility for all fire department functions within a certain part of the city
Division commander
A third alternative would be to establish a separate——
EMS support organization
In the field of industrial management ————-refer to the activities that accomplish the manufacturing process
Line functions
The service delivery activity is called by various names including suppression, operations, and emergency services. this definition of the——– suggests that everything else is a ———performed by staff personnel
Line organization
supporting role
Those activities that support the firms basic purpose
Staff functions
———-Do not normally get directly involved with delivering emergency services
Staff functions
———-Is essential in the overall operation of the department and without it the department would quickly grind to a halt
support staff
Traditional staff functions include
Fire prevention and support services
Staff functions: each of these major functions may be represented by a————–that performs a variety of activities based on the———
Division
size of the department
The terms ——&——are traditionally used to describe the activities of many organizations including many fire departments
“Line” & “staff”
Many fire service textbooks put —————-on the staff side of the organization
Fire prevention
The division commanders would work a
Normal work week
Teach division commander would have——– battalion chiefs possibly one for each shift
Three
Are important to the life of any organization
Staff functions
For most fire departments ———-are on the increase and ———-is decreasing
Fire prevention activities
Firefighting
In most cases the decrease in the number of fires is the result of
Fire prevention efforts
In some departments fire prevention plays a greater role than fire suppression both in terms of———— &————
The daily lives of the firefighters
in the way the department serves the community
In a large fire department the prevention division may have separate sections dealing with
Inspections investigations life safety education plans review system testing
In a large department support services may include
Communications payroll personnel research recruiting resource management safety and health training
In small communities many of the support activities common to all government agencies are
Gathered together under a central agency
In some departments the second level officers are——– and in other departments they referred to as——–
Deputies
assistant chiefs
(Second level officers: deputies/assistant chiefs)when there is ————— they could be called either title
Only one level of middle-management
In smaller departments the second in command officer may be a
Battalion chief
——-Are important but sometimes confusing. checking the ————usually clears up these issues
Titles
organizational chart
The company officer is usually the————in a fire service organization
First supervisory level
In many ways the company officer has an opportunity to exercise ———–than any other rank
More influence
In many ways company officers have an opportunity to exercise more influence than that of any other rank when one considers the role of the company for all of the —————–as well as the activities associated with the departments—————
Internal activities of the department
delivery of emergency services
The company officer provides the tone of the company in terms of
Morale
preparedness
and service delivery
The company officer provides the————- in terms of moral preparedness and service delivery
Tone of the company
Many fire chief officers allow and even encourage their company officers to get involved in the decisions that have
Strategic impact on the department
Education enhances your ability to ————-and to effectively———-
Think through complex issues
express your ideas to others
———–Enhances your ability to think through complex issues and to effectively express your ideas to others
Education
Regardless of the relationship of the company officer to the Fire Chief and other members of the departments senior staff, firefighters usually see their company officer as
Part of the departments management team
the company officer has a greater impact on ——–than does any other officer in the department
Company members
It is the company officer who enforces——– grants——–and evaluates——
Department policy
the firefighters requests
their performance
The company officers hold a lot of strings that control the firefighters—
Work and attitude
Firefighters informally evaluate their company officers based on how well they (the officers)—-
Perform their duties
How the company officer———– impacts on many others
It’s certainly impacts on the——
Fits into the overall organizational structure
Daily lives of the firefighters who work for that officer
(How the company officer fits into the overall organizational structure) eventually it will impact on the———-to deal with anything other than the simplest emergencies
Company’s readiness
Companies that perform poorly tend to pull from the talents of other ———and drag down the average of———
Companies
all the others
Poor performing companies eventually affect
The entire department and possibly even the community they serve
Officers in the fire service should be concerned about the—— & the——–
Organization in which they function
job they perform within that organization
Most positions are essential to the department’s
Mission
Some positions perform duties directly in support of ———where as others perform duties in support of ——–. both are essential!
The mission
those who are out on the street
Relates to the continuous chain of command in the organization
Scaler principal
The scaler principle suggests that every level in the organization is considered in the
Flow of communications
Authority
responsibility
Most fire departments are established along the traditional lines of a
Scaler organization
The first of the concept of having one boss
Unity of command
Unity of command is an essential
Organizational concept
Organizations break the ————-into smaller units that can be managed
Accountability process
division of labor
A fire company such as an engine or truck company is usually assigned a———- and is usually assigned to cover a———
Specific task
specific part of the community
When companies are divided into geographic areas and assigned to specific tasks they illustrate
The first principle of organization, division of labor
As the department becomes larger the administrative activities must be organized into
Manageable sections
Division of labor
Division of labor allows an organization to divide ———-into——-
Large jobs
specific smaller tasks
Most fire departments provide emergency medical service(EMS) where this occurs a ————–probably coordinates the department’s———-
Fairly senior officer
overall EMS policy
Most fire departments provide emergency medical service. at successive levels in the organization there are OFFICERS who——–the EMS program and ————–some or all of the EMS responders activities
Manage
supervise
Impossible for one person to manage
Management/supervisory activity of field personnel
Another good principle of organizations is that no————- should be assigned to more than one person
Specific responsibility
Typically every———on a truck or engine company has a specific duty upon arrival at a fire or other emergency event
Riding position
Violations of this rule are a common complaint
Supervisor should not get lost in a maze of details
The company officer should avoid——– at the station level. this practice is often referred to as——-
Overmanaging
Micromanaging
Principle of span of control
Do not have too many subordinates
The number of people you can effectively supervise
Span of control
Span of control is generally between
Four and seven
———-Plays into the workings of an organization
Delegation
As the organization expands we assign certain duties to subordinates this activity is called
Delegation
Is important that the delegation be———– and that ——–be provided along with the———-
Mutually understood
authority
responsibilities
Delegation allows dividing or sharing the work and allows subordinates to——–
However the supervisor is still——-for the assignment
Take on part of the supervisors work
Ultimately responsible
———-Take the heat from their supervisors without passing it down to subordinates
Good supervisors
The supervisor acts as a————–, knowing that the troops will get the job done without using pressure from the Fire Chief’s position to make it happen
Buffer in the communications process
Delegation is an important ——-and generally makes subordinates feel better about their jobs
Empowerment tool
Linked to the span of control principle is the concept of
Flat and tall organizations
When the—–is smaller that is when supervisors have fewer people to supervise we tend to see organizations with a narrower or taller structure
Span of control
With the concern over the cost of doing business these days organizations, especially ———organizations are taking a hard look at the ———of their managers and the size of the——-
Government
span of control
middle-management structure
Many organizations are eliminating positions at the———. this results in an organization that appears——–
Middle-management level
flatter
———-Are one benefit of flatter organizations, another benefit is that ————are usually improved because there are fewer layers in the organization, fewer levels of management between the Fire Chief and the firefighters
Reduce costs
communications
In the early——-, ———– and ———published in search of excellence a book that became a bestseller.
1980s
Thomas peters
Robert Waterman Jr.
In search of excellence. one of the eight items they listed was called——— the idea is to——-
Simple form lean staff
keep the company organization simple
Simple form lean staff:keep the company organization simple: this involves…..
Reducing the layers of the organization
reducing middle management positions and
minimizing the number of staff positions
In search of excellence: simple form lean staff: you have a few good people and you give them authority over
A broad range of management issues
In search of excellence: autonomy and entrepreneurship: the authors use the words to describe…
A management style
Autonomy and entrepreneurship: with a well-developed organization that is lean and simple the next step is to
Develop an understanding of who is responsible for the various functions
Autonomy and entrepreneurship: the ———–should assign specific responsibilities and give the person who gets the assignment ——
once this is done problems should be——
Manager (Fire Chief)
A feeling that the activity is his to manage, a feeling of entrepreneurship
Addressed and resolved by the responsible officer
Discipline is usually considered to be synonymous with
Punishment
Organizational and individual responsibility to do the assigned job
Discipline
The first arriving companies are expected to be on the scene within——— ready to quickly mount an aggressive fire attack
4-5 minutes
Every company in a fire department has a job and a place to perform that job but it is also important that the company be
Competent in the performance of that job
Regardless of the size of the city ————and ———are important. ————-companies do both and usually perform better during emergency activities
Company preplanning and
training activities
well disciplined
Even within the company there are ways to ———-the few people that work there
Organize
Traditional approach to organizing a COMPANY
Flat organizational structure
(Traditional approach to organizing a Company) Flat organizational structure: follows some of the rules about ———and allows for ———among you (the officer) and all the firefighters. it reinforces rules about——– and ——–
FLAT and LEAN organizations
good communications
unity of command and span of control
Scaler company structure reinforces the
Chain of command
In this environment everyone is at an equal level in the organization and everyone has the opportunity to communicate with all of the others
Circular organization
As King Arthur explained to Lancelot as the latter was shown the roundtable at Camelot for the first time…..
We are all equal here
circular organization
(Organizational structures) as an officer you should understand the——and ——- of each of these and use them appropriately
Advantages and limitations
The company officer has two roles in the organization
1) As a company officer you represent the fire department to the average customer
2) As a company officer you are a vital part of the organization that you represent
You are often the first on the scene and often the last to leave and for many events are the only person
The customer talks to
In the past people worshiped……, pay homage to ——-and measure organizations by——-
Organizational structure
chain of command
the number of rules they had
We are seeing more organizations move away from rules and structure. they are focusing more on ———especially——-
Values
Where the members are concerned
The traditional definition of management is
The Activity of getting things done through people
The act of guiding the human and physical resources of an organization to attain the organizations objectives
Management
Management includes both
The determination of what needs to be done and the accomplishment of the task itself
Managers plan and make decisions about
How others will use the organizations resources
There is evidence throughout recorded history of the use of
Management concepts
During the past ———-much attention has been focused on the science of management
100 years
Successful manager of a French coal mine
Henry fayol
Interested in understanding the process by which work was accomplished
Fayol
1841-1925
Fayol
General and industrial management
Fayol
14 principles of management
Fayol
Fayol was concerned about the importance of ————–in the organization
Human resources
Fayol: ideas cross between ———-and the———
Organizational structure
management process
Father of professional management
Fayol
Noted that management activities increase as one moves up the rank in an organization
Fayol
Where modern management is practiced there’s a clear pattern to
Decentralize management activities as much as possible
Where these modern management ideas are accepted organizations are putting an increasing responsibilities upon
A greater number of managers especially on first-line supervisors
——–recognized that MANAGEMENT activities could be broken down into several discrete components———
Fayol and other pioneers of management science
Planning organizing commanding coordinating controlling
Planning organizing commanding coordinating controlling
Fayols concept of five basic activities or functions
Any activity should start with
Planning
Largely a mental process and often requires the ability to envision things that have not yet happened
Planning
When planning is done properly you challenge these visions with——– situations that make you think through the——-
“What if”
consequences of your proposals
May be difficult and frustrating
Planning
Planning activity is generally divided into
Short medium and long-range
Need for——— increases as one moves up organizational ladder
Management skills
Planning covers everything from
Next hour to the next decade
Short range planning looks at
The rest of today tomorrow and the rest of the year
Many planning activities are driven by
Annual events
Are usually scheduled on a one year cycle
Budgets training and certification
Short range goals
One hour to one year
Mid range planning reaches out from
One year to five years
Mid range planning during this time we can usually convert
Goals into definite plans
Goals into definite plans
Mid range planning
Most ———fall into the realm of mid range planning
Budget
procurement
recruiting
training activities
Most departments have plans in the———– category
Mid range
Mid range planning: all departments should be looking well ahead at the needs for
Personnel
equipment
facilities
looks at the needs of the organization beyond five years
Long-range planning
Many departments do not get involved with long-range planning but those that do see the benefits of
Keeping a head of the communities needs
When ————–long-range planning is essential if the department is to change and provide service as the community changes
Community’s are changing
When communities are changing ———-is essential
Long-range planning
Mid range goals
1-5 yrs
Long-range goals
5, 10, 20 yrs
Long-range planning: as planners you must look at—— and anticipate——
Present growth
future growth
Long-range planning: as managers you should consider
Firestation location and access
impact of major highways
increasing concern for the environment
Second function of management
Organizing
Second function of management: organizing: breaks down
The department activities into manageable tasks
The process of organizing is
The breaking down of large tasks into manageable activities
The development of the —————–is the result of organizing
Organizational structure of the department
Is the start of the organizing process
The development of a structure and the assignment of tasks
———Keeps the departments FUNCTIONS in mind and when done properly focuses energy on the department———
Organizing
goals and objectives
Organizing includes managing the
Resources available to the department
Organizing: at the company level these resources typically include
Human resources
physical resources
time
money
Third management function
Commanding
Because ————-the job of commanding can be difficult
Others become involved in this area
Commanding: here we see the application of——— and other——-
Leadership skills
human relations activities
Here we see the application of leadership skills and other human relations activities
Commanding
———-Means that you are responsible for getting something accomplished and because you control the resources of an organization it means that you are using the talents of others to attain these goals
Commanding
Commanding means that you’re responsible for getting something accomplished and because you control the resources of an organization, it means that
You are using the talents of others to attain these goals
Commanding is ———-among your team members
Leading
motivating
building teamwork
———Is leading motivating and building teamwork among your members
Commanding
Fourth management function
Coordinating
The fourth management function involved the coordination of
Available resources
The fourth management function involves the coordination of the available resources. these resources can include
Money
equipment
personnel
To some extent these resources can be substituted for each other
Coordinating: As managers you should be constantly looking for the
Proper mix of resources to best meet the needs of the organization
Coordinating: effective managers are constantly finding ways to
Do more with less
Coordinating:———- are constantly finding ways to do more with less
Effective managers
Coordinating: Although most fire departments are nonprofit organizations they operate in a
Competitive environment
For company officers the greatest resource is
Your teammates
For company officers the greatest resource is your teammates.———— is he essential for company excellence
Effective coordination of their efforts
——–Are constantly competing with ——
Public fire departments
other government organizations
———-Is putting the various functions together into a smooth and well operating organization
Coordinating
Coordinating is putting the various functions together into a
Smooth and well operating organization
For the manager who is effective in ———-it would appear that coordinating would be easy
Planning
organizing
directing
(planning organizing and directing) if these three activities have been well accomplished
Coordination will be a lot easier
Poor communications, poor timing, resistance to change, lack of clear cut objectives, or at least the lack of understanding or acceptance of these objectives and ineffective policies, practices, and procedures all can hinder
Your efforts to coordinate activities
The groups acceptance of you as a leader plays an important part
Coordinating
It the team members accept you as the leader you will have a greater opportunity to
Coordinate their efforts
Fifth item on fayols list
Controlling
Monitoring our progress
Controlling
Similar to feedback. tells us how we are doing
Controlling
Allows you to measure the effectiveness of your efforts, to maintain your goals, and to seek new ways to improve, to increase production, and to plan for future undertakings
Controlling
Should give you an opportunity to identify those who should be recognized for their accomplishments
Controlling
The principle of exception suggest that ———–is greatly increased and ————greatly expedited when you concentrate on the exceptions to the expected results
Management control
corrective action
Managers should always be watching—– measuring—– and looking for—–
Performance
effectiveness
ways to improve
Principle of exception: most of your ———should be directed to the exceptions or to those situations that———
Controlling effort
do not conform to the standards
Principle of exception:
first the exceptions are—–
second the exceptions are——
Relatively few in number
the cases that require remedial action
Most managers understand this concept and many practice it without realizing that they have applied this principle
Principle of exception
During the ——–industry sought ways to increase production. The ———was established and ———-were invented to increase the individual workers productivity
20th-century
Assembly line
Machines
Fayol and other management scientists had set out to
Create more pleasant work conditions
Many studies of management took place during
The first half of the 20th century
1856-1915
Frederick Taylor
American engineer working as a superintendent in a steel mill
Frederick Taylor
Was concerned with increasing the productivity of both humans and machines
Frederick Taylor
FOCUS was on the first line manager and the efficiency of the worker
Frederick Taylor
Father of scientific management
Fredrick Taylor
He reasoned that if efficiency could be improved, the workers productivity could be improved, and with increased productivity workers would have a good steady job and would be well-paid for their efforts
Frederick Taylor
Studied the resources the machines tools equipment materials methods and workers skills
Frederick Taylor
Analyzed the sequence of events needed to perform a job, varied the inputs, and collected data
Frederick Taylor
In a since Taylor was applying one of the characteristics of the———— he saw machines as having standardized interchangeable parts
Industrial Revolution to human behavior
Frederick Taylor saw humans as parts of a
“Human organization” with standardized tasks
He saw machines as having standardized interchangeable parts. he saw humans as part of a human organization with standardized tasks
Frederick Taylor
Taylor made a science of looking at———– and looking for ways to——-
Each element of work
Improve the workers productivity
Taylor’s studies included the interaction of humans in the workplace——— as well as the———
The social environment
the physical environment
With the application of his recommendations productivity went up dramatically. many of the core elements of his efforts remain popular today.
Frederick Taylor
Application of work——— is evident in the fire service
Fredrick Taylor’s
Would be pleased to know that many departments design their apparatus with standardized hose bed and compartment arrangements to ————- and to have SOPs that provide standardized solutions to routine situations
Frederick Taylor
“to increase productivity”
SOPs provide
Standardized solutions to routine situations
1908-1970
Abraham H. Maslow
Concerned himself with the full range of human relations
Abraham Maslow
Abraham Maslow: in—— he published the hierarchy of needs
1954
Maslow recognized that most of us have——– and that the very first of these are the——
Five levels of needs
basic physiological needs
Maslow said that these basic needs must be satisfied before
Any worker can be productive
(1909- )
Peter Drucker
Invented a concept known as management by objectives MBO
Peter Drucker
Professor who had real world experience as a consultant in a variety of settings in the United States and elsewhere
Peter Drucker
—–Wrote several books including the practice of management published in—–
Peter Drucker
1954
Peter Drucker wrote several books including
The practice of management published in 1954
The basis for MBO lies in
Managers defining areas of responsibility for their subordinates
the basis for—— lies in managers defining areas of responsibility for their subordinates.———–are set for these areas of responsibility and these goals are use as a————
MBO
Measurable goals
standard to evaluate the results obtained
——–Requires ———- and thus reduces some of the——- that face managers
MBO
Planning
surprises
Encourages innovation and improves performance because people are working together to meet the units goal
MBO
Many managers find that it is not worth the effort
MBO
MBO has been challenged because it is——— it places a heavy burden on them to——-
Labor intensive for managers
plan
set goals and
provide appraisal the results
Has been challenged because it is labor-intensive for managers the place is a heavy burden on them to plan set goals and provide a frank appraisal of the results many managers find that it is not worth the effort
MBO
(1906-1964)
Douglas McGregor
McGregor wrote a book entitled
Human side of enterprise
Wrote a book entitled human side of enterprise
Douglas McGregor
Introduced the well-known concept of theory X and theory Y
Douglas McGregor
Traditional style of management
Theory X
Managers feel that they need to have tight controls over their organization because workers are lazy and resist the demands of their managers
Theory X
McGregor PROPOSED an alternative style
He called theory Y
People would accept work and responsibility if given a chance and that management should provide suitable working conditions so that people could achieve personal goals while satisfying the organizations goals
Theory Y
In the——-yet another professor William G Ouchi developed a concept he called—-
Early 1980s
Theory Z
Proffessor Ouchi focused on
Workers needs
Focused on workers needs
Professor Ouchi
Building on ———and ——–ideas, Ouchi said that workers want more than just the satisfaction of working productively; workers want to be——-
Maslow and Mcgregors
Involved in their own destiny
Building on Maslow and McGregors ideas,———-said that workers really want more than just the satisfaction of working productively; workers want to be involved in their own destiny
Ouchi
William Ouchi found that workers wanted to be—– and to be—–
Trusted
entrusted
William Ouchi: theory Z: found that many ———-using this approach were realizing ——–and often getting——–
Japanese companies
higher productivity
better products
With theory Z the focus is on the——- rather than on the———
Employees
work itself
The focus is on the employees rather than on the work itself
Theory Z
The company encourages employee involvement at every level of decision-making and accepts these ideas
Theory Z
Teams rather than individuals assemble products rather than parts
Theory Z
Workers share in the satisfaction that comes in seeing the results of their work and share in contributing to make the product even better
Theory Z
In theory Z the relationship goes beyond the worker——– are recognized too. the workers reciprocate by being ——-with the company over——-
Family needs
totally involved
A long period of time
(1900-1995)
W. Edwards Demming
Wrote a book entitled quality, productivity, and competitive position
W. Edwards Demming
W Edwards Deming wrote a book entitled
Quality productivity and competitive position
————-Ideas were used by the Japanese in their manufacturing process (similar to the theory Z) and eventually brought his ideas to the American workplace
W. Edwards Deming
The acceptance of his ideas is still ongoing
W Edwards Deming
In some circles——– ideas are referred to as total quality management or TQM
W Edwards Deming
14 points
W Edwards Deming
Demmings 14 points
Dimming’s 14 points
1) understand and accept the organizations
Mission goals and objectives
Demmings 14 points
- seek ways to improve——– all improvements big and small are important
The process and train the people to do it better
Demmings 14 points
- use——– as an improvement too not a threat
Inspections
Demos 14 points
4.think beyond the bottom line. consider——–along with the cost in every decision
Quality and personal value
Demmings 14 points
- demand ——-not better numbers in everything you do
Quality
Demmings 14 points
- Accept the idea of——-. Do every job right the first time every time
Quality
Dennings 14 points
- Used——— effectively, some organizations train just to….
Training time effectively
Meet quotas
Demmings 14 points 8.
- promote ———-. As supervisors be sure that your team members have the equipment and materials they need and recognize——–
Pride in the job
their good work
Demings 14 points
- promote———-. Work on giving supervisors the best tools possible to deal with the organizations most valuable resource——-
Leadership
it’s people
Demings 14 points
- create an atmosphere of
Trust and open communication
Demings 14 points
- get rid of the——— that inhibit trust and effective communications and force people to——–
Organizational barriers
cooperate rather than compete
Demings 14 points
- use——— to help better understand and monitor the job
Analytical tools
Demings 14 points
13.
Work as a team
Demings 14 points
14.
Use TQM all the time
To be successful TQM must
Put the focus on the customers needs
Long-term TQM commitments include
Establishing a vision
defining a mission
providing guiding principles for the organization
——-Include establishing a vision, defining a mission, and providing guiding principles for the organization
Long-term TQM commitments
Consistency of these purposes must be defined and maintained
TQM
———-Involves everyone in the organization but because of traditional values (we expect leaders to lead) it is usually necessary for top management to———– to the other members of the organization
The TQM process
sell TQM
The TQM process involves ———–but because of traditional values (we expect leaders to lead) it is usually necessary for——–
Everyone in the organization
top management to sell TQM to the other members of the organization
——–is based on teammate participation and the concept that all must work together to achieve quality goals
TQM
TQM is based on——— and the concept that all must work together to achieve——-
Teammate participation
quality goals
TQM ——–is essential. ————-both vertical and horizontal is critical to the process
Teamwork
effective communication
TQM teamwork is essential. effective communication,…………., is essential to the process
Both vertical and horizontal
TQM uses——— to provide ——– for timely and accurate decisions
Analytical techniques
the data necessary
——– uses analytical techniques to provide the data necessary for timely and accurate decisions
TQM
(TQM)
———-can be used to define the process, identify problems, indicate solutions, and monitor improvements
Data
TQM is not driven by——— it is merely supported by such information
Analytical data
Total quality management focuses on a
Continuing process of improvement
Focuses on a continuing process of improvement
Total quality management
One minute manager.
Written by
In
Kenneth Blanchard and
Spencer Johnson
1981
One of the key items in ————-was a suggestion that we should try to find more ways to make people feel good about themselves
One minute manager
One of the key items in the book (the one minute manager) was the suggestion that
We should try to find more ways to make people feel good about themselves
The authors……………suggest that people who feel good about themselves do good work
The one minute manager
Kenneth Blanchard and
Spencer Johnson
The one minute manager.
the lesson is that as managers you should
Focus on what is going well
The one minute manager: Kenneth Blanchard and Spencer Johnson
the key action is this
Find someone doing something right and give this person recognition
Author..
Book…
The key action is this find someone doing something right and get this person recognition
The one minute manager
Kenneth Blanchard
Spencer Johnson
Alan Brunnacini
……….has led managers in many organizations to focus on a concept called…….
Management evolution
customer service
many companies are focusing on serving the customer better and starting that process with…………… often called………
Attention to the members of the organization
internal customers
(Alan Brunacini)
(Alan Brunacini)
The logic here is that if you
Make the internal customers (the members) happy they will make the pain customers (the citizens) happy
Alan Brunacini
the logic here is that if you make the internal customers (the members) happy they will make the paying customers (the citizens) happy. the goal is to create an environment where
Every member wants to DELIGHT the customer
Alan Brunacini, the chief of the Phoenix Arizona fire department, has played a key role in
Introducing the concept of customer service to the fire service
Suggest that you look closely at what you were doing and think about how you treat our customers, both those inside the organization as well as the public you serve
Alan Brunacini
It takes time and energy to
Change attitudes
———Should be an essential part of every organization especially for a ———–
Being nice and taking care of the customers
public service organization
(Alan Brunacini)
———Is an active part of making an organization run and includes planning organizing commanding coordinating and controlling
Management
We usually think of ———– as something done by the senior staff of the an organization and as a result we usually relate——— to the administrative or not operational activities essential to the organization
Management
management
We usually think of management as something done by the——— of an organization and as a result we usually relate management to the —————-essential to the organization
The senior staff
administrative or not operational activities
———–Are found at all levels and functions of modern organizations
Management activities
Most fire chiefs spend more time————– than————
Working at their desks
commanding emergency activities
Most senior officers spend more time ————–than————
Managing the organization
Managing emergency incidents
Most company officer spend more time————than———–
Managing
fighting fires
Management can be enhanced through
Good policy
procedures and
even by personal observation
Is usually published by fire department headquarters
Policy
Prescribes what should be done in response to various situations
broad in nature
should be clearly understood
Policy
Personnel need to know where they stand with regard to
The department’s directions
The department statement regarding harassment in the workplace is an example of
Policy
MAY BE published by headquarters
Procedure
A good part of procedure is initiated at
The company level
Maybe published by headquarters but a good part of ———is initiated at the company level
Procedure
Established procedures, like established policy simplify the
DAILY ROUTINE for firefighters and supervisory personnel like
Instead of each problem having to be resolved each day it comes up ————–make these activities routine
Established procedures
Procedure has a lot to do with————and———
Organization and management
——–Is how Tasks are assigned
Procedure
Deals with questions regarding responsibilities and the order in which tasks are accomplished
Procedure
