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Company Officer Flashcards

1
Q

What are a company’s Officer roles?

A
  • Supervisor
  • Administrator’s Representative
  • Public Servant
    (p. 11)
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2
Q

Functions of a company officer

A
  • Providing leadership
  • Acting as a role model
  • Giving advice
  • Evaluating FF performance
  • providing representation for members to the administration
  • Seeking to resolve interpersonal conflicts
  • provides counseling,coaching, or discipline when necessary
  • Directing the work and ensuring operational readiness
  • Providing company-level training
    (p.12)
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3
Q

What is the company officer’s most important task?

A

To ensure personnel safety

(p.12)

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4
Q

Company Officers provide the most ________ over the firefighters they supervise

A
  • Influence

(p. 13)

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5
Q

Company Officers are a vital link between ________ &_________

A
  • The unit & The organizations administration

(p.13)

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6
Q

Concerns and complaints should only be _______________ never to________

A

Concerns and complaints should only be voiced up the chain of command, never to subordinates

(p.13)

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7
Q

What are the 5 challenges of a new officer?

A
  • Leadership
  • Ethics
  • Supervision
  • Responsibility
  • Authority
    (p.14)
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8
Q

Personnel should not question or object to their assignment, other than for ____________?

A
  • expressed safety concerns

(p.14)

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9
Q

What are three ways to successfully manage/enact change in group dynamics?

A
  • verbalize personal expectations
  • establish priorities
  • listen to crew members

(p.15)

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10
Q

What are some personal changes a new company officer must complete?

A
  • commit to responsibilities, duties, and requirements of supervisory position
  • show loyalty to the organization
  • show loyalty toward company personnel
  • act as a liaison
  • be a manager
  • support all types of education and training
  • guard conversations
  • accept criticism graciously and accept praise, honors, advancement modestly
  • lead by example
  • praise in public, discipline in private
  • protect a professional image

(p. 16)

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11
Q

The following individuals may have certain expectations of a new company officer:(4)

A
  • family members
  • former peers and firefighters
  • administrators
  • public

(p.16)

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12
Q

While learning to meet new expectations or to handle unreasonable expectations, a company officer should seek assistance from?

A
  • more experienced personnel
  • administration
  • training division

(p.16)

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13
Q

Don’t confuse Rank with ______

A
  • respect. Respect does not come with rank, it must be earned.

(p.17)

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14
Q

Successful officers choose to see transition as an opportunity to grow as a professional not a burden. In order to take advantage of this a new company officer should try to do the following:

A
  • make informed decisions; be decisive
  • communicate clearly, directly and confirm understanding
  • apply appropriate management/supervisory techniques based on situation and individual
  • set expectations and ensure they are met
  • project a command presence
  • develop an appropriate leadership style
  • show respect for others
  • be loyal to the company, unit, organization, and community
  • live and lead by a personal and professional code of ethics
  • set high yet attainable standards
  • value diversity in people and situations
  • praise accomplishments
  • listen to others
  • commit to education and training
  • remain humble
  • follow organizational policies
  • recognize opportunities for improvements and identify solutions

(p.17)

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15
Q

A new officer should rarely use _____ as a reason for compliance

A
  • rank

(p.18)

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16
Q

The following are a list of people and groups to whom company officers are (accountable) responsible to and related duties they may be assigned in to service them:

A
  • subordinates
  • chain of command
  • organization
  • public
  • profession
  • family
  • themselves

(p.18)

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17
Q

According to NFPA 1021 the duties of a company officer are divided into general categories that apply to what fire officer levels?

A
  • all fire officer levels : 1-4

(p. 19)

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18
Q

Fire and emergency services company officer 6th edition is a manual that addresses what fire officer levels?

A
  • levels 1 & 2

(p.19)

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19
Q

IFSTA’s Chief Officer manual contains information that applies to what levels of company officer?

A
  • levels 3 & 4

(p.19)

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20
Q

What are the categories of duties listed for all fire company officers according to NFPA 1021?

A
  • Human Resources Management *Other
  • community and government relations
  • administration
  • inspection and investigation
  • emergency service delivery
  • health and safety

(p.19)

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21
Q

Each duty category listed per NFPA 1021 of that of a Fire Officer is further divided into?

A
  • job performance requirements (JPRs) *These guide the officer in the performance of these duties.

(p.19)

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22
Q

As a level 1 Fire Officer, company officers must be able to perform the following Human Resources management duties:

A
  • provide effective supervision for both emergency and nonemergency activities
  • assign tasks
  • evaluate personnel performance
  • provide company-level training activities
  • recommend actions when situations exceed their authority or ability
  • act as a project manager in certain situations
  • provide professional development opportunities for members
  • initiate or assist with personnel transfers, personal benefits(annual sick,injury,and family leaves) changes in benefits, awards/commendations, discipline, and labor/management issues

(p.19)

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23
Q

The success of any fire and emergency services organization is directly proportional to_______

A
  • its community involvement

(p. 19)

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24
Q

A level 1 fire officer must administer the organization’s policies, procedures, and orders at the_______ level

A
  • unit level

(p.20)

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25
Q

What are JPRs of the Duty defined by NFPA 1021 when it comes to “Community and government relations”

A
  • able to respond efficiently and courteously to citizen inquiries & complaints
  • present public fire and life safety educational programs to community members

(p.19)

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26
Q

What are JPRs of the Duty defined by NFPA 1021 when it comes to “Administration” ?

A
  • administer organization’s policies, procedures, and orders at unit level
  • observe applications of these admin documents and recommends changes
  • maintain unit activity records and prepare reports
  • may also monitor and document consumption and cost of unit resources in order to help prep budget

(p.20)

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27
Q

What are JPRs of the Duty defined by NFPA 1021 when it comes to “Inspection and Investigation” ?

A
  • May be assigned fire and life safety inspections
    -when assigned to suppression incident may be responsible for the initial fire cause determination or investigation process
  • may also supervise salvage and overhaul at incidents involving criminal activity, terrorism, or illegal drug laboratories

(p.20)

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28
Q

To conduct fire and life safety inspections officers must:

A
  • understand building construction
  • understand and apply the jurisdiction’s building and fire codes
  • identify types of hazards and fire protection systems
    -apply fire and life-safety regulations to all types of occupancies

(p.20)

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29
Q

When assigned to a fire suppression incident, Level 1 Officers may be responsible for the initial fire cause determination or the investigation process, For these duties officers must:

A
  • Secure the incident scene
  • Preserve evidence
  • Interview witnesses and emergency personnel
  • Notify a fire investigator when the situation warrants it

(p.20)

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30
Q

A level 1 fire officer may also supervise salvage and overhaul operations at incidents that involve criminal activity, such as acts of terrorism or illegal drug laboratories. At these incidents, officers should:

A
  • Notify the appropriate law enforcement agency
  • Designate the scene as a crime scene
  • Secure the scene until fire investigation personnel arrive

(p.20)

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31
Q

The level 1 Officer who supervises the fire-arriving unit to an incident is responsible for:

A
  • Performing initial size up
  • Establishing Incident Command System (ICS)
  • Allocating resources to control the incident

(p.20)

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32
Q

What are JPRs of the Duty defined by NFPA 1021 when it comes to “Emergency Service Delivery” ?

A
  • level 1 officer who supervises the first-arriving unit to an incident is responsible for initial size up, establishing ICS, allocating resources to control the incident
    -May also be responsible for inspecting potentially hazardous sites within units response area (pre-incident planning) and assisting in creation in pre plans. These plans assist in evaluating emergency situations. These plans should be shared with other responding units and level 2 or 3 command officers.
  • First arriving company officer must develop and initiate an Incident Action Plan (IAP) and incident Safety Plan (ISP) also must establish ICS. Following incident may conduct post incident analysis.

(p.20)

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33
Q

What does IAP stand for?

A
  • Incident action plan

(p.21)

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34
Q

What does ISP stand for?

A
  • Incident Safety Plan

(p.21)

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35
Q

What are JPRs of the Duty defined by NFPA 1021 when it comes to “Health and Safety” ?

A
  • Ensuring the health and safety of all personnel INCLUDING:
  • apply health and safety standards daily
  • implement safety-related policies and procedures
  • Monitor personnel to ensure that safety guidelines are followed
  • Report all situations that involve job-related injuries or fatalities
  • Act as a role model by personally adhering to accepted health and safety practices

(p.21)

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36
Q

What are other duties that may be assigned to a company officer that are not mentioned in NFPA 1021?

A
  • Being assigned to training divisions, medical response units, or specialized rescue or hazardous materials units
  • Performing reconstruction plan reviews
  • Issuing permits or licenses
  • Acting as liaison to other agencies or organizations
  • Reporting to the local governing body to provide information and advice
  • Acting out of rand to cover for supervisor
  • Acting as the Public Information Officer

(p.21)

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37
Q

Define a leader:

A
  • A person who leads or directs a unit

(p.22)

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38
Q

Define a Manager:

A
  • Individual who accomplishes organizational objectives through effective and efficient handling of material and Human Resources

(p.22)

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39
Q

Define a Supervisor:

A
  • A person who is responsible for directing the performance of other people of employee

(p.22)

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40
Q

Why is Organization structure necessary to the fire and emergency services?

A
  • it permits the effective, organized, and efficient use of resources

(p.25)

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41
Q

SOPs/SOGs and rules/regulations are used for what?

A
  • used to define organizational policy and describe behavioral and employee performance expectations

(p.25)

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42
Q

All fire and emergency services organizations must have some type of formal structure to:

A
  • Provide a management framework for the organization
  • Define how it will plan and operate to meet its mission
  • Determine how the organization will interact with other organizations or government agencies, both internal and external to the jurisdiction
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43
Q

What are the 6 basic principles of organizational structure according to NFPA 1021?

A
  • Scalar structure
  • Line and staff personnel
  • Decision-making authority
  • Unity of command
  • Span of control
  • Division of labor

(p.26)

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44
Q

What is a Scalar structure?

A
  • having an uninterrupted series of steps or a chain of command

Example: From Top Down: Fire Chief/Deputy Chief/ Assistant Chief/ Battalion Chief/ Captains/ Lieutenants/ Driver-Operators/Firefighters-EMTs

(p.26)

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45
Q

How does a Scalar structure work?

A
  • Chain of commands uninterrupted
  • Decisions and information are directed from the top of the structure down through intermediate levels to the base
  • Feedback and information, in turn, are transmitted up from the bottom through the structure to the top

**Within scalar structure, certain decision-making authority is delegated to lower levels, and communication is enhanced

(p.26)

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46
Q

What is the concept of Line/Staff Personnel?

A
  • Line and Staff are terms that refer to the organizational concept that separates fire and emergency services personnel into two distinct groups: Line or Staff

(p.27)

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47
Q

Define Line Personnel

A
  • This who deliver services to the public or external customers
  • Typical functions include fire suppression, emergency medical services, inspections, education, and investigation

(p.27)

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48
Q

Define Staff Personnel

A
  • Those who provide support to the line personnel and internal or external customers
  • Typical functions are: Training, logistics, auxiliary organizations, and personnel administration

(p.27)

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49
Q

Define Authority

A
  • refers to the legal ability of an individual to make and implement decisions for which the individual is held accountable

(p.27)

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50
Q

What are the two types of decision making models?

A
  • Centralized authority
    -Decentralized authority

(p.27)

51
Q

What is the difference between Centralized and Decentralized authority?

A
  • Centralized authority are decisions made by one person at the top of structure (CEO makes decisions and pushes out to subordinates) *Works well in very small organizations
    *Accountability for decisions is almost always centralized. Chief can delegate authority to officers to make decisions and implement plans, but the chief is still accountable as AHJ

-Decentralized authority are decisions made at a lower level with the effects of the decisions reported through the structure.
*To work well, chief must ensure that all members understand the organization’s direction, values, and goals.
*Decision making authority should be delegated to the lowest level possible.

(p.28)

52
Q

What are pros and cons of Decentralized authority

A
  • Pros allows most matters to be handled expeditiously. Management can focus on other things. Details do not need to be reported back, however, the effects of the decision do.
  • Cons duplication of efforts may occur, policies must define what decisions can be made and under what conditions

(p.28)

53
Q

Define Delegation of Authority

A
  • The process of providing subordinates with the authority, direction, and resources needed complete an assignment.

(p.28)

54
Q

When delegating a task, an officer must ensure that the assigned employee is_________

A
  • Capable of doing the job

(p.28)

55
Q

When delegating authority and assigning a task to an employee, the company officer should: (4)

A
  • Describe the task and its relationship to the overall goal or objective
  • Provide support for a successful outcome
  • Identify time and safety constraints that apply to the assignment
  • Follow up on assigned tasks

(p.28)

56
Q

Describe/Define “The Leader’s Intent” :

A
  • The leader’s intent empowers subordinates to accomplish established incident goals and objectives in a rapidly expanding or chaotic environment when direct supervision or oversight does not exist
    **Does not exempt the officer or crew from following established safety guidelines and SOPs. **Officer is still accountable

(p.29)

57
Q

Per the National Wildland Coordinating Group (NWCG) Field Operations Guide, the three essential components of leader’s intent are:

A
  • Task (The objective of the assignment)
  • Purpose (Why the assignment needs to be done)
  • End state (How the situation should look when the assignment is successfully completed)

(p.29)

58
Q

Define Unity of Command

A
  • Unity of Command means that each person within an organization reports to one, and only one, designated authority.
  • the purpose of unity of command is to ensure unity of effort under one responsible commander for every objective.

*Depends on the use of the Chain of Commands and functional supervision

(p.29)

59
Q

Organizations that employ Unity of Command provide _________ direction and accountability, creating a more _______ & ______ work environment

A
  • provide adequate direction and accountability
  • productive and efficient work environment
60
Q

Define Chain of commands

A
  • Order of rank and authority (p.42)
  • Path of responsibility from the top of the organization to the bottom and view versa.
    *Although each member reports directly to one immediate supervisor, all members throughout the chain of command are still indirectly responsible to the Chief.

(p.29

61
Q

Define Sidestepping

A
  • The process of going around a link in the chain of command to deal with an issue

(p.43)

62
Q

What are issues with sidestepping

A
  • Can be destructive to organizational unity and cohesiveness.
  • Could exclude the person best able to solve the problem - the immediate supervisor

(p.29)

63
Q

What actions should be taken when sidestepping occurs

A
  • Superior officer should instruct the subordinate to follow the chain of command and take the problem to the immediate supervisor

(p.29)

64
Q

Define Skip level notification

A
  • Notifying one’s supervisor that one wishes to take an issue to the supervisor’s supervisor

(p.43)

65
Q

What are reasons to bypass a level in the chain of commands (skip level notification) ?

A
  • If the immediate supervisor is viewed as part of the problem or does not resolve the problem
  • If there is a mandatory reporting requirement

(p.30)

66
Q

To avoid sidestepping officers should:

A
  • Be available
  • Be proactive
  • Take action
  • Follow up

(p.30)

67
Q

Define Functional Supervision

A
  • Organizational principle that allows workers to report to more than one supervisor

*Deviates from unity of command when personnel are assigned by their supervisor or a senior officer to perform duties that fall under the authority of another supervisor

*Subordinates report to the second supervisor on matter relating to that function. For arrangement to work, both supervisors must communicate with each other and closely coordinate their activities

(p.30)

68
Q

When is functional supervision useful?

A
  • When the distinction between line and staff functions becomes blurred

(p.30)

69
Q

What is Span of Control?

A
  • Span of control refers to the number of subordinates and/or number of functions that one individual can effectively supervise.

*principle applies equally to supervising the crew of single unit or supervising officers of several companies

(p.30)

70
Q

What is the absolute rule for determining how many subordinates or functions one person can supervise effectively with span of control?

A
  • There is no absolute rule, it depends on the situation. Somewhere between 3 and 7 is typically optimal

(p.30)

71
Q

What does (NIMS-ICS) stand for?

A

National Incident Management System-Incident Command System

(p.30)

72
Q

What ratio is the NIMS-ICS Span of Control model based on?

A
  • 1: 3-7 (1 supervisor to 3-7 subordinates or functions.
  • Suggest an optimum ratio of 1:5

(p.30)

73
Q

What are variables that affect Span of Control?

A
  • Ability and experience of the supervisor
  • Ability and experience of subordinates
  • Nature of the task (Urgency, conditions, complexity, rate at which must be performed, similarity/dissimilarity to tasks being performed by others)
  • Proximity of subordinates to the supervisor and each other
  • Ease/reliability of communications medium
  • Consequences of a mistake

(p.31)

74
Q

What are situations that exemplify proper span of control?

A
  • Company officer supervises 3 - 7 members of one company
  • Strike team leader supervises the company officers in charge of the team’s five engines
  • division supervisor commands 5 strike teams

(p.31)

75
Q

What can make effective supervision difficult during span of control?

A
  • Tasks being performed are very complex
  • Workers’ level of training is minimal
  • Workers are performing dissimilar tasks
  • Workers are widely separated from the supervisor and each other

(p31)

76
Q

If an Incident commander fails to properly _________ authority at a major incident, the span of control may be exceeded.

A
  • Delegate authority

(p.31)

77
Q

Making every decision in the absence of good delegation can quickly become overwhelming and can cause:

A
  • Chaos at the incident
  • Breakdowns in communication and coordination
  • Confused, inefficient operations, and perhaps losses of life and property

(p.31)

78
Q

Explain/Define “Division of Labor”

A
  • Division of labor consists of dividing large jobs into smaller tasks that are assigned to specific individuals

(p.32)

79
Q

The fire and emergency services use division of labor to:

A
  • Assign responsibility
  • Prevent duplication of effort
  • Make specific, clear-cut assignments

(p.32)

80
Q

Emergency service organizations are organized in division. Within each work assignment group, subgroups are assigned to complete specific tasks. Work groups may be created according to:

A

-Type of task
- Geographical area
- Time of year or season
- Available resources
- Skills specialization

(p.32)

81
Q

With discussing Division of Labor and work groups being created for skills specialization, skills that require special training are:

A
  • EMT or Paramedics
  • Technical Rescue Teams
  • Hazardous Material Teams

(p.32)

82
Q

What are the two main classifications of fire and emergency organizations?

A

-Public
-Private

(p.32)

83
Q

How do Public fire and emergency services work in regards to funding?

A
  • Provide services to public and are funded by the public through the collection of taxes and fees

(p.32)

84
Q

How do Private fire and emergency services work in regards to funding?

A
  • Funded through revenue provided by their parent organizations, the sale of services. and contracts
  • Services are provided to a single firm or facility and not to eat general public.

*A Private fire and emergency services organization may provide services to the general public through a mutual aid agreement with the public fire and emergency services organization or local AHJ

(p.32-33)

85
Q

With regards to publicly funded emergency service organizations, what are the 2 distinct associations with the term “Jurisdiction” ?

A
  • Te response area served by a fire and emergency services organization
  • The authority that gives the organization the legal right to exist, provides emergency services, and takes the actions necessary to ensure adequate protection

(p.33)

86
Q

Name examples of public jurisdictions that provide fire and emergency services:

A
  • Municipal
  • County
  • Fire district
  • State/provincial
  • Federal
  • Tribal

(p.33)

87
Q

Define Municipal

A
  • Functional division of the lowest level of local government

(p.43)

88
Q

Define State/provincial

A
  • Territory occupied by one of the constituent administrative districts of a nation whose rights are defined by a constitution

(p.43)

89
Q

What are the 4 different types of staffing found in fire and emergency services organizations?

A
  • Career
  • Paid-on-call
  • Volunteers
  • Combination

(p.33)

90
Q

Define Leadership

A
  • Ability to motivate other people to follow your example and do the things that you want them to do

(p.70)

91
Q

To become an EFFECTIVE LEADER, what leadership QUALITIES should a company officer cultivate?

A
  • Vision
  • Decisiveness
  • Intelligence
  • Self-assurance
  • Initiative
  • Motivation and desire for professional success
  • Integrity
  • Personal security
  • Industriousness
  • Innovation and creativity
  • Consistency
  • Preparedness
  • Proactiveness
  • Supervisory skills
  • Interpersonal skills
  • Communication skills
  • Empower others and enable them to act
  • Plan for success
  • Build trust
  • Understand the system
  • Inspire a shared vision
  • Recognize challenges
  • Model desired behavior
  • Encourage subordinates

(p.47,48,49)

92
Q

Company officers should practice and improve these three following skills:

A
  • SUPERVISORY SKILLS (Planning, organizing, directing, and controlling in order to coordinate the unit’s efforts to accomplish objectives
  • INTERPERSONAL SKILLS (Working successfully with other to accomplish tasks
  • COMMUNICATION SKILLS (Expressing oneself clearly and effectively to others and interpreting feedback from others who are either internal or external to the organization

(p.48)

93
Q

What is the first step in developing leadship skills?

A
  • study successful leaders and develop your own list of leadership qualities (This list becomes a benchmark standard for each leader and self-evaluation tool)

(p.49)

94
Q

What are ways to address and assess leadership skills?

A
  • Self assessment
  • Mentor feedback
  • 360 - degree feedback evaluations
  • Annual/supervisory reviews

(p.49)

95
Q

What is a 360-degree Feedback Evaluation?

A
  • An evaluation method that incorporates feedback from multiple sources such as the worker, his/her peers, superiors, subordinates, and customers

(p.70)

96
Q

What are ways/paths an officer may choose to follow for improvement?

A
  • Courses
  • Seminars/workshops
  • Books or other literature on the leadership topics
  • Counselors/mentors
  • Leadership and management podcasts

(p.50)

97
Q

What are the 3 leadership styles based on decision-making, that Kurt Lewis identified in 1939?

A
  • AUTOCRATIC (This leadership style provides clear directions of what, how, and when tasks will be performed. Followers provide little or no input into Autocratic leaders’ decisions; orders flow from top down, and compliance is accomplished through rules, regulations, and punishment for non-compliance
  • DEMOCRATIC ( These leaders solicit input from their followers before making decisions. Sometimes called “Participative leadership”, this style requires followers to participate in the processing be held accountable for the tasks delegated to them.
  • LAISSEZ-FAIRE (These leaders do not make decisions or avoid making them. Followers are left to make decisions and solve problems for themselves. These leaders typically have very little authority in their organizations, although this style may be appropriate in situations where followers are highly skilled and self-motivated

(p.50)

98
Q

What are the 5 styles of leadership and Decision-making ?

A
  • Autocratic
  • Democratic
  • Laissez-faire
  • Transformational
  • Transactional

9P.50-51)

99
Q

What are the two identified leadership styles from (Burns, 1978) and (Bass, 1985)?

A
  • TRANSFORMATIONAL (Leadership style in which organizations change is accomplished by followers’ commitment to the leader’s vision and inspiration
  • TRANSACTIONAL (Sometimes called “Managerial Leadership”, this leadership style enforces compliance through rewards and punishments. Whereas transformational leadership focuses on change, transaction leadership seeks to maintain consistency and is most effective in situations where performance needs to be standardized and consistent.

(p.51)

99
Q

“Command Presence” is a unique skill that includes the ability to:

A
  • Identify the situations components
    -Assess the need for action
  • Determine the nature of the necessary intervention
  • Initiate action

(p.51)

100
Q

A “Command Presence” inspires confidence from _____ , _______ , and ________.

A
  • Subordinates, administration, and the public

(p.51)

101
Q

To achieve “Command Presence” it may be helpful to model or develop the following qualities:

A
  • Self–confidence
  • Trustworthiness
  • Consistency
  • Responsibility
  • Tolerance / acceptance
  • Expertise
  • Accountability

(p.51)

102
Q

In addition to demonstrating good qualities, leaders can take 8 steps to develop a “Command Presence”

A

-Step 1 Determine what the situation is
- Step 2 Know what resources are available to apply to the situation
- Step 3 Develop the strategy and tactics required to resolve the situation
- Step 4 Listen to all points of view, when appropriate
- Step 5 Make the decision
- Step 6 Implement the decision
- Step 7 Evaluate the decision and modify as necessary
- Step 8 Take responsibility for the decision

(p.52)

103
Q

Define Ethics:

A
  • System of moral principles governing the perception of right and wrong.

(p.70)

104
Q

Ethical behavior may not always be ________ ; often there are ________ between absolutes

A
  • may not always be clear cut; often there are gray areas

(p.52)

105
Q

Examples of unethical conduct within the fire and emergency services include:

A
  • Borrowing and never returning fuel, auto polish, or light bulbs from the station’s supplies
  • Shopping for personal items during inspections / pre-fire planning
  • Ask merchants for special discounts
  • Using the station to conduct a private business enterprise

(p.52)

106
Q

Ethical __________ express the level of conduct all members of society are expected to follow.

A
  • Ethical STANDARDS

(p.52)

107
Q

Our society tends to expect a _______ level of ethical conduct from firefighters, police, paramedics, and other members of the emergency services.

A
  • Higher Level of Ethical Conduct

(p.52)

108
Q

Explain the Ethics “Three-Step Check” (three steps)

A
  • IS IT LEGAL (violating civil law, professional standards, or department policy?)
  • IS IT FAIR TO ALL CONCERNED (have I based my decision on all the facts as I know them/ will my decision support the organization’s mission?
  • HOW WILL IT MAKE ME FEEL ABOUT MYSELF (Will make me proud, Will I feel good if my decision is published in the newspaper? Will I feel good if my family knows or finds out about it?)

(p.53)

109
Q

What are some characteristics that can result in the violation of ethical principles?

A
  • Favoritism
  • Greed
  • Short-cut or exploitative mentality

(p.53)

110
Q

Examples of unethical behavior in fire and emergency services organization may include:

A
  • Hiring or promoting based upon favoritism
  • Cheating on promotional exams
  • Taking bribes to influence inspections or plans reviews
  • Misusing department equipment
  • Going to dinner before overhaul is complete
  • Failing to complete required reports
  • Engaging in sexual harassment
  • Discriminating against personnel based upon ethnicity, gender, age, disability, or sexual preference
  • Starting and/or spreading rumors
  • Taking credit for others’ work

(p.53)

111
Q

Lying , the intent to deceive, is a common form of unethical behavior. lying, like most forms of unethical conduct, is about immediate gratification in what FOUR areas?

A
  • BASIC NEEDS (To obtain food, money, clothing, or other essential items)
  • AFFILIATION (To create, prolong, or avoid, or control social relationships, such as in hazing)
    -SELF-ESTEEM (To create a false image of superior competence or importance in the eyes of others by falsifying records, cheating to make a higher score on a test, or spreading gossip that belittles another person
  • SELF-GRATIFICATION (To indulge in activities that bring pleasure, even if they are illegal or unhealthy, such as illegal gambling, substance abuse, and theft)

(p.53)

112
Q

A Written code of ethics is an essential part of an ______________.

A
  • Ethics Program

(p.54)

113
Q

BEHAVIORAL STATEMENTS

The Following behavioral statements might be contained within a fire and emergency services organiation’s code of ethics:

A
  • Employees must, at all times, conduct themselves in a manner that creates respect for themselves, as public servants, and for their jurisdiction
  • Employees must place the public interest above all other interests. They must consider their jobs as an opportunity to serve the citizens of their jurisdiction.
  • Employees must not discriminate because of race, color, creed, sex, sexual orientation, age, disability, national ancestry, or political affiliation
  • Employees must not accept from the public an personal gift, money, service, favor etc
  • Employees must always treat the public with fairness, courtesy, respect etc etc
  • Employees must refrain from using their position for personal gain etc etc
  • Employees must not drink alcoholic beverages or take any incapacitating drugs while on duty
  • Employees must clearly distinguish between all remarks or actions they make as a private citizen etc etc

(p.54)

114
Q

Define Emotional Intelligence:

A
  • An individual’s ability to correctly perceive and label their own and others’ emotions. Also known as Emotional Quotient (EQ)
115
Q

What are some skills that contribute to an individual’s over-all level of emotional intelligence?

A
  • Ledearship skills (social awareness, empathy, decision-making)
  • Self-management skills (Time management, drive strength, and commitment ethic)
  • Intrapersonal skills (self-esteem and stress management)
  • Interpersonal skills (assertion, anger management, and anxiety management)

(p. 55)

116
Q

What are the two parts of your mind when talking about responses and certain emotions arising:

A
  • Emotional Mind (reacts very quickly with behaviors based on experience )
  • Cognitive Mind (Acts slower, and is more systemic)
117
Q

A system designed by Darwin Nelson and Gary Low at Texas A&M, that is an education and skill based approach to developing specific skills:

A
  • EMOTIONAL LEARNING SYSTEM (ELS)

(p.55)

118
Q

How does the EMOTIONAL LEARNING SYSTEM (ELS) Work?

A
  • The ELS process uses five steps involving self assessment checklists, analysis of current skill levels, and activities for developing or enhancing each skill.

(p. 55)

119
Q

What are the 5 steps of the Emotional Learning System (ELS)?

A
  • Step A: Self-Assessment: Explore
  • Step B: Self-Awareness: Identify
  • Step C: Self-knowledge: Understand
  • Step D: Self-Development: Learn
  • Step E: Self-Improvement Apply and Match

(p. 55)

120
Q

Assertion is an emotional skill that is especially useful for communicating under stressful situations. There are three parts to assertive communication that can help you to maintain your rights as a person while also respecting another person’s rights. What are the three steps?

A
  • First, use the first-person singular: I feel, I believe, I think.
  • Second, Describe what you think or feel about a particular situation: I feel frustrated when the equipment is not returned to its proper place on the truck”.
  • Third, express what you would like to have happen: “I feel frustrated when the equipment is not returned to its proper place on the truck, so I would like to discuss the reasons that it is critical that we always know where to find equipment and that is always maintained and ready to use.”

(p. 56)

121
Q

What are the Emotional Intelligence (EI) Skills that contribute to effective leadership?

A
  • Social awareness
  • Empathy
  • Decision-making
  • Positive influence

(p.56)

122
Q

What are some Emotional Intelligence skills related to “Self management”?

A
  • Time-management
  • Drive Strength
  • Commitment ethic

(p.56)

123
Q
A

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