Company Officer Flashcards
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1
Q
The company officer performs the following 6 functions:
A
- Provides leadership
- Acts as role model
- Gives advice
- Provides representation for members to administration
- Negotiates conflicts
- Applies counseling or coaching
2
Q
The CO may interact w/ public by providing 5 services such as the following:
A
- Issuing burning permits
- Inspecting facilities
- Providing public fire and life safety education
- Investigating suspicious fires
- Providing emergency care to victims of hazardous incidents
3
Q
5 concepts new CO’s should apply:
A
- Leadership
- Ethics
- Supervision
- Responsibility
- Authority
4
Q
Difference between station life and emergencies
A
Station life is relationship oriented while emergencies are task oriented.
5
Q
To overcome antagonism, jealousy, and loss of friendships, the new CO must perform the following 7 actions:
A
- Commit to the responsibilities, duties and reqs of supervisory position
- Show loyalty to organization
- Support all types of education and training
- Guard conversations
- Accept criticism graciously.. Accept praise modestly
- Lead by example
- Praise in public.. Discipline in private.
6
Q
Theory X
A
- The avg worker is lazy, dislikes work and will avoid it whenever possible
- Most workers must be coerced into performing adequately by threats of punishment
- Avg worker prefers to be closely supervised and shuns responsibility
- Lack of ambition
7
Q
Theory Y
A
- Avg worker does not dislike work. Work can be as natural as play or rest
- Workers will perform with self direction without coercion - Workers will support organizational objectives
- Avg worker seeks responsibility
- Only a small part of workers intelligence is ever harnessed.. W/ proper leadership, they will excel
8
Q
Theory Z
A
- Leadership style that focuses on the people
- Employees remaining with the company for life
- Close relationship between work and social life
- Workers goal to produce economic success nurtures togetherness
- Participative approach to decision making
Weaknesses:
- Resistance to change
- Leader is expected to alter the situation to meet the style instead of altering the style to meet the situation
9
Q
Differences between Manager and leader
A
- Mgrs administer; leaders innovate
- Mgrs ask how and when; leaders ask what and why
- mgrs focus on systems; leaders focus on people
- mgrs ensure things are done right; leaders ensure the right things are done
- mgrs maintain; leaders develop
- mgrs rely on control; leaders inspire trust
- mgrs see short term; leaders see long term…
10
Q
Manager and Leaders cont.
A
- mgrs accept status quo; leaders challenge status quo
- mgrs have eye on bottom line; leaders have eye on horizon
- mgrs are classic good soldiers; leaders are there own people
- mgrs are copies; leaders are originals.
11
Q
5 basic leadership traits
SICPB
A
- Sees opportunities
- Identifies challenges
- Communicates
- Plans for success
- Builds trust
12
Q
5 Power Types
RELIC
A
- Reward power
- Expert power
- Legitimate power
- Identification power
- Coercive power
13
Q
Reward power
A
Based one persons perception of another’s ability to grant rewards.
14
Q
Coercive power
A
Based on subordinates perceptions of leaders authority to punish - verbal or written reprimand - suspension w/out pay - withholding reward - raise or promotion - termination
15
Q
Identification power
A
Derived from someone’s desire to identify with and emulate another Other form: referent or personal power: ones perception that they have power because of a relationship they have w/ someone who does
16
Q
Expert power
A
Based on one’s perception that another’s knowledge and expertise can help in 1st persons endeavors.
17
Q
Legitimate power
A
Derived because of the organizational structure of the department/organization.. - Also called organizational authority or position power.. - Those who rely on legitimate power alone are not likely to be successful
18
Q
Legitimate power is derived from:
A
- shared values
- acceptance of social structure
- sanction of a legitimizing agent
19
Q
To achieve command presence, it is necessary to have the following 6 attributes:
STCARE
A
- Self confidence
- Trustworthiness
- Consistency
- Acceptance
- Responsibility
- Expertise
20
Q
8 steps to create command presence
A
- Know the situation
- Know what resources are available
- Know the strategy and tactics required
- Listen to all points of view
- Make the decision
- Take responsibility
- Implement the decision
- Evaluate the decision.
21
Q
6 basic challenges common to most supervisory positions
A
- Establish priorities 2. Anticipating problems 3. Establishing and communicating goals and objectives 4. Creating an effective team 5. Creating job interest
22
Q
The best span of control
A
3-7 subordinates w/ 5 being optimal.
23
Q
B.W. Tuckman research 5 stage development model
A
- Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
24
Q
Forming
A
- Employees are uncertain of their roles in the group at this stage
- Not certain they can trust or work with other members
- As relationships grow, trust and teamwork develop, and the members begin to see themselves as a part of the group
25
Storming
* Conflict may result at this stage as members jockey for informal leadership or attempt to exert their own individual influence over the group
* Reduce time in this stage
* The leader is supportive, actively listening to members and providing explanations for decisions
26
Norming
* The group establishes its own set of norms and values that each member accepts and adheres to.
* The members become close and more cohesive
* Leader transitions into role of team member, allowing leadership to be shared by the members
27
Performing
* The supervisor works to maintain team spirit as the group moves toward accomplishing its objectives.
* At this point, the group is a true team.
* CO must monitor progress in this area as well because team members can develop certain behaviors and attitudes that can destroy team concept
* Act as equals treat each other as equals
28
Adjourning
* The final stage is the planned termination of the group task.
* It includes the accomplishments and participation of individual members
* Debrief members; determine if changes should be made
* Participants can feel satisified
29
Supervisor responsibilities
1. Set a clear and positive example for subordinates
2. Define expectations
3. Receive assignments and complete a task efficiently and effectively
4. Promote and maintain health and safety within workplace
5. Develop an environment of cooperation and teamwork
6. Develop and maintain the company as an integral part of organization
7. Promote skills development
30
Supervisor responsibilities cont.
8. Maintain discipline
9. Establish the perimeters of behavior
10. Ensure that activities are directed towards organizational goals
11. Promote the pursuit of education
12. Promote credentialing and certification
13. Maintain files and records and prepare reports
31
Logic
Ability to reason and present a strong argument in favor of or against a position
32
Ethics
Analysis of the principles of human conduct in order to be able to determine right and wrong
33
Pathos
Ability to have empathy or sympathy for another person and make arguments based on emotional appeals
34
Ethical values
1. Honesty
2. Integrity
3. Impartiality
4. Fairness
5. Loyalty
6. Dedication
7. Responsibility
8. Accountability
9. Perseverance
10. Frugality
11. Faithfulness
12. Heroism
13. Patriotism
14. Morality
35
4 general types of reasoning
1. Inductive
2. Deductive
3. Causal
4. Analogical
36
Inductive reasoning
A process that arrives at a general conclusion based on a foundation of specific examples or data.
37
Deductive reasoning
Process of reaching a conclusion based on a general statement or principle. Ex. Major, minor premise.. Conclusion
38
Causal reasoning (cause and effect)
Process that is based on the relationship between 2 or more events in such a way that it is obvious one caused the other to occur.
39
Analogical reasoning
* Based on a comparison between 2 similar cases
* It infers that what is true in the 1st case will also be true in the 2nd case.
40
Communication process consists of the following 6 basic elements:
1. Sender
2. Message
3. Medium or channel
4. Receiver
5. Interference
6. Feedback to the sender
41
Barriers to Listening:
* **INFO OVERLOAD** - Identify essential elements of message
* **PERSONAL CONCERNS** - Focus on speaker/message instead of personal concerns
* **OUTSIDE DISTRACTIONS** - Take control of environ.. remove distractions
* **PREJUDICE** - Focus on message not messenger
42
Duties involving Human Resources Mgmt:
- Provide effective supervision
- Assign tasks
- Evaluate personnel performance
- Provide company-level training
- Administer policies and procedures
- Recommend actions
- Act as project mgr
- Provide professional dvlpmnt opport
- Initiate or assist with personnel transfers etc
43
7 Psychological (internal) barriers
1. **Fear** - Main personal barrier to making a decision
2. **Ego or self esteem** - Prevents effective decision making. Too much ego leads to ignoring the advice of others
3. **Indecisiveness** - Events will over-take the need for decision
4. **Distrust** - Causes the lack of trust in ones own ability
5. **Antagonism** - Active opposition by others causes decision maker to compromise
6. **Jealousy** - Causes an individual to act irrationally and block suggestion of others
7. **Unethical motives** - IInvolves personal gain, enhanced self image, personal protection at the expense of others
44
6 Organizational (external) barriers
1. Lack of data
2. Lack of accurate analysis
3. Lack of resources
4. Lack of mgmt/member support
5. Lack of commitment
6. Lack of capacity
45
7 sources of info that help establish the standard of care:
1. Agency directives and policies
2. Directives of a superior agency
3. Guidelines and policies of other agencies (locally accepted practices)
4. Guidelines and standards developed by pro organizations (i.e. NFPA)
5. Professional texts and manuals
6. Research publications
7. Opinions of expert witnesses
46
Misfeasance
Wrongful performance - When an individual has the knowledge, ability, and legal authority to act but performs the act incorrectly
47
Nonfeasance
Omission of performance when some act should have been performed and was not
48
When a potentially hazardous condition exists, the reasonableness of action must take into account the following factors:
1. Gravity of harm posed by the condition 2. Likelihood of harm 3. Availability of a method and/or equipment to correct the situation 4. Usefulness of the condition for other purposes 5. Burden of removing the condition
49
3 types of speeches
1. Persuasive 2. Informative 3. Entertainment
50
Scalar
Having an uninterrupted series of steps or a chain of authority. The scalar organization is a paramilitary, pyramid-type of organization with authority centralized at the top
51
Line personnel
Those who deliver services to the public or external customers
52
Staff personnel
Those who provide support to the line personnel or internal customers
53
4 step method of instruction
Step 1 - Preparation
Step 2 - Presentation
Step 3 - Application - Most learning takes place
Step 4 - Evaluation
54
Standing Plans
* Develop policies, procedures and rules that are used frequently
* Manage the day-to-day emergency and nonemergency activities
55
Single-Use Plans
Accomplish a specific objective such as the development of a program, project or budget
56
Strategic Plans
* Chart the course of the organization over an indefinite future that is divided into definite time periods
* Focuses on **what**
* **Subjective**
57
Operational/Administrative Plans
* Focus on how objectives will be accomplished
* concerned with factors that are within control of org
* objective, fact based
58
7 Demographic groups
1. Sex
2. Age
3. Marital status
4. Education
5. Family size
6. Occupation
7. Geographic location
59
Risk
The likelihood of suffering harm from a hazard The exposure to a hazard
60
Hazard
The source of a risk A condition, substance, or device that can directly cause injury or loss
61
Contingency leadership theory
Believes that no single best style exists
62
Basic leadership style
Includes autocratic, democratic, and laissez-faire categories
63
Two-dimensional leadership styles
Includes job-centered and employee centered models
64
Contemporary leadership styles
Includes charismatic, transformational, transactional, and symbolic theories
65
4 step method of counseling
1. Describe current performance 2. Describe the desired performance 3. Gain a commitment for change 4. Follow up the commitment
66
Common justifications for unethical conduct
1. Pretending the action is legal or ethical 2. Believing the action is in the best interest of org. 3. Believing the action is OK cause no one will find out 4. Expecting the org. will support the action if discovered 5. Believing the action is acceptable cause everyone else is doing it 6. Believing the end justifies the means even if the means are unethical
67
4 step process to test the ethical foundation of a decision
1. Is it the truth? 2. Is it fair to all concerned? 3. Will it build goodwill and better relationships? 4. Will it be beneficial to all concerned?
68
Complex evolution examples
1. Automatic or mutual aid responses 2. Large area structure fires 3. Structural collapse 4. Natural disasters 5. Haz Mat incidents 6. Human caused disasters i.e. terrorists 7. Large area forest fires 8. Transportation incidents i.e. aircraft, bus, truck or shipboard fires
69
Simple evolution examples
1. Lifting and setting ground ladders
2. Using portable fire extinguishers
3. Forcing entry through doors
4. Taking vital signs
5. Deploying and advancing attack hoselines
6. Driving and parking fire apparatus
7. Lifting and moving patients
70
Controlling an evolution involves the following 5 elements:
1. Supervising 2. Monitoring 3. Teaching 4. Managing
71
9 Cultural classifications used to define diversity
1. Age 2. Gender 3. Sexual Orientation 4. Ethnicity 5. Race 6. Religion 7. Politics 8. Socioeconomic level 9. Education
72
4 Preincident planning functions
1. Developing positive relationships with owners/occupants
2. Conducting preincident survey
3. Managing preincident data
4. Developing preincident plans
73
Preincident survey Info about occupant protection should include the following 6 things:
1. Location and number of exits 2. Location of escalators and elevators 3. Location of windows and openings for rescue access 4. Special evac consideration for disabled, old or young, and large #'s of occupants 5. Location of areas of safe refuge 6. Flammable and toxic interior finishes
74
Preincident survey info about potential life hazards to firefighters include the following 7 things:
1. Flammable and combustible liquids 2. Toxic chemicals 3. Biological hazards 4. Explosives 5. Reactive Metals 6. Radioactive materials 7. Manufacturing processes that are inherently dangerous
75
6 Major uses for radio communications at a large incident
1. Command
2. Tactical operations
3. Support operations
4. Air-to-ground communications
5. Air-to-air communications
6. Medical services
76
Five C's of communication
pg 429
1. Conciseness - Task oriented, Direct to companies (not individuals); Match messages to receivers; Keep specific
2. Clarity - One task at a time; Simplicity
3. Confidence - CommanD presence; Calm, natural tone, controlled rate
4. Control - Telecommunicator and IC; Receiver should repeat or paraphrase the essence of the message back to the sender
5. Capability - Well trained; ability to communicate; capable of listening
77
8 NIMS organizational levels
1. Command
2. Command staff
3. General staff
4. Section
5. Branch
6. Division
7. Group
8. Unit
78
Unity of Command
Dictates that each responder have only 1 supervisor
79
3 objectives of incident scene management
1. Life safety
2. Incident stabilization
3. Property conservation
80
Layman 5 step process for analyzing any emergency situation
1. Facts - things that are true
2. Probabilities - things that are likely to happen
3. Own situation - Officer's own knowledge about situation
4. Decision - Initial use of resources followed by supplemental resource needs
5. Plan of operation - Info compiled into IAP; **covers 12 hours**
81
3 optional command activities
1. Nothing showing
2. Fast attack
3. Command`
82
3 Basic incident scene procedures
1. Ensure scene security
2. How to conduct on-scene interviews
3. How to prepare and complete reports regarding cause
83
4 Classifications of fire cause
1. Accidental
2. Natural
3. Incendiary
4. Undetermined
84
Internal customers
Employees and members of the organization
85
External customers
Members of the general population within the service area who are beneficiaries of the services provided as well as people providing the majority of the funds
86
Stakeholder
Members of the political body who govern the organization or influence it through legislation, nongovernmental agencies, community groups, standards-making org's, and businesses that provide services to the organization.
87
Group Dynamics
The members of a group must have the following 5 characteristics
1. Common binding interest
2. Vital group image - One of the greatest influences on the success of the group
3. Sense of continuity
4. Shared set of values
5. Different roles within the group
88
In the area of safety, company officers have a responsibilty to take action. They can include the following 3 things
1. First and foremost, the CO must be a role model by providing personnel with an example of correct safe behavior
2. The CO must insist that subordinates adhere to the org's safety policies
3. The CO must support and enforce all safety-related decisions made by the administration
89
Abilene Paradox
* When members of a group go along with a decision even when the believe it is a bad one rather than go against the group.
* Because individual members of the group do not want to appear out of step or are afraid that their opinon is flawed
90
Centralized authority
* Decisions are made by 1 person at the top of the structure.
* Works well in small organizations such as an individuals fire company
* In large organizations the leaders span of control may be exceeded.
91
Decentralized authority
* Decisions are allowed to be made at a lower level (basically delegation of authority),
* The effects of the decisions are reported throughout the structure.
* For this to work effectively, the Fire Chief must ensure that all members understand the directions, values, goals, of the organization.
92
93
The CO should recognize that activities can be categorized into three levels of priority:
1. Emergency response
2. Preparation for emergency response
3. Organizational duties
To meet these priorites the CO considers the following preparation activities:
1. Mental preparation for emergency response
2. Direct preparation for emergency response
3. Application of efficient organizational skills
94
Speech communication research indicates that the following components listed in descending order of message percentage are:
1. Kinesics - 55%
2. Vocal tones and inflections - 38%
3. Verbal - 7%
95
The leading cause of training related fatalities are:
1. Heart attacks
2. Traumatic injuries
96
2 leading causes of firefighter fatalities
1. Motor vehicle accidents
2. Heart attacks
97
CO investigations should provide the following information:
* **General info:** Date and time, location, witnesses, type of incident
* **Employee characteristics (participant):** Name and unit assign, age and gender, rank, PPE
* **Environmental info:** Weather, Day or night, Noise and visibility, Terrain
* **Apparatus/equipment info:** Type of equip, Age and condition, Location, Maintenence history, Distinguishing characteristics
98
5 conflict managment styles
1. **Avoiding conflict** - Non-assertive or passive approach; deny a problem exists, refuse to takd a stand or mentally or physically withdraw from situation; Result is lose-lose
2. **Accomodating conflict** - Appeasing other persons by passively giving in; result is lose-win
3. **Forcing conflict** - Relying on aggressive approach; results in win-lose; can damage relationships, creat animosity and result in single solution response to problems
4. **Negotiating conflict** - Reaching a compromise that all parties can agree on
5. **Collaborating conflict** - Sharing of info openly and honestly, usually results in best solution; focuses on the best interests of the org, community, or service area
99
Examples of public records
* Documents
* Maps
* Photographs
* Videotapes
* Handwritten notes
* Letters
* Computer data (including emails)
* All other records if they were created or held by a govt organization
Note: Records of responses to emergency medical incidents present restricted access issues because of the requirements for confidentiality
100
Examples of exemptions to Freedom of Information Act
* Medical records
* Records relating to pending investigations
* Records required to be kept confidential by the federal government; ie; training promotional, and educational records
* Trade secrets
* Research data, records, or info that has not been published, patented, or otherwise publicly disseminated
* Confidential evaluations submitted to a public agency in connection with the hiring of a public employee
* Investigative reports used by org as part of quality improvement program
101
Fire and emergency services agencies absorbed into Department of Homeland Security
1. Federal Emergency Management Agency (FEMA)
2. United States Fire Administration (USFA)
3. National Fire Academy (NFA)
102
Division of labor
Consists of dividing large jobs into smaller tasks that are then assigned ot specific individuals
* Assigns responsibility
* Prevents duplication of effort
* Makes specific, clear cut assignments
May be based on the following elements:
* Type of task
* Geographical area
* Time of year or season
* Available resources
* Skills specialization
103
Mutual Aid
The result of a reciprocal agreement between two or more fire and emergency services organizations. The agreements may be local, regional, state wide, or interstate and the organizations may or may not have contiguous boundaries. Usually on a *on-request* basis.
104
Progressive discipline involves the following 3 levels
1. Preventive action
2. Corrective action
3. Punitive action
105
Type I construction subcategories
* **Type 1A** - 3 hr structural frame; 2 hr floors; 1.5 hr roofs
* **Type IB** - 2 hr structural frame; 2 hr floors; 1 hr roofs
106
Communication procedures must accomplish the following 2 objectives:
1. Establish the use of specific common terms (clear text) that mean the same thing to all emergency response personnel
2. Establish a system of transmitting periodic progress reports to keep all units current on the progress of an incident
107
2 accepted uses of GPS
1. Tracking units at emergency scenes
2. Dispatching the closest available units to an emergency
108
Interpersonal communication
Communication that takes place between 2 people who have established a relationship, and it occurs on a daily basis in the lives of all people who live in groups
109
Form report writing skills:
* **Legibility** - Text must be printed or typed rather than in script
* **Accuracy** - Times, addesses, names, quantities, and events must be correct
* **Completeness** - All available information must be included
* **Objectivity** - Text must express facts and not opinions; it **cannot be subjective**
110
Post Incident Analysis (PIA) objectives
* Provide an opportunity for participants to objectively review operations in a constructive manner
* Identify effective procedures (strengths) for future emergency operations
* Identify area needing improvement (weaknesses) and recommend changes to improve effectiveness
**Not intended to place blame or find fault with the participants. Must not be used to punish and must not be perceived as a fault finding process**
111
Risk Management Model
Risk frequency, referred to by OSHA as incidence rate addresses the likelihood of occurance
Risk Severity addresses the degree of seriousness of the incident
112
In conducting an analysis of an accident report, CO's should attempt to find answers to the following basic questions
* Who was involved?
* What was involved?
* What were the circumstances?
* What was the root cause?
113
Accidents - Human Factors
* Improper attitidue -Willful disregard; recklessnes; irresponsibility; laziness; disloyalty
* Lack of knowledge or skill
* Physically unsuitedZzz
114
Counceling
A process to help individuals adjust to certain situations and a means of either **reinforcing correct behavior** or **eliminating improper behavior**
* Giving advice
* Having discussions
* Recommending career path choices
* Providing professional development opportunities
115
Coaching
Process of giving **motivational correction, positive reinforcement, and constructive feedback** to subordinates in order to maintain and improve their performance
Model
* Describe current performance
* Describe desired performance
* Gain a commitment for change
* Follow up the commitment
116
Providing peer assistance
Process that involves having **members of the unit** assist each other in learning teamwork and perfecting new skills
117
Mentoring
Process that places a new subordinate under the guidance of a more experienced professional who acts as a **tutor, guide and motivator**
