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Company Officer Chapter 7 > Company Officer Chapter 7 > Flashcards

Company Officer Chapter 7 Flashcards

0
Q

An expression of discontent

A

Complaint

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1
Q

A person who helps another develop a skill

A

Coach

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2
Q

A disagreement quarrel or struggle between two individuals or groups?

A

Conflict

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3
Q

One of several leadership tools that focuses on improving member performance?

A

Counseling

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4
Q

Reduction of a member to a lower grade ?

A

Demotion

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5
Q

And administrative process where by a member is punished for not conforming to the organizational rules or regulations?

A

Disciplinary action

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6
Q

To give authority or power by another

A

Empowerment

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7
Q

A formal dispute between member and employer over some condition of work?

A

Grievance

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8
Q

Formal process for handling disputed issues between a member and employer where a union contract is in place the ________ ______ is part of the contract

A

Grievance procedure

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9
Q

The least severe form of discontent

A

Gripe

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10
Q

The first step in a formal disciplinary process

A

Oral reprimand

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11
Q

Disciplinary action in which the member is relieved from duty possibly with partial or complete loss of pay ?

A

Suspension

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12
Q

The final step in the disciplinary process or the incident command process?

A

Termination

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13
Q

A step in the disciplinary process that provides the member a fresh start in another venue?

A

Transfer

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14
Q

_____Documents unsatisfactory performance and specifies the corrective action expected usually follows an oral reprimand?

A

Written reprimand

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15
Q

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

A

Leadership

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16
Q

When ______ you are helping a team member improve knowledge skills and abilities.

A

Coaching

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17
Q

________ is the second leadership tool available to members.

________ May focus on some specific aspect of the job but more likely the focus is on general attitude or behavior

A

Counseling

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18
Q

Performance evaluation system is a continuous process explain?

A

Continuous process- Goalsetting, observation, and performance evaluation.
Set goals, observe progress, provide feedback positive and constructive on performance when goals are satisfactory reached then set new more lawfully goals and continue process over and over.

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19
Q

Describe the disciplinary process in your department?

A
  • verbal
  • letter of guidance documented X 3
  • letter of written warning/ warning report
  • Time off / expulsion
  • demotion
  • fired or given the opportunity to resign
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20
Q

What are some general rules for effective punishment

A

If you do not take some form of action the problem will likely continue. If you do not take action you will lose credibility and part of your authority as a leader.

  • Focus on behavior, not the individual.
  • help the member maintain self esteem
  • work to maintain a constructive leadership
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21
Q

How should you as company officers deal with conflict

A

Conflict can be healthy, it implies that people are working hard and trying to be successful in meeting their goals, both their personal goals and those of the organization. Conflict can be unhealthy – when it involves personality clashes, when this type of conflict occurs, it needs to be quickly resolved.

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22
Q

How should you respond to complaints and grievances?

A

You do not need to resolve every gripe or complaint personally but you should provide a healthy atmosphere where problems can be raised and resolved.
Gripes and complaint should be channeled into positive action.

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23
Q

How should you introduce change?

A

Regardless of its source, change has to be implemented at the station level. when introducing change keep your team members informed of what is going on, and let them be part of the process, rather than a victim of its passing.

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24
Q

How can you as a company officer, become an effective leader?

A
  • take command
  • lead by example
  • listen aggressively
  • communicate with purpose and meaning
  • build up your people
  • improve your peoples Quality of life
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25
Q

When people are promoted to supervisor they quickly find that the work is different and in someways more _____ than when they were one of the workers

A

difficult

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26
Q

Administrative duties, understanding organizations rules and regulations, supervising others are all demanding tasks

A

T

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27
Q

Communication skills are

A

vital

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28
Q

As a company officer you are expected to be able to communicate with the rest of the

A

organization and the public

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29
Q

Continue the development process: ______

A

read every article and take every class On leadership you can

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30
Q

For most of those entering the fire service the person who has the greatest impact on them in their entire career is probably their _________

A

first company officer

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31
Q

As supervisors and company officers, it is your job to develop the new firefighter in to a

A

true professional

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32
Q

A significant part of any supervisors time should be devoted to the ______of each of his or her subordinates

A

development

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33
Q

The task of developing your subordinates is one of the most challenging tasks a company officer _____. And at the same time is one that can provide great personal satisfaction

A

faces

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34
Q

Leaders motivate people to work as a team and except responsibility even in

A

failure

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35
Q

The first meeting with a new firefighter should define the job, establish positive relationships, and build a _________

A

friendly atmosphere.

36
Q

Many fire departments have a _______ that allows the new firefighter to review what was covered in recruits school while learning new material that is needed on the job

A

structured program

37
Q

Things that you can do for your team members

A

– Share information about the job and the organization
– Share knowledge about the role of the department and how they fit in
– Share knowledge about trends in growth promotions and opportunities
– Identify alternative career paths and the implications of each

38
Q

The supervisor should establish a clear ______ of the job

A

definition

39
Q

When you are talking to a new team member, try to avoid ________

A

information overload

40
Q

When you are explaining the tasks that need to be done, _________the members roll and show them how they fit into the overall organization

A

clearly define

41
Q

Give the team member a chance to talk and to ask questions

A

T

42
Q

_________ in the little details is what keeps us prepared for the big emergencies

A

Proficiency

43
Q

Set ________ job standards with new firefighters

A

well defined

44
Q

Make sure that your firefighters understand the way the job _________ which may not necessarily be the way that it is done now.

A

should be done,

45
Q

For most new members sorting through all of this information will be a bit overwhelming as a supervisor you should help them buy it so I need some ________

A

priorities

46
Q

Hold a mini review to help track the new members _________, provide positive reinforcement for the good work with the members doing, make adjustments were necessary, and set new goals for the short-term future

A

accomplishments

47
Q

An important part of setting standards should include a regular review of the new members progress

A

T

48
Q

The team members performance is determined by their competence and their _____ to the work

A

commitment

49
Q

Their ________ is determined by their knowledge skills and abilities their ________ is determined more by their attitude motivation and confidence in themselves.

A

competence

commitment

50
Q

Confidence and commitment, to gather these two dimensions present for possible situations

A

Type 1: hi competency/high commitment = good performer
Type 2: low competency/high commitment = good student
Type 3 : high competency/low commitment =poor attitude
Type 4 : low competency/low commitment =unwilling and unable

51
Q 
Effective supervision promotes an environment that encourages each member to develop to their full potential, Which not only benefits the department but also provides the very kind of intangible rewards that separate the good work place from the great work place. This interaction is accomplished in for Ways : 
-
-
-
-
A

– Mentoring

  • coaching
  • counseling and
  • performance evaluations
52
Q

_______ a formal structured process that continues the training that was part of the cause of the recruit school

A

Mentoring program

53
Q

A good mentoring process must start with a _________ from the senior officer

A

formal decision

54
Q

The next step is to get the training division to develop a mentoring program a formal program that includes goals objectives topics to be covered evaluation instruments a definition of the mentors roll and a method for Final valuation of both the process in the new members knowledge at the end of the program

A

T

55
Q

A key to the process is the mentor. A mentor is a trusted counselor guide tutor or coach mentors should have a positive attitude about the department and the mentoring process

A

T

56
Q

Good communication skills are also important in a mentor, the mentor should be able not only to convey the information but also to offer constructive criticism and to help the new member

A

T

57
Q

Ultimately, you as the company officer are responsible for the firefighters _______

A

performance

58
Q

When coaching you’re helping a team member improve knowledge skills and abilities coaching usually focuses on one aspect of the job and the time and the coach works with the student until the desired level of competence is demonstrated

A

T

59
Q

When coaching you are helping a team member improve

A

knowledge
skills
And abilities

60
Q

Coaching is usually initiated by the

A

leader

61
Q

Coaching is an _______ that requires little preparation

A

informal process

62
Q

Take time to describe the steps that make up the job, demonstrate the proper method, and asked the member to demonstrate the same sequence

A

T

63
Q

Ask the member to walk through the task just as you did when you were demonstrating the task this does two things first it ______ the learning process and second it ______ that the members thinking as well as the actions are correct

A

reinforces

verifies

64
Q

Coaching is an informal process that helps members improve their _________

A

skills and abilities

65
Q

Coaching implies a ________ relationship that treats members as full partners that communicates a sense of mutual respect and trust and willingness to listen and even a willingness to compromise

A

one on one

66
Q

And effective _____ has self confidence in the ability to win the confidence of others

A

coach

67
Q

A good coach is flexible enough to recognize the _________ and the fact that there may be several paths to get to that goal.

A

vision of success

68
Q

_______ is often a function of how members are treated and the expectations that are indicated
where success is expected success will likely follow
where failure is expected it will surely follow

A

Performance

69
Q

Counseling is the second ______ available to help members

A

leadership tool

70
Q

________ may focus on some specific aspect of the job, but more likely, the focus is on general attitude or behavior

A

Counseling

71
Q

Counseling should always be done in ________ keep the counseling session businesslike but friendly. in fact counseling can be very informal after all the purpose is to help the member improve

A

private

72
Q

For counseling to be effective it should be accomplished ______ the unsatisfactory behavior was observed

A

shortly after

73
Q

Counseling focuses on improving some specific aspect of member _______

A

performance,
attitude,
or behavior

74
Q

Good leaders are able to council members without either one becoming ______

A

emotional

75
Q

Ridiculing, threatening, or verbally attacking the member I’m generally

A

ineffective

76
Q

Counseling is a tool for member improvement but it also is a problem-solving process the problem should be _______an explanation should be offered as to why it is a problem

A

clearly identified

77
Q

Document each occurrence in your supervisory records and when the situation warrants action, conduct ____________

A

appropriate supervisory intervention

78
Q

When the performance deficit cannot be attributed to a management problem your intervention should include a referral to the _______

A

employee assistance program EAP

79
Q

The five professional development role of a leader

A
  1. Mentor– Helps members learn the job
  2. Coach – helps members with self assessment
  3. Appraiser – provide members with a reality check
  4. Advisor – helps members identify their goals
  5. Referral agent – connects members with their own future goals
80
Q

Performance evaluations are another important ______________.

A

member development tool

81
Q

If we look upon a valuations as a way of _______ performance, things might be a lot easier

A

improving

82
Q

Compared to coaching and counseling, evaluations are usually quite _____

A

formal

83
Q

Evaluations are structured in that they are usually done on a regular schedule and they follow a standard procedure usually dictated by the __________

A

reporting form

84
Q

In most organizations formal personal evaluations occur once or twice a year but in reality the evaluation procedure should be a __________

A

continuous cycle

85
Q

The real purpose of performance evaluations is to document the members _________

A

performance.

86
Q

In reality we are looking at the performance levels of three sets of people: those who are

A

Those who are above average,
those who are below average ,
and all the rest

87
Q

Regardless of the official system that is in place all members should be receiving _________ on their performance.

A

constant feedback

88
Q

A word of acknowledgment or or praise is feedback, A need for coaching or counseling is feedback these are ______ tools where as performance of valuation process is a ________ tool

A

informal

formal

Company Officer Chapter 7 (1 decks)

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