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Fire Officer Flashcards

1
Q

Four management Principles

A

Unity of command, Span of control, Division of Labor and Discipline

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2
Q

Discipline

A

Guiding and directing FF to do what their FD expects of them

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3
Q

Four functions of management

A

Planning, Organizing, leading and controlling.

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4
Q

Rules and regulations

A

developed by various government organizations to implement a law that has been passed by a government body. Do not leave any room for latitude or discretion.

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5
Q

Policies

A

developed to provide definite guidelines for present and future actions. Often require personnel to make judgements and to determine the best course of action within the stated policy.

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6
Q

Northouse’s 5 major leadership traits

A

Intelligence, self-confidence, determination, integrity and sociability

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7
Q

Katz’s 3 skill approach for personal development

A

Technical, human and conceptual

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8
Q

Grid Theory

A

Assumes that every decision made and every action taken in the workplace are driven by people’s values, attitudes and beliefs.
Two fundamental concerns that influence behavior: concern for people and results

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9
Q

Impoverished Management

A

represents the lowest level of concern for both results and people. Key word is neutral.

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10
Q

Authority-Compliance management

A

High concern for results and low concern for others. Type of leader is demonstrating autocratic leadership style.

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11
Q

Country club management

A

low concern for results and high concern for people.

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12
Q

Middle of the road management

A

believes there is an inherent contradiction b/w the concerns for results and people but does not value one concern over the other. Emphasis on maintaining popular status w/i the team. Laissez-Faire leader.

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13
Q

Team management

A

sees no contradiction in demonstrating high concern for both people and results. Preferred style for a candidate who seeks to become a successful officer.

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14
Q

Situational leadership approach

A

stresses that leadership is composed of both directive and supportive dimensions. Leaders determine what is needed in a particular situation, based on evaluation of followers and how competent they are.

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15
Q

S1 behavior

A

high directive-low support. focuses on goal achievement, close supervision, low support. “directing” style

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16
Q

S2 Behavior

A

High directive-High support. Focuses on both goal and meeting followers needs. “Coaching” style

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17
Q

S3 behavior

A

High supportive-low directive.
“Supporting” style

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18
Q

S4 behavior

A

low supportive-low directive.
“Delegating” style.

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19
Q

Transformational leadership

A

is concerned with emotions, values,ethics, standards and long-term goals.

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20
Q

5 fundamental practices that enable transformational leaders to get things accomplished

A

model the way, inspire a shared vision, challenge the process, enable others to act and encourage the heart.

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21
Q

Servant leadership

A

emphasizes that leaders be attentive to the concerns of their followers, empathize with them and nurture them. Most valuable outcome is increased trust.

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22
Q

Adaptive leadership

A

How leaders encourage people to adapt when confronted with problems.

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23
Q

6 leadership behaviors of adaptive leadership

A

get on the balcony, identify the adaptive challenge, regulate distress, maintain disciplined attention, give the work back to the people and protect leadership voices from below.

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24
Q

Power

A

capacity of one party to influence another party

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25
Legitimate power
target believes that agent has the right to make the request and target has obligation to comply.
26
Reward Power
Target complies to obtain rewards controlled by agent
27
Expert Power
Target complies due to a belief that agent has special knowledge
28
Referent Power
Target complies due to admiration or identification with agent and seeks approval.
29
Coercive Power
Target complies to avoid punishment.
30
6 areas of CRM
communication skills, teamwork, task allocation, critical decision making, situational awareness and post-incident analysis.
31
Systematic approach to ensure high-quality decision making
define the problem, generate alternative solutions, select the solution, implement a solution and evaluate the result.
32
4 step method for skill training
prepare, present, apply and evaluate.
33
3 indicators that training is needed
near miss, fire-ground problem and observed performance deficiency.
34
Steps for developing a training program
Assess needs, establish objectives, develop the training program, deliver the training and evaluate the impact.
35
Conflict resolution model
Listen and take detailed notes, paraphrase and receive feedback, do not explain or excuse.
36
Operating budget
estimate of income and expenditures of the jurisdiction
37
Capital Budget
An allocation of money for the acquisition or maintenance of fixed assets.
38
Base Budget
level of funding that would be required to maintain all services at the currently authorized levels, including adjustments for inflation and salary increases.
39
Starting point for positive discipline
To establish a set of expectations for behavior and performance.
40
Key to positive discipline
To convince parties that they want to do better and are capable of and willing to make the effort.
41
6 Considerations to take into account when completing a preincident plan
1. ID physical elements and site considerations 2. ID occupancy considerations 3. ID water supply and fire protection systems 4. ID special consideration 5. ID emergency ops consideration 6. Document findings
42
4 stages of fire development
Incipient, growth, fully developed and Decay
43
Building code
regulations that apply to the construction of a new building or a major renovation of existing building
44
Fire code
applies to existing buildings and to situations that involve a potential fire risk or hazard.
45
Adoption by reference
When jurisdiction passes and ordinance that adopts a specific edition of the model code
46
Adoption by transcription
When jurisdiction adopts the entire text of the model code and publishes it as part of the adopting ordinance.
47
Systematic approach to company inspection
1. circle area to get general overview of area 2. meet property owner 3. begin inspection at exterior 4. conduct exit interview.
48
Demonstrative evidence
tangible items that can be ID by witnesses
49
Documentary evidence
Evidence in written form; reports, records, photos, sketches and witness statements
50
Testimonial Evidence
Witnesses speaking under oath
51
5 components of NIMS
Preparedness, communications and info management, resource management, command and management, and ongoing management and maintenance.
52
Strategies
Overall direction and goals
53
Tactics
define the actions that are necessary to achieve the strategic goals; usually defined by a geographic area or functional responsibility
54
Tasks
actions required to achieve the tactical objectives.
55
9 functions of command
1. determine strategy 2. establish incident tactics 3. establish IAP 4. Develop ICS organization 5. managing resources 6. coordinating resource activities 7. providing for scene safety 8. releasing info about incident 9. coordinating with outside agencies.
56
Immediate command functions
1. determine strategy 2. selecting tactics 3. establish IAP
57
Layman's 5 step size up process
1. facts 2. probabilities 3. situation 4. decision 5. plan of operation
58
NFA size up process
1. preincident info 2. initial size up 3. ongoing size up
59
5 principle risk management steps
1. ID risk exposure 2. Evaluate risk exposure 3. rank and prioritize risks 4. determine and implement risk management control actions 5. evaluate and revise risk control actions
60
Most common method to attempt to get new policies adopted
Outline the problem one or more FF have identified to their supervisor with a recommendation
61
5 options, in increasing order, for lowering revenue options
1. Defer scheduled expenditures 2. Privatize or contract out elements of the service provided. 3. Regionalize or consolidate services 4. Reduce the workforce 5. Reduce the size of the Fire Department
62
Norris-LaGuardia Act
Specified that an employee could not be forced into a contract by an employer as part of obtaining and keeping a job. Yellow dog contracts removed
63
Wagner-Connery Act
Forms the basis of formal labor relations in the US. Grants workers the right to decide which organization will represent them.
64
Taft-Hartley Act
Gave workers the right to refrain from joining a union and applied the unfair labor practice provisions to unions as well as employers.
65
Landrum-Griffin Act
Established a bill of rights for members of labor organizations.
66
Transformational leadership
Process in which a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and follower
67
Components of transformational leadership
Idealized influence, Inspirational motivation, intellectual stimulation, and individualized consideration.
68
The major characteristics of inspirational motivation include:
optimistically and enthusiastically articulating a clear and appealing view of the future.
69
Human error
an inadvertent action such as a slip, lapse or mistake
70
At-risk behavior
A behavioral choice that increases risk when risk is not recognized. Correcting at-risk behavior is the most significant impact a fire officer can have on a subordinate.
71
First goal for correcting at risk behavior
understand the thought process that lead up to the action.
72
Second goal for correcting at risk behavior
Make certain the member recognizes the risk
73
Reckless behavior
Behavioral choice to consciously disregard a substantial and unjustified risk. Determination whether it was at-risk or reckless is clarified using "reasonable person" standard.
74
A disciplinary suspension usually results from:
Willful violation of policy or procedure or another specific act of misconduct
75
HFACS Level 1
Unsafe acts; Errors and violations Errors are unintentional; violations are intentional
76
HFACS level 2
Preconditions to unsafe acts; analyzes substandard conditions and practices of individuals involved in the incident
77
HFACS Level 3
Unsafe Supervision; broken into 4 categories: inadequate supervision, allowing inappropriate operations, failure to correct known problems and supervisory violations.
78
HFACS Level 4
Organizational influences
79
Education
process of imparting knowledge or skill through systematic instruction.
80
Training
Directed toward the practical application of education to produce an action.
81
Community demographic profile
Reflects the economic and social issues that significantly influence the identified risk.
82
Evaluation of building stock includes:
Housing density, Housing age, high-density structures and overcrowding
83
Informal communications
Internal memos, emails, instant messages, and messages via MDT. Primarily used to record or transmit info that may not need to for reference in the future.
84
Intent of SOP's
Provide a standard and consistent response to emergency incidents as well as personnel supervisory actions and admin tasks.
85
Intent of SOG's
Identify a desired goal and describe the general path to accomplish the goal, including critical tasks and cautions. Provide flexibility to achieve goal through various methods and resources.
86
General order
Formal document that addresses a specific subject, policy or situation.
87
When preparing a report what must the fire officer consider?
The intended audience.
88
If recommendation report is going to a political body it should be expressed in terms of :
lower cost, higher level of service or reduced liability
89
Vehicle service life is determined in 3 ways:
years of service, miles accumulated and specific vehicle cost
90
Purpose of petty cash account
allows for small purchases to be made without having to obtain purchase orders
91
Requisitions
For purchases that exceed a predetermined amount.
92
FD expenditures are divided into 3 general areas:
Personnel costs, operating costs and capital expenditures
93
Personnel expenditures
Salaries and benefits, pension fund contributions, workers' comp and life insurance.
94
Operating expenditures
Cover day to day delivery of services; uniforms, PPE, telephones, etc. When a budget needs to trimmed, these are first area to be considered.
95
Capital expenditures
Comprise purchases of durable items that cost more than a predetermined amount and will last for more than 1 budget year. Computers, Rescue tools, washing machines and SCBA
96
Primary goal of fire cause determination:
to memorialize conditions found on arrival of the incident, identify and preserve potential physical evidence, document activity performed during suppression.
97
First step in fire cause determination:
ID area of origin; usually starts in the area where the least amount of damage occurred and follow patterns back to area of greatest damage.
98
3 step process for fire cause determination
Determine source of ignition Determine fuel was first ignited Determine the circumstances
99
A competent ignition source has 3 components:
Generation, Transmission and Heating
100
Leading causes of residential fires:
1. unattended cooking 2. smoking materials 3. heating
101
Most common electrical fire scenario in residential fires:
misuse by the occupant
102
Service branch
responsible for communications and rehab
103
Support branch
responsible for ensuring adequate supplies, personnel and equipment are available.
104
Base
Support branch director located there; spare SCBA cylinders are first priority for support branch
105
Who does lobby control report to?
Logistics section chief
106
Who does stairwell support group director report to?
support branch director.

Fire Officer (1 decks)

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