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2014 Capt Test > IFSTA - company officer > Flashcards

IFSTA - company officer Flashcards

0
Q

Managing

A

Act of controlling, monitoring, or directing a project, program, situation, or organization through the use of authority, discipline, or persuasio
**Level II Officers

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1
Q

Supervising

A

Act of directing, overseeing, or controlling the activities and behavior of employees who are assigned to a particular supervisor
**assigned to a Level I Fire Officer

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2
Q

Leading

A

Act of controlling, directing, conducting, guiding, and administering through the use of personal behavior traits or personality characteristics that motivate employees to the successful completion of an organization’s goals

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3
Q

Basic leadership style

A

Autocratic
Democratic
Laissez-faire

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4
Q

Autocratic

A

A. The leader tells subordinates what to do and how to do it with little or no input from them.

b. ​ May result in significant challenges from subordinates
c. ​ Is appropriate for emergency operations but lacks effectiveness in daily operations

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5
Q

Democratic

A

a. The leader includes employees in the decision-making process and allows them to work with the least amount of supervision necessary.
b. ​ Is appropriate for both day-to-day and special emergency operations such as hazardous materials or technical rescue incidents where knowledge and skills are more important than rank

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6
Q

Laissez-faire

A

a. In French, it literally means to allow to do.
b. ​ The leader leaves employees to make all the decisions and does not supervise them at all.
c. ​ Is appropriate for routine station or community tasks
d. ​ Can result is a loss of respect from followers and has the potential for a challenge from a strong informal leader
e. ​ Should never be used at emergency incidents

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7
Q

Two-dimensional leadership style

A

Is represented by a four-quadrant chart that compares the degree of job structure to the degree of employee consideration

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8
Q

Contingency leadership theory

A

Is based on the belief that there is no single best leadership style

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9
Q

Contemporary leadership styles

A

Charismatic
Transformational
Transactional
Symbolic

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10
Q

Theory X leaders believe:

A

a. The average worker is inherently lazy, dislikes work, and will avoid it whenever possible.
b. ​ Because of their inherent dislike of work, most workers must be coerced into performing adequately by threats of punishment.
c. ​ The average worker prefers to be closely supervised and shuns responsibility because of a general lack of ambition.

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11
Q

Theory Y leaders believe:

A

a. The average worker does not inherently dislike work – in fact, most workers feel work can be as natural as play or rest.
b. ​ Workers will perform adequately with self-direction and self-control without coercion.
c. ​ Workers will support organizational objectives if they associate those objectives with their personal goals.
d. ​ The average worker learns not only to accept responsibility but, in fact, also learns to seek responsibility.
e. ​ Only a small part of the worker’s intelligence, ingenuity, and imagination is ever harnessed, but with proper leadership, workers will excel.

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12
Q

Theory Z

A

Says that involved workers are the key to increased productivity and that each worker can perform autonomously (without supervision) because all workers are trustworthy

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13
Q

Level 1 leader

A

Highly capable individual: Person who makes productive contributions through talent, knowledge, skills, and good work habits

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14
Q

Level 2 Leader

A

Contributing team member: Person who contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting

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15
Q

Level 3 leader

A

Competent manager: Person who organizes people and resources toward the effective and efficient pursuit of predetermined objectives

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16
Q

​Level 4 leader

A

Effective leader: Person who catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards

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17
Q

​Level 5 leader

A
  1. ​ Executive: Person who builds enduring greatness through a paradoxical blend of personal humility and professional willpower
  2. ​ Has characteristics that the others do not
  3. ​ Has a strong personal character and humility and is focused on a vision of a goal
  4. ​ Is an example for fire officers to strive for
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18
Q

​Situational leadership model

A
  1. ​Depends on matching the leader’s style to the maturity of the members of the unit or subordinates; maturity of employee is based on:
    a. ​ Ability to perform the task
    b. ​ Willingness to perform the task
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19
Q

Situational leadership model

-Has four readiness levels based on the elements of maturity:

A

a. ​ Telling — Uses autocratic approach
b. ​ Selling — Uses refined autocratic approach that involves convincing members that the task is appropriate and justified
c. ​ Participating — Relies on input from members in determining how the task should be accomplished
d. ​ Delegating — Uses limits set by leader and allows members to determine how the task will be accomplished

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20
Q

Identify 5 various types of power

A

Reward- Power is based on one person’s perception of another’s ability to grant rewards.
Coercive- Power is based on subordinates’ perceptions of the leader’s authority to punish.
Identification- Power is derived from someone’s desire to identify with and emulate another.
Expert- Power is based on one person’s perception that another’s knowledge and expertise can help in the first person’s endeavors.
Legitimate- Power is derived because of the organizational structure of the department/organization.

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21
Q

To achieve command presence, it is necessary to have the following six personality attributes:

A
  1. ​Self-confidence — Leaders’ self-images contribute to the images others have of them.
  2. ​Trustworthiness — Subordinates must be able to trust the decisions made by the leader.
  3. ​Consistency — Leaders must be consistent in decisions, actions, and relationships.
  4. ​Responsibility — Leaders must accept responsibility for the outcome of decisions and actions.
  5. ​Acceptance — Leaders must accept limitations that cannot be overcome.
  6. ​Expertise — Skills and abilities that are based on knowledge and expertise are essential to command presence.
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22
Q

Workgroups

A

Groupings of people with the common purpose of completing specific objectives within the organization

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23
Q

Team building

A

Process of overcoming inherent individual differences within the unit and empowering members to make decisions for the benefit of the group

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24
Q

​Coaching employees

A

a. ​ Is an informal process of giving motivational direction, positive reinforcement, and constructive feedback to employees in order to maintain and improve their performances and ensure successful performances
b. ​ Needs to be positive, immediate, direct, and frequent

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25
Q

Counseling employees

A

a. Is a formal process that involves activities that assist participants in identifying and resolving personal, behavioral, or career problems that are adversely affecting performance
b. ​ Should occur in private, and a record should be kept of the session

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26
Q

​Mentoring employees

A

Prepares capable individuals for advancement within the organization through the direction of a positive role model

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27
Q

Logic

A

Ability to reason and present a strong argument in favor of or against a position

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28
Q

Ethics

A

Analysis of the principles of human conduct in order to be able to determine between right and wrong

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29
Q

four types of reasoning

A
  1. Inductive reasoning
  2. Deductive reasoning
    ​3. Causal reasoning
  3. Analogical reasoning
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30
Q

Fallacy

A

False or fallacious reasoning that occurs when someone attempts to persuade others without sufficient supporting evidence or by using irrelevant or inappropriate arguments

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31
Q

Causal fallacy

A

Makes a faulty connection between the cause and effect

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32
Q

Bandwagon

A

Tries to make the connection that everyone is doing something or believes something so that makes it the correct point of view or activity

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33
Q

Straw man

A

Makes a weak, easily refuted statement to take attention away from the main point, thus creating a distraction from the main point

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34
Q

Hasty generalization

A

Makes an argument or conclusion that is based on insufficient or nonexistent evidence; can also result in stereotyping

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35
Q

Red herring

A

Occurs when someone uses irrelevant facts to distract the listener from the main issue; is the staple of many politicians who are asked a specific question and then avoid answering it by raising other issues

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36
Q

Non sequitur

A

Concludes something that simply does not follow the main premise of the argument

37
Q

Slippery slope

A

Consists of a series of worsening consequences that are assumed will result from the initial decision or action

38
Q

​Inductive reasoning

A

Arrives at a general conclusion based on a foundation of specific examples or data

39
Q

Deductive reasoning

A

Reaching a specific conclusion based on a general statement or principle

40
Q

Causal reasoning

A

Is also known as cause-and-effect reasoning

41
Q

Analogical reasoning

A
  1. ​Is based on a comparison between two similar cases

2. ​Infers that what is true in the first case will also be true in the second case

42
Q

Abilene Paradox

A

Explains why members of a group may go along with a decision even when they believe it to be a bad one rather than dissent against the group

43
Q

Legislative actions - Statutory laws

A

Are the result of legislative actions such as those laws passed by the U.S. Congress, Canadian Parliament, state or provincial legislatures, or local entities

44
Q

​Judicial decisions— Common law

A

Is that body of law that is based on tradition, custom, usage, and decisions of the judicial courts within a particular country, society, or culture

45
Q

Tort

A

Civil wrong or breach of duty to another person as defined by law
-Most civil actions against fire and emergency services organizations are related to tort liability.

46
Q

Negligence

A

Failure to exercise the same care that a reasonable, prudent, and careful person would under the same or similar circumstances

47
Q

Standard of care

A

Level of care a reasonable person would use under similar circumstances; standard of behavior by which the theory of negligence is based upon

48
Q

Nonfeasance

A

Failure to act when under an obligation to do so; refusal (without sufficient cause) to do that which is a legal duty

49
Q

Malfeasance

A

Commission of an unlawful act; committed by a public official
**When a criminal act applies to public servants, it is called malfeasance.

50
Q

Civil

A

Define relationships between individuals or groups and help to resolve disputes between parties.

51
Q

Criminal

A

Protect society as a whole from wrongful actions.

52
Q

​Fireman’s Rule

A
  1. ​This doctrine holds that firefighters, rescuers, and other emergency responders know the risks involved and are trained to deal with those risks; they are not entitled to redress (compensation for injuries) from the property owner for injury suffered as a result of performing their duty.
  2. ​Exception — If the injury was the result of a crime such as arson or the property owner’s gross negligence or willful and wanton disregard for the firefighter’s safety
53
Q

​Occupational Safety and Health Administration (OSHA)

A
  1. ​OSHA regulations for which company officers are responsible are contained in Title 29 (Labor) of the Code of Federal Regulations.
  2. ​Title 29 contains regulations that are designed to protect the safety and health of all workers including firefighters and emergency responders:
54
Q

​Environmental Protection Agency (EPA)

A

EPA regulations protecting the environment are contained in Title 40 (Protection of Environment) CFR.

55
Q

Civil Rights Act

A

From a public employment perspective, one of the most important parts of the Act is Title VII, which eliminated discrimination on the basis of race, color, national origin, religion, and sex (gender).

56
Q

Equal Employment Opportunity Commission (EEOC)

A
  1. ​ The EEOC was charged with protecting the rights of all workers – especially those in what are called protected classes.
  2. Laws currently identify protected groups such as race, color, creed, religion, ancestry, national origin, etc.
57
Q

Vicarious liability

A

Situation that occurs when one person is held responsible for the actions or inactions of another individual; also applies to the liability incurred by an organization for the actions or inactions of an employee

58
Q

Historically, there have been four primary areas of employment discrimination:

A

a. ​Disparate treatment — Treating an applicant or employee differently than those of another race, gender, religion, etc.
b. ​Adverse impact — Using a test or other screening device that initially is not intended to discriminate but adversely affects members of one of the protected classes more than other applicants or employees
c. ​Sexual harassment — Any overt, unwanted, or unwelcome sexual behavior or advances toward a worker by someone who has the power to reward or punish the worker. Also occurs when speech or conduct is severe (considered objectionable by a reasonable person) or pervasive (widespread, common, or repeated) enough to create a hostile or abusive environment
d. ​Reasonable accommodation — Employers are required to do what is reasonable to accommodate their employees’ differences.

59
Q

Fair Labor Standards Act (FLSA)

A

Because of the atypical work schedules of police and firefighters, Congress passed an exemption to the 40-hour rule for local public safety agencies. The FLSA workweek was set at 43 hours for police and 53 hours for firefighters.

60
Q

National Fire Protection Association (NFPA)

A

The majority of the national consensus standards that fire and emergency services organizations in the U.S. and Canada use are developed and published by NFPA.

61
Q

American National Standards Institute (ANSI)

A

a. ​Is a private, nonprofit organization that administers and coordinates the voluntary standardization and conformity assessment system
b. ​Does not develop consensus standards; however, it does accredit member organizations that do

62
Q

Underwriters Laboratories Inc. (UL)

A

a.​Is an independent, not-for-profit product-safety testing and certification organization; products that bear the UL label have been tested for their intended use and are certified as safe.

63
Q

the six basic elements of all forms of communication

A 
Sender (speaker)
Message
​Medium or channel
​Receiver (listener)
Interference
​Feedback to sender
64
Q

Sender (speaker)

A

Originates message by encoding thoughts or mental images into words based on the perceived ability of the receiver (listener) to understand the message

65
Q

Message

A

The meaning, idea or concept that a speaker is attempting to communicate to the receiver (listener)

  1. ​Spoken words
  2. ​Nonverbal clues
66
Q

Medium or channel

A

The path that a message takes between sender and receiver:

  1. ​Face-to-face
  2. ​Telephone
  3. ​Radio
    a. ​10-signals — Locally developed radio signals
    b. ​Clear-text — Plain English radio transmissions
  4. ​Text messaging
67
Q

Receiver (listener)

A

Person who receives and decodes or interprets message

  1. ​Frame of reference for interpretation
    a. ​Education
    b. ​Cultural background
    c. ​Perception
    d. ​Attitude
    e. ​Context
  2. ​Good listening skills
68
Q

Interference

A

Factor that prevents the receiver from fully receiving the message​:

  1. ​Internal — Focus on speaker and ignore own thoughts.
  2. ​External
    a. ​Controlling external interference during nonemergency situations
    1) ​Turn off loud appliance.
    2) ​Close window/door.
    3) ​Move conversation to quieter location.
    b. ​Alternative methods of reducing external interference during emergency situations
    1) ​Turn off audible warning device.
    2) ​Use headsets or earpieces.
    3) ​Increase volume of communication equipment.
    4) ​Use messengers.
69
Q

​Feedback to sender

A

Response that completes the communication process:

  1. ​Positive — Desired result will be achieved
  2. ​Negative — Confrontation or misinterpretation may result
70
Q

Procedures

A
  1. ​Are a detailed plan of action; written communication that is similar and closely related to a policy
  2. ​Detail in writing the steps to follow in conducting organizational policy for some specific, recurring problem or situation
71
Q

Policies

A
  1. ​Are a guide to decision-making within an organization
  2. ​Not only aid in decision-making, but also define boundaries and standards administration expects company officers and members to use
  3. ​Are created when formal written guidelines or criteria are needed for the operation of the organization
  4. ​May be traditional or unwritten in some situations
72
Q

Scalar structure

A

Chain of authority; the common organizational structure in the fire and emergency services

73
Q

​Line and staff personnel

A

Traditional organizational concept that separates fire and emergency services personnel

74
Q

Decision-making authority

A

Legal ability to make and implement decisions

75
Q

Unity of command

A

The idea that each subordinate must have only one supervisor

76
Q

​Span of control

A

Limits the number of subordinates that one individual can effectively supervise.
***is not recommended for the majority of emergency operations

77
Q

Division-of-labor

A

Large jobs divided into smaller tasks for individual assignment

78
Q

​Centralized authority

A

Decisions are made by one person at the top of the structure.

79
Q

Decentralized authority

A

Decisions are allowed to be made at a lower level, with the effects of the decisions reported through the structure.

80
Q

end run

A

A breach in the unity of command principle, commonly known as an ___ ___, occurs when a subordinate sidesteps the immediate supervisor and takes a problem directly to an officer higher in the chain of command.

81
Q

functional supervision:

A

when personnel are assigned by their supervisor to perform duties that fall under the authority of another supervisor, the subordinates are allowed to report to the second supervisor on matters relating to that function.

82
Q

Automatic aid

A

Results from a formal, written agreement between fire and emergency services organizations that share a common boundary

83
Q

Hostile work environment

A

exist when employees in the workplace are subject to a pattern of exposure to offensive conduct or behavior by any member of the workforce.

84
Q

Management styles

A
  • Passive (nonaggressive) behavior
  • Aggressive behavior
  • Assertive behavior
  • 4 Conflict management styles
85
Q

Type I construction (also called fire-resistive construction)

A

Consists of structural members, including walls, columns, beams, floors, and roofs, that are made of noncombustible or limited combustible materials
Characteristics:
a.​Primary fuel load is composed of the contents of the structure
b.​Ability of this construction to confine fire to a certain area can be compromised by openings made in partitions and improperly designed heating, ventilating, and air-conditioning (HVAC) systems

86
Q

Type II construction (noncombustible or noncombustible/limited combustible construction)

A
  1. Is similar to Type I except that the degree of fire resistance is lower
  2. ​May include materials with no fire-resistance rating
  3. ​Characteristics:
    a. ​Contents compose the primary fuel load.
    b. ​Roofs are often flat, built-up types that may contain combustible felt and roofing tar.
87
Q

Type III construction (also called ordinary construction)

A
  1. ​Consists of exterior walls and structural members that are portions of exterior walls that are made of noncombustible or limited combustible materials
  2. ​Includes interior structural members that may be made of wood
88
Q

Type IV construction (also called heavy timber construction)

A
  1. ​Consists of exterior and interior walls and their associated structural members that are of noncombustible or limited combustible materials
  2. ​Includes interior structural members that are made of solid wood with no concealed spaces
  3. ​Characteristics:
    a. ​Wooden members must have large enough dimensions to be considered heavy timber.
    b. ​Dimensions that qualify as heavy timber vary but are usually defined as being at least 8 inches (203 mm) in its smallest dimension.
89
Q

Type V construction

A
  1. ​Consists of exterior walls, bearing walls, columns, beams, girders, trusses, arches, floors, and roofs made entirely or partially of wood or other approved combustible material
  2. ​Differs from Type IV mainly in the smaller dimensions of the structural members

2014 Capt Test (5 decks)

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