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Management 1

Management 1. Human Resource Management. Introduction. You have just been promoted to the position of company officer. Lieutenant in charge of a single company Varying degrees of experience, motivation, and dedication within your company.

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Management 1

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  1. Management 1 Human Resource Management

  2. Introduction • You have just been promoted to the position of company officer. • Lieutenant in charge of a single company • Varying degrees of experience, motivation, and dedication within your company. • You have been promoted through a competitive testing process, some of the other candidates you came on the job with IFCF - MANAGEMENT 1

  3. Your first day as an officer; • Scenarios in the American Fire Service YOUR The Problem DEPT. IFCF - MANAGEMENT 1

  4. Role and Function of the FO 1 • Job Description • a written statement of the content and location of a job as it relates to the organizational chart. • Illinois Fire Service • Over 70% is volunteer • 1209 fire departments/districts • Full spectrum of services delivered IFCF - MANAGEMENT 1

  5. Company Officer-The Vital Link • What does the company officer connect or link the firefighter to? • Administration • Emergency Operations IFCF - MANAGEMENT 1

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  8. Common Mistakes to Avoid as a Company Officer • Letting authority go to your head • Playing the tyrant boss • Playing favorites • Making to many changes too fast • Sidestepping the Chain of Command • Keeping the “just one of the gang” relationships with former co-workers IFCF - MANAGEMENT 1

  9. Summary • Easy to get off on the wrong foot • “Now it will be my way” • Start slow, walk soft, until you are sure! • Officers in the past had little management training. Use what you learn • Use the 6 keys to success and avoid mistakes IFCF - MANAGEMENT 1

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  11. Sources of Authority • Unity of Command • Firefighter is responsible to1 and only 1 supervisor. • This applies to fireground and in-station activities. • Provides direct line of communications between FF and Lt. IFCF - MANAGEMENT 1

  12. Unity of Command Principles • Unity of Command necessary for efficient supervision • Works in 2 ways: • You know who to report to • You know who to direct IFCF - MANAGEMENT 1

  13. What Happens if the Unity of Command Breaks Down?? • Firefighters play officers against one another • Loudest officer often wins • Projects suffer in quality because to FF tries to follow conflicting procedures • FF become confused and frustrated IFCF - MANAGEMENT 1

  14. Chain of Command • Pathway of responsibility from the top of the department to the bottom. • Everyone receives the same message • Work is broken into specific job assignments • Breeches or sidestepping result in a LOSS OF CONTROL IFCF - MANAGEMENT 1

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  17. Span of Control • The number of people a supervisor can effectively oversee at one time. • 5 to 6 firefighters is maximum. • Basis for Incident Management System • Sectors and Branches use this principle • If Span of Control is exceeded • Safety could be compromised • Freelancing in all environments IFCF - MANAGEMENT 1

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  19. Division of Labor • Separation between job functions • Divided between larger job responsibilities • Training Officer • Fire Prevention Officer • Public Education Officer • Maintenance • Hazardous Materials Coordinator • Consistent with Span of Control IFCF - MANAGEMENT 1

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  21. Division of Labor Helps the Fire Officer • Delegate responsibility to persons responsible for duties • Makes more time available • Management wants this in most organizations • Not “step on the toes” of others • Rules and Regulations will determine areas of responsibility IFCF - MANAGEMENT 1

  22. Company Officer Derives Authority from Chain of Command • Make FF’s aware of proper channels • Officer must learn to handle the FF’s problems to avoid breeches of command • Remember: • Difference between authority & respect • Authority is bestowed, respect is earned! IFCF - MANAGEMENT 1

  23. The Nature of Our Business • Sometimes emergencies dictate breaching the unity of command • Fireground situations • Conflicting or multiple assignments • Completing tasks as you go • Not following through with the communication process; “assignment complete” • Acting out of rank • Working on new assignments IFCF - MANAGEMENT 1

  24. A Simple Problem Solving Skill • L-isten to the problem • I-nvestigate possible solutions • S-eek help from above • T-ake action • E-ncourage by providing support • N-ow follow up, make sure the problem is solved! IFCF - MANAGEMENT 1

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