The Management Process

1. The Management Process

2. A Four Step Process • A cycle or process which allows the manager to complete tasks and assignments. PLANNING EVALUATING ORGANIZING IMPLEMENTING IFCF MGT 1 - Management Process

3. Planning • Deciding what must be done, when and by whom. • First step in the process • Company officer may or may not have direct input here • Department may assign tasks • Use of delegation skills will assist in completion of goals IFCF MGT 1 - Management Process

4. Types of Plans • 3 types of plans are typical to fire service • Long range • Up to 20 years • Company officer not involved • Strategic planning • Medium range • 1 to 5 years • Company officers may supply info • Equipment purchasing IFCF MGT 1 - Management Process

5. Types of Plans • Short range • Usually day to day / up to 1 year • Daily duties • Company officer uses and is involved in this type of planning the most. • Riding assignments • Allocate resources • Meals for the day • What to watch on TV? IFCF MGT 1 - Management Process

6. To Achieve Short Term Goals • Company officer must know the medium and long-range goals of the department • Where are we going? • Company officer must know the capabilities of its members • Company officer must be able to set goals and develop plans for the company • All plans must be closely watched and evaluated for progress IFCF MGT 1 - Management Process

7. Organizing • Allocating specific resources to meet the needs of the plan • Personnel - WHO? • Equipment - WHAT? • Location - WHERE? • Time - WHEN? (Overlooked allot) • Big picture - WHY? • Puts everything into focus IFCF MGT 1 - Management Process

8. 4 Basic Resources Available • 1. Human (who) • Skills of members • Organizations available • 2. Physical facilities (where, what) • Buildings • Equipment • Supplies IFCF MGT 1 - Management Process

9. 4 Basic Resources Available • 3. Training (who / when / why) • Material / personnel • Saves time • 4. Time • Used and managed productively • Delegation of authority will save time IFCF MGT 1 - Management Process

10. Implementing • Putting the plan to work • How do you tell those who are effected about the plan or program • What is the objective • What actions are going to be taken • Who is going to do what • What equipment is to be used • How much time is available IFCF MGT 1 - Management Process

11. Directing the Implementation • Most important leadership function for company officers • Company officer will: • Be a manager • Be an instructor • Be a coordinator • All at the same time Situational Leadership IFCF MGT 1 - Management Process

12. Controlling the Implementation • Your job is to see that all objectives are met as planned and take any corrective action that is needed IFCF MGT 1 - Management Process

13. Evaluating • The final step in the management process • Should be done soon after operation ends • May be done in small/large groups • Major question to ask? • What can we change to improve our operation IFCF MGT 1 - Management Process

14. Evaluation Keys • Evaluation should not be used to lay blame • Causes evaluation to fail • Individual comments will be defensive instead of constructive • Operations are a series of decisions • Focus can be on poor decisions, forgetting about the good or great ones that were made • No final recommendations are made IFCF MGT 1 - Management Process

15. Results of Evaluation • Must be put back into planning phase to insure better results next time. IFCF MGT 1 - Management Process