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Fire Administration I

This chapter explores the various aspects of building a successful team in fire administration, including conducting SWOT analysis, understanding resistance to change, and the impact of coping styles on group dynamics.

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Fire Administration I

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  1. Fire Administration I Randy R. Bruegman Chapter 7 Personnel Management: Building Your Team

  2. Learning Objectives • Define the areas of importance to building a successful team • Conduct a SWOT analysis on your department • Explain why people often resist change • Describe how coping styles impact group dynamics

  3. Learning Objectives • Learning Objectives • Define the profile of each generation • Describe how morale can affect and impact an organization • Discuss the importance of the labor/management relationship

  4. Building Your Team • All I Really Need to Know I Learned in Kindergarten • Robert Fulghum

  5. Building Your Team • Whose Side Are They On? • Team building depends upon • Culture • Trust • Leadership talent • Leader must blend talents of the team

  6. Building Your Team • Areas of Importance to Build a Team • Level of organizational trust • Personnel willingness to be honest with each other • SWOT analysis

  7. Building Your Team Analysis of the Organizational Situation

  8. Building Your Team • Areas of Importance to Build a Team • Ability to communicate up, down, and sideways • Does the organization kill the messenger? • Is focus problem-solving or decision-making? • Degree of shared organizational mission, values, and visions

  9. Building Your Team • A New Beginning • Successful team building requires • Defined purpose • Picture of outcomes • Plan a step-by-step process • Everyone has a defined part

  10. Building Your Team Team Performance Model

  11. Building Your Team • A New Beginning • Resistance to change • Increased communication • Involve senior leaders • Give each person a part to play

  12. Building High-Performance Teams • Maslow’s Hierarchy • Identifies a series of levels of satisfaction • Motivates • Discourages • Dynamic process

  13. Building High-Performance Teams Impacts Affecting Maslow’s Hierarchy

  14. Building High-Performance Teams Impacts Affecting Maslow’s Hierarchy

  15. Building High-Performance Teams Group Hierarchy of Needs

  16. Building High-Performance Teams Framework of the High-Performance Programming Model

  17. Building High-Performance Teams • Characteristics of High-Performance Teams • Adherence to basic principles • Trust • Meaningful responsibility • Commitment • High standards • Confront inadequate/reward exceptional performance

  18. Building High-Performance Teams • Characteristics of High-Performance Teams • Individual Needs • Inclusion and Identity • Influence • Acceptance

  19. Building High-Performance Teams • Characteristics of High-Performance Teams • Coping Styles • Counter-Dependent Type • Dependent Type • Logical Thinker • Impact on group formation

  20. Building High-Performance Teams • Characteristics of High-Performance Teams • Cognitive Styles • Introversion/Extroversion • Sensing/Intuition • Thinking/Feeling • Judging/Perceiving • Impact on group formation

  21. Building High-Performance Teams • Task/Process Orientation • Group process • Task roles • Process roles

  22. Building High-Performance Teams • Building High-Performance Teams Survey • Determines task vs. process orientation • Innovators • Achievers • Organizers • Facilitators

  23. The High-Performance Team • Characteristics • Individual level • Group level

  24. The High-Performance Team Components of a High-Performance Team

  25. The High-Performance Team • A Diversified Workforce • 40 to 50 percent women and minorities • Four and possibly five generations • Traditionalists • Baby Boomers • Generation X • Generation Y • ?

  26. A Diversified Workforce • Workforce revolution • Diversity • Value structures • Employee expectations

  27. Defining Events 1930s 1940s 1950s 1960s 1970s 1980s 1990s 2000s A Diversified Workforce

  28. A Diversified Workforce • What Does This Mean to the Fire Service? • Predominance of Caucasian males • Dramatic changes coming • “Culture shock” • Public safety liability • Legal and safety issues • Employee issues

  29. A Diversified Workforce Challenges to the Fire Service Community

  30. Bridging the Generations • Generational conflict • Traditionalists • Boomers • Gen-Xers • Millennials

  31. Bridging the Generations • Recruitment • Traditionalists • Boomers • Gen-Xers • Millennials

  32. Bridging the Generations • Managing • Traditionalists • Boomers • Gen-Xers • Millennials

  33. Bridging the Generations • Retention • Traditionalists • Boomers • Gen-Xers • Millennials

  34. Bridging the Generations • Conflicting Career Goals • Retirement • Job Changing • Feedback

  35. Bridging the Generations • Training • Balancing the Generations • Recruiting the Generations • Training Generation X and Y

  36. Bridging the Generations • Leading in the Future • Cooperation to address changes • Labor/Management Fire Service Leadership Partnership • IAFC • IAFF • Volunteer fire service

  37. Employee Morale • Critical to Team Success • Influences all objectives • Improving quality • Reducing turnover • Reducing absenteeism • Reducing safety-related costs • Is the glass half empty or half full?

  38. Employee Morale • We Must Ask the Right Questions • “Penny wise and dollar foolish” • Gimmicks will not solve problems • High morale work experience • Low morale work experience • Intrinsically rewarding work experience

  39. Employee Morale • Points to Guide Morale Building Efforts • Gimmicks are the frosting, not the cake • It’s the little things, and every little thing matters • Most of the answers are in the workforce… so ask • Be willing to look in the mirror

  40. Employee Morale • Focus on What You Can Control • Supervisor’s affect on morale • Practice noticing when people do well • Don’t talk at employees, listen to them • Practice showing more appreciation

  41. Employee Morale • Engage Your Staff • Talk to your people • Formal communication • Informal communication

  42. Employee Morale • Ask for Feedback • Managers job is to bring out best in your employees • Intimidating leaders will get limited honest feedback • Must be an integral part of management style

  43. Empowering Your Team • Introduction • Increasing the political, social, or economic strength of individuals or groups • Sociology • Management • Economics • Personal development

  44. Empowering Your Team Elements of Empowerment

  45. Empowering Your Team • Access to Information • Informed employees are better equipped • Relevant • Easily understood

  46. Empowering Your Team • Inclusion and Participation • Treat our people as co-producers • Include means to debate issues • Include participation in strategic planning, budgeting, and service delivery • May require conflict resolution mechanism

  47. Empowering Your Team • Accountability • Public accountability • Political accountability • Administrative accountability • Responsibility for our own actions • Ensure efficient and effective services

  48. Empowering Your Team • Accountability • Empower your organization • Bring solutions rather than problems • Move away from being risk averse to fixing things • Be the very best at what they do • Train your people to listen up

  49. Empowering Your Team • Employee Empowerment = Quality Service • Quality starts with people • Participative management is more than a management buzzword • We are all in it together • Empower from the bottom up

  50. Empowering Your Team • Employee Empowerment = Quality Service • Employees are the most important assets in organizations

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