A process for exchanging information
B. public information officer.
D. a person who receives the message.
A. policy; procedure
B. Procedures detail in writing the steps to follow in conducting organizational policy
B. Policy
A. Procedure
Statement 1:
If a new policy is issued, and you do not agree with it, you should not implement.
Statement 2:
When a new policy is issued, you should have a meeting with your firefighters to introduce the new policy and answer any questions.
Statement 3:
If a new policy is issued and you have a question, you should ask for additional information prior to implementing.
A. Statement 1 is true; statements 2 and 3 are false.
B. Statements 1 and 2 are true; statement 3 is false.
C. Statement 1 is false; statements 2 and 3 are true.
D. All three statements are true.
C. Statement 1 is false; statements 2 and 3 are true.
A. explain the reason for the changes.
B. ensure the crew does not question your authority.
C. publicly complain about the latest changes to your crew.
D. allow the crew a grace period to adjust to the change.
A. explain the reason for the changes.
A. discuss the negative implications with your crew.
B. discuss it with supervisor.
C. openly share your opinion with your peers.
D. criticize the policy with your crew.
B. discuss it with supervisor.
A. They are essential for the effective and efficient operation of the organization.
B. Once written, they are seldom revised.
C. The fire chief usually develops them.
D. The company officer is only responsible for enforcing policies and procedures.
A. They are essential for the effective and efficient operation of the organization.
A. a better understanding of the message.
B. better feedback on the receiver’s part.
C. undue stress on the sender only.
D. the message to be misunderstood.
D. the message to be misunderstood.
A. concentrate on the feedback process.
B. use physical barriers to separate the message.
C. spend more time asking questions than listening.
D. focus on the sender.
D. focus on the sender.
A. serve as a source of reference for personnel hiring questions.
B. make the intent of management ambiguous.
C. determine organization/decision making.
D. remove personnel from the requirement to make judgments.
C. determine organization/decision making
A. do little to reduce misunderstanding at specific incidents.
B. provide general, not specific, steps that occur at emergency incidents.
C. are the basis for much of the company-level skills training.
D. are designed to limit decision-making.
C. are the basis for much of the company-level skills training.
A. the authority delegated to the company officer.
B. the nature of the request.
C. directives at non-emergency incidents only.
D. specific guides to decision-making.
A. the authority delegated to the company officer.
A. Laissez-faire leadership
B. Consensus building
C. Executive decision
D. Brainstorming
D. Brainstorming
A. regulation.
B. procedure.
C. directive.
D. policy.
D. Policy
A. preventive/corrective maintenance
B. civilian.
C. station design.
D. preliminary expenditure.
A. preventive/corrective maintenance
A. preventative and corrective
B. light and heavy.
C. basic and advanced.
D. internal and external.
A. preventative and corrective
A. corrective maintenance.
B. preventative maintenance.
C. archive files.
D. operational files.
B. preventative maintenance.
A. grammar, spelling, and punctuation.
B. amount of information in the report.
C. the likelihood that the report reader understands the incident.
D. relating the correct emotional tone.
A. grammar, spelling, and punctuation.
A. A zero-base
B. A line-item
C. A capital
D. An operating
C. A capital
A. An operating
B. A capital
C. An equipment
D. A long-term
A. An operating