Fire Officer 2

Chapter 13

Knowledge Check

1. Which type of discipline results when reasonable rules of conduct are established and are fairly and consistently applied?

Self-discipline

Peer-discipline

Positive discipline

Negative discipline

2. The common binding interests of emergency responders may change with their:

organization's policies, rules, and regulations.

roles within the NIMS-ICS Command structure.

changing formative and summative evaluation results.

changing goals and aspirations within the organization.

3. Employee grievance procedures need to be effective, consistent, and provide a(an):

equitable resolution.

intermediate objective.

cash sum for the employee.

resolution that favors the organization.

4. What happens to group integrity if its sense of continuity is disturbed?

Members tend to be poor producers with improved identity, morale, and spirit

Members tend to be high achievers and develop healthy rivalries among themselves

Group can become fragmented and member's commitment to the group may diminish

Group can develop esprit de corps which can evolve into unhealthy rivalries among other units

5. Employees may believe that nothing will happen to them if they break rules, regulations, policies, and/or procedures if a company officer:

fails to promptly address an issue with a probationary employee.

coaches an employee who is not meeting minimum performance standards.

counsels an employee who appears to have a psychological/emotional problem.

fails to use positive discipline after an employee has committed a serious violation.

6. If a Company Officer II attempts to exert power outside of the prescribed authority of the position and the powers granted that position when utilizing legitimate power, they will:

legitimize their efforts.

delegitimize their efforts.

make others want to be like them.

influence compliance and obedience.

7. A company officer can ensure that personnel evaluations are objective by:

conducting evaluations linked to transfers as soon as possible.

creating an atmosphere for personnel to become self-motivators.

overcoming personal bias and basing the evaluation on established criteria.

maintaining personal bias and basing the evaluation on informal group criteria.

8. The company officer's ability to deal effectively with the informal group is determined by understanding:

referent power.

group dynamics.

needs determinations.

disciplinary procedures.

9. The range of sanctions involved in a punitive disciplinary action includes:

peer mentoring.

legal prosecution.

an oral reprimand.

a professional evaluation.

10. Which type of progressive discipline is an attempt to correct inappropriate behavior as soon as it is discovered to ensure that it does not become a pattern or progress to a more serious offense?

Punitive action

Defensive action

Corrective action

Preventive action

11. In order to maintain the motivation, satisfaction, and performance of the larger group, the company officer should maintain a strong relationship with the:

formal leader.

informal leader.

founding group member.

last member to join the group.

12. When making assignments, what two factors should a company officer consider to encourage cooperative group interaction?

Operational budgets and funding allotted for personnel pay

Individuals within the unit and their relationship to each other

Type of task and the equipment available to complete the task

Records and written reprimands for the individuals within the unit

13. Which legal and ethical issue may apply to a company officer attempting to manage employee behavior through counseling?

A union representative must witness the behavior that warrants counseling.

Any resulting documentation from counseling must be with the employee at all times.

The employee must consent to a drug screening before any counseling is to take place.

Company officers must have supervisory authority before counseling to correct behavior.

14. During a corrective action, employees are entitled to a copy of the:

operational plan of the incident in question.

organization's personnel and disciplinary files.

charges and the material upon which the action is based.

labor/management agreements as it relates to coaching sessions.

15. What should a company officer do if informal attempts to correct an employee's inappropriate behavior fail?

Meet and talk with the subordinate in front of other crew members

Consult the labor/management agreement for termination procedures

Follow the organization's discipline policy and document any actions taken

Take any actions necessary to intensify the employee's feelings of inferiority

16. A company officer will exert authority less often and can lead with a democratic approach that allows the unit to carry out orders with minimal supervision when unit members:

are under coercive power.

recognize the officer's authority.

follow the commands of the informal leader.

are working outside the prescribed authority.

17. Which type of power is determined by other senior managers, boards, and factors that are outside the Company Officer II's control?

Expert

Reward

Coercive

Referent

18. The first level of progressive discipline may be utilized for an employee who:

violates grooming policies and procedures.

steals items from the organization and resells them.

verbally and/or physically assaults another employee.

arrives on scene under the influence of drugs and alcohol.

19. A company officer can address issues with responder grooming or absenteeism by reviewing the organization's:

policies and procedures.

health and safety program.

job performance requirements.

national credentialing standards.

20. How can company officers positively influence the common values within their unit?

Exemplify and reinforce organizational values and culture

Force unit members to conform to organizational values and culture

Replace organizational values and culture with those of the informal group

Enforce and reiterate values and culture as written in the labor/management agreement

21. Expert power is based and developed upon:

charisma, charm, and perceived attractiveness.

education, specialization, and increased knowledge.

the control of vital information needed to accomplish goals.

the promise of new projects, better roles, and more money.

22. What factor may have the greatest influence on the productivity and success of the formal group?

Informal subgroups formed around shared interests

Binding subgroups formed around a sense of adventure

Interpersonal subgroups formed around rewards and recognition

Formal subgroups formed around organizational policies and procedures

23. During an employee counseling session, the company officer should:

use progressive discipline to give the employee the option to willingly conform.

recommend career path choices and provide professional development opportunities.

recognize, constructively criticize, and carefully correct flaws in subordinates' actions.

give the employee a letter in person or through certified mail with a return receipt requested.

24. Which behavior management method is designed to help an individual adjust to certain situations to either reinforce correct behavior or to eliminate improper behavior?

Ignore the issue

Act as a therapist

Terminate the employee

Seek guidance from a superior officer

at should a company officer do if it appears a subordinate has a psychological/emotional issue?

25. When necessary, a company officer can offer regular critiques on how crew members can alter or improve their performance through:

ongoing feedback.

sporadic evaluations.

grievance procedures.

promotional preparation.

26. A well-organized personnel evaluation program can improve the efficiency and/or effectiveness of employees and the organization because it can:

identify informal leaders.

justify monetary rewards.

expose training deficiencies.

strengthen binding interests.

27. Even though they must be familiar with all the stages of progressive discipline, most company officers will only be responsible for carrying out:

punitive actions.

neutral discipline.

preventive actions.

documented discipline.

28. A company officer's personal concept of what it means to be an officer is determined by:

an affiliation with a high-risk profession.

their perception of the role within the organization.

expectations and regulations for emergency response.

the legal definitions of their role within the organization.

29. During a job-performance evaluation, what action can the company officer take to generate change in an employee?

Emphasize the importance of studying the promotional materials

Create an atmosphere in which the employee can feel challenged and respected

Prevent the employees from setting or altering performance goals and objectives

Ensure compliance with established policies, rules, regulations, standards, and procedures

Fire Officer 2

Chapter 13

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