Fire Officer 1

Chapter 4

Knowledge Check

1. In which situation may an employee's request for leave be denied?

There is adequate staffing during the period of the request.

There is mandated training during the period of the request.

The employee is adopting a child under the age of one.

The employee is providing medical care for a daughter who is a military member.

2. After explaining duty assignments to new members, a company officer should seek feedback from the member to:

start the progressive disciplinary process.

ensure that duty expectations are understood.

respect their right to object to their assigned duty.

determine what type of leadership style the member prefers.

3. Company officers are to assign specific emergency-incident tasks to new members who practice with other crew members who serve as:

mentors.

volunteers.

supervisors.

subordinates.

4. Which leave policy allows employees 12 work weeks of job-protected leave in a 12-month period for qualifying medical and family reasons?

Military Caregiver Leave

Extended Disciplinary Leave

Probationary Responder Leave (PRL)

Family and Medical Leave Act (FMLA)

5. An employee who uses threatening behaviors to dominate a conflict with another employee is exhibiting:

passive behavior.

aggressive behavior.

emotional intelligence.

personal rationalization.

6. The first step a company officer can take to solve problems or make decisions is to:

identify their strengths and weaknesses.

identify a problem that requires a response.

determine the steps needed to meet the selected goals and outcomes.

determine the effectiveness of the activities in meeting goals and outcomes.

7. How can a company officer help subordinates with all possibilities of advancement?

Approving shift trades among subordinates

Coaching subordinates on how to interview

Counseling subordinates about their leave requests

Empowering subordinates to create mission objectives

8. The step company officers take to solve problems or make decisions that involve performing a selected activity is:

select.

design.

evaluate.

implement.

9. An unfavorable work environment occurs when employees in a workplace are subjected to:

nonemergency training.

a pattern of communication and feedback.

a pattern of offensive conduct or behaviors.

media or community risk reduction assignments.

10. Many organizations permit employees to exchange duty shifts or portions of shifts among personnel who:

share similar rank or training.

share similar probationary status.

are members of the same generational cohort.

apply for Military Caregiver Leave at the same time.

11. Company officers may have the authority to approve and/or deny personnel requests for:

payroll deductions.

salary agreements.

vacation, sick, and wellness leave.

bonuses, paydays, and pay advances.

12. A possible sign that sexual harassment is occurring to an employee is:

avoidance of certain coworkers.

misusing department equipment.

requesting leave under the FMLA.

cheating on promotional examinations.

13. Per the U.S. Equal Employment Opportunity Commission, a company officer who was aware that sexual harassment was occurring in her or his station and did nothing to prevent or stop it can:

Use it to build a command presence.

gain the respect of veteran personnel.

be transferred to another regional station.

be held legally liable for the harassment.

14. According to NFPA 1021, the responsibility for formal performance evaluations rests with the Level II Fire Officer, while:

Level I officers must authorize the evaluation.

Level I officers must conduct all informal evaluations.

in some organizations the Level I officer has this responsibility.

in some organizations, the Level III officer has this responsibility.

15. A sign or symptom associated with excessive stress that may result in further emotional and cognitive response is:

persistence regardless of daily challenges.

a tendency to withdraw or become isolated.

showing consideration for diversity within the unit.

engagement in unethical behavior for personal gain.

16. As part of personnel retention efforts, company officers can use unit personnel counseling sessions to:

develop emotional intelligence through self-assessment and self-management.

privately give personnel monetary rewards which may cause company resentment if given publicly.

discuss with personnel how to create personal rationalizations for department-approved unethical behavior.

assist personnel in selecting appropriate educational and promotional opportunities to reach their career or personal goals.

17. When making a recommendation for the modification of an established organizational plan, company officers should document the:

360-degree feedback.

affected management functions.

justification for the brainstorming.

justification for the recommendation.

18. To effectively manage crew behavior, company officers must be familiar with the organization's human resource polices and:

any organizational funding classifications.

any existing labor/management agreement.

the background of probationary crew members.

the department's company-level training records.

19. What services do Employee Assistance Programs (EAPs) usually provide for employees experiencing work-related stress?

Medical or vacation leave

Discipline notices or letters

Promotion or retention counseling

Counseling referrals or other assistance services

20. When establishing a professional work environment, a company officer should work to create an environment that fosters:

performing, forming, and storming.

competition, recognition, and hazing.

absenteeism, aggression, and conflict.

teamwork, communication, and diversity.

21. The goals of assertive behavior during a conflict are:

supporting the organization's mission, core values, rules, and regulations.

minimizing competing priorities to reduce stress and frustration and to direct the unit's energy toward SMART goals.

guided emotional mentoring, which involves observing and modeling what is happening between the parties involved.

communication and mutual respect, fair play, and compromise between the rights and needs of the parties involved.

22. A guiding principle a company officer can use when resolving crew conflict is to:

ask the rest of the crew how they would resolve the conflict.

allow individual parties to resolve the conflict on their own.

allow the individual parties to express their feelings in unassertive ways.

separate the individual parties from the issues and focus on common interests.

23. During a new member's probationary period, her or his performance will be documented and evaluated against:

transformational mission goals and objectives.

established standards, policies, procedures, and practices.

previously assigned emergency and nonemergency duties.

organizationally rationalized unethical behavior or conduct.

24. When is it best for a company officer to resolve conflict?

In a public forum

As soon as it occurs

During an informal evaluation

At the end of the fiscal quarter

25. The first step a company officer should take when dealing with a crew member's absenteeism is to:

refer the crew member to the department's leave and duty exchange policy.

consult the department's labor/management agreement for the next disciplinary step.

send out a corrective disciplinary letter to the crew member and to the department's EAP.

gather all the information concerning a particular incident through communication with the crew member.

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