FIRE STATION ADMINISTRATION

CONTENTS Training Session

PRINCIPLES OF SUPERVISION
Introduction Leadership Morale Human relation and interpersonal skills Communication Attitude Revision Notes Learning Outcome 2 Identify Leadership Responsibilities. Assessment Criteria: 2.1. 2.2. 2.3. 2.4. 2.5. 2.6. 2.7. Define the meaning of leadership. List 9 basic fundamental thruths of leadership. Understand the importance of maintaining high morale among staff. Develop positive human relations and effective interpersonal skills.

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Describe the factors and techniques in communicating objectives effectively. Identify managerial approaches are used to fulfill supervisory responsibilities. State how to effectively plan, schedule and control employee work assignment.

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PRINCIPLES OF SUPERVISION
INTRODUCTION 1. A vital factor in supervision is the interpersonal relationship of managers and nonmanagers. Planning, organizing and other programmer management functions must be supplemented by giving guidance, by using effective communication and by using good leadership skills. 2. The leadership techniques used by the station officer section leader or the shift supervisor to develop the men under his command, will to a great extent determine the efficiency, morale, and public image projected by that station and in general, the entire department. 3. Moreover, newly graduated recruits, freshly posted fire fighters and in-service staff will, of necessity, look to these supervisors for direction to achieve professionalism. 4. Fire fighters are concerned with the kind of supervisor that they receive.

5. If the general climate is warm, helpful and understanding, this will tend to build a feeling of satisfaction. Supervisors who understand the needs of employees and use a positive approach will find that fire fighters will respond with food will and cooperation. LEADERSHIP 6. Leadership can be defined as a process of directing and influencing the task activities of group members. 7. Army General Omar Bradley once said Leadership is graded by the achievement of the led. If the led are performing at their optimum and they feel good about their work, then it is only reasonable to conclude that their leader is doing a superior job. But how is he doing it? What is he doing that the poor or average is not? 8. During your career, you would have worked with many supervisors whose leadership styles are different. Outlined below are 9 basic fundamental truths of leadership mentioned by nearly every writer on this subject. They are: a. Proficiency in work - Leader must know his work and the job his subordinates are supposed to do. Know your men - know you men as individuals with names. Keep men informed - as to what is expected and how to fulfill the expectation. Set a good example Make timely decisions Train men as a tem Accept responsibility Know yourself Delegate effectively FCS M1 LO2 12

b. c. d. e. f. g. h. i.

MORALE 9. Morale is one of the most important things involved in the job-worker-management relationship. If there is good morale, but equipment is poor, productivity may be high. On the other hand, if morale is poor, productivity will be low despite the best equipment. 10. Morale is the attitude that the worker has toward his work, his fellow workers and organization. Therefore, in order to improve morale there must be work satisfaction. Some of the important factors which help to create satisfaction are a. b. c. d. e. Favorable physical working conditions. Efficient office/plant operation (equipment). Treatment as human being. Efficient supervisor (The supervisor is the key to morale). Effective communication.

11. Poor morale will result in drop of efficiency and work performance. Outlined below are some of the indicators of poor morale. a. b. c. d. e. f. g. Negative behavior of employee - aggressive, non-cooperative disobey rules and regulations, etc. Absenteeism High employee turn-over Group conflicts and blame-throwing. Petty grievances - anger and grievances against trivial matters. Adoption of undesirable outside and inside influence. Low productivity.

HUMAN RELATION AND INTERPERSONAL SKILLS 12. The Supervisors main concern should be to motivate the fire fighters under his command toward a high standard of professionalism in the fire service. This can be done only if the supervisor is able to improve the efficiency through the following: a. Skill in Human Relation The fire fighter can expect the supervisor to know that everyday relationships are one of the most important parts of his job. The fire fighter will be a much better employee if his officer will: (1) Let each man know how he is getting along. (a) (b) Make known what is expected of him. Point out ways to improve. FCS M1 LO2 13

(2)

Give fire fighters credit when due: (a) (b) Be quick to perceive extraordinary or unusual performance. Tel him while its hot.

(3)

Tell the men is advance about changes that will affect them: (a) (b) Tell them why, if possible. Persuade them to accept the changes.

(4)

Make the best use of each persons ability: (a) (b) Look for ability not being used. Never stand in a mans way.

b.

Skill Fire Fighting Tactics This area deals in utilizing apparatus, tools, equipment and manpower more effectively by having the Supervisor study each evolution, fire tactic and other related work area in order to have the member of the team work effectively to the maximum efficiency doing the job in the approved, prescribed method.

c.

Skill in Instruction This aspect is concern with helping the officers develop a well-trained, coordinated fire suppression team. The supervisor will be the fire fighters instructor while he is a member of the fire team. A supervisor will be more effective as an instructor if he has had a course in teaching methodology.

d.

Skill in Leading Conferences The supervisor should possess the ability to lead meaningful and democratically conducted conferences. It is essential that the concept of total group involvement be understood and practiced. The areas of barnstorming and involved discussion techniques need to be develop. The ability to lead conference effectively provides the supervisor with an efficient and easily workable group of solving problems and assisting in his role as a leader.

e.

Skill in Communications The fire fighter will expect his officer to express himself effectively. This officer must have the ability to put across ideas, to present problems clearly and to provide a concise understanding through verbal, written and schematic expression. He should be able to order clearly; Say what you mean mean what you say.

13. Since no man is perfect, there are times when errors of omission or commission require the supervisor to discipline the fire fighter. Should such a situation arise, the fire fighter should expect his superior to: a. Get the facts (1) (2) (3) Review the record. Find what rules, regulations and departmental procedures apply. Talk with individual concerned. FCS M1 LO2 14

(4) (5) b.

Get opinions and feelings. Get the complete story.

Weigh and decide (1) (2) (3) (4) (5) (6) Analyze the facts. Consider the bearing various aspects have on each other. Check practices and policies. Weigh possible actions. Consider effect of alternatives on the individual, company, department and on the efficiency of each. Not jump to conclusions.

c.

Taken action (1) (2) (3) (4) (5) Handle the problem himself, where possible. Where necessary, seek help in handling the problem. Refer the matter to a higher ranking officer in some situation. Watch the timing of his actions. If it is possible to handle the problem himself, handle it without passing the buck.

d.

Check results (1) (2) (3) (4) Follow only on the action taken. Check only as often as necessary. Watch for changes in efficiency, attitudes and relationships. Have the action improve the efficiency of the fire department team.

COMMUNICATION 14. Communications may be defined as the process by which people attempt to share meaning through symbolic message. The process of communication is important in an organization because it enables employees to carry on their assigned functions. Supervisors should communicate objectives to their employees through these methods: a. Worksheets: Revised to suit individual needs. * * b. May show periodic as well as cumulative data. Serve as useful tools in reviewing results and planning next period.

Conference: Three particularly important skills. * Human relation skills - Leader should set the pace and encourage participants. Critical thinking skills - use probing questions to stimulate participants. Communication skills - participants should be well prepared and should have done researched. Also should have reviewed Minutes and should speak-up.

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c.

Personal: Motivate and encourage free flow of Interview information from interviewee. * * * Specialised pattern of conversation. It has a special purpose. It is a controlled conversation (interviewer interviewee roles strictly maintained). Conclude with indication of what interviewee may except from the interview.

* ATTITUDE 15.

Supervisor should consider the following scenarios: a. b. Will the attitude of employees interfere in any way with performance planning? Has the proper atmosphere for employee performance been established?

c. Are the kind of management approaches that establish an atmosphere for employee motivation being used?

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