Ch 3 pg 63-70

A supervisor can enhance employee self-image and productivity by assigning tasks that recognize individual contributions and encourage participation.

To empower employees who haven't experienced empowerment, provide them with small, attainable projects.

The process of allowing employees to participate in the decision-making process involves 3 steps:

1. Identify the problem.
2. State that all solutions will be considered, but the best one will be implemented.
3. Explain that external forces may prevent the adoption of certain solutions.

The size or value of a reward is less significant than the effort shown by the supervisor in personally acknowledging an individual's contribution.

Effective feedback should be honest, direct, immediate, and frequent.

A 4-step method for counseling involves:

1. Describe the current performance.
2. Describe the desired performance.
3. Gain a commitment for change.
4. Follow up the commitment.

Mandatory mentoring can lead to resentment and hinder participation.

Fair and equal treatment doesn't necessarily mean treating everyone the same.

There are at least 4 generations working together in emergency services: Baby Boomers (1946-1964), Gen X (1965-1980), Millennials (1980-1995), and Gen Z (1995-2012).

Baby Boomers were born between 1946 and 1964.

Gen X (born 1965-1980) thrives on feedback from instructors and supervisors, preferring to work independently with minimal supervision.

Millennials (born 1980-1995) value instant gratification and tangible results.

Generation Z (born 1995-2012) is the most recent generation entering the workforce.

Diversity should be treated as an asset. Recognize and manage your own biases, stereotypes, and prejudices.

Management is the process of controlling or directing available resources to achieve a goal or objective through authority or persuasion.

Primary resources provided by taxpayers or fee payers through political and economic support include personnel, facilities, apparatus, tools and equipment, and legal jurisdiction.

NFPA 1021 defines Level I officers as supervisors and Level II officers as managers.

Henri Fayol identified 5 universal functions of management: planning, organizing, directing, controlling, and coordinating. Four of these functions are essential to managing fire and emergency services: planning, organizing, directing, and controlling.

Planning involves creating a mission statement, setting goals and objectives, and developing tactical plans for achieving a specific objective.

Directing involves guiding, influencing, inspiring, and motivating employees to achieve the goals and objectives within a group. This is a proactive approach to management.

Controlling involves establishing and implementing mechanisms to ensure that objectives are attained. This involves setting performance standards, measuring and reporting actual performance, comparing the actual performance to the standards, and taking preventive or corrective action to close the gap between the two performance levels.

Planning determines what an organization, group, or individual should do and how it will be done. It is the foundation of the management process.

Planning should be documented in a timely manner. Documentation provides evidence of decisions made and serves as a guide for future planning.

Plans are generally classified by how frequently they are used and divided into two categories: standing plans and single-use plans.

Standing plans include policies, procedures, and rules that are used frequently to manage daily emergency and non-emergency unit activities.

Single-use plans are designed to accomplish a specific objective, such as developing a program, project, or budget. These plans are usually intended to reach an objective within a short time period.

Strategic plans take into account external factors that affect an organization, such as changes in the economy, demographics, service requirements, hazards, and technology. They chart the organization's course over an indefinite future.

For more complex tasks, use flowchart or program evaluation and review technique (PERT) charts to track task progress.