Management I

• Scientific Theory
• Human Relations Theory
• Hygiene Theory
• Theory X/Y
• Management by Objectives (MBO)
• Leadership Continuum
• Total Quality Management

Created by Frederick Winslow Taylor. Workers are lazy, motivated by rewards, workers need constant supervision, avoid work. (Assembly line solution - broke jobs down.

Created by Elton Mayo. Happy = productive.

Created by Frederick Herzberg. Satisfaction comes from feeling what they do is important and opportunity for achievement. During the Great Depression, WWII, term solutions - little long term motivational value, perceived as the norm, were reasons for creation of the hygiene theory.

Created by McGregor. X was lazy and dislike work. Y does not dislike work, perform without coercion, seek responsibility.

See the big picture, more readily understand how individual role fits into the overall plan.

Falls at different points on the continuum based on the leader, subordinates, and the situation.

Customer identification and feedback, tracking performance, constant and continuous improvement, employee participation in the process.

• Planning
• Organization
• Implementation
• Evaluation

All human behavior is motivated by a drive to satisfy human needs. Satisfying needs is a sequential and progressive process. A basic need must be met prior to elevating to greater needs.

• Basic psychological needs
• Safety and security
• Belonging/Affiliation (social activity)
• Esteem and status
• Self-actualization

• Air
• Food
• Water 
• Shelter

Protect people from things that might threaten survival. (savings account, insurance policies, investments, workers' comp, pensions)

Belonging to a group and social activity.  The need to form relationships.

Strive to meet their needs for self-esteem and status. Ego fulfillment.

Doing what they were meant to do. Niche.

• autocratic
• democratic
• Laissez-faire

Invests all power and authority in the leader.

Employee centered, participative.

Hands off approach, only when there is an exception that requires a decision, workers highly trained/self-motivated.

• Making people feel strong.
• Building trust in the leader.
• Cooperating to achieve common goals.
• Confronting conflicts.

• Reward power
• Coercive
• Identification
• Expert
• Legitimate

One person’s perception of another’s ability to grant rewards. Increases in direct proportion to the amount of rewards a person see another as controlling.

Based upon subordinates perception of a supervisor’s authority to punish. Withholding a promised or expected reward such as a raise or promotion.

Derived from someone’s desire to identify with and emulate another. Fire service leaders who are respected can strongly influence others.

Knowledge is power, and those who have knowledge also have power. One person’s perception that another’s knowledge and expertise can help him in his endeavors.

• Derived from one of three sources:
• Shared values
• Accepted social structure
• Sanction of a legitimizing agent

A principle of regulation governing conduct, action, procedure, arrangement, etc.

• Educate and train.
• Correct inappropriate behavior.
• Provide positive motivation.
• Ensure compliance.
• Provide direction.

• Preventative action
• Corrective action
• Punitive action

Correct inappropriate behavior.

When violations repeat.

Suspension, demotion, termination, or prosecution.

• Does behavior stem from something on the job?
• Personal problem?
• Ignorance, inability, unwillingness.
• Recognize abnormal behavior.
• Talk in private.
• Professional counseling.

• No such thing as off the record.
• Beware when asked leading questions.
• Avoid disagreements.
• Avoid using fire service terminology.
• Honesty is the best policy.
• Don't answer "what if" questions.
• Listen for false or misleading information.
• Beware of forced choice questions.
• Do not volunteer information.
• Be prepared.

• Economic conditions.
• Religion.
• Race, ethnicity, and age factors.
• Community organizations.
• Family structure.

• Apologize for being inconvenienced.
• Identify nature of complaint.
• Ask how they would like the complaint resolved.
• Do it.

• Best possible service to our customers.
• Always be nice.
• Quick/effective/skillful/safe/caring/managed.
• Regard everyone as a customer.
• Consider how you would like to be treated, and how you are treating others.
• Don't disqualify the customer.
• Basic organizational behavior must become customer centered.
• Put the differences aside for benefit of the customer.

Scalar is defined as having an uninterrupted series of steps or chain of authority.

• Span of control is maintained.
• Information is centralized for decision-making.
• Functional chain of command is maintained.

those individuals who deliver the emergency services

those who support the efforts of the line personnel (ex. Training, logistics, administration)

1 supervisor

3-7

Legal ability to make and implement decisions.

• Centralized
• Decentralized

decisions are made by one person at the top of the structure

decisions are made at a lower level, with the effects of the decision being reported throughout the structure