Principles of Supervision

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Note to Fire Controller & Supervisor Course
    FCS  – M1  – LO2  – 11 FIRE STATION ADMINISTRATION CONTENTSTraining Session PRINCIPLES OF SUPERVISION PAGE NUMBER Introduction 12Leadership 12Morale 13Human relation and interpersonal skills 13 to14Communication 15 to 16 Attitude 16Revision 17Notes 18 Learning Outcome 2 Identify Leadership Responsibilities. Assessment Criteria: 2.1. Define the meaning of leadership.2.2. List 9 basic fundamental thruths of leadership.2.3. Understand the importance of maintaining high morale among staff.2.4. Develop positive human relations and effective interpersonal skills.2.5. Describe the factors and techniques in communicating objectives effectively.2.6. Identify managerial approaches are used to fulfill supervisory responsibilities.2.7. State how to effectively plan, schedule and control employee work assignment.    FCS  – M1  – LO2  – 12 PRINCIPLES OF SUPERVISION INTRODUCTION  1. A vital factor in supervision is the interpersonal relationship of managers and non-managers. Planning, organizing and other programmer management functions must besupplemented by giving guidance, by using effective communication and by using goodleadership skills.2. The leadership techniques used by the station officer section leader or the shiftsupervisor to develop the men under his command, will to a great extent determine theefficiency, morale, and public image projected by that station and in general, the entiredepartment.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 apositive 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 activitiesof 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 doingit? What is he doing that the poor or average is not?8. During your career, you would have worked with many supervisors whose leadershipstyles are different. Outlined below are 9 basic fundamental truths of leadership mentioned bynearly every writer on this subject. They are:a. Proficiency in work - Leader must know his work and the job his subordinatesare supposed to do.b. Know your men - know you men as individuals with names.c. Keep men informed - as to what is expected and how to fulfill the expectation.d. Set a good examplee. Make timely decisionsf. Train men as a temg. Accept responsibilityh. Know yourself i. Delegate effectively    FCS  – M1  – LO2  – 13 MORALE  9. Morale is one of the most important things involved in the job-worker-managementrelationship. If there is good morale, but equipment is poor, productivity may be high. On theother 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 andorganization. Therefore, in order to improve morale there must be work satisfaction. Some of the important factors which help to create satisfaction area. Favorable physical working conditions.b. Efficient office/plant operation (equipment).c. Treatment as human being.d. Efficient supervisor (The supervisor is the key to morale).e. Effective communication.11. Poor morale will result in drop of efficiency and work performance. Outlined below aresome of the indicators of poor morale.a. Negative behavior of employee - aggressive, non-cooperative disobey rulesand regulations, etc.b. Absenteeismc. High employee turn-over d. Group conflicts and blame-throwing.e. Petty grievances - anger and grievances against trivial matters.f. Adoption of undesirable outside and inside influence.g. Low productivity. HUMAN RELATION AND INTERPERSONAL SKILLS  12. The Supervisors main concern should be to motivate the fire fighters under hiscommand toward a high standard of professionalism in the fire service. This can be done onlyif 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 relationshipsare one of the most important parts of his job. The fire fighter will be a muchbetter employee if his officer will:(1) Let each man know how he is getting along.(a) Make known what is expected of him.(b) Point out ways to improve.    FCS  – M1  – LO2  – 14(2) Give fire fighters credit when due:(a) Be quick to perceive extraordinary or unusual performance.(b) Tel him while “it’s hot”.  (3) Tell the men is advance about changes that will affect them:(a) Tell them why, if possible.(b) Persuade them to accept the changes.(4) Make t he best use of each person’s ability:  (a) Look for ability not being used.(b) Never stand in a man’s way.  b. Skill Fire Fighting Tactics  This area deals in utilizing apparatus, tools, equipment and manpower moreeffectively 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 tothe 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 fighter’s instructor while he is a member of the fire team. A supervisor will be moreeffective 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 anddemocratically conducted conferences. It is essential that the concept of totalgroup involvement be understood and practiced. The areas of barnstormingand involved discussion techniques need to be develop. The ability to leadconference effectively provides the supervisor with an efficient and easilyworkable 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 toprovide a concise understanding through verbal, written and schematicexpression. He should be a ble 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 commissionrequire the supervisor to discipline the fire fighter. Should such a situation arise, the firefighter should expect his superior to:a. Get the facts   (1) Review the record.(2) Find what rules, regulations and departmental procedures apply.(3) Talk with individual concerned.
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