IN THE FIRE SERVICE

F/SUPT HERBERT B CEZAR, Ed. D.

How far you go in life depends on your being

tender with the young, compassionate with
the aged, sympathetic with the striving,
and tolerant of the weak and the strong.
Because someday in life you will have
been all of these.
George Carver

SCIENTIFIC MANAGEMENT
Scientific
Management
based on the breaking
down of work task into
constituent elements; the
turning of each element
Based on repeated stop
watch
studies;
the
standardization
of
work
task on detailed instruction
card; the fixing of piece
rate compensation based
on those studies; and
generally, the systematic
consolidation of the shop

Planning Departments Work

optimizing the
ways the task were
performed
job simplification
time and motion
studies

4 Principles of Scientific
Management
Replace rule of thumb work
methods with method based
on scientific study of the
task

Scientifically select ,train, and develop each

worker, rather than to train themselves

Cooperate with the workers to ensure that the

scientifically develop methods are being
followed
Divide
works
nearly
equally
between
managers and workers so that the
managers apply scientific management
principles to planning the work and the
workers actually perform the task (Division
of works-Managers think-Workers work)

HUMANISTIC
MANAGEMENT
Humanistic approach management
shifted the focus to pay more attention
to the workers and to the working
condition that would make them more
productive (Hawthorne experiments by
George Elton Mayo, Douglas
McGregor, and Abraham Maslow).

Human side of Enterprise by

(McGregors 1960) theory X
theory Y he concluded that work
motivation is directly related to
autonomy and responsibilityworker with greater autonomy are
more likely to be motivated in their
jobs, he also felt that modern
employment often shifted human
creativity and impaired motivation.

Theory X believe that people do not

like to work, so they need to be
watched and controlled thats why
they had to be coerced and
threatened.

Theory Y believes that people do like

to work and they need to be
encouraged not controlled.

the Fire Service requires a strong

personal commitment, beginning
with the initial investment in
physical/ technical training due to
work task are difficult, physically
demanding and unpleasant

Scientific situation wherein

Fire Officer must behave temporarily
as theory X manager

When operating in the fire or other

high risk activity

Controlling workplace conflict and

issue scientific direction to defuse
tensions

When a personnel is incorrigible and

the need for disciplinary measure is
required

MASLOW-HIERARCHY OF NEED
(Abraham Maslow)
Self Actualization
Esteem, status
Social, affection
Safety, security, order
Safety, security, order

Level One-Physiological
Needs( water, food, shelter)

Level Two- safety, security, and

order- of FF fuels that their officer is
leading them to unsafe manner or a
particular policy as practice in the
station/ in the field is exposing them
to an avoidable risk, safety is likely
to become a very significant issue

Security
is
closely
associated with maintaining
employment status within
the organization, person
/individual
who
feel
threatened may do what is
necessary to SURVIVE but
will not be motivated to
help attain the goal /
objective
of
the
organization (Ex. Removal
of
FF
without
College
Diploma) insecurities will
surface of job stability or
training is hampered.

o Security and order is a factor when

undergoing organizational change,
anticipated change due to budget
can impede Firefighter creativity and
motivation.

3. Level Three- Social and affection

(Psychological and social Needs)
strong belief of group acceptance and
belongingness are strong motivators
(Esprit
Corps)
D
Sense
of

belongingness
Sense of
ownership
Sense of
acceptance

4. Level Four- Esteem

and Status.
Promotions, badges,
special awards,
membership in an
elite group in the
FD symbolize
special qualification
as achievements.

5. Level Five- Self

Actualization. Peak
experience are profound
moments of love,
understanding, happiness,
when people feels more
whole alive, self-sufficient,
more aware of truth,
justice, harmony and
goodness.

TIPS
Building trust in the new Fire Officer- It is vital
for new officer to work to build trust with the
workers/personnel. The failure to establish
trust from the beginning of the relationship
can quickly undermine officers career.
Firefighters make or break a new officer and
they will make every effort to protect
themselves from an officer who appears to be
unsafe, unstable, and unprepared.

Five Suggestions to Build

Trust
1.

2.

3.

Know the fire officer job, both

administrative and tactical
Be consistent, strive to provide a
measured
response
to
any
problem, emergency or challenge.
Walk your talk. Actions speak
much louder than words

4.

5.

Support your firefighters. Make sure

that you help meet their physiological,
safety, security, and order needs.
Make firefighters feel strong. Help
them to become competent and
confident on their emergency service
skills. Show how they can control their
destiny.

BLAKE AND MOUTONS

MANAGERIAL GRID

The Grid theory assumes that every

decision made and every action
taken in the workplace is driven by
peoples values, attitudes and beliefs

Each dimension ranges 1 ( low) to 9 so that an 81 square grid is produced.

The extremes are found in each corner. i.e.
1.
Lowest for task highest concern for people
=1.9
2.
Lowest concern for people and task
=1.1
3.
Highest concern for task lowest for people
=9.1
4.
Highest concern for people and task
=9.9

At the individual level, these values are

based on two (2) fundamental concerns that
influence behavior:
1.
2.

Concern for people, and ;

Concern for results

5 BEHAVIORAL MODELS

1.Indifferent- Evade and

Elude

The indifferent style represents the

lowest level of concern for both results
and people. The key word for this style is
NEUTRAL. This is the least visible person
in a team; he is a follower who maintains
distance
from
active
involvement
whenever possible. An indifferent person
carefully goes through the motions of
work, doing enough to get by, but rarely
making a deliberate effort to do more

The stereotypical image of this

personality is the Bureaucratic
government agency where everyone
is treated like a member. This sort of
workplace allows the person to
blend in without attracting attention.

He/she often seek work that can be

done in isolation to carry on without
being destructed or noticed

The indifferent manager relies heavily

on instruction and process, depending
on others to outline what needs to be
done. Reliance on instruction avoids
the
need
to
take
personal
responsibility for result. If problems
arise, the indifferent person is often
content to ignore or overlook them,
unless the instruction specifies how to
react to that particular problem.

The indifferent person management

brought the problem to someone
else, but would be unlikely to offer
solution.
With no instruction, he/she simply
carries on with the attitude that
THIS IS NOT MY PROBLEM

2. Controlling Direct and

Dominate

The controlling person demonstrates a

high concern for results, along with a low
concern for others. The high concerns for
results bring determination, focus, and
drive for success.

This person is highly trained, organized,

experienced and qualified to lead a team
to success

The low concern for others prevents the

controlling person from being aware of
others unvalued in an activity, beyond
what is expected of them in relation to
results.

The controlling person expect everyone

else to keep-up with his or her efforts,
and so moves ahead , intensively focus
on results, often leaving others lost in
the wake of his or her forceful initiative.

3. Accommodating- Yield and

Comply

The
accommodating
person
demonstrate a low concern for results
with a high concern for other people.
These
individual
maintains
a
heightened awareness of the personal
feelings, goals and ambitions for
others, and always consider how
profuse actions will affect them.

He or she is approachable, fun,

friendly and always ready to listen
with sympathy and encouragement.
Some cornerstone phrases of the
accommodating attitude are: lets
talk about it, what can I do to help,
and let me know what you think.

The main weakness in this behavior lies

in the focus of the discussion. Discussion
with an accommodating person tends to
include an overwhelming emphasis on
personal feelings and preference, while
avoiding concrete issues. The discussion
itself becomes the goal, so conversations
can meander in any direction instead of
concentrating on solving the problem.

The controlling and accommodating

styles are diametrically opposed in
their perspective. Each of these
orientation leads in a narrow and
singularly
focused
manner
by
ignoring the other primary concern in
the workplace

4.Status Quo- Balance and

Compromise
The Status Quo person believes there
is an inherent contradiction between
two concerns, but does not value one
concern over the other. Instead, the
status quo person sees a high level
of concern for both people as results
or results as to extreme and tries to
moderate both in the workplace.

The objective of the status quo

person is to play it safe and works
towards acceptable solutions that
follow proven methods. This is a
politically motivated approach that
seeks to avoid risk by maintaining
the tried and true course, following
popular opinion and norms without
pushing too hard in any direction.

 Smooth

key aspect of status quo

approach is to maintain popular
status within the team
organization. He or she must be
intelligent and informed enough
to persuade people and
companies to settle for
compromise-often less than they
want and less than they could
achieve.

This

requires being like, keeping

well informed and effectively
convincing
people
that
the
consequences are not worth the
risk on the surface, this might
make the status quo approach
appear unbiased and impartial,
but more accurately, the approach
represent a narrow view that
underestimate people, result and
the power of change.

5.Sound- Contribute and Commit

The sound person sees no contradiction in

demonstrating a high concern for both people and
results at the same time. He or she feels no need
to restrain, control, and diminish the concern for
both people and results in a relationship.
The consequence is a freedom to test the limit of
success with enthusiasm and confidence. The
sound attitude leads to more effective work
relationship based on whats right rather whos
right.

Exercise: Management Skills

Examine the Management skills in Table 1

and classify them in Table 2
Table 1

Management of time

Written communication

Stress management

Interpretation

Motivation

Confidence building

Interpersonal

Evaluation

Team building

Forecasting

Dispute settlement

Leading

Meeting/ discussion

Negotiation

Coaching

Conceptual

Analyzing

Technical

Counseling

Delegation

Oral communication

Training

Table 2

Planner

Organizin
g

Leading

Controllin
g

Management style
Autocratic

Democratic

Collegial

Laisses-faire

Most relevant
Management Theory

Behavior /
characteristics

The sound behavioral model is

preferred for a candidate to become
a successful fire officer. The full
integration of concerns for both
people and results is in contrast with
the other behavioral styles.

The controlling person feels that a high concern

for results is more important than high concern for
people.
The accommodating person feels the reverse that
a high concern for people is more important than
results.
The status quo feels that a high concern for either
people as results is too risky, and prefers to
maintain the status quo, holding the safe middle
ground.
The indifferent sees any major concern for people
as results as unrealistic and too demanding.

PRINCIPLE 1: PHILOSOPHY OF
LEADERSHIP
Exemplary leaders recognize that
service to others, the profession
and organizations were we
belong are the preeminent
reasons for involvement in
leadership position.

PRINCIPLE 1
PRACTICE
Leaders recognize that service to others is a
hallmark for effective leadership that requires the
following:
Careful consideration of the attitude of their
commitment prior to accepting a nomination for a
leadership role.
Acceptance of leadership position primarily for the
purpose of service rather than personal reward.
Willingness to seek counsel prior to decisionmaking that affect others.

PRINCIPLE 2: COMMITMENT TO MISSION

Exemplary leaders show evidence of a
continuing awareness and commitment
to furthering the mission of the
organization.
PRACTICE
Leaders
maintain
a
continuing
awareness and dedication to enhancing
the mission, strategic plan, laws and
policies of the organization throughout
the leadership functions.

PRINCIPLE 3: PRESERVATION OF HISTORY

Exemplary leaders respect and build
upon the history of the organization.
PRACTICE
Leaders study the history of their
organization through review of archival
documents and other resources and
discussion with current and former
leaders and they act to build upon that
history through informed decisionmaking.

PRINCIPLE 4: VISION OF THE FUTURE

Exemplary leaders use their knowledge
of the organization history, mission and
commitment to excellence to service
quality and encourage to create change
appropriate to meeting future needs.
PRACTICE
Leaders draw upon the wisdom of the
past and challenges of the future to
articulate a vision of what can be
accomplished
through
imagination,
collaboration, cooperation and creative
use of resources.

PRINCIPLE 5: LONG RANGE PERSPECTIVE

Exemplary leaders recognize that
service includes both short and long
range perspective.
PRACTICE
Leaders act to impact the organization
before the year of their primary office
during the year of their primary office
and beyond that year, as appropriate,
to assure the ongoing success of the
organization.

PRINCIPLE
6:
PRESERVATION
OF
RESOURCES
Exemplary leaders act to preserve the
human and natural material resources
of the organization.
PRACTICE
Leaders assure that policies and
practices are in effect to assure
financial responsibility and continuing
respectful treatment of human and
other material resources of the
organization.

PRINCIPLE 7: RESPECT FOR MEMBERSHIP

Exemplary leaders respect the need for
resources
and
goals
of
their
constituents in all leadership decisions.
PRACTICE
Leaders are deliberate in making
decisions that are respectful of the
memberships interest and enhance the
benefits to them as active members of
the organization.

PRINCIPLE
8:
MENTORING,
ENCOURAGEMENT AND EMPOWERMENT
Exemplary leaders place a priority on
mentoring,
encouraging
and
empowering others.
PRACTICE
Leaders assure that members are
provided with opportunities to develop
and apply their unique talents in
service to others, the profession and
the organization.

PRINCIPLE 9: RECOGNITION OF OTHERS

Exemplary leaders assure that all who
devote their time and talent in service
to the mission and objectives of the
organization
receive
appropriate
recognition for their contributions.
PRACTICE
Leaders maintain records of service to
the organization and provide for public
recognition of service on an annual
basis.

PRINCIPLE 10: FEEDBACK AND SELF-REFLECTION

Exemplary leaders engage in self-reflection, obtain
feedback on their performance in leadership roles
from multiple sources and take appropriate action
to better serve the organization.
PRACTICE
Leaders seek feedback, for example, from
members of their leadership teams, personal and
leadership mentors and past leaders of their
organization. Exemplary leaders experiencing
significant life transitions or crisis actively and
regularly seeking consultations from such mentors
regarding their capacity during such duress.
Leaders take action congruent with that feedback,
which reflect their commitments to their principles
and practices of leadership excellence.

One of the most exciting things about

working with people is seeing that
FIRE KINDLES FIRE
When I am excited about something,
others get excited. When I am in
contact with someone who is
enthusiastic about sports, it is easy
for me to want to try itcertainly, at
least when I am with them!

TEN QUALITES OF A WORLD CLASS LEADER

Those who would strive to be exceptional
leaders must also strive to acquire the
following ten (10) qualities. The important
objective is the acquisition of all the
qualities in comparable measures.
Having one to the Exclusion of the others
can be far less beneficial than having all to
comparable but lesser degree. The
integration of these qualities, the having
them in balance, allows you as a leader
to draw each one as required.

TEN QUALITIES OF A WORLD CLASS LEADER

1.
Charisma
- likable
2.
Charity - able to communicate simply, clearly and
memorably
3.
Direction
- has and expresses clear goals and
vision
4.
Knowledge - effectively uses the power that
comes from understanding
5.
Decisiveness - takes responsibility for actions and
decisions required
6.
Conviction
demonstrates
perseverance,
displaying confidence
7.
Discipline
- consistently executes as promised
8.
Approachability
- has integrity and easily
adapts to the styles of others
9.
Competence -demonstrates skill
10.
Humility
- the ego is under control

MANAGEMENT AND
LEADERSHIP
Leadership is an important part of management, but is not
the whole story. Managers plan activities, organize
appropriate structures and control resources, but the
primary role of a leader is to influence others voluntarily
to seek defined objectives. Managers hold formal
position whereas acting as a leader. Managers achieve
result by directing the activities of others, whereas
leaders create a vision and inspire others to achieve this
vision and to stretch themselves beyond their normal
capabilities because there is a difference between
Management and Leadership. Strong leaders may be
weak managers if poor planning causes their group to
move in the wrong directions. Though they can get their
group going they just cannot got it in directions that best
sense organizational objectives.

LEADERSHIP VS
MANAGEMENT
Distinction between leadership and
management is very simple:
Key function of a leader is to establish the
basic vision (purpose, mission, overarching
goal or agenda) of the organization. The
leader specifies the end as well as the
overarching strategy for reaching it.
The key function of a manager is to
implement the vision. The manager and
subordinates act in ways that constitute
the means to achieving the stated end.

LEADERSHIP

Is defined as the process of inducing

others to take actions towards a
common goal
Is the set of qualities that causes
people to follow
Is an art of influencing and directing
people to accomplish a mission

Leaders are perceived to have the ability

to inspire people to go beyond what
they think they are capable of doing,
making it possible for a group to attain
a goal that was previously thought
unattainable. Leaders carry their
followers along by:

Inspiring their trust

Acting consistently, and
Motivating them by words and deeds

A person can be weak leader and

still be an effective manager especially
if one happens to be managing people
who have a clear understanding of
their jobs and a strong drive to work.
Excellent managers have
reasonably high leadership ability
among their other skills; fortunately
leadership ability can be acquired
through observation of role models,
management training and work
experience.

The dream begins with a teacher who

believes in you, who tugs and pushes
and leads you to the next plateau,
sometimes poking you with a stick
called Truth
F/SUPT HERBERT B CEZAR, Ed. D.