U.S. Fire Administration Library Citation(s)

 

The American fire service leadership pandemic [in "FIRE ENGINEERING"]

Author(s):Kastros, Anthony.
Description: In "FIRE ENGINEERING". v. 167 (4) p. 129-130+
Publication Data: April 2014
Identifier/s:OCLC Record No.: 879405960
Type of Item: (JOURNAL) JOURNAL
Subjects:1. COMPANY OFFICERS 2. OFFICER DEVELOPMENT 3. TRAINING PROGRAMS 4. LEADERSHIP 5. SUCCESSION PLANNING 6. ERRORS 7. CLOSE CALLS 8. SKILLS 9. PSYCHOLOGY 10. ROLES 11. ORGANIZATIONAL CULTURE 12. STRATEGIC PLANNING 13. TRAINING 14. FIRE CHIEFS 15. INTERPERSONAL COMMUNICATION 16. POWER 17. DELEGATION 18. PROMOTIONS 19. MENTORING 20. TRAINING SIMULATION
Availability:Available on Interlibrary Loan
Copies:
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A structured and systematic "four-box" process: establish the command post and anchor yourself there [in "FIREHOUSE"]

Author(s):Emery, Mark and Rose, Stewart E.
Description: In "FIREHOUSE". v. 39 (4) p. 58-62
Publication Data: April 2014
Identifier/s:OCLC Record No.: 878114866
Type of Item: (JOURNAL) JOURNAL
Subjects:1. COMMAND POSTS 2. FIRE OFFICERS 3. FIRE CHIEFS 4. ROLES 5. SIZE UP 6. INCIDENT COMMAND SYSTEM 7. NFPA 1021 8. STANDARDS 9. NFPA 1561 10. NATIONAL INCIDENT MANAGEMENT SYSTEM 11. SCENE SAFETY 12. HAZARDS
Series Data:How to nail your first-due responsibility. Part 6; Fireground operations
Notes:Sidebars: "NFPA 1021, fire officer 1" and "NFPA 1561,8.1.8", p. 60; "NIMS 100, unit 4", p. 61; Action plan
Availability:Available on Interlibrary Loan
Copies:
  • : DESK REFERENCE-ASK AT CIRCULATION DESK [Status: IN]
 
 

New year, new chief: what the new fire chief ought to know [in "SIZE UP"]

Author(s):LaBelle, Thomas L.
Description: In "SIZE UP". v. -- (4) p. 25-26
Publication Data: 2013
Identifier/s:OCLC Record No.: 865583037
Type of Item: (JOURNAL) JOURNAL
Subjects:1. FIRE CHIEFS 2. JOB DESCRIPTIONS 3. ORGANIZATIONS 4. POLITICS 5. BUSINESS 6. INTERAGENCY COOPERATION 7. COMMUNITY RELATIONS 8. LEGISLATION
Availability:Available on Interlibrary Loan
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The Courage to Be Safe® - the chief [in "SIZE UP"]

Author(s):Melfi, Paul C.
Description: In "SIZE UP". v. -- (1) p. 26-28
Publication Data: 2013
Identifier/s:OCLC Record No.: 840847878
Type of Item: (JOURNAL) JOURNAL
Subjects:1. FIRE CHIEFS 2. FIREFIGHTER SAFETY 3. LEADERSHIP 4. JOB DESCRIPTIONS 5. POLITICS 6. DISCIPLINE 7. ATTITUDES 8. HUMOR
Notes:Sidebar: "7 leadership qualities", p. 27
Availability:Available on Interlibrary Loan
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Leadership for fire officers. Disc 3 [in "WORKING FIRE"]

Description: In "WORKING FIRE". v. 10 (2) 1 digital video disk, 1:09:37 minutes
Publication Data: 2010
Identifier/s:OCLC Record No.: 779603118
Type of Item: (VIDEO JOURNAL)
Subjects:1. FIRE CHIEFS 2. FIRE OFFICERS 3. JOB DESCRIPTIONS 4. DISMISSAL 5. AUTHORITIES HAVING JURISDICTION 6. POWER 7. PUBLIC RELATIONS 8. INSURANCE 9. ENFORCEMENT 10. PROBLEM SOLVING 11. ORGANIZATIONAL CULTURE 12. PROFESSIONALISM 13. HUMAN BEHAVIOR 14. CHANGE
Series Data:Hands-on
Notes:Presenter/Instructor Chief Jeff Johnson (Retired), Tualatin Valley Fire & Rescue, Tigard, OR
Table of Contents :Lesson 10 (Power): Approx. length 13:40 minutes Lesson 11 (Bugle rules - responsibilities): Approx. length 22:01 minutes Lesson 12 (Intentional culture/chief's bullseye): Approx. length 9:39 minutes Lesson 13 (Culture: believing, belonging and behaving; stupid): Approx. length 18:24 minutes Lesson 14 (What we do matters/Mt. Hood): Approx. length 5:53 minutes
Availability:Available on Interlibrary Loan
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Transitioning to a paid chief [in "FIRE ENGINEERING"]

Author(s):Pidcock, Jim.
Description: In "FIRE ENGINEERING". v. 164 (3) p. 12+
Publication Data: March 2011
Identifier/s:OCLC Record No.: 710811986
Type of Item: (JOURNAL) JOURNAL

PDF

URLs are tested and verified at time of data entry.
www.fireengineering.com/index/articles/display/4457374623/articles/fire-engineering/volume-164/Issue-3/departments/volunteers-corner/transitioning-to-a-paid-chief.html
Subjects:1. VOLUNTEER FIRE DEPARTMENTS 2. SALARIES 3. FIRE CHIEFS 4. JOB DESCRIPTIONS 5. ORGANIZATIONAL CULTURE 6. RECRUITMENT
Series Data:Volunteers corner
Availability:Available on Interlibrary Loan
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Call Number:

44819

What leadership roles are required for today's fire chief?

Author(s):Mershon, James H. ; Irving. Fire Department.
Description: 39 p.
Publication Data:Emmitsburg, MD : National Fire Academy. June 2010
Identifier/s:Accession No.: 135887/ OCLC Record No.: 720918207
Type of Item: (EFO PAPER) EFO PAPER

PDF

URLs are tested and verified at time of data entry.
www.usfa.dhs.gov/pdf/efop/efo44819.pdf (125.3 kb)
Subjects:1. LEADERSHIP 2. FIRE CHIEFS 3. JOB DESCRIPTIONS 4. ROLES
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The Irving Fire Department has undergone five changes in executive leadership in less than two decades, resulting in misunderstanding of leadership roles, expectations and responsibilities among department members. The purpose of this research is to examine a Fire Chief's leadership roles, responsibilities and expectations for unifying the department to better serve the community. The descriptive research methodology was utilized to collect relevant information related to the recognition, organization and development of leadership roles and to analyze that information in the context of this research's purpose and following research questions: (a) What are the expectations on the Fire Chief from the community and the department; (b) What are the Fire Chief's responsibilities to the community and the department; and (c) What are the Fire Chief's roles required to unify the department? A Fire Service Leadership Survey and personal interviews were conducted and then utilized to evaluate department personnel's expectations on the attributes, traits, skills and leadership roles required of a Fire Chief. It was determined that the Fire Chief must formulate operational objectives into a decided advantage for the department and that leading the department through the decision making process requires dedication, concentration, knowledge and skill. It was recommended that the Fire Chief demonstrate the personal attributes of vision, foresight, inspiration and the setting of standards that will unify the organization and that a Fire Chief's job description should include an evaluation of those leadership skills needed to serve the department and community. The integration of the Fire Chief's leadership roles directed towards unifying the department in obtaining the vision and mission objectives must be well documented and thoroughly understood.
Notes:Irving, TX; Executive Leadership; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
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Call Number:

43225

An analysis of the fire chief's position in the urban environment

Author(s):Griffith, Thomas D. ; Pantego. Fire Department.
Description: 100 p.
Publication Data:Emmitsburg, MD : National Fire Academy. February 2009
Identifier/s:Accession No.: 132042/ OCLC Record No.: 667159804
Type of Item: (EFO PAPER) EFO PAPER

PDF

URLs are tested and verified at time of data entry.
www.usfa.dhs.gov/pdf/efop/efo43225.pdf (395.8 kb)
Subjects:1. FIRE CHIEFS 2. JOB DESCRIPTIONS 3. SUCCESSION PLANNING 4. EDUCATION
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The problem was that the Pantego Fire Department (PFD) wanted to develop a succession plan for the Fire Chief's position, but a comprehensive job description had not been developed. This research was conducted as a job analysis of the functions, tasks and education requirements for the fire chief's position for the small urban community of Pantego, Texas. A comparison was then made with other urban fire chief's positions in the State of Texas. The goal of this research was to create a job description, using the data collected, for the fire chief's position for the Pantego Fire Department. The evaluative research method was used to discover functions, tasks and education requirements of the fire chief's position for urban fire departments within the State of Texas. The results revealed that the functions, tasks and education requirements of other urban fire departments were similar to the functions, tasks and education needs of the Pantego Fire Department.
Notes:Pantego, TX; Executive Leadership; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
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Call Number:

43226

Roles & responsibilities, leadership traits & skills, and performance assessment of fire chiefs

Author(s):Poszywak, Ted M. ; Frederick-Firestone. Fire Protection District.
Description: 46 p.
Publication Data:Emmitsburg, MD : National Fire Academy. March 2009
Identifier/s:Accession No.: 132045/ OCLC Record No.: 667158843
Type of Item: (EFO PAPER) EFO PAPER

PDF

URLs are tested and verified at time of data entry.
www.usfa.dhs.gov/pdf/efop/efo43226.pdf (130 kb)
Subjects:1. FIRE CHIEFS 2. JOB DESCRIPTIONS 3. PERFORMANCE EVALUATION 4. SKILLS 5. COMMUNICATION 6. DECISION MAKING 7. PROBLEM SOLVING 8. MANAGEMENT
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The problem was the Frederick-Firestone Fire Protection District (FFFPD) had not identified the components of an appraisal system for the position of Fire Chief. The purpose of this research was to identify the components of an executive performance appraisal instrument integrating roles and responsibilities, leadership traits and skills, and performance measures for the position of Fire Chief with the FFFPD. This was a descriptive research project utilizing three research questions: (a) What are the roles and responsibilities of a Fire Chief as defined by superiors, subordinates and peers? (b) What are important leadership traits and skills for the position of Fire Chief as defined by superiors, subordinates and peers, and (c) How is the performance of a fire chief assessed as defined by superiors, subordinates and peers? A feedback form (Appendix) was developed to gather data and to provide information to answer the research questions. A convenience sample of 105 participants was used and descriptive statistics were utilized to calculate and interpret the data generated. The results identified management of finance, operations, policy, public relations and administration as the primary responsibilities of fire chiefs. Desired skills included: communication, decision-making, interpersonal and problem solving. Desired traits included; integrity, honesty, approachability, dependability, decisiveness and confidence. The components of an executive performance appraisal were defined as; goal development, measurement of role fulfillment, assessment of leadership skills and traits, and an improvement action plan. Recommendations included development of an executive performance appraisal incorporating assessment of the aforementioned roles and responsibilities, leadership traits and skills, goal development and an improvement plan. Future research recommendations included: (a) a more detailed analysis of the differences between perceptions of subordinates, peers and superiors, (b) a more thorough comparison between successful corporations and the fire service, and (c) an analysis of the positive effects of actual executive performance appraisals.
Notes:Frederick, CO; Executive Leadership; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
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Molecular vibrations of the new fire chief [in "FIRE CHIEF"]

Author(s):Coleman, Ronny J.
Description: In "FIRE CHIEF". v. 52 (11) p. 30+
Publication Data: November 2008
Identifier/s:OCLC Record No.: 550032699
Type of Item: (JOURNAL) JOURNAL
Subjects:1. FIRE CHIEFS 2. JOB DESCRIPTIONS 3. CITY MANAGERS 4. FINANCIAL MANAGEMENT
Series Data:Chief's clipboard
Availability:Available on Interlibrary Loan
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Call Number:

41793

The roles and responsibilities of the chief, municipal officials, and citizens in today's protection environment

Author(s):Foley, Stephen N.
Description: 5 p.
Publication Data:Fairfax, VA : Public Entity Risk Institute. n.d.
Identifier/s:OCLC Record No.: 230823629/ Accession No.: 128735
Type of Item: (PROCEEDING) PROCEEDING

PDF

URLs are tested and verified at time of data entry.
www.riskinstitute.org/peri/images/file/RolesandResponsibilitiesPERISymposiumPaper.pdf (146.5kb)
Subjects:1. FIRE CHIEFS 2. JOB DESCRIPTIONS 3. RISK EVALUATION 4. FIRE PROTECTION 5. STANDARDS 6. NATIONAL FIRE PROTECTION ASSOCIATION 7. FIREFIGHTER SAFETY
Availability:Available on Interlibrary Loan
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Know your role: your role in emergency incident command determines your team's success [in "FIRE-RESCUE MAGAZINE"]

Author(s):Broman, James M.
Description: In "FIRE-RESCUE MAGAZINE". v. 26 (4 (Leader's edge)) p. 118+
Publication Data: April 2008
Identifier/s:OCLC Record No.: 550020767
Type of Item: (JOURNAL) JOURNAL
Subjects:1. INCIDENT COMMANDERS 2. NATIONAL INCIDENT MANAGEMENT SYSTEM 3. FIRE CHIEFS 4. JOB DESCRIPTIONS
Series Data:Leadership skills
Availability:Available on Interlibrary Loan
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A new breed [in "FIRE CHIEF"]

Author(s):Wilmoth, Janet.
Description: In "FIRE CHIEF". v. 51 (5) p. 6
Publication Data: May 2007
Identifier/s:OCLC Record No.: 549983936
Type of Item: (JOURNAL) JOURNAL
Subjects:1. FIRE CHIEFS 2. TRENDS 3. EDUCATION 4. JOB DESCRIPTIONS 5. TECHNOLOGY
Series Data:Editorial
Availability:Available on Interlibrary Loan
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Call Number:

39725

Planning to become Fire Chief of the Des Moines Fire Department

Author(s):TeKippe, John F. ; Des Moines. Fire Department.
Description: 53 p.
Publication Data:Emmitsburg, MD : National Fire Academy. June 2006
Identifier/s:Accession No.: 123293/ OCLC Record No.: 475895553
Type of Item: (EFO PAPER) EFO PAPER

PDF

URLs are tested and verified at time of data entry.
www.usfa.dhs.gov/pdf/efop/efo39725.pdf (489.2 kb)
Subjects:1. FIRE CHIEFS 2. CAREER PLANNING 3. JOB DESCRIPTIONS
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • No internal candidates have been appointed DMFD Fire Chief during the last three recruitments. The problem was that the DMFD does not have a development plan to prepare incumbent members to become Fire Chief. The purpose of this research was to identify the elements of a development plan to prepare incumbent members to become Fire Chief. Research questions asked were: 1. What, if any, are the nationally recommended knowledge, skills, and abilities for the position of Fire Chief? 2. What, if any, are the elements of chief officer development plans used by other fire departments in the State of Iowa? 3. What, if any, are the elements of a development plan to become Fire Chief of the DMFD? Descriptive and action research was conducted. A review of the literature and administration of a questionnaire was conducted to identify the elements of a development plan to prepare incumbent members to become Fire Chief. Results of the literature review identified nationally recommended knowledge, skills and abilities for Fire Chiefs and elements, and applications, of chief officer development plans. The questionnaire identified application of recommended chief officer criteria and development plan elements used in Iowa. Recommendations included (a) creation of an officer development plan, (b) a review of DMFD Fire Chief requirements, (c) liaison with departments utilizing development plans, and (d) creation of a collection point for development plans.
Notes:Des Moines, IA; Executive Leadership; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
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Team player [in "FIRE CHIEF"]

Author(s):DiPoli, Bob.
Description: In "FIRE CHIEF". v. 48 (7) p. 34-35
Publication Data: July 2004
Identifier/s:OCLC Record No.: 549889609
Type of Item: (JOURNAL) JOURNAL
Subjects:1. FIRE CHIEFS 2. JOB DESCRIPTIONS 3. LOBBYING 4. NETWORKING 5. MENTORS 6. POLITICS
Series Data:Sound off
Availability:Available on Interlibrary Loan
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Call Number:

TH 9124 .I61 B879

Roles, responsibilities, and competencies of today's fire chief

Author(s):Brown, Michael and Hawkins, Thomas.
Description: 1 audio compact disk, 75 min.
Publication Data:Washington, DC : International City/County Management Association. 2003
Identifier/s:OCLC Record No.: 55064190/ Misc. No.: ICMA-03-150/ Accession No.: 114173
Type of Item: (PROCEEDING; CDROM) PROCEEDING
Subjects:1. CONFERENCES 2. FIRE CHIEFS 3. JOB DESCRIPTIONS
Series Data:ICMA annual conference. 89th
Notes:"Roles, responsibles, and competencies of today's fire chief" - cd label.
Availability:Not available on Interlibrary Loan
Copies:
  • c.1: MEDIA HALL - ROOM 216 [Status: IN]
 
 

Today's fire chiefs must put in more than time [in "FIRE CHIEF"]

Author(s):Chiaramonte, Michael D.
Description: In "FIRE CHIEF". v. 47 (1) p. 38-39
Publication Data: January 2003
Identifier/s:OCLC Record No.: 549697557
Type of Item: (JOURNAL) JOURNAL
Subjects:1. FIRE CHIEFS 2. JOB DESCRIPTIONS 3. QUALIFICATIONS
Series Data:Volunteer voice
Availability:Available on Interlibrary Loan
Copies:
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Call Number:

12204

Recommendations for the preparation of substitute assistant chiefs

Author(s):Bushey, Bryan ; Duluth. Fire Department.
Description: 49 p.
Publication Data:Emmitsburg, MD : National Fire Academy. November 2002
Identifier/s:Accession No.: 109313/ OCLC Record No.: 477235881
Type of Item: (EFO PAPER) EFO PAPER

PDF

URLs are tested and verified at time of data entry.
www.usfa.dhs.gov/pdf/efop/efo12204.pdf (173.3kb)
Subjects:1. DULUTH, MN 2. FIRE CHIEFS 3. INCIDENT COMMAND SYSTEM 4. JOB DESCRIPTIONS
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The problem addressed by this project was the lack of training and a training program for the substitute or "fill-in" assistant chief. This is the highest-ranking officer working a 24-hour shift in the fire operations division. All 3 of the shifts have recently or will soon see a change in the primary substitute for the assistant chief. The purpose of this research was to define the key performance requirements for the position of substitute Duluth Fire assistant chief. Once those requirements were defined, an assessment of substitute preparation was completed. Descriptive research was used to answer the following questions: 1. What are the critical tasks performed by a Duluth Fire Department assistant chief? 2. What deficiencies exist in the training/preparation for substitute assistant chiefs? 3. Specifically, what should be the focus of improving the status quo? 4. What role do the assistant chiefs, training officer, and fire administration have in improvement efforts? Procedures followed during the course of this project included data collection regarding the history and role of the assistant chief/substitute assistant chief position. Comprehensive personal interviews with assistant chiefs, substitutes, fire chief, deputy fire chief, lead fire investigator, and select company officers provided the majority of study data. The results of this research all pointed toward the importance of a comprehensive incident command/incident management-training program for the substitute assistant chiefs. Recommendations focused on a department-wide commitment toward incident management education and practice.
Notes:Duluth, MN; Executive Leadership; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
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Blinded by the gold's glare: the realtiy of being chief [in "FIRE CHIEF"]

Author(s):Coleman, Ronny J.
Description: In "FIRE CHIEF". v. 43 (8) p. 40+
Publication Data: August 1999
Identifier/s:OCLC Record No.: 549642267
Type of Item: (JOURNAL) JOURNAL
Subjects:1. FIRE CHIEFS 2. INTERVIEWING 3. JOB DESCRIPTIONS
Series Data:Chief's clipboard
Availability:Available on Interlibrary Loan
Copies:
  • c.1: JOURNAL ROOM - ROOM 201 [Status: IN]
 
 

A seal of approval [in "FIRE CHIEF"]

Author(s):Sherburne, Frank.
Description: In "FIRE CHIEF". v. 42 (8) p. 80+
Publication Data: August 1998
Identifier/s:OCLC Record No.: 549883945
Type of Item: (JOURNAL) JOURNAL
Subjects:1. CANADA 2. CERTIFICATION 3. FIRE CHIEFS 4. JOB DESCRIPTIONS 5. QUALIFICATIONS
Series Data:Fire chief certification
Notes:Canadian Chief Fire Officer Designation
Availability:Available on Interlibrary Loan
Copies:
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Putting in the keystone [in "FIRE CHIEF"]

Author(s):Coleman, Ronny J.
Description: In "FIRE CHIEF". v. 42 (8) p. 74+
Publication Data: August 1998
Identifier/s:OCLC Record No.: 549883944
Type of Item: (JOURNAL) JOURNAL
Subjects:1. CALIFORNIA 2. CERTIFICATION 3. FIRE CHIEFS 4. JOB DESCRIPTIONS 5. QUALIFICATIONS
Series Data:Fire chief certification
Availability:Available on Interlibrary Loan
Copies:
  • c.1: JOURNAL ROOM - ROOM 201 [Status: IN]
 
 

Writing specifications for the chief [in "FIRE CHIEF"]

Author(s):Coleman, Ronny J.
Description: In "FIRE CHIEF". v. 40 (12) p. 21-22
Publication Data: December 1996
Identifier/s:OCLC Record No.: 549871671
Type of Item: (JOURNAL) JOURNAL
Subjects:1. FIRE CHIEFS 2. JOB DESCRIPTIONS 3. SKILLS
Series Data:Chief's clipboard
Notes:The author believes the four specification tasks for a successful fire chief are the four "M's" - mission, management techniques, methodologies and measurement.
Availability:Available on Interlibrary Loan
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Call Number:

21579

Defining roles and responsibilities of the board and the chief in a fire district

Author(s):Berthinier, James ; Novato. Fire Protection District.
Description: 29 p.
Publication Data:Emmitsburg, MD : National Fire Academy. September 1992
Identifier/s:Accession No.: 70111/ OCLC Record No.: 502532857
Type of Item: (EFO PAPER) EFO PAPER
Subjects:1. FIRE CHIEFS 2. JOB DESCRIPTIONS 3. ORGANIZATIONAL BEHAVIOR 4. POLICIES
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • Effective organizations function best when the roles of the members are defined, and the authority of the leadership is clear. The organization structure of a California fire district is such that leadership is shared by a publicly elected Board of Directors and the Fire Chief it hires. While many issues fall neatly into the categories of either policy-making (Board) or operational management (Chief), some areas of responsibility are not clearly defined by existing laws. When the scope of authority is not well understood a fire district is vulnerable to political and/or legal problems; at the least there may be organizational dysfunction. It was hypothesized that a policy manual for the fire district Board of Directors could serve to prevent or ameliorate such difficulties. A survey was conducted of a random sampling of California fire districts to assess their perceptions of the value of such a manual. The results indicate that a need exists in many districts for a clearer definition of authority, and that important benefits would be derived by creating a policy manual.
Notes:Executive Leadership; Novato, CA; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
  • c.1: DOCUMENT ROOM - ROOM 209 [Status: IN]
 
 
Call Number:

15977

Leadership for the fire service for the 1990's and beyond

Author(s):Smith, Wayne A. ; Plymouth. Fire Department.
Description: 27 p.
Publication Data:Emmitsburg, MD : National Fire Academy. March 1990
Identifier/s:Accession No.: 57004/ OCLC Record No.: 502522876
Type of Item: (EFO PAPER) EFO PAPER
Subjects:1. CAREER PLANNING 2. EMPLOYMENT CRITERIA 3. FIRE CHIEFS 4. FIRE OFFICERS 5. JOB DESCRIPTIONS 6. RECRUITMENT
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The intent of this applied research project is not to point a finger at any one group or any organization. Rather than coming out as an indictment of the fire service and all those involved, this project seeks to provoke all who read it to ask themselves a simple question which strikes at the very roots of the entire fire service: is the fire chief of today ready for tomorrow? Through the use of trade magazine advertisements for fire chiefs, a job description for a fire chief, and a survey on the level of readiness and programs run by each department. It is possible to see the type of progress which has already been made and the amount of progress which still needs to be made if conditions are to be improved.
Notes:Plymouth, IN; Strategic Analysis of Executive Leadership; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
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Call Number:

25660

Why TQM doesn't work, or does it - an evaluation of the process the Salt Lake City Fire Department used to redesign the battalion chief position

Author(s):Hansen, Jim ; Salt Lake City. Fire Department.
Description: 34 p.
Publication Data:Emmitsburg, MD : National Fire Academy. July 2000
Identifier/s:Accession No.: 99630/ OCLC Record No.: 477405767
Type of Item: (EFO PAPER) EFO PAPER

PDF

This paper will not be made available on the Internet .
Subjects:1. EMPLOYMENT CRITERIA 2. FIRE CHIEFS 3. FIRE OFFICERS 4. JOB DESCRIPTIONS 5. SALT LAKE CITY, UT 6. TOTAL QUALITY MANAGEMENT
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The problem was that the Total Quality Management (TMQ) process effort in the Salt Lake City Fire Department failed. This statement may be a bit exaggerated but the fact is, to date, almost all of the executives in the city and in the fire department who were the initiators of TQM have been fired or forced to retire. In 1996 newly appointed Fire Chief Thomas J. Tallon, an outspoken proponent of change and the use of TQM processes to initiate those changes, set out to redesign the battalion chief's position. Two years later, under internal pressure, his executive design was redesigned back to the original design. The next year, after a union no-confidence vote, the chief executive staff was fired or forced to retire. The purpose of this applied research project was to determine if this executive design was an example of a TQM failure or a misapplication of the Change Management Model (CMM) taught in the National Fire Academy's (NFA) Strategic Management of Change (SMOC) course. This applied research project used historical research methodology to answer these four research questions: 1. Is there a general perception that TMQ failed? 2. What processes were followed in TQM implementation? 3. How do these processes compare with the Change Management Model? 4. What can be done to restore TQM? To answer these questions the author used personal interviews, personal observations, research into department notes and documents, and a comparison study through literature review of knowledgeable published authors. The results were: 1. Yes, there was a general perception that TQM failed in the fire department. As a result of this perception, TQM failed and its terminology became profane twaddle. 2. The process used to develop the executive design was an extension of TQM using a transitional method of reengineering to develop the executive design project. However, the process was not communicated as such and when necessary changes were made in the evaluation phase the whole process was deemed a failure. 3. The process followed the CMM as closely as could be expected, though some important steps were neglected thus predictable forces of resisters were, out of necessity, handled through "damage control." 4. The initial answer was that nothing could be done. The image and reputation of TQM was so badly damaged that it could not be restored. This last fact lead to the recommendation that another management model using the foundations of TQM that were institutionalized into the fire department's culture might be successful so long as it maintained the four key tenets: customer satisfaction; respect for people; management by fact; and plan, do, check, act. It was this plan, do, check, act tenet that the author drew a comparison to the CMM's analyze, plan, implement and evaluate/institutionalism phases taught in the SMOC course.
Notes:Salt Lake City, UT; Strategic Management of Change; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
  • c.1: DOCUMENT ROOM - ROOM 209 [Status: IN]