Agilent-ExecOnboarding-forSTEP

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Bruegman , Fire Administration 2/e

© 2009 by Pearson Education, Inc., Upper Saddle River, NJ

FireAdministration I

Randy R. Bruegman

Chapter 7

PersonnelManagement: BuildingYour Team





Learning Objectives

� Define the areas of importance to building asuccessful team

� Conduct a SWOT analysis on your department

� Explain why people often resist change

� Describe how coping styles impact groupdynamics





Learning Objectives

� Learning Objectives

± Define the profile of each generation

±D

escribe how morale can affect and impactan organization

± Discuss the importance of the

labor/management relationship





Building Your Team

� All I Really Need to Know I Learned in

Kindergarten

±Robert Fulghum





Building Your Team

� Whose Side Are They On?

± Team building depends upon

� Culture

� Trust

� Leadership talent

± Leader must blend talents of the team





Building Your Team

� Areas of Importance to Build a Team

± Level of organizational trust

± Personnel willingness to be honest witheach other

� SWOT analysis





Building Your Team

Analysis of the Organizational Situation





Building Your Team

� Areas of Importance to Build a Team

± Ability to communicate up, down, and

sideways

± Does the organization kill the messenger?

± Is focus problem-solving or decision-

making?

± Degree of shared organizational mission,values, and visions





Building Your Team

� A New Beginning

± Successful team building requires

� Defined purpose

� Picture of outcomes

� Plan a step-by-step process

� Everyone has a defined part





Building Your Team

� A New Beginning

± Resistance to change

± Increased communication ± Involve senior leaders

± Give each person a part to play





Building High-

Performance Teams� Maslow¶s Hierarchy

± Identifies a series of levels of satisfaction

�Motivates

� Discourages

� Dynamic process





Building High-

Performance TeamsImpacts Affecting Maslow¶s Hierarchy





Building High-

Performance TeamsGroup Hierarchy of Needs





Building High-

Performance TeamsFramework of the High-Performance

Programming Model





Building High-

Performance Teams� Characteristics of High-Performance Teams

± Adherence to basic principles

�Trust

� Meaningful responsibility

� Commitment

� High standards

� Confront inadequate/reward exceptional

performance





Building High-

Performance Teams

� Characteristics of High-Performance Teams

± Individual Needs

�Inclusion andIdentity

� Influence

� Acceptance





Building High-

Performance Teams


± Coping Styles

� Counter-

Dependent Type

� Dependent Type

� Logical Thinker

� Impact on group formation





Building High-

Performance Teams


± Cognitive Styles

�Introversion/

Extroversion

� Sensing/Intuition

� Thinking/Feeling

� Judging/Perceiving

� Impact on group formation





Building High-

Performance Teams

� Task/Process Orientation

± Group process

± Task roles ± Process roles





Building High-

Performance Teams

� Building High-Performance Teams Survey

± Determines task vs. process orientation

± Innovators ± Achievers

± Organizers

± Facilitators





The High-

Performance Team

� Characteristics

± Individual level

± Group level





The High-

Performance Team

Components of a High-Performance Team





The High-

Performance Team

� A Diversified Workforce

± 40 to 50 percent women and minorities

± Four and possibly five generations

� Traditionalists

� Baby Boomers

� Generation X

� Generation Y� ?





A Diversified Workforce

� Workforce revolution

± Diversity

± Value structures

± Employee expectations






� Defining Events

± 1930s

± 1940s

± 1950s

± 1960s

± 1970s

± 1980s

± 1990s

± 2000s






Challenges to the Fire Service Community





Bridging the Generations

� Generational conflict

± Traditionalists

± Boomers

± Gen-Xers

± Millennials






� Recruitment

± Traditionalists

± Boomers

± Gen-Xers

± Millennials






� Managing

± Traditionalists

± Boomers

± Gen-Xers

± Millennials






� Retention

± Traditionalists

± Boomers

± Gen-Xers

± Millennials






� Conflicting Career Goals

� Retirement

� Job

Changing

� Feedback






� Training

� Balancing the Generations

� Recruiting the Generations

� Training Generation X and Y






� Leading in the Future

± Cooperation to address changes

± Labor/Management Fire Service Leadership

Partnership

� IAFC

� IAFF

± Volunteer fire service





Employee Morale

� Critical to Team Success

± Influences all objectives

� Improving quality

� Reducing turnover

� Reducing absenteeism

� Reducing safety-related costs

± Is the glass half empty or half full?





Employee Morale

� We Must Ask the Right Questions

± ³Penny wise and dollar foolish´

± Gimmicks will not solve problems

± High morale work experience

± Low morale work experience

± Intrinsically rewarding work experience





Employee Morale

� Points to Guide Morale Building Efforts

± Gimmicks are the frosting, not the cake

± It¶s the little things, and every little thing

matters

± Most of the answers are in the workforce«

so ask

± Be willing to look in the mirror





Employee Morale

� Focus on What You Can Control

± Supervisor¶s affect on morale

� Practice noticing when people do well

� Don¶t talk at employees, listen to them

� Practice showing more appreciation





Employee Morale

� Engage Your Staff

± Talk to your people

± Formal communication

± Informal communication





Employee Morale

� Ask for Feedback

± Managers job is to bring out best in your

employees

± Intimidating leaders will get limited honest

feedback

± Must be an integral part of management

style





Empowering Your Team

� Introduction

± Increasing the political, social, or economic

strength of individuals or groups

± Sociology

± Management

± Economics

± Personal development






� Access to Information

± Informed employees are better equipped

± Relevant

± Easily understood



Bruegman , Fire Administration 2/e© 2009 by Pearson Education, Inc., Upper Saddle River, NJ


� Inclusion and Participation

± Treat our people as co-producers

± Include means to debate issues

± Include participation in strategic planning,

budgeting, and service delivery

± May require conflict resolution mechanism





� Accountability

± Public accountability

± Political accountability

± Administrative accountability

± Responsibility for our own actions

± Ensure efficient and effective services





� Accountability

± Empower your organization

� Bring solutions rather than problems

� Move away from being risk averse to

fixing things

� Be the very best at what they do

� Train your people to listen up





� Employee Empowerment = Quality Service

± Quality starts with people

± Participative management is more than a

management buzzword

± We are all in it together

± Empower from the bottom up






± Employees are the most important assets in

organizations





Empowerment






± Treat your employees the way you want

your customers to be treated





� Understanding the Paradox of Empowerment

± Letting go while taking control

± Become a coach

± Create an empowered environment

± Must trust your people for empowerment to

work



Bruegman Fire Administration 2/e


³Go to the people - Learn from them - Love

them - Start with what they know - Build on

what they have ± But of the best leaders,

when their task is accomplished, their work isdone, the people will remark: We have done it

ourselves.´

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