Fire Service Personnel Management Officer

There are twelve qualities that Dennis Nowicki believed that are authoritative for entry-level police officers: “Enthusiasm, Good communication skills, Good judgement, Sense of humor, Creativity, Self-motivation, Knowing the job and the system, Ego, Courage, Discretion, Tenacity, and Thirst for knowledge” (Peak, 2012, pp. 137-138). First, enthusiasm is mostly about having faith “in what one is doing and going about even routine duties with a certain vigor that is almost contagious” (Peak, 2012, pp. 137). Second, having good communication skills is “having a highly developed speaking and listening skill that helps interacting equally well with a wealthy person or someone lower on the socioeconomic ladder” (Peak, 2012, pp. 137). Third, good judgement

Employee Relations – This is ensuring there is a trust based relationship between line manager and employees. Line managers should be able to help employees, be approachable and offer guidance. Staff should be able to accept constructive criticism but also be able to offer this, if it is of value to the organisation.

My current position as an Area Commander for the Federal Protective Service (FPS) is not without its challenges. I am responsible for supervising eleven federal law enforcement officers to include two K9 units and approximately forty-five contracted protective security officers. As a team we address security related issues on a daily basis. Our position description encompasses two major disciplines; the first is federal law enforcement and the second physical security. Both occupations can be viewed as one, yet separate in their ever changing complexity of development. The greatest challenges are staying up with the constant progression of technical advances in the way each vital role is implemented. Combining two occupations into one job description can at times be overwhelming.

Management of Personnel is crucial to work environment because one must possess the power to motivate, develop, and direct others as they work. Also, retain the ability to identify the best individual for the job.

The Manager; For communicating policy changes, health and safety issues, safeguarding issues, staff development, training needs and personnel issues

A manager should make sure that the resources that are provided to the staff are useful, effective, and helpful. The manager should ensure that they have the adequate amount of resources and tools in order to complete there work and job. When it comes to the issue of nurse staffing ratios, the manager has the responsibility of making sure that the unit is staffed to meet the demands of the patients and there level of care, or acuity (GCU, 2011). Utilizing there skills in leadership, quality care, people and communication can all be of benefit. Leadership skills, such as leading by example, are necessary for nurse managers. Quality care skills can be beneficial to gather the necessary data and provide adequate staffing to promote and improve overall performance. People skills are used to interview new employees and hopefully increase staffing

3.1a An effective manager need to have good communication skills, be able to listen to others and to make decisions based on the information received. As a manager I need to be organised and be able to prioritise my tasks, and have the knowledge of the service, staff and clients to be able to make appropriate choices. . Managers need to be able to think clearly under pressure have good time management skills and remain calm under pressure. Managers also need to be confident and assertive to run the service and be able to monitor the service. They also need to praise staff when appropriate and be adaptable to what is happening within the service.

As a patrol officer in Memphis for nearly ten years I feel personally invested in questions concerning the management of patrol personnel. Having seen many good officers and a few bad officers over the years I know the difficult task administrators are required to handle on a daily basis. I come from a military background and prefer clear direct instruction/guidance from my management. By knowing what the standards are and the possible consequences for failing to meet them I feel comfortable in my day to day responsibilities. Not all officers are like me, some dislike what they perceive to be micromanagement. Yet I would contend that clear policy and procedure as well as a strong mission statement as the benchmark for officer success are not

“Rank does not confer privilege or give power. It imposes responsibility.” (Peter Drucker) An effective manager can be the difference between a successful law enforcement organization or its failure. There are several theories on effective management in law enforcement and the business world alike. Some of those theories can cross over and be helpful for a law enforcement manager. A manager can have the knowledge of all theory relative to law enforcement management, but without understanding several key concepts, the manager will in turn not be effective. An effective law enforcement manager is responsible for far more than just managing employees, unlike the business world. Effective law enforcement managers’ decisions likely impact the safety of the citizens within the jurisdiction, and that is the greatest responsibility. There are several components that will allow a law enforcement manager to be effective. Out of those components there are three primaries that are of upmost concern. Those three components are effective communication, organizational skills, and empowerment.

The different segments within the sector such as hospitals, home health rehabilitation services among other patient care facilities employ qualifies personnel to attend the needs of the patients at different capacities. Therefore, the managers in the health care need to possess skills and knowledge concerning the integration of change in the right manner and similarly, possess effective interpersonal skills, communication ability, and competent leadership skills to guide and direct diverse groups of individuals towards the achievement of a common organizational goal.

According to McConell (2012), the difference in a leader and a follower determines the success of a person regarding leadership. This chapter helps explain the content of qualities and proficiency for healthcare managers to be effective. Once again, effective management skills or certain qualifications enhance a healthcare organization environment. Healthcare managers and supervisors must have the capacity to handle challenges while the organization objectives and regulations may change over a period of time. Effective healthcare management governs the success of a healthcare organization. There are many different skill sets and leadership styles to be effective as a manager. People are interested in knowing what strategies are effective

Management Skills: I have strong management skills which I acquired when I was managing the cerebral palsy unit of a physiotherapy clinic. Later I served as a senior officer (lieutenant) and was responsible of nearly 300 elderly residents onsite and 150 soldiers within the Turkish Armed Forces Military Senior Center. As an anchor mentor in the CPL / Safety Team, it is my responsibility to support the team leads, arrange day-to-day management within the team and help the team members at every stage.

Championed a drug-free workplace, rolling out safety training programs on OSHA compliance. Established on on-site drug screening program with random selection based on social security numbers.

Below are some possible problem areas that may turn out to to be barriers to

In addition, you shall be able to recognize good management and encourage it, whether it is in an organization with which you are simply interacting or whetherit is in an organization in which you are employed.