NCCER Fundamentals-of-Crew-Leadership Dumps

Accountability is defined as holding an employee responsible for completing a particular duty (D) or task to a certain standard. It involves the expectation that individuals will answer for their actions and the outcomes of their assigned responsibilities. Having the power to promote (A) is related to authority. Giving a task (B) is delegation. The power to act or make decisions (C) is authority or empowerment. (Fundamentals of Crew Leadership, Fourth Edition, NCCER, Section 1.4.3 Understanding Responsibility and Accountability)

Productivity rate is calculated by dividing the total output by the total input (in this case, labor hours).

Total labor hours = 2 electricians * 8 hours/day = 16 labor hours

Productivity rate = Total conduit / Total labor hours = 1000 feet / 16 hours = 62.5 feet per hour per person. (Fundamentals of Crew Leadership, Fourth Edition, NCCER, Section 4.4.1 Understanding Productivity Rates)

The crew leader, as a first-line supervisor, is directly responsible for the activities of the work crew and typically reports to the superintendent or general foreman on the construction site. This individual oversees multiple crews and is responsible for the overall progress and coordination of the work. (Fundamentals of Crew Leadership, Fourth Edition, NCCER, Section 1.2.1 Reporting Structure)

In a firm-fixed-price contract, the contractor agrees to complete the project for a set price. The contractor's profit is incorporated into the bid (A) by estimating costs (labor, materials, overhead) and adding a desired profit margin. Penalties and incentives (B) are more common in other contract types. Profit is not directly tied to the schedule in this contract type (C), and it is not negotiated separately (D). (Fundamentals of Crew Leadership, Fourth Edition, NCCER, Section 4.1.3 Understanding Contract Types)

The most effective approach to resolving interpersonal conflicts between employees is to speak directly to the individuals and to others to learn what the problems are (C). This allows for open communication, identification of the root causes of the conflict, and the opportunity to find a mutually agreeable solution. Simply ordering cooperation (A), threatening dismissal (B), or sending a general memo (D) are less likely to address the underlying issues effectively. (Fundamentals of Crew Leadership, Fourth Edition, NCCER, Section 2.4.2 Resolving Conflicts)

While factors like not receiving a bonus (A), not getting a compensatory day off (B), or not being recognized as Employee of the Month (C) might affect morale, a significant reason for an otherwise effective worker to leave is not being given any opportunity for advancement (D). Skilled and motivated individuals often seek growth and development in their careers, and a lack of upward mobility can lead to dissatisfaction and turnover. (Fundamentals of Crew Leadership, Fourth Edition, NCCER, Section 2.5.1 Understanding Employee Retention)

A look-ahead schedule (D) is a short-term planning tool, typically covering a few weeks, that crew leaders use to detail upcoming tasks, resource needs, and potential issues. The daily diary (A) records daily activities, the network schedule (B) is a comprehensive project schedule showingdependencies, and the bar chart schedule (C) provides a visual representation of the project timeline. (Fundamentals of Crew Leadership, Fourth Edition, NCCER, Section 4.2.3 Scheduling Tools)