NCCER Fundamentals-of-Crew-Leadership Module 46101 Fundamentals of Crew Leadership Exam Practice Test

Effective leaders possess strong communication skills, including the ability to communicate the goals of a project (A) clearly and concisely to their team. A perfectionist nature (B) can lead to micromanagement and hinder progress. Leaders should empower their team, not try to carry the workload alone (C). While decisiveness is important, effective leaders also value input from their team members (D). (Fundamentals of Crew Leadership, Fourth Edition, NCCER, Section 1.1.2 Characteristics of Effective Leaders)

While the daily diary is crucial for documenting work progress (A), recording important events like OSHA inspections (B), and potentially noting training activities, a potentially important use not directly related to efficient daily management is that it can serve as a source of information during litigation with the client (D) by providing a detailed record of site conditions, work performed, and any relevant incidents. Scheduling a new-worker orientation (C) is more of a planning task than a daily record. (Fundamentals of Crew Leadership, Fourth Edition, NCCER, Section 2.2.3 Maintaining a Daily Log)

One of the most effective ways to prevent sexual harassment is to establish a no-tolerance policy (A) that clearly defines prohibited conduct, outlines reporting procedures, and ensures prompt and thorough investigation of complaints. Promoting the victim (B) or increasing their compensation (C) does not address the harassment itself. While improved employee screening (D) might help, a clear policy and consistent enforcement are crucial. (Equal Employment Opportunity Commission (EEOC) guidelines; Fundamentals of Crew Leadership, Fourth Edition, NCCER, Section 2.3.2 Preventing Harassment)

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)

Employers are required to record and report work-related injuries and illnesses using the OSHA Form 300, Log of Work-Related Injuries and Illnesses (C), and related forms (OSHA Form 300A and 301). SDS (Safety Data Sheets) provide information about hazardous chemicals (A). DOT Form 75 relates to hazardous materials transportation (B). IRS Form 1040A is for individual income tax (D). (OSHA 29 CFR Part 1904, Recording and Reporting Occupational Injuries and Illnesses; Fundamentals of Crew Leadership, Fourth Edition, NCCER, Section 3.2.4 OSHA Recordkeeping and Reporting)

When safety violations are deemed willful, meaning the employer or a supervisory employee intentionally disregarded or was plainly indifferent to safety regulations, the consequences can be severe. Superintendents and crew leaders, as supervisory personnel with responsibility for job site safety, can be held financially and criminally liable (D) for such violations, in addition to potential penalties for the company itself. Negligent workers (A) may face disciplinary actions but are not typically fined by regulatory bodies. Upper management (B) can also be held liable, and employers are indeed liable for employee injuries or deaths resulting from safety violations (C). (OSHA Act of 1970; Fundamentals of Crew Leadership, Fourth Edition, NCCER, Section 3.3.2 Consequences of Violations)

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)