Tactics, command, leadership

the equipment is used, and that the employer ensures that

the knowledge required to execute tasks with the equipment

is available. In addition to the employer placing reasonable

demands that employees are well­familiar with their equip-

ment and are able to handle it correctly, there should reasona-

bly be an interest of sorts on the part of the employees in being

able to correctly use their equipment. Through employment,

the employer can also place certain demands on various forms

of training being conducted with and for employees.

• That employees receive reimbursement for direct outlays and
  reimbursement for labour in the form of salary. In certain
  cases, labour can also be exchanged for time off.

In our case with municipal structures for providing rescue ser-
vices, with the municipality being the employer, the fire chief is
thus an extension of the employer in dealings with employees.
I.e. those holding management positions at municipal structures
for providing rescue services are employer representatives. This
entails that it is the duty of those holding management positions
who take part in emergency response operations to ensure that
tasks are distributed and executed by the employees.
The employer’s right to make decisions in matters of how tasks
are distributed and executed may not, however, be exercised in
an arbitrary or otherwise improper manner. This can also be ex-
pressed as the employer’s right to make decisions that are not in
conflict with laws and good practices. This places certain demands
on those in management positions at municipal structures for
providing rescue services, such as demands on competence and
good judgement. The person in charge is also an employee, but in
this case the municipality is the empl oyer (possibly represented
by a senior management empl oyee), which means that the rela-
tionships described in this section also apply to management staff
as employees. Because there are several management levels, i.e.
there are subordinate and superior relationships between the per-
sons in management positions, the relationships between them
are sim ilar to the supervisor­firefighter relationship. Even here,
there is consequently a relationship between employees and em-
ployer representatives.
In this context, one can speak of labour management rights. Labour
management rights specify starting points in both everyday ope-