Als Set 2 Volume 2 Supervisor Of Airmen

Front 1

________ are the people responsible for INITIATING change within an organization.

Back 1

change sponsors - are responsible for ensuring resources are available for change but not necessarily initiating teh change.

Front 2

_________ are responsible for the IMPLEMENTATION of change within an organization.

Back 2

change agents- monitor the change as it occurs and deal with any resistance to change

Front 3

_____________ are those individuals that actually UNDERGO the change.

Back 3

change targets - most affected by new policies and procedures and are also a big part of change implementation

Front 4

There are ____ LEVELS OF CHANGE according to Sigmund Freud and Elton Mayo.

Back 4

4
knowledge, attitude, individual, and group changes

Front 5

List the 4 levels of change from easiest to hardest to change:
individual, knowledge, attitude, and group

Back 5

knowledge, attitude, individual, then group

Front 6

Participative change cycle....
a. requires the use of position power
b. is normally longer-lasting
c. results in compliance rather than commitment

Back 6

b. is normally longer lasting (4)

Front 7

Directive change cycle....
a. positively impact individual and group morale
b. is very time consuming
c. should be used with unpopular decisions

Back 7

c. should be used with unpopular decisions (5)

Front 8

When would it be appropriate to use a participative change cycle?

Back 8

- your personal power base is strong and secure
- your airmen are achievement-oriented
- time isn't an issue
- your airmen are very knowledgable
- you desire longer-lasting change

Front 9

When would it NOT be appropriate to use a directive change cycle?

Back 9

- subordinates view themselves as self motivated and responsible
- subordinates are highly knowledgable
- you don't have the authority
- you can't provide constant enforcement

Front 10

3 phases of change are...

Back 10

unfreezing, changing, and refreezing

Front 11

This phase of change is intended to motivate your subordinates and help get them ready for change:

Back 11

unfreezing

Front 12

This phase is the movement from the old way of doing things to the new way of doing business:

Back 12

changing phase

Front 13

This phase is the locking in of new procedures until they are a permanent part of daily operations:

Back 13

refreezing

Front 14

Name 3 ways to combat resistance to change:

Back 14

develop an implementation plan, use effective communication skills, actively seek buy in

Front 15

Why as a supervisor should you be concerned with individual behavior?

Back 15

Because it can either positively or negatively effect group dynamics

Front 16

List the 5 needs in Maslow's Hierarchy in order of importance:

Back 16

physiological need - basics to sustain life
safety/security - need to be free of fear
belonging/community
self esteem/recognition need
self actualization need - desire to become what one is capable of

Front 17

__________ is how a person consistently behaves and reacts to people and the environment.

Back 17

Personality

Front 18

List the three personality types:

Back 18

analytical, compassionate, and strong-willed
Not everyone fits into one category so there is also a mixed category.

Front 19

The difference between a team and a group is?

Back 19

A team is committed to each others growth and development where as a group can be any number of entities considered a unit but not necessarily concerned about each other.

Front 20

What are the 4 different types of teams?

Back 20

Process improvement team, project team, action team, and workcenter team

Front 21

_________ is a selected group that is challenged to improve a selected process within an organization.

Back 21

process improvement team - i.e. Air Force Smart Operations for the 21st century (AFSO21)

Front 22

________ is a team who's members usually belong to various groups and functions which are assigned to activities for the same project.

Back 22

project teams - i.e. inspector general teams (IG)

Front 23

_________ are teams responsible for implementing a specific improvement goal.

Back 23

action teams - i.e. crisis teams, joint force, multinational forces

Front 24

_______ is a group of people who's responsibilities are the daily work requirements, production, and focus on the mission.

Back 24

workcenter team

Front 25

Place the different stages of team forming in order:
performing, storming, norming, forming, adjourning

Back 25

Forming, storming, norming, performing, adjourning

Front 26

This team forming stage occurs when members "jockey" for position and when control struggles take place:

Back 26

storming stage

Front 27

This stage of team development is characterized by low conflict, the need for group approval, progressing towards goals are slow:

Back 27

Forming stage - people feel the need to be accepted and are concerned with offending others, slowness occurs secondary to avoidance of conflict

Front 28

This stage of team development is characterized by competition, strained relationships, leader is challenged, tension and disunity, differences are uncomfortable, issues of autonomy v's control, support v's competition, etc.

Back 28

storming stage - individuals are trying to see where they fit in, how they can contribute, and how they can be productive or valuable. Some may become louder, some may become reserved

Front 29

Team development stage characterized by increased cohesion, more collaboration, emerging trust, appreciation of differences, issues of strengthening relationships, open communication, positive constructive feedback.

Back 29

Norming stage

Front 30

Team development stage:
- the team is getting a lot of work done creatively and synergistically
- members diagnose and solve problems and choose/recommend changes
- there is a sense of team loyalty
- members express a close commitment to the team's mission and to each other.

Back 30

Performing stage

Front 31

Characterized by melancholy acceptance of the team's separation, pride in the team's success, congratulating fellow team members, and bidding farewells:

Back 31

adjourning stage of team development

Front 32

Explain the role of a team leader is important to a team's success:

Back 32

- he or she is the focal point for many important areas within the team
- unlikely the team will gel together without some type of direction and guidance
- the participation of other team members might be lacking without the encouragement of a team leader
- problems could likely escalate out of control

Front 33

How does a facilitator fill his or her role?

Back 33

- becoming very familiar with group dynamics
- knowing when to provide input
- getting to know team members to know when individual needs are not being met

Front 34

What should a facilitator focus on?

Back 34

a facilitator should focus on team participation, group dynamics, decision-making, conflict resolution, problem solving, and interferences

Front 35

How should a team member seek to fulfill his/her role?

Back 35

- promoting team members to think "outside of the box" to maximize creativity
- creating a positive, open environment
- understanding and enforcing group norms decided on by the team
- displaying a commitment to the team over individual desires
- not ridiculing people or their input when providing constructive criticism
- encouraging everyone to participate

Front 36

How is the team affected if a team member does not fulfill his/her role?

Back 36

- team environment could become unstable
-morale and productivity could suffer
-ultimately the mission could suffer

Front 37

How could the team leader fulfill communication responsibilities?

Back 37

- working on developing written and verbal skills through formal education
- being open to constructive feedback on his or her communication skills
- talking with others who's communication skills are effective
- seeking out leaders that will assist him or her in becoming a better communicator

Front 38

As a team leader, what are some negative signs a team might display that should be a concern to you and how might communication impact these situations?

Back 38

frustration, distress, concern, and anger

Front 39

When you are a team leader, what will be one of the biggest challenges you think you will face and why?

Back 39

establishing trust

Front 40

_____ needs are what it takes to get the job done, give examples:

Back 40

task needs: proposing task or goals, establishing procedures and identifying standards, determining specific roles and responsibilities of team members, establishing a clear purpose of team, providing relevant and useful information on which to act on

Front 41

_____ is what it takes to strengthen and maintain a team.

Back 41

Maintenance needs - a willingness to collaborate, honest and open communication, trust, willingness to accept the weaknesses of others, voluntary display of commitment to contribute to the team, warmth and responsiveness to ideas, establishment of an environment of respect

Front 42

The vision of _______ is to establish a ______ environment whereby all airmen are actively eliminating waste and continuously improving processes.

Back 42

AFSO 21
CPI

Front 43

_______ is an ongoing effort to maximize weapon system readiness while minimizing material flows and in-process inventories.

Back 43

CPI or continuous process of improvement

The goal is to optimize reliability and cycle time while striking a reasonable balance with cost across the total life cycle chain.

Front 44

Fill in the steps of the 8 step problem solving cycle:
1. ___________
2. break down the problem/identify performance
3. set improvement targets
4. ____________
5. ____________
6. see countermeasures through
7. confirm results and process
8. ____________

Back 44

1. clarify and validate the problem
2. break down the problem/identify performance
3. set improvement targets
4. determine root causes
5. develop countermeasures
6. see countermeasures through
7. confirm results and process
8. standardize successful processes

Front 45

A major factor in step 1 of the problem solving cycle is to document the ________. It is the prerequisite for determining if needs are being met.

Back 45

VOC or voice of the customer

Front 46

Part of step 1 is developing a problem statement, A good problem statement is?

Back 46

WRITTEN DOWN - usually at least 1 paragraph and less than a page
FACTUAL - without emotions and without names
AGREED ON BY ALL PARTIES
OBJECTIVE

Front 47

3 tools used during step 2, breaking down the problem/determining performance gaps is:

Back 47

- KEY PERFORMANCE INDICATORS AND METRICS (KPI/M) measurable indicators
- VALUE AND WASTE ANALYSIS - things that use resources without value
- PERFORMANCE GAP ANALYSIS - difference b/t performance and expected level of performance

Front 48

In step 3 setting improvement targets, you should consider what 2 aspects?

Back 48

Strategic vision - where you want to be
tactical targets - challenging but achievable goals to make the vision a reality

Front 49

What tools can be used to determine the "root" cause of the problem (step 4)?

Back 49

THE 5 WHYS METHOD, BRAINSTORMING, and FISH BONE DIAGRAMS

Front 50

4 good rules for effective brainstorming are:

Back 50

withhold judgement
encourage freewheeling
aim for quantity, not quality
hitchhike (piggyback) ideas

Front 51

In step 5, developing good countermeasures, what two things must be in place to ensure the solution has an impact?

Back 51

quality of the solution and acceptance of the solution
a great solution may not be accepted and therefore have minimal impact, while a mediocre solution may be accepted and show some impact

Front 52

Describe the six "S" and what step does it apply to?

Back 52

the six "S" method is a way to ensure countermeasures are seen through (step 6). It consist of safety, sustain, standardize, sort, straighten, shine
all six will serve to improve profitability, efficiency, and service

Front 53

Setting up signs, labels, and color coded markings to ensure processes are being followed even if someone is unfamiliar with the area is an example of?

Back 53

Visual management technique of ensuring countermeasures are seen through (step 6)

Front 54

__________ is the best known approach to complete a task by ensuring consistency throughout the working process.

Back 54

standard work - the same work will achieve the same results in the same amount of time every time.

Front 55

This method of ensuring countermeasures are followed through requires that steps are followed based what needs to happen next according to costumer demands?

Back 55

material/information flow

Front 56

In step 7, confirming results and process, what takes place?

Back 56

A review is conducted to determine the effectiveness of countermeasures and recognition and rewards are administered

Front 57

What types of things are done in step 8 to ensure standardization of successful processes?

Back 57

tech order changes and air force instruction changes occur
equipment material changes and vendor/supplier changes

Front 58

The two forms of metrics regarding KPI/M are:

Back 58

OUTCOME BASED (leading metrics) - forecast potential problems
RESULTS-ORIENTED (lagging metrics - after the fact data

Front 59

The 5 desired effects of AFSO21 are:

Back 59

- increase the PRODUCTIVITY of our most valued asset - our airmen
- singnificantly increase critical ASSET AVAILABILITY
- improve response time and decision making AGILITY
- sustain SAFE and RELIABLE operations
- improve energy efficiency

Front 60

These tools can be used to determine which problems should be tackled first?

Back 60

go and see
Voice of the costomer (VOC)

Front 61

A good problem statement includes:

Back 61

What the problem is?
When did the problem occur?
Where did the problem occur?
What is the significance of the problem?

Front 62

The 8 types of waste (value and waste analysis) are:

Back 62

DEFECTS - errors, mistakes, missing parts
OVER-PRODUCTION
WAITING - hurry up and wait fore resources/response
NON-STANDARD OVERPROCESSING - outdated forms, repeated data entries
TRANSPORTATION - moving information manually
INTELLECT - not using networking or subject matter experts
MOTION - unnecessary busy work
EXCESS INVENTORY - excessive parts