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45 Cards in this Set

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Top-level management is composed of
executive officers and above
Middle management is composed of
department heads
Operating-level management is composed of
division officers and chief petty officers
plans involve activities that will take place in 2 to 5 years
Strategic
Organizational objectives are
long-range objectives. They serve as the goals for management in achieving the organizational mission.
INSURV
inspection and survey
OPPE
operational propulsion plant examination
ORI
operational readiness inspection
plans are those the Navy uses for recurring or long-range activities. They include
United States Navy Regulations, 1990 (Navy
Regs), Standard Organization and Regulations of the U.S. Navy (SORN), SORM, SECNAV
instructions, OPNAV instructions, captain’s night
orders, technical manuals, and so forth.
Standing
are broad general statements of expected behavior
Policies
are detailed standing plans. Define the exact steps in sequence personnel should take to achieve the organizational objective
Procedures
plans are those used for short-range nonrecurring activities.
Single-use
are single-use plans
that state a specific goal and give the major steps,
the timing of those steps, and the resources
required to meet the stated goal.
Programs
are the separate tasks you must plan to meet program goals.
Projects
are planned revenue and expenditures of money, time, personnel, equipment, and so forth, expressed in numerical
terms, usually by category and over a period of time.
Budgets
means supervisors and subordinates take part in setting overall goals for the organization. Each individual has a responsibility for
meeting a major area of the goal.
Management by objectives (MBO)
MBO is based on two basic principles
1. that if you get people committed to a goal, they are more willing to work toward that goal.
2. that if you allow people to set the goal, they will do everything possible to achieve
that goal.
MBO provides some advantages
- involves subordinates in setting goals
- forces leaders to focus on
important objectives
- increases communication
- establishes measurable performance goals.
MBO disadvantages
- can use it only in certain
situations.
- more time to use
- increases paperwork
- may overlook objectives that
cannot be measured
Effective goals for work requirements should meet four criteria
1. Be behavior specific
2. Be measurable
3. Be realistic but challenging
4. Be time-phased
SWOT
strengths, weaknesses,
opportunities, and threats
is a way of trying to
anticipate problems and make adjustments before the problems occur.
Feedforward control
involves making changes
while an event is taking place.
Concurrent control
involves making corrections after an event has happened.
Feedback
PERT
performance evaluation and review techniques
shows planned and accomplished work in relation to each other and in relation to time.
Gantt chart
uses a line chart to show the
relationship of tasks and the time required to complete each task.
PERT
The CPM and PERT have three
major differences.
1. CPM only requires
a one-time estimate.
2. CPM includes a cost estimate as well as normal and crisis time estimates.
3. CPM is based on the
assumption that you have at least some experience with the work needed to complete each component task.
organizations refer to the major departments responsible for accomplishing the
mission of the command.
Line organizations
organizations refer to personnel who advise, assist, counsel, and serve the line
departments
Staff organizations
organizations refer to special departments that are neither line nor staff.
Functional organizations
refers to the ideal number of people one person can effectively supervise.
Span of control
is the authority you have over subordinates in your
chain of command.
Line authority
is the right of staff to counsel, advise, or make
recommendations to line personnel.
Staff authority
Examples of staff organizations with
functional authority include
the Legal, Equal
Opportunity, and Safety Departments
power stems from your use of positive and negative rewards
to influence subordinates
Reward
power results from the expectation of a negative reward if your wishes are not obeyed
Coercive
power comes from the authority of your rate and position in the chain of command.
Legitimate
power depends on your giving or withholding of
information or having knowledge that others do
not have.
Informational
power derives from your subordinates’ identification or association with you
Referent
comes from your knowledge in a specific area through
which you influence others
Expert power
In this style of leadership,
subordinates are expected to do the job the way the leader tells them to do it
COERCER.
leaders are firm but fair. They tactfully provide clear
direction but leave no doubt about what is expected or who makes the final decisions.
Authoritarian
leaders consider concern for subordinates and personal popularity as the most important aspect of their job.
Affiliator
leaders believe subordinates should take part in the decision-making process.
Democratic