Course 9 Notecards - Volume 2

Front 1

Name 3 characteristics of leadership?

201.1

Back 1

1) leaders lead
2) leaders aren't always on top
3) leaders motivate others

Front 2

201.3
What measurement tools are available to assess leadership skills?

Back 2

Scores of:
Indices
Evaluations
Assessments
Tests
Surveys
"IEATS"

Front 3

202.1
What 2 step plan can you use in developing an effective time management plan?

Back 3

- establish to-do list
- prioritize tasks

Front 4

202.2
What is the ABC priority system?

Back 4

categorize tasks by level of importance
A - must be accomplished
B - not quite as urgent
C - nice to do, simple, not time consuming

Front 5

202.3
What is the key to prioritizing tasks?

Back 5

focus on the 20% of the 80-20 rule

Front 6

203.1
How does time management impact work center effectiveness?

Back 6

leads to efficiency and increased productivity

Front 7

203.2
Name a key element to keep in mind when organizing your desk or workstation?

Back 7

organization, not prettiness

Front 8

203.3
How can you use delegation as an effective time management saving technique?

Back 8

delegate lower priority tasks to subordinates that challenge and enhance training

Front 9

203.4
What planning tools are available to help you manage your workcenter responsibilities?

Back 9

- planners
- pda's
- organizers
- calendars

Front 10

203.5
What is recognized worldwide as one of the biggest time wasters?

Back 10

telephone

Front 11

204.1
Regarding time management, how do we fulfill our responsibilities as NCOs and demonstrate our adherence to the AF core values?

Back 11

by properly managing time, we make positive impact on workcenter effectiveness

Front 12

204.2
What programs should we be actively involved in to maintain a high degree of proficiency in our specialty?

Back 12

- education services such as career development courses and CCAF programs

Front 13

204.3
How does time management help meet the objective of PME?

Back 13

can improve performance by helping free up time to increase our knowledge

Front 14

205.1
This is the reaction or wear and tear our bodies experience to an external demand placed by our continually hanging environment?

Back 14

stress

Front 15

205.1
This has physical and emotional effects on us creating positive or negative feelings or behaviors?

Back 15

stress

Front 16

205.2
What does GAS stand for?

Back 16

General Adaptation Syndrome

Front 17

205.2
What are the 3 stages of GAS?

Back 17

- Alarm Reaction
- Resistance
- Exhaustion

Front 18

205.3
What are the 4 variables related to the stress intensity level?

Back 18

- Personal Perception
- Social Support
- Locus of Control
- Personality Types A & B

Front 19

205.3
This is how an individual views a potential stressor such as public speaking?

Back 19

personal perception

Front 20

205.3
These are effective relationships that buffer effects of stress as in testimonies from military members thanking their family for supporting them through their career?

Back 20

social support

Front 21

205.3
This is how people view their fate? People who believe they control their own destinies tend to view work situations to be less stressful.

Back 21

locus of control

Front 22

205.3
This personality type aggessively struggle to achieve more in less time?

Back 22

Type A

Front 23

205.3
This personality type goes with the flow?

Back 23

Type B

Front 24

206.1
What are the 6 subcategories of organizational stressors?

Back 24

- job stressors
- role stressors
- environmental stressors
- interpersonal stressors
- leadership stressors
- organizational structure and change stressors

Front 25

206.2
This occurs when a person's job roles or responsibilities conflict w/ one another, often seen at intermediate levels of supervision?

Back 25

role conflict

Front 26

206.2
This occurs when an individual isn't provided w/ enough info about his or her role to properly perform the job?

Back 26

role ambiguity

Front 27

206.3
This is an individual's requirement for personal space to feel comfortable?

Back 27

social density

Front 28

206.4
This stems from the level of decision making and magnitude of rules and regulations?

Back 28

organizational structure and change

Front 29

206.5
If left undetected or addressed, this can build up or cause problems, either alone or in concert w/ organizational stressors?

Back 29

extra-organizational stressors

Front 30

206.6
What are 3 outcomes of distress?

Back 30

- physiological
- psychological
- behavioral

Front 31

206.7
This is one of the most widely recognized and probably the most common serious stress reaction?

Back 31

alcohol consumption

Front 32

206.8
This can impact quantity and quality of work produced and result in abuse of equipment, waste of resources and supplies, and low morale?

Back 32

personal distress

Front 33

207.1
What are the 2 goals of stress management programs and methods?

Back 33

- promote health
- reduce distress

Front 34

207.2
This aims at changing your view of potential stressors, altering the response pattern and treating specific problems caused by stress?

Back 34

individual stress management methods

Front 35

207.3
What 4 ways does an individual accomplish overload avoidance?

Back 35

- avoid busy work
- delegate
- say no
- negotiate deadlines

Front 36

207.4
This is used to help members adjust to and manage stressors which can't be removed?

Back 36

organizational stress methods

Front 37

207.5
Name 5 benefits of increased subordinate involvement?

Back 37

- reduction in tardiness and being absent
- relations improvement
- change acceptance
- ease in leading
- decision making easier

Front 38

208.1
This is a specific type or pattern of behaviors intended to ensure work center effectiveness and mission accomplishment brought about by a state of order and obedience?

Back 38

discipline

Front 39

208.2
The impact of this can be positive or negative? If you're part of a unit that experiences several problems, mission effectiveness and team cohesion is endangered. If you're part of a unit where the mission is being carried out w/ minimal problems, self-development and unit cohesion is taking place.

Back 39

discipline

Front 40

208.3
This can be compared to the pulse of a person? It makes a statement about the health of a unit and the individuals in the unit. Knowing the status of this will be a good indicator to the supervisor what adjustments should be made.

Back 40

discipline

Front 41

209.1
The purpose of this is to define the specific responsibilities for each rank, the relationship between each rank and how each rank fits into the organization, and the career progression through the enlisted ranks?

Back 41

Enlisted Force Structure

Front 42

209.2
This lays the foundation for effective discipline? It provides guidance and direction for NCOs spelled out in the form of the NCO general responsibilities. If the NCO fulfills these roles, he or she will be better able to establish and maintain control while, at the same time, taking care of the professional development of subordinates?

Back 42

Enlisted Force Structure

Front 43

209.3
What is the supervisor's role in helping subordinates adjust to the military environment?

Back 43

letting subordinates know they care about well being and career development

Front 44

210.1
What 3 actions should you take in preventing disciplinary problems?

Back 44

- communicate expected standards
- be directly involved
- be a role model

Front 45

210.2
Name a corrective measure you would utilize in order to maintain discipline?

Back 45

verbal or written counseling

Front 46

210.3
This is the process of gaining and maintaining discipline within your organization? It provides a way for the supervisor to establish lines of acceptability and communicate those lines to your subordinate?

Back 46

Progressive Discipline Process (PDP)

Front 47

211.1
This contributes to a decline in productivity because the affected individual's ability to perform is impaired? The individual becomes unable to complete assigned tasks and requires more supervision.

Back 47

substance abuse

Front 48

211.2
What 3 ways does substance abuse affect time in the work center?

Back 48

- spending time away from duty section
- difficult to complete tasks
- have to adjust priorities and work schedules

Front 49

212.1
What 3 steps should you take as a supervisor to prevent substance abuse in your work center?

Back 49

- educate
- deglamorize use
- lead by example

Front 50

212.2
Why is documentation so important to you and the subordinate in the identification phase of a substance abuse problem?

Back 50

- provides info
- helps ensure punitive measures are carried out

Front 51

212.3
Describe 3 roles of a supervisor during an intervention phase of a substance abuse problem?

Back 51

- communicate w/ individual
- timely referral to proper agency
- involvement and concern

Front 52

213.1
This is a systematic approach to optimizing risk to best support the best mission outcomes?

Back 52

ORM

Front 53

213.2
What are the 4 principles of ORM?

Back 53

- accept no unnecessary risk
- make risk decisions at appropriate levels
- cost vs. benefit
- integrate ORM at all levels

Front 54

213.3
Name 5 factors to consider when determining of benefits outweigh the costs?

Back 54

- time
- money
- quality
- quantity
- perceptions

Front 55

213.4
What step of ORM deals w/ prioritizing the control measures?

Back 55

Step 3, Analyze Risk Control Measures

Front 56

213.5
What is the purpose of step 1 of the ORM?

Back 56

to identify as many hazards in the process as possible

Front 57

213.6
This is a continuous process designed to detect and assess risk using safety as one of many considerations?

Back 57

ORM

Front 58

214.1
This says a person feels a need and sets a goal to fulfill that need? He then acts in a way that will accomplish the goal. The behavior will provide feedback to help the person determine if the goal is being met or not. If the goal is blocked or not being met, a different set of behavior may be carried out in order to continue trying to attain that goal.

Back 58

Behavior Model

Front 59

214.2
Understanding this will help better prepare you to deal with the successes and failures of your subordinate? Knowing this is a normal and healthy part of behavior is important just as knowing it can become dangerous if it's done at the cost of everything else in the person's life.

Back 59

coping behavior

Front 60

214.3
This is the process that conditions us to react to a given situation or process a given set of info in a certain way?

Back 60

learning

Front 61

214.3
This helps us to gain an understanding of right and wrong and helps us to respond accordingly?

Back 61

learning

Front 62

214.4
Whose theory asserts that job satisfaction and dissatisfaction are caused by different work related factors called hygeines? Worker dissatisfaction occurs when these hygeines are lacking.

Back 62

Herzberg's Theory

Front 63

214.4
Whose theory states that 3 critical needs, power, affiliation, and achievement may be fulfilled through the organization? The organization can place you in charge of something or someone, social and interpersonal activities satisfty the achievement need, and reaching a goal fills the achievement need?

Back 63

McClelland's Theory

Front 64

214.5
According to Vroom's Expectancy Theory, this occurs because a person assigns meaning or value to what they see or perceive as a realistic outcome based on their behavior? It is very strong because the value is often determined by the person who is doing the behavior instead of the person providing the reward.

Back 64

motivation

Front 65

215.1
This is a motivational force that plays a role in our long term goals and have an interactive relationship with our needs and behavior in reaching that goal?

Back 65

aspirations

Front 66

215.1
This help us to learn things and better ourselves in our effort of goal attainment?

Back 66

aspirations

Front 67

215.2
This motivates us and impacts how we are typically going to respond to any given situation?

Back 67

personality

Front 68

215.2
This is made up of many traits and can be determined by how others see us?

Back 68

personality

Front 69

215.3
Because of this, your job as a supervisor is made more difficult because you must put forth more effort to get the person to see themselves in a positive light and getting them to change their behavior?

Back 69

poor self-concept

Front 70

215.3
This results in people not believing that they are capable or important?

Back 70

poor self-concept

Front 71

215.4
This refers to the degree of control people feel they have in a given situation?

Back 71

self efficacy

Front 72

215.4
This relates to whether people feel the outcomes of their behavior are truly a result of their action?

Back 72

locus of control

Front 73

215.5
We use this to make pass judgment and make decisions?

Back 73

values

Front 74

215.5
We use this to assess the actions of others, develop positions on issues, and avoid certain tasks?

Back 74

values

Front 75

215.5
This is the foundation of our behavior?

Back 75

values

Front 76

216.1
This is a group organized to work together?

Back 76

team

Front 77

216.1
This is an ongoing process involving interaction of individuals within a team to achieve the desired objective?

Back 77

group dynamics

Front 78

216.2
This is developed through a group process of team interaction and agreement in which each team is willing to work toward achieving these goals?

Back 78

team goals

Front 79

216.3
What must a team do to be effective?

Back 79

- actively participate
- provide feedback

Front 80

216.3
This is measured by observing leadership being shared, conflicts addressed, resources maximized and creatively encouraged?

Back 80

team effectiveness

Front 81

216.4
As a supervisor, what 3 techniques would you use to get your subordinates to perceive themselves as team members?

Back 81

- communicating effectively
- convey work center goals as team goals
- ensure team members know their role

Front 82

216.5
These are actions associated with accomplishing the team's specific task, solving a problem or accomplishing a goal?

Back 82

task elements

Front 83

216.6
What are the 3 categories of non-task elements?

Back 83

- personal identity in the team
- relationships among team members
- identification within the organization

Front 84

216.7
The effort in which a team studies its own process of working together and acts to create a climate that encourages and values the contributions of team members is necessary when?

Back 84

during team building

Front 85

217.1
Name the most important responsibility of a leader? How is it accomplished?

Back 85

- develop an exciting vision
- through cooperation

Front 86

217.2
What must team members do in order to accomplish desired results?

Back 86

build commitment, trust, and support

Front 87

217.3
What is the most important attribute necessary for long-term goals?

Back 87

patience

Front 88

217.4
What 3 conditions must be met for team building to be successful?

Back 88

- high level of interdependence
- commitment
- teamwork

Front 89

218.1
What are the 4 stages of team development?

Back 89

- forming
- storming
- norming
- performing

Front 90

218.2
What stage of team development is known as the exploration period?

Back 90

forming stage

Front 91

218.2
Behaviors associated with this stage of team development include being cautious, exploring boundaries, being non-committal, having hidden agendas, having little to no group identity, forming cliques, and feeling a need to be liked?

Back 91

forming stage

Front 92

218.3
In which stage of team development is flexibility the key and hierarchy is of little importance?

Back 92

performing stage

Front 93

219.1
This is disharmony brought about through differing behavior, aims, or methods?

Back 93

conflict

Front 94

219.2
This is where individuals with differing points of view and personalities show mutual respect for each other's thoughts and feelings? It results in good outcomes.

Back 94

positive conflict

Front 95

219.2
This happens when individuals often view others as adversaries? People become very concerned about protecting themselves and attempt to win at all costs.

Back 95

negative conflict

Front 96

219.3
This may cause conflict when a leader isn't properly using influence he or she has over others? The failure to make decisions or delegate at the appropriate times slows progress and creates an environment for disagreements and conflicts.

Back 96

managerial behavior

Front 97

220.1
What 3 factors should you consider before deciding on a conflict management technique?

Back 97

- Who are you dealing with?
- What is at stake?
- Consider the situation.

Front 98

220.2
This attempts to satisfy both parties? It makes the best use of both sides, resources, talents, and ideas.

Back 98

collaboration

Front 99

220.2
This can result in a win position for both groups and in many cases the organization enjoys a more solid solution or outcome to the problem?

Back 99

collaboration

Front 100

220.3
This helps to positively manage conflict because it requires the individuals to identify and define the root cause of the conflict? It aids in getting people to focus on the real issue and uncover underlying factors that are contributing to the situation.

Back 100

5-step approach

Front 101

221.1
This is effective in overcoming barriers because these people personify strong self-esteem?

Back 101

assertiveness

Front 102

221.1
These type of people are often risk-takers and even-tempered? They don't allow someone else to control their future.

Back 102

assertive

Front 103

221.1
Rather than consistently waiting for others to start resolving conflict their way, this type of person puts control of the situation into his or her own hands?

Back 103

assertive

Front 104

221.1
This is not aggression because an individual is acting from different points of view and aims to resolve the conflict for the betterment of the team rather than himself or herself?

Back 104

assertiveness

Front 105

221.2
This helps to reduce potential for conflict by giving people a better understanding and appreciation for other positions and processes in the work center?

Back 105

cross-training

Front 106

221.2
This leads to understanding which helps a person see and accept differing points of view and lends itself to the individual being empathetic when dealing with others?

Back 106

cross-training

Front 107

221.2
This improves efficiency and effectiveness by allowing workers to focus on their job?

Back 107

conflict management

Front 108

222.1
This fosters an environment of open communication where creative thinking occurs? This creativity and open communication helps in reaching organizational goals and building individual relationships within the work center?

Back 108

conflict management

Front 109

222.2
This results in poor organizational performance because communication breaks down, improvement opportunities are lost, and morale decreases?

Back 109

improper conflict management

Front 110

222.2
Because of this, problems become more serious and more difficult to fix, resulting in time having to be taken from the job and used to resolve the conflict?

Back 110

improper conflict management

Front 111

223.1
This is the attaining or surpassing of objectives and tasks dealing with mission accomplishment?

Back 111

organizational effectiveness

Front 112

223.2
These factors include personal relationships among supervisors and subordinates, supervisors and superiors, and supervisors and other supervisors?

Back 112

interpersonal factors

Front 113

223.2
Under what 5 conditions, do interpersonal factors affect and influence leadership?

Back 113

- someone w/ ambition vs. someone w/ none
- strong personality vs. weak
- expectations of each other
- unequal physical stature
- aggressive vs. passive person

Front 114

223.2
Name an organization that requires a more directive style of leadership?

Back 114

fire department

Front 115

223.2
These type of jobs may require more delegating or empowering?

Back 115

highly technical or research jobs

Front 116

223.2
This can have a major impact on situational leadership? In an emergency situation, the supervisor would likely revert to more directive styles in order to save lives and resources?

Back 116

time

Front 117

223.2
These include social issues and movements that will affect attitudes of subordinates and supervisors alike, environmental conditions, social unrest, and current world?

Back 117

outside influences

Front 118

223.2
This involves your leadership inclinations and tendencies and how you prefer to lead subordinates?

Back 118

awareness of self

Front 119

224.1
This refers to the extent to which a leader engages in one-way communication?

Back 119

directing

Front 120

224.1
This type of behavior is one a leader takes to accomplish a task? It's a task-oriented behavior.

Back 120

directive behavior

Front 121

224.2
This is the degree of knowledge or skills possessed by the subordinate? It is gained from education, training, and experience.

Back 121

competence

Front 122

224.2
This includes any transferable skills a subordinate may have such as abilities developed in other jobs which apply to the particular task at hand?

Back 122

competence

Front 123

224.2
This is a combination of both confidence and motivation?

Back 123

commitment

Front 124

224.2
This is a person's self-assurance that leads to a feeling of doing well without supervision?

Back 124

confidence

Front 125

224.2
This is a person's interest and enthusiasm for doing a task?

Back 125

motivation

Front 126

224.3
What are the 4 Situational Leadership development levels? Also state each competence/commitment level.

Back 126

- D1 low competence / high commitment
- D2 some competence / low commitment
- D3 high competence / variable commitment
- D4 high compentence / high commitment

Front 127

224.3
This Situational Leadership development level states that a person lacks or has little skill and knowledge to do a task, but is eager to try it anyway?

Back 127

D1

Front 128

224.3
Give an example of a D1 Situational Leadership level?

Back 128

a person who recently arrivesd at his first duty station

Front 129

224.3
This Situational Leadership development level states that a person has some knowledge or training, but confidence may still be low for a number of reasons?

Back 129

D2

Front 130

224.3
Give an example of a D2 Situational Leadership level?

Back 130

a follower who is beginning to learn the ropes

Front 131

224.3
This Situational Leadership development level states that an individual is skilled but the commitment may vary due to low self confidence, personal problems, lack of valued recognition? In some cases, this person may just not care.

Back 131

D3

Front 132

224.3
Give an example of a D3 Situational Leadership development level?

Back 132

quite skilled but not excited

Front 133

224.3
This Situational Leadership development level states that a person has all the technical and team skills to do the task and is motivated, self-directed, and self supporting?

Back 133

D4

Front 134

224.3
Give an example of a D4 Situational Leadership development level?

Back 134

a peak performer

Front 135

224.4
What are the 4 Situational Leadership styles of leadership?

Back 135

- directing
- coaching
- supporting
- delegating

Front 136

224.4
This implies that the manager will provide specific instructions, control task accomplishment, but may consult w/ subordinates or ask for their ideas? The manager will be the one who identifies problems, sets goals and evaluates the work accomplished,

Back 136

directing

Front 137

224.4
This implies that the manager still decides what the game plan will be and directs task accomplishment, but may consult w/ subordinates or ask for their ideas? The manager will be the one who identifies problems, sets goals and evaluates the work accomplished.

Back 137

coaching

Front 138

224.4
This implies an increase in Supportive Behavior and a decrease in Directive Behavior? The leader acts toward subordinates with more 2-way communication.

Back 138

supporting

Front 139

224.4
This implies that the leader assigns responsibility to the subordinate and then backs off?

Back 139

delegating

Front 140

224.4
Many refer to this as empowerment? It's not the case that low direction and support means no direction and support.

Back 140

delegating

Front 141

224.5
Use this style of leadership when you have a D1 (someone who is low in compentence, but motivated)?

Back 141

directing style

Front 142

224.5
Use this style of leadership when you're in an emergency situation? There is a short timeline and your follower is a D2 or D3. You can also use when there is a major organizational change.

Back 142

directing style

Front 143

224.5
Use this style of leadership when dealing with a D2 (a person w/ some confidence, but not all the skills, knowledge or information needed, and who is also unmotivated and unsure of their ability?

Back 143

coaching style

Front 144

224.6
Use this style of leadership when working with a D3 who is slipping or regressing because his skills are rusty, his attitude is poor or he's lost sight of the goal?

Back 144

coaching style

Front 145

226.7
Use this leadership style when the person has the skills needed to do a task, but is a little insecure or lacks confidence? It could also be used with someone who has the skills relevant to doing the task, but doesn't care?

Back 145

supporting style

Front 146

224.8
Use this leadership style w/ D4's? You can also use w/ D3s, who have all the skills for the task at hand, when you have long timelines, low stakes and built in reinforcement and you think they're ready to be let go?

Back 146

delegating style

Front 147

225.1
How does the subordinate benefit when Situational Leadership is practiced?

Back 147

- positive behavior
- competence and commitment is developed

Front 148

225.2
Name 3 ways the organization benefits when the Situational Leadership model is followed?

Back 148

- training and development is more organized
- production is easier to manage
- work-center is more efficient

Front 149

226.1
The first objective of this is to provide appropriate and effective performance feedback? The second is to provide a long term record of subordinate performance for use in making personnel management decisions.

Back 149

performance management

Front 150

227.1
This will help you to deal with your subordinates because you know how you are going to respond to likely situations in your work center?

Back 150

knowing yourself

Front 151

227.2
This can help to prevent problems such as boredom or complacency, by putting the right people into the right job?

Back 151

matching interests w/ jobs

Front 152

228.1
This is activity oriented rather than result oriented? This is a limitation because something else, feedback, must be used to address the results expected.

Back 152

job descriptions

Front 153

228.1
A limitation of this is that subordinates may see it as defining the limits of their job often refusing to do anything not listed?

Back 153

job description

Front 154

228.2
Name 3 traits of performance standards?

Back 154

- specific
- observable
- measurable

Front 155

228.3
This will allow an evaluator to gain a more accurate picture to make decisions on? It makes it easier to provide effective feedback because the supervisor will have the information.

Back 155

determining a subordinate's behavior

Front 156

228.4
These bring bias, close mindedness, and logical errors into an actual evaluation? They essentially result in an unclear, inaccurate evaluation of the subordinate's performance.

Back 156

pitfalls

Front 157

229.1
This helps to start a new relationship off right? It provides the expectations and standards in which a subordinate will be measured by.

Back 157

preventative feedback

Front 158

229.1
This type of feedback sets the subordinate up for success by helping him adjust to his new environment?

Back 158

preventative feedback

Front 159

229.3
When should you refer your subordinate to other people or other agencies for follow-up feedback?

Back 159

when problem is to much for you or you don't know enough about issue

Front 160

230.1
The main focus of this is how well the person is doing in regards to assigned tasks and fulfilling the elements defined in the job description?

Back 160

performance feedback

Front 161

230.1
This serves to address job performance as well as items such as personal issues, discipline problems, and career decisions?

Back 161

counseling

Front 162

230.2
This is often the preferred method of counseling?

Back 162

nondirective counseling approach

Front 163

230.2
This counseling approach is often preferred because it puts the responsibility for a solution on the shoulders of the subordinate?

Back 163

nondirective counseling approach

Front 164

230.2
This counseling approach is effective because if conducted properly, results in a higher level of open, honest communication? The commitment of the subordinate is greatly increased because they often take pride in ownership of the solution that was developed.

Back 164

nondirective counseling approach

Front 165

230.3
What does effective counseling strengthen?

Back 165

organizational effectiveness

Front 166

230.3
This is the vehicle that provides guidance and direction for the subordinate resulting in them becoming a more well rounded and fully developed member of the AF?

Back 166

effective counseling

Front 167

230.3
This fosters teamwork and opens the line of communication necessary for a solid supervisor-subordinate relationship?

Back 167

counseling

Front 168

231.1
You can improve your subordinate by doing this to develop a good foundation of motivation?

Back 168

building on their strengths

Front 169

231.1
This helps to minimize and eliminate weaknesses in the subordinate?

Back 169

building on strengths

Front 170

231.2
This is helpful because it prevents complacency and boredom?

Back 170

job rotation

Front 171

231.2
This helps you to make full use of your subordinates because they are able to learn about more areas within the work center and their career field?

Back 171

job rotation

Front 172

231.3
Name 2 things you should consider as a supervisor to improve the situation while developing an improvement plan?

Back 172

- make sure you're not over or under supervising
- maintain situational awareness

Front 173

232.1
What are the 4 change levels?

Back 173

- knowledge
- attitudinal
- behavioral
- group/organizational

Front 174

232.1
A process as simple as reading a publication, manual or AFI can affect change at this level?

Back 174

knowledge level

Front 175

232.1
This level of change involves the adoption of a positive feeling for the task at hand?

Back 175

attitudinal change

Front 176

232.1
Change at this level is demonstrated through observable behavior?

Back 176

behavioral level

Front 177

232.1
This level of change is the most difficult, since it often involves the alteration of long-standing and deeply engrained customs and traditions?

Back 177

group/organizational change

Front 178

232.2
At this change level, you are responsible for effecting changes in a multitude of people?

Back 178

group/organizational change

Front 179

233.1
What are the 2 change cycles?

Back 179

- directive
- participative

Front 180

233.1
This change cycle is from the top/down approach?

Back 180

directive

Front 181

233.1
This change cycle is from the bottom/up approach?

Back 181

participative

Front 182

233.2
Name a disadvantage of using the wrong change cycle?

Back 182

demotivation

Front 183

234.1
What are the 3 roles during the change process?

Back 183

- change sponsor
- change agent
- change target

Front 184

234.1
During the change process, this is the individual responsible for initiating the change and supervising it through each of the 3 processes?

Back 184

change sponsor

Front 185

234.1
During the change process, this is the individual responsible for implementing change within a specific group?

Back 185

change agent

Front 186

234.1
During the change process, this is the individual undergoing the change?

Back 186

change target

Front 187

234.2
What are the 4 organizational norms?

Back 187

- technology norm
- structure norm
- people norm
- task norm

Front 188

234.2
This organizational norm includes computers, test equipment, weapons systems, and more?

Back 188

technology norm

Front 189

234.2
This organizational norm includes general procedures, job steps, checklists, and more?

Back 189

task norm

Front 190

234.2
This organizational norm includes technical or leadership training, new jobs, and more?

Back 190

people norm

Front 191

234.2
This organizational norm includes admin procedures, evaluation systems, and more?

Back 191

structure norm

Front 192

234.3
This core value encourages faith in the system?

Back 192

service before self

Front 193

234.3
This core value encourages responsibility and loyalty?

Back 193

integrity first

Front 194

234.3
This core value encourages a quality effort?

Back 194

excellence in all we do

Front 195

234.4
What are the 3 stages in the change process?

Back 195

- unfreezing
- changing
- refreezing

Front 196

234.4
This stage in the change process creates a need for change?

Back 196

unfreezing

Front 197

234.4
This stage in the change process involves moving the four organzational norms from the old state to the new?

Back 197

changing stage

Front 198

234.4
This stage in the change process completes the process by locking-in the expected outcomes?

Back 198

refreezing stage

Front 199

234.5
What responsibility does an NCO have to each subordinate during the change process?

Back 199

creating a positive atmosphere

Front 200

235.1
What are the 6 steps of problem solving?

Back 200

- recognize the problem
- gather data
- list possible solutions
- test possible solutions
- select best solution
- implement and follow-up

Front 201

235.3
What 2 techniques may you use to generate a list of solutions?

Back 201

- brainstorming
- creative thinking

Front 202

235.3
This is a very effective technique used to generate many possible solutions to a problem in a very short period of time?

Back 202

brainstorming

Front 203

235.3
This promotes freethinking of ideas by changing or recombing old ideas into new possible solutions to problems?

Back 203

creative thinking

Front 204

235.4
How do you know if a possible solution is feasible?

Back 204

- resources are available
- authority to implement

Front 205

235.5
What should you do if you have more than one feasible and acceptable solution to a problem?

Back 205

get input from others and/or combine ideas

Front 206

235.6
In what 2 ways does your use of the 6 step approach to problem solving impact you as a supervisor?

Back 206

- better able to resolve problems
- gives you experience

Front 207

236.1
According to Hersey, Blanchard and Johnson, what 3 skills are indicated as being requisite to leadership?

Back 207

- diagnosing
- adapting
- communicating

Front 208

236.2
What 2 key aspects should you focus on when you are diagnosing an organization?

Back 208

- status of the people
- status of the environment

Front 209

236.3
What 4 categories are used by the Marines to gain a complete picture of the status of its people?

Back 209

- morale
- esprit de corps
- discipline
- proficiency

Front 210

236.4
As a leader, what 2 areas must you look at when assessing the organizational environment?

Back 210

- resource availability
- leadership actions

Front 211

236.5
This type of leader exhibits a high task, low relationship style?

Back 211

authoritarian leader

Front 212

236.5
This type of leader tends to be autocratic and rigid, allowing for little deviation from the schedule?

Back 212

authoritarian leader

Front 213

236.6
This type of leader exhibits a high task, high relationship style?

Back 213

team leader

Front 214

236.6
This type of leader isn't afraid to dive right in and usually leads by example?

Back 214

team leader

Front 215

236.6
What are the 4 types of leaders?

Back 215

- team leader
- authoritarian leader
- impoverished leader
- country club leader

Front 216

236.7
This type of leader exhibits a low task, low relationship style?

Back 216

impoverished leader

Front 217

236.7
This type of leader is notorious for delegating, then disappearing, leaving subordinates to fend for themselves?

Back 217

impoverished leader

Front 218

236.8
This type of leader exhibits a low task, high relationship style?

Back 218

country club leader

Front 219

236.8
This type of leader uses reward power as the motivating force?

Back 219

country club leader

Front 220

237.1
What are the 2 categories of leadership power?

Back 220

- personal
- position

Front 221

237.2
What are the 4 types of position power?

Back 221

- coercive power
- connection power
- legitimate power
- reward power

Front 222

237.2
This type of power is founded in your authority to use sanctions in response to poor performance?

Back 222

coercive power

Front 223

237.2
This type of power is based on your association w/ influential people or organizations?

Back 223

connection power

Front 224

237.2
This type of power involves your ability to provide things people like?

Back 224

reward power

Front 225

237.2
This type of power is based on the perception that you should make certain decisions based on your title, role or position?

Back 225

legitimate power

Front 226

237.3
What AFI states that NCOs are delegated authority necessary to exercise leadership commensurate with their rank and responsibility?

Back 226

AFI 36-2618, The Enlisted Force Structure

Front 227

237.4
What are the 3 types of personal power?

Back 227

- referent power
- information power
- expert power

Front 228

237.4
This type of personal power is determined by how your followers feel about interacting with you?

Back 228

referent power

Front 229

237.4
This type of personal power is your access to or possession of useful info and your ability to provide and explain the info at the time it's needed?

Back 229

information power

Front 230

237.4
This type of personal power is based on your education and experience displayed through your technical and professional expertise?

Back 230

expert power

Front 231

238.1
What are 3 key attributes of a role model?

Back 231

- integrity
- commitment
- mentoring

Front 232

238.2
What term is used to describe a supportive relationship, where a senior member of an organization counsels, coaches, teaches and provides feedback to a junior member? What is the term used to describe the junior member?

Back 232

- mentor
- protege

Front 233

239.1
Technical proficiency, as a leadership tenet, is most closely related to which AF core value?

Back 233

excellence in all we do

Front 234

239.2
During what 3 times should you understand the capabilities and limitations of your organization?

Back 234

- when developing objectives
- when creating priorities
- when assigning tasks

Front 235

240.1
What 2 categories is planning divided into?

Back 235

- strategic
- operational

Front 236

240.2
This planning category will most likely be used by NCOs on a daily basis?

Back 236

operational

Front 237

240.3
What are the 5 steps in the planning process?

Back 237

- analyze the mission
- establish goals
- identify alternatives
- select best alternative
- implement plan

Front 238

240.4
Name 2 organizational levels at which you'll manage budgets w/ varying degrees of control?

Back 238

- responsibility center
- cost center

Front 239

240.4
This is an organizational department under the direct supervision of a single individual solely responsible for its activities?

Back 239

responsibility center

Front 240

240.4
This is an organizational department where supplies are used, is usually the flight or work center in an organization?

Back 240

cost center

Front 241

240.5
This organizational document lists the people assigned, projects losses and gains, and accurately reflects the Unit Manning Document?

Back 241

Unit Personnel Management Roster

Front 242

240.6
This document tells you the number of people authorized, the AFSCs, position numbers and total number assigned to your work center?

Back 242

Unit Manning Document

Front 243

240.7
What are the primary professional development programs for enlisted people?

Back 243

Professional Military Education Courses (PME)

Front 244

241.1
This is the process of dividing work into manageable sections and coordinating the results to serve a purpose?

Back 244

organizing

Front 245

241.2
What are the 3 approaches to job design?

Back 245

- job rotation
- job enlargement
- job enrichment

Front 246

241.3
This is the practice of periodically shifting workers through a set of jobs in a planned sequence?

Back 246

job rotation

Front 247

240.4
This is the process of upgrading the job-task mix in order to increase the potential for growth, achievement, responsibility and recognition?

Back 247

job enrichment

Front 248

241.5
This is the allocation of a wider variety of similar tasks to a job in order to make it more challenging?

Back 248

job enalrgement

Front 249

242.1
In this function, organizational activities are regulated so that the elements of performance remain within acceptable limits?

Back 249

controlling function

Front 250

242.2
What are the 4 steps in the controlling process?

Back 250

- establish standards of performance
- measure actual performance
- compare performance standards
- evaulate performance and take action

Front 251

243.1
This involves harnessing our personal and professional traits to influence others to accomplish the mission?

Back 251

leading

Front 252

243.2
This requires vision and the ability to communcate that vision to other people?

Back 252

effective planning

Front 253

243.3
This requires an understanding of the organizational structure and an ability to convince your people that cross utilization is best for them and the AF?

Back 253

effective organizing

Front 254

243.4
This requires an understanding of performance standards as they pertain to mission accomplishment and an ability to see what kind of controlling mechanisms are best?

Back 254

effective controlling

Front 255

243.4
What 3 relationships is the balance between over-control and under-control based on?

Back 255

- people
- mission
- situation

Front 256

244.1
These are actions taken by an individual to deprive a person or group of a right becasue if color, national origin, race, religion or sex?

Back 256

personal discrimination

Front 257

244.1
What 4 ways can personal and systemic discrimination occur?

Back 257

- overtly
- covertly
- intentionally
- unintentionally

Front 258

244.2
These are actions taken by an institution or system that, through its policies or procedures, deprive a person or group of a right because of color, national origin, race, religion or sex?

Back 258

systemic discrimination

Front 259

244.3
In what 3 ways can sexual harassment occur?

Back 259

- verbal
- nonverbal
- physical

Front 260

244.4
This serves as a catalyst for conflict? The person feels motivated because his or her inhibitions are lowered and they often act irresponsible on underlying prejudices?

Back 260

alcohol

Front 261

245.1
This is greatly reduced when discriminatory acts are taking place because people feel frustrated , helpless and unaccepted?

Back 261

morale

Front 262

245.1
What 3 things suffer because of human relation incidents?

Back 262

- discipline
- motivation
- group cohesion

Front 263

245.2
How does human relations incidents impact productivity?

Back 263

people perform poorly or not at all

Front 264

247.1
By managing this properly, you allow individuals to reach their fullest potential while in pursuit of mission objectives?

Back 264

diversity

Front 265

247.2
This is a composite of ratial, gender, ethnic, national origin, cultural, attitudinal, socio-economic and personal differences?

Back 265

diversity

Front 266

248.1
What are the 4 steps in managing diversity?

Back 266

- learn to understand and respect differences
- promote assertive in subordinates feelings
- learn how others want you to treat them
- act as a force for acceptance of diversity

Front 267

248.2
What are the primary dimensions of diversity comprised of? Give 3 examples?

Back 267

- genetic characteristics over which we have no control

age
race
gender

Front 268

248.2
What are the secondary dimensions of diversity comprised of? Give 3 examples?

Back 268

- characteristics of which we have control over

education
income
religion

Front 269

248.3
Name 5 barriers that hinder acceptance of diversity?

Back 269

- personal bias
- stereotyping
- prejudice
- discrimination
- collusion

Front 270

248.4
This can be managed by encouraging open and honst communication?

Back 270

diversity

Front 271

248.5
Name 3 ways we can embrace diversity?

Back 271

- being open minded
- listen
- ask questions

Front 272

249.1
Name 5 negative effects of poor diversity management?

Back 272

- decreased productivity
- conflict
- faulty communication
- favoritism
- disatisfaction

Front 273

249.2
Name 4 positive effects of effective diversity management?

Back 273

- reduced conflict
- teamwork
- enhanced relationships
- increased productivity, innovation, and creativity

Front 274

249.3
How does embracing diversity impact the work center?

Back 274

exposes new insight and ways to do things

Front 275

254.1
This plays an important role as the liaison between the media and the base?

Back 275

Public Affairs

Front 276

254.1
Whose job is it to balance needs of the unit in terms of security of info along w/ fair and equal access by the media?

Back 276

Public Affairs

Front 277

254.1
Who keeps the base populace informed and helps to organize programs to interact w/ local community?

Back 277

Public Affairs

Front 278

255.1
The objective of this is to responsibly manage the irreplacable natural and cultural resources it holds in public trust?

Back 278

AF Environmental Program