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22 Cards in this Set

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1.The (ICMA) WAS FOUNDED IN WHAT DATE?
2. WHAT DOES (ICMA) STAND FOR?
1. 1914

2. INTERNATIONAL CITY/COUNTY MANAGEMENT.
1.THE ESP WAS BUILD ON HOW MANY EDITIONS?
2.THE FIRST EDITION WAS PREPARED BY?
1. 3 EDITIONS

2. GEORGIA'S INSTITUTE OR GOVERNMENT.
1. THE SECOND EDITION WAS PREPARED BY THE SAME ORGANIZATION KNOWN AS THE?
CARL VINSON INSITUTE OF GOVERNMENT.
1. THE THIRD EDITION WAS REVISED BY?
MARY L. WALSH, WHO WAS CHIEF ADMINISTRATIVE OFFICER OF MISSOULA, MONTANA.
THE PRIMARY RESPONSIBILITY FOR THE FOURTH EDIDION WAS UNDERTAKEN BY?
SCOT WRIGHTON AT THE INSTITUE OF GOVERNMENT, UNIVERSITY OF GEORGIA.
THE FIRST EDITION OF THIS BOOK WAS PUBLISHED IN?
1970
WORK PLACE WAS ONCE:
1. POWER BASED IS NOW
2. ONCE COMPETITIVE IS NOW
3. ONCE TO WORK HARDER NOW
1. RELATIONS SHIP BASED
2. COOPERATIVE
3. WORK SMARTER.
FOUR SPECIFIC FACTORS ARE CHANGING THE CHARACTER AND APPEARANCE OF LOCAL GOVERNMENT. WHAT ARE THEY?
1.DEMORGRAPHIC CHANGES
2.TECHNOLLOGICAL CHANGES
3.CHANGES IN LEGAL ACCOUNTABILITY
4. SHIFTS IN EMPLOYEES EXPECTATIONS AND ATTITUDES.
EMPLOYEES EXPECT THEIR JOB TO FULFILL MORE OF?
THEIR HUMAN NEEDS
THIS IS A SET OF VALUES CENTERED ON HARD WORK, SELF-RELIANCE, THRIFT, AND RESPECT FOR TRADITIONAL AUTHORITY?
PROTESTANT ETHIC
TODAY, BOTH SUPERVISORS AND NONSUPERVISORS ALIKE SEE THEIR CAREERS AS CYNICAL NOT?
LINEAR
CHANGES IN EMPLOYEE ATTITUDES AND EXPECTATIONS, TOP-DOWN, HEIRARCHICAL MANAGEMENT IS GIVING WAY TO?
SELF-MANAGED TEAMS.
EFFECTIVE GOVERNMENT SUPERVISORS SHOULD FOCUS ON HOW MANY FUNDAMENTAL TASKS?
FOUR
WHAT ARE THE FOUR FUNDAMENTAL TASKS?
1. ACHIEVING PREDEFINED RESULTS AND OUTCOMES.
2. SUSTAINING A SPIRIT OF TEAMWORK AND COOPERATION BOTH WITHIN AND OUTSIDE YOUR WORK UNIT
3. CONTINUALLY DEVELOPING YOUR EMPLOYEES SHILLS AND TALENTS.
4. FOSTERING A WORK ENVIRONMENT THAT IS FLEXIBLE BUT IN WHICH ACCOUNTABILITY IS MAINTAINED.
BECAUSE YOU MUST KEEP YOUR UNIT ON SCHEDULE, DECIDE WHAT TOOLS AND RESOURCED IT NEEDS, DETERMINE HOW TO ASSIGN THE WORK, AND ENSURE THAT YOUR EMPLOYEES REMAIN MOTIVATED. FOUR PERSONAL HABITS WILL HELP YOU TO DO ALL THIS. WHAT ARE THEY?
1. DEVELOPING SELF-AWARENESS
2. BUILDING GOOD WORKING RELATIONSHIPS WITH YOUR EMPLOYEES.
3. CULTIVATIONG A POSITIVE MANAGEMENT ATTITUDE.
4 LEARNING TO BROKER COMPETING INTERESTS.
BUILDING SELF-AWARENESS IS WHAT STEP TO BEING A GOOD SUPERVISOR?
THE FIRST
THIS WILL HELP YOU TO SENSE AND TO ADAPT TO CHANGES IN EMPLOYEE NEEDS?
HEALTHY SELF-AWARENESS.
BUILDING GOOD WORKING RELATIONSHIPS DOES NOT MEAN BUILDING A PERSONAL FRIENDSHIP WITH EVERY EMPLOYEE? ID DOES MEAN YOU NEED TO DO WHAT? THERE ARE 3.
1. BE FAIR
2. COMPASSIONATE
3. PREDICTABLE
EFFECTIVE SUPERVISORS UNDERSTAND THE LARGER GOALS AND PROCESSES OF THE ORGANIZATION, AND HOW THE WORK OF INDIVIDUAL EMPLOYEES ADVANCES THOSE GOALS AND PROCESSES. THIS KIND OF UNDERSTANDING IS CALLED WHAT?
MANAGEMENT ATTITUDE
ONE OF THE BEST TESTS OF YOUR ABILITY AS A SUPERVISOR IS WHAT?
WHEATHER YOU EMPLOYEES WORK AS HARD WHEN YOU ARE AWAY FROM THE JOB SITE AS WHEN YOU ARE THERE.
THIS ORGANIZATION DEVELOPED A LIST OF TWELVE QUESTIONS THAT CAN BE USED TO MEASURE THE STRENGTH OF A WORKPLACE?
THE GALLUP ORGANIZATION.
SUCESS IN THE JOB OF A PUBLIC SERVANT DEPENDS ON THESE THREE THINGS.
1. YOUR OBLIGATIONS TO THE LOCAL GOVERNMENT THAT EMPLOYES YOU.
2. YOU DUTY TO FUNCTION AS A CHANGE AGENT.
3. AND YOUR RELATIONSHIPS WITH YOUR OWN SUPERVISOR AND YOUR EMPLOYEES.