Esp Chapter 1

Front 1

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

Back 1

1. 1914

2. INTERNATIONAL CITY/COUNTY MANAGEMENT.

Front 2

1.THE ESP WAS BUILD ON HOW MANY EDITIONS?
2.THE FIRST EDITION WAS PREPARED BY?

Back 2

1. 3 EDITIONS

2. GEORGIA'S INSTITUTE OR GOVERNMENT.

Front 3

1. THE SECOND EDITION WAS PREPARED BY THE SAME ORGANIZATION KNOWN AS THE?

Back 3

CARL VINSON INSITUTE OF GOVERNMENT.

Front 4

1. THE THIRD EDITION WAS REVISED BY?

Back 4

MARY L. WALSH, WHO WAS CHIEF ADMINISTRATIVE OFFICER OF MISSOULA, MONTANA.

Front 5

THE PRIMARY RESPONSIBILITY FOR THE FOURTH EDIDION WAS UNDERTAKEN BY?

Back 5

SCOT WRIGHTON AT THE INSTITUE OF GOVERNMENT, UNIVERSITY OF GEORGIA.

Front 6

THE FIRST EDITION OF THIS BOOK WAS PUBLISHED IN?

Back 6

1970

Front 7

WORK PLACE WAS ONCE:
1. POWER BASED IS NOW
2. ONCE COMPETITIVE IS NOW
3. ONCE TO WORK HARDER NOW

Back 7

1. RELATIONS SHIP BASED
2. COOPERATIVE
3. WORK SMARTER.

Front 8

FOUR SPECIFIC FACTORS ARE CHANGING THE CHARACTER AND APPEARANCE OF LOCAL GOVERNMENT. WHAT ARE THEY?

Back 8

1.DEMORGRAPHIC CHANGES
2.TECHNOLLOGICAL CHANGES
3.CHANGES IN LEGAL ACCOUNTABILITY
4. SHIFTS IN EMPLOYEES EXPECTATIONS AND ATTITUDES.

Front 9

EMPLOYEES EXPECT THEIR JOB TO FULFILL MORE OF?

Back 9

THEIR HUMAN NEEDS

Front 10

THIS IS A SET OF VALUES CENTERED ON HARD WORK, SELF-RELIANCE, THRIFT, AND RESPECT FOR TRADITIONAL AUTHORITY?

Back 10

PROTESTANT ETHIC

Front 11

TODAY, BOTH SUPERVISORS AND NONSUPERVISORS ALIKE SEE THEIR CAREERS AS CYNICAL NOT?

Back 11

LINEAR

Front 12

CHANGES IN EMPLOYEE ATTITUDES AND EXPECTATIONS, TOP-DOWN, HEIRARCHICAL MANAGEMENT IS GIVING WAY TO?

Back 12

SELF-MANAGED TEAMS.

Front 13

EFFECTIVE GOVERNMENT SUPERVISORS SHOULD FOCUS ON HOW MANY FUNDAMENTAL TASKS?

Back 13

FOUR

Front 14

WHAT ARE THE FOUR FUNDAMENTAL TASKS?

Back 14

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.

Front 15

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?

Back 15

1. DEVELOPING SELF-AWARENESS
2. BUILDING GOOD WORKING RELATIONSHIPS WITH YOUR EMPLOYEES.
3. CULTIVATIONG A POSITIVE MANAGEMENT ATTITUDE.
4 LEARNING TO BROKER COMPETING INTERESTS.

Front 16

BUILDING SELF-AWARENESS IS WHAT STEP TO BEING A GOOD SUPERVISOR?

Back 16

THE FIRST

Front 17

THIS WILL HELP YOU TO SENSE AND TO ADAPT TO CHANGES IN EMPLOYEE NEEDS?

Back 17

HEALTHY SELF-AWARENESS.

Front 18

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.

Back 18

1. BE FAIR
2. COMPASSIONATE
3. PREDICTABLE

Front 19

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?

Back 19

MANAGEMENT ATTITUDE

Front 20

ONE OF THE BEST TESTS OF YOUR ABILITY AS A SUPERVISOR IS WHAT?

Back 20

WHEATHER YOU EMPLOYEES WORK AS HARD WHEN YOU ARE AWAY FROM THE JOB SITE AS WHEN YOU ARE THERE.

Front 21

THIS ORGANIZATION DEVELOPED A LIST OF TWELVE QUESTIONS THAT CAN BE USED TO MEASURE THE STRENGTH OF A WORKPLACE?

Back 21

THE GALLUP ORGANIZATION.

Front 22

SUCESS IN THE JOB OF A PUBLIC SERVANT DEPENDS ON THESE THREE THINGS.

Back 22

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.