Ncoa, Unit Manager Um-2

Front 1

Stress Is:

Back 1

Non specific response of the body to any demand made upon it.

Front 2

Perception:

Back 2

Individuals respond to their perception of reality rather than reality itself

Front 3

EU Stress:

Back 3

Is good stress
(new job, lottery etc.)

Front 4

Distress:

Back 4

Bad Stress
(loss of family or job, etc)

Front 5

The 3 Phases of stress activity is:

Back 5

-Alarm reaction
-Stage of resistance
-Stage of exhaustion

Front 6

Perception is:

Back 6

Individuals response to their perception of reality rather than reality itself.

Front 7

Locus of Control is:

Back 7

A personality attribute
(internal or external)

Front 8

*Internal Locus of control:

Back 8

believe they control their own destinies

Front 9

*External Locus of control:

Back 9

believe their lives are controlled by outside forces

Front 10

Type A behavior are:
(more stress full)

Back 10

-Active
-Rarely take time to examine their feelings.
-Often insecure, even though they appear self-assured.

Front 11

Type B Behavior are:
(less stress full)

Back 11

-Calm
-React more calmly

Front 12

Organizational Factors are:

Back 12

- Task demands
- Role demands
- Interpersonal demands
- Organizational structure
- Organizational leadership

Front 13

*Task demands:

Back 13

Factors related to a person's job

Front 14

*Role Conflict:

Back 14

Additional duties interfere with job.

Front 15

Interpersonal demands:

Back 15

Pressures created by other individuals.

Front 16

*Organizational structure:

Back 16

Level of differentiation in the organization. Excessive rules or lack of it are examples of structural variables that might be potential sources of stress.

Front 17

*Organizational Leadership:

Back 17

***

Front 18

*Role Overload:

Back 18

Expected to do more then time permits. (Too much on plate)

Front 19

*Role ambiguity:

Back 19

When individual does not have enough information to perform the job/task.

Front 20

3 Categories of Stress:

Back 20

- Physiological
- Psychological
- Behavioral

Front 21

*Physiological symptoms:

Back 21

- Increase heart
- Increase breathing
- increase blood pressure

Front 22

*Psychological Symptoms:

Back 22

- Job dissatisfaction
- Tension
- Anxiety
- Irritability
- Boredom

Front 23

*Behavioral Symptoms:

Back 23

- Productivity
- Absence
- Turnover
- Eating habits
- Increased Smoking
- Consumption of Alcohol

Front 24

Barriers and coping:

Back 24

Can be extenal or internal, things blocking goal achievement

Front 25

Goals of Stress Management Program:

Back 25

Promote Individual & Organizational health and minimize Individual & Org stress.

Front 26

4 Individual Approaches are:

Back 26

-Time Management
-Physical Exercise
-Relaxation Training
-Social Support

Front 27

5 Organizational Approaches are:

Back 27

-Selection & Placement
-Goal Setting
-Job redesign
-Organizational Communication
-Wellness Program

Front 28

Behavior Process:

Back 28

-Needs, a lack of something necessary or desirable
-Goals, the objective toward witch efforts is directed
-Behaviors, to act in a specific way
-Feedback, return of data about need&goals

Front 29

Operant conditioning:

Back 29

-Positive Reinforcement, adding to increase behavior
-Positive Punishment, Adding to decrease behavior
-Negative Reinforcement, Taking away to increase behavior
-Negative Punishment, Taking away to decrease behavior

Front 30

Herzberg's two motivation theory:

Back 30

Job satiisfaction are caused by different work related factorrs.
-satisfaction are called motivators
-dissatisfaction are called hygiene

Front 31

McClellands's theory is based on three critical needs:

Back 31

-Power, controling others
-Affiliation, social and interpersonal activities
-Achievement, reaching goals

Front 32

Adams's equity theory:
(everything is equial)

Back 32

-If personal effort=personnal rewards & others rewards then motivation is high
-If personal effort>others efforts or others rewards then motivation is low

Front 33

Vrooms Expectancy theory:

Back 33

-Expected preformance+preformance outcome+value are motivation.
-reward in the past is exspected in the future

Front 34

Aspiration:

Back 34

Aspirations are thedriving force in personalities

Front 35

Personality:

Back 35

Tell you how your going to behave

Front 36

Self-Concept:

Back 36

-Social,how others see us
-Personal, how we view others
-Self-ideals, what we'd like to be, how we'd like others to see us

Front 37

Self-Efficacy & Locus of Control:

Back 37

-Self-Efficacy is behaver
-Locus of Control is out comes
-High self-efficacy believe in themselves
-Low self-efficacy lack confidence

Front 38

Discipline defined:

Back 38

Trining expected to produce a specific character or pattern of behavior, especially moral or mental inprovement

Front 39

Status of Discipline:
(SOD)

Back 39

-looks at what we need to do for effictive discipline
-There is good and bad to SOD

Front 40

Progressive Discipline Process:
(PDP)

Back 40

Is progressive discipline
-1st step, Establish standards
-2nd step, Monitor
-3rd step, Apply the PDP

Front 41

What is the 1st objective of the performance management process?:

Back 41

Manage subordinate performance by providing feedback and counseling. Accomplished by a 5 STEP process.

Front 42

What are the 5 steps of the 1st objective?:

Back 42

Tell, describe, ovserve & evaluate, discuss how well did/didnt meet expectations, develop a plan.

Front 43

What is objective 2?:

Back 43

Provide long term record of subordinate performancefor use in making personnel management decisions.

Front 44

Effictive Feedback and Counseling:

Back 44

-Feedback is all about performance
-Counseling is all about goals

Front 45

What are the three main approaches to counseling:

Back 45

-Directive, nondirective and combined
-Nondirective takes the longest
-Should try to keep <1hour

Front 46

Define a Team:

Back 46

a group organized to work together to achieve a goal

Front 47

Task Elements and Non-Task Elements:

Back 47

-TE, are actions associated with accomplishing the team's specific task (can be larger then TE)
-NTL, are issues influencing the interpersonal relationships of a team's membership

Front 48

COG's Ladder:

Back 48

-Polite stage
-Why are we here stage
-Bid for power stage
-Constuction stage
-Esprit stage
-Interrelationships stage

Front 49

*Polite Stage:

Back 49

-Productivity low
-Hidden agenda stay hidden
-Cliques begin to form
-Gorup approval is strong
-Group identity low or absent
-Actively participate
-Conflict absent
-Feeling limited

Front 50

*Why We're Here Stage:

Back 50

-Productivity low
-want to know group goals/objt
-Cliques start to grow
-Hidden agenda sensed
-Group identity low
-Need for group approval declines
-Informal leader will start to show
(the longer in this stage the hearder to get out)

Front 51

*Bid For Power Stage:

Back 51

-Productivity saticfiactory
-A lot of people stay in this stage
-the longest stage
-Cliques take on greatest importance
-Feedback can be brutal
-Widest group participation

Front 52

*Constructive Stage:

Back 52

-Productivity High
-Cliques start to disalve
-Members start to contribute
-Team sprit begines
-Acomplish group goals

Front 53

*Esprit Stage:

Back 53

-Very High function
-No cliques
-High trust
-Empathetic to members
-Group closed to outsiders

Front 54

*Interrelationships:

Back 54

-No reason to move