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168 Cards in this Set
- Front
- Back
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Define the three roles in the change process
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. change sponsor - this person is responsible for initiating change within an organization
. change agent - this person is responsible for implementing the change in an organization . change targets - these are the individuals/groups who actually undergo the change |
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Define the four levels of change
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. knowledge - change that occurs after acquiring new information
. attitude - change characterized by strong positive or negative emotions . individual behavior - change characterized by breaking old habits . group behavior - hardest level to change; involves changing customs/traditions that have been around for a long time |
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Participative change cycle is
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normally longer-lasting (time consuming)
implemented when new knowledge is made available |
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should be used with unpopular decisions
implemented by authority figure |
Directive change cycle
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When would it be appropriate to use the participative change cycle?
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. your personal power base is strong and secure
. your Airmen are achievement-oriented . time isn‘t an issue . your Airmen are very knowledgeable |
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When would it be inappropriate to use the directive change cycle?
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. subordinates view themselves as self motivated and responsible
. subordinates are highly knowledgeable |
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directive change cycle is appropriate to use if:
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. time is critical and change needs to happen fast
. subordinate input isn‘t required . not completing a task could negatively impact the mission. . the change is unpopular . your Airmen are unmotivated and slow to accept change. |
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Identify and describe the three phases of the change process.
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. unfreezing - this phase is intended to motivate your subordinates and help get them ready for change
. changing - this phase is the movement from the old way of doing things to the new way of doing business . refreezing - this phase is the locking in (refreezing) of the new procedures until they‘re a permanent part of daily operations |
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List several strategies to deal with resistance to change.
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. develop an implementation plan
. use effective communication skills . actively seek buy-in |
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What is individual behavior?
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the way a person acts or behaves
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The result of individual behavior in a group
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Group Dynamics
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Why should supervisors be concerned with individual behavior?
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because it can either positively or negatively affect your group dynamics and the team‘s ability to accomplish the workcenter‘s mission.
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individual needs, wants, or impulses.
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motives
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What are the five motives in Maslow‘s Hierarchy of Needs Theory?
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. Physiological motive – need to sustain life
. Safety motive – need to feel safe . Social motive – need to be accepted . Self-esteem motive – need for recognition and respect . Self-actualization motive – need to maximize potential |
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How would you define personality?
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how a person consistently behaves and reacts to people and the environment.
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Personality types are
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Analytical, detail-oriented, inquisitive, logical, systematic, particular
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How does an individual with an analytical personality act?
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display characteristics of being slow and meticulous in decision making; sure to have all facts; analyzed all the possibilities; uses checklists
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How does an individual with a compassionate personality act?
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always takes the time to consider others feelings and points of view
takes time from work to help others |
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What kind of characteristics would you expect to see from an individual with a strong-willed personality?
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would display characteristics that always challenge others to see their point of view and fail to consider others‘ points of view in discussions.
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What were the four types of teams you read about?
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Process Improvement Team (temp), Project Team (temp), Action Team (temp), and Workcenter Team (perm).
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What‘s the difference between the process improvement, project, action, and workcenter teams?
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. A process improvement team mainly deals with the way something could be improved
. Project teams are formed to complete specific projects . Action teams are formed in a crisis situation . Workcenter teams deal with everyday production/daily work requirements |
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When would you put a project team together and why?
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. A specific set of duties is required to complete a specific need.
. project or a need can be fulfilled using the diversity of many career fields to solve problems . There is a need for experienced members that belong to different groups/functions to come together to complete a project |
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In what types of situations, might you find yourself on an action team?
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. When assigned to a joint, multi-national, or total force team in wartime situations
. When a situation is presented that needs immediate attention . When assigned to a team in a crisis situation |
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Development stages of a team
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Forming- Team first meets up
Storming – power struggles; control and organization issues Norming- rules finalized and accepted Performing – start to produce effective and efficient work Adjourning - team must disband |
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What are some of the feelings associated with a team in the storming stage?
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. Resistance to tasks and methods different from what individual member is comfortable using
. Sharp fluctuations in attitude about the team's chances of success |
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How would you be able to tell if your team has moved toward the norming stage?
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. There's a sense of team cohesion, a common spirit and goals
. There's an acceptance of membership in the team . Members display relief that it seems everything is going to work out |
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Some of the behaviors associated with the norming stage are:
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. Attempts to achieve harmony by avoiding conflict
. Increased friendliness; confiding in each other and sharing of personal problems; discussing the team's dynamics . New ability to express criticism constructively . Establishing and maintaining team ground rules and boundaries |
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what are some attitudes you should notice in the
performing stage? |
. Members display team loyalty by accepting each other's strengths and weaknesses
. Members display positive morale through satisfaction with the team's progress . Members display a close attachment to the teams mission and to each other . Members diagnose and solve problems, and choose and recommend changes . Members display the ability to prevent or work through group problems |
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What are some feelings associated with the adjourning stage?
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. Sadness or depression because the team is breaking up
. Happiness because there is a sense of completion |
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Why is the role of the team leader important to a team‘s success?
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. He or she is the focal point for many important areas within the team
. It‘s unlikely the team will gel together without some direction and guidance . The participation on the part of team members might be lacking without a team leader to encourage them to give input |
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How should the team leader go about fulfilling his or her role on the team?
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. Understanding the direction the team needs to go when accomplishing a task
. Applying effective interpersonal skills to maximize participation from everyone . Knowing what turns a group of individuals into an effective team |
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How should the facilitator seek to fulfill his or her role to the team?
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. Becoming very familiar with group dynamics
. Knowing when to provide input . Getting to know fellow team members to detect if or when individual needs are not being met |
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What should the facilitator focus on?
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team participation
group dynamics decision-making conflict resolution problem solving interferences |
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How should a team member seek to fulfill his/her role?
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. Promoting team members to think out of the box to maximize creativity
. Contributing to the efforts of the team by creating a positive, open environment . Understanding and enforcing the group norms decided on by the team . Displaying a commitment to the team over individual pursuits and desires . Not ridiculing people or their input when providing constructive criticism . Encouraging everyone to participate in as many aspects of the task as possible |
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How is the team affected if this role isn‘t properly applied?
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. The team environment could become unstable
. Morale and productivity could suffer . Ultimately the mission could suffer |
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How could the team leader fulfill communication responsibilities?
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. Working on developing written and verbal skills through formal education
. Being open to receive constructive feedback on his/her communication skills . Talking to others whose communication skills are effective . Seeking out leaders that will assist him/her in becoming a better communicator |
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As a team leader, what are some negative signs that team members may display that should be of concern to you and how can communication impact these situations?
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. I can‘t just shut up and color (SUAC); that would reinforce the negative feelings
. I must have open communication with team members displaying negative signs so we can work through the issue |
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one of your biggest challenges of a team leader?
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. Gaining/building/establishing trust
. communicating effectively . maintaining positive human relations climate . becoming a team leader of previous peers |
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Thinking about the core values, which ones could apply to enhancing human relations within the team and building trust; why?
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. Integrity First, Responsibility; I must demonstrate that I am capable
. Service Before Self, Respect For Others; I must display a concern for others and be willing to help . Integrity First, Justice; I must be fair in the treatment of all team members . Integrity First, Accountability; I must be able to admit when I‘m wrong and when I don‘t know what to do . Excellence In All We Do, Excellence in Internal Operations; I must be able to foster a |
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What do you think could be the result of a team with unsatisfied task needs?
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. Very little focus or direction
. Procrastination is likely to be the norm and widespread within the team . Little, if any, progress will be made towards the accomplishment of the team‘s goals . There would likely be constant disruptions and disputes among team members |
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How does the workcenter benefits from task needs being satisfied?
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. Team members understand the direction the team needs to go
. Productivity will be positive . Clarity of purpose will be known |
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What may happen if individual needs are not met for team members?
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. members wonder how well interaction will be
. members may be confused on how or if they‘ll fit in . members may wonder the degree of influence they‘ll have . members may look for ways to satisfy their individual needs . The likelihood of negative cliques forming should be a concern |
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Why should the individual needs of team members be addressed?
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.distractions from the task could occur
. will show members that there's true concern for their needs . It‘ll demonstrate the value placed on members . will help team members become a cohesive and productive |
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What could happen to a workcenter when maintenance needs are ignored?
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. A breakdown of team unity could occur
. There could be hesitancy to provide input to the efforts of the task . A lack of trust within the team could emerge . Members could display an unwillingness to compromise positions to benefit the team goal |
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Why should these needs be of concern to you, as the team leader of the workcenter?
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. Because I must ensure team needs are met
. Because without me being actively involved, the team could fail . Because I am charged to lead my workcenter team . Because even though informal leadership exists within the team, there will be times when I must step in and handle issues |
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What behaviors could you expect to see if the maintenance needs of a team are met?
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. The team should form a cohesive unit
. Cooperation and teamwork will be seen . Individualism will be minimal at best . Task needs will be met due to the motivated individuals and clear direction . The team should be productive as everyone contributes to the efforts of the task . The focus of the team should be clear because of honest communication |
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What is the vision for AFSO21?
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to establish a CPI environment whereby all Airmen are actively eliminating waste and continuously improving processes.
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List the desired effects associated with AFSO21?
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. Increase productivity of our most valued asset – Our Airmen
. Significantly increase critical asset availability . Improve response time and decision making agility . Sustain safe and reliable operations |
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What are some circumstances where a supervisor might use the systematic eight-step
approach to problem solving? |
. when resolving open issues that have no simple solutions
. when the answer to the cause of the problem isn‘t clear . to determine the root causes and eliminate problems |
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How will using the eight-step problem solving approach help you fulfill your supervisory responsibilities?
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You‘ll be able to achieve maximum performance from each of your subordinates to ensure the mission is effectively and efficiently accomplished
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The Eight Step Problem Solving Cycle
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. Step 1: Clarify & Validate the Problem (Go and See, VOC, Problem statement)
. Step 2: Break Down the Problem/Identify Performance Gaps (KPI/M , Waster, Performance Gap Analysis) . Step 3: Set Improvement Targets (goal, Strategic Vision, Tactical Targets) . Step 4: Determine Root Causes (Root Cause, Five whys, Brainstorming Fishbone diagram) . Step 5: Develop Countermeasures (stake holders) . Step 6: See Countermeasures Through . Step7: Confirm Results & Process . Step 8: Standardize Successful Processes |
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What tools can help you determine which problems should be tackled first?
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. Voice of the Customer – understanding who the customer is and what their needs are
. Go and See |
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How could the Go and See method help you decide which problems should be tackled first?
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helps you decide which problems should be tackled first by providing you with first hand data rather than second hand opinions.
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What should a good problem statement include?
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. What is the problem?
. Where did the problem happen? . When did the problem happen? . What is the significance of the problem? |
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Why is it essential that problem statements be objective?
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. Working with implied causes could cause the team to narrow its focus and thus limit its ability to fully resolve the problem
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A good problem statement is
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Factual
Written down agreed to by all parties objective describes a problem |
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What tools are used to assist Airmen in understanding problem data? How do they help?
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. Key Process Indicators and Metrics (KPI/M) – assist in understanding what objective data is needed and what it means
. Performance Gap Analysis – assist in understanding the difference between current performance and customer‘s requirements . Value and Waste Analysis – streamline and improve productivity, quality, and service by recognizing resources that do not have real value towards the objective |
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Give a description of the two types of metrics.
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. Outcome-based (leading metrics) – forecast or predict potential problems so that they
can be prevented or neutralized; countermeasures can be taken into consideration to prevent occurrence . Results-oriented (lagging metrics) – after-the-fact report identifying performance trends |
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Regarding Value and Waste Analysis, describe the eight types of waste that do not add real value to resources as intended.
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. Defects – errors, mistakes, missing parts
. Over-production – more than needed/required . Waiting – hurry up and wait for resources/response . Nonstandard over-processing – outdated forms, repeated data entries . Transportation – moving information (material) manually; use technology . Intellect – not using networking or subject matter experts . Motion – unnecessary busy work . Excess inventory – excessive parts, tools, raw materials, supplies, records, files |
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Why is it important to develop a clear goal statement?
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. Helps target progress as the problem is being solved
. Provides focus and direction |
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What two aspects should you consider when developing your improvement targets?
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. Strategic Vision - view into the future that describes how an organization will strategically perform or conduct business
. Tactical Targets - define the performance levels required to make the goal a reality. |
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What tools can assist with determining the true root cause of a problem?
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.Brainstorming – stimulate a chain rxn of ideas in a short amt of time
. Five Whys? – ask what caused the problem at least 5 times . Fish Bone Diagrams – Cause and Effect Diagram . Root Cause Problem Solving - |
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How does asking five whys help you determine root causes?
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. Forces you to keep asking questions until you come up with a final answer
. Shows the relationship between causes . Helps you identify the true root of the problem |
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. Forces you to keep asking questions until you come up with a final answer
. Shows the relationship between causes . Helps you identify the true root of the problem |
. Builds a variety of ideas
. Causes people to think of a variety of causes/solutions . Creates a synergistic effect among those participating while withholding judgment . Forces you to think of other ideas and not just focus on one or two . Helps people think beyond AFIs, policies, and normal procedures |
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Why are stakeholders (everyone involved) important in the successful outcome of the problem?
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. Develops a sense of ownership
. Prevents complaints that the stakeholders are victims of the solution process |
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What actions can the supervisor take to gain support of the stakeholder?
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. Select the most practical and effective countermeasures
. Create a clear and detailed action plan . Involve stakeholders in the solution creation step |
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To ensure countermeasures are workable, what criteria do they have to meet?
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. Effectiveness – test to see if the countermeasure help to achieve target; how well the
countermeasure works; and will the countermeasure prevent reoccurrence . Feasibility – test to see if cost, approval, resources, safety, and time is a limiting factor . Impact – test to see if countermeasure creates more problems than it is worth; what effects will the countermeasure have on the workcenter, operations, personnel, Air Force |
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What improvement tools help to standardize successful processes?
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. Six S
. Visual Management . Standard Work – complete a task through consistency; same amt of resources; same time; same results . Material/Information Flow – assembly line; smooth movement of material, info, or service from one process to another |
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What are the characteristics of the Six S improvement tools responsible for improving profitability, efficiency, and service? Explain each
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. Sort – clean and organize
. Straighten – arrange . Shine – routine maintenance . Standardize – simplify consistently . Sustain – continue and maintain . Safety – Operational Risk Management |
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What can you do to ensure consistency and standardization in work processes?
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. involve Airmen from all shifts
. let the process workers define the work and gain consensus . keep your processes simple . document the standard and train from the documentation |
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Why is it necessary to conduct a review or evaluate results once you have implemented the solution?
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. Give an indication of how well the countermeasure is working
. Let me know if/when the desired state or goal has been reached . Identify problems with countermeasure implementation |
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What are the six principles of recognition efforts?
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. Timeliness
. Proportionality . Sincerity . Specificity . Personal desires . Individual contributions |
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What happens when you fail to properly reward or recognize individuals?
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. Affects morale and commitment
. Cause individuals to become less engaged in their work . Cause them to expect to get something for nothing . Trigger resentment |
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What kinds of tools are needed to standardize improvements?
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. Six S
. Visual Management . Standard Work . Material/Information Flow |
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How should process improvements and lessons learned be communicated?
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. Key meetings
. Air Force publications . Message traffic . Chain of command . Community of Practice (Air Force Knowledge Now) |
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Define conflict.
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the competition between interdependent parties who perceive that they have incompatible needs, goals, desires, or ideas--they can‘t agree or create harmony with each other.
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List and describe the two types of conflict.
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Relationship conflict occurs when people (team members) experience interpersonal incompatibility.
Task conflict occurs when team members disagree about the tasks that should be performed and accomplished. |
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List and describe the sources of conflict discussed in this chapter.
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. Individual Differences - individuals resist cooperation due to lack of trust, don‘t feel respected, don‘t feel listened to.
. Roles - conflict because of expectations of people in the role, power imbalances created by the role, or when expectations of specific roles are inconsistent. . Communication - communication that is misinterpreted, can lead to confusion and disagreements. . Procedures - failing to follow proper procedures or not agreeing with a way to solve a problem, make a decision, or resolve conflict, can be a source of conflict. . Personal Values - differences of opinion between individuals about the importance or priority of options, concerns, or choices of direction can be a source of conflict. |
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When would you intervene in a conflict?
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when a conflict between your subordinates has become counterproductive
when your subordinates don‘t know what to do when the real source of a problem isn‘t identified. |
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What are the conflict intervention techniques that can assist you in managing conflict?
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Be self-aware, establish order, identify the problem, encourage constructive communication,
let your Airmen summarize, lay out the goals, identify possible alternatives, find a solution, and seek commitment from those involved. |
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Describe the five conflict resolution approaches.
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. Avoiding - a passive approach of dealing with conflict. It involves taking a neutral position during a conflict.
. Accommodating - involves yielding or giving in to another party. . Compromising - a partial satisfaction of all parties in order to reach a common goal. . Competing/forcing - involves using power, formal authority, or threats in order to resolve conflict. . Collaborating - an approach that involves attempting to satisfy the concerns of all parties. |
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When would it be appropriate to use each approach?
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. Avoidance: (1) the issue is trivial, (2) there is no chance of satisfying
your own concern, (3) others can solve the conflict more effectively (4) the damage of confronting out-weighs the benefits of resolution. . Accommodating (1) the issue is more important to others than it is to You (2) you realize you are wrong, (3) you want to build up social credits for later issues, or (4) continued competition would only damage the cause. . Compromising is appropriate when (1) goals are moderately important, but not worth effort or disruption, (2) it is necessary to arrive at solutions under time pressure, or (3) you want to achieve temporary settlement to a complex issue. . Competing/forcing is appropriate when (1) quick, decisive action is needed, (2) unpopular actions are required, or (3) issues are vital for mission accomplishment. . Collaborating is appropriate when (1) both sets of concerns are too important to compromise, (2) commitment is necessary, or (3) hard feelings that need to be dealt with have been interfering with interpersonal relationships |
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State the six leadership principles.
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. Know your job
. Be a mentor . Set the example . Care for your people . Communicate . Accept your responsibility |
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Why is it important for you to take care of your people?
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because when you demonstrate genuine concern for your subordinates, they‘ll be more prone to work better for you and your organization.
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What could be the impact if you don‘t accept responsibility for failure?
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If you don‘t accept responsibility for failure, it can destroy your credibility as a leader and break the bond of respect and loyalty.
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Define the concept of CML.
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Contemporary Military Leadership (CML) is an interactive, evolutionary relationship between leader and follower requiring a flexible leadership approach to effectively meet mission objectives in a dynamic Air Force environment
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What four areas of assessment should you consider when determining your subordinate‘s effectiveness?
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. Task circumstances
. Subordinate effectiveness attributes . Subordinate involvement stages . Subordinate needs |
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When evaluating task circumstances, what factors do you need to know?
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. Task complexity
. Time constraints . Safety factors |
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What are the three subordinate effectiveness attributes?
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. Aptitude
. Conditioning . Inclination |
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How would you describe aptitude?
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Subordinate’s ability to learn, understand, and acquire new skills.
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What are some factors that could impact aptitude?
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. Stress
. Exhaustion . Anxiety |
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How might a subordinate‘s aptitude affect his or her ability to accomplish a task?
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may affect his or her ability to accomplish a task because he or she may be quick to learn new information or tasks, or he or she may accomplish tasks incorrectly due to a lack of understanding or skill.
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What is a definition of conditioning?
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the learned or acquired skills an individual currently possesses. It‘s the toolbox of knowledge, experience, and education an individual brings to the situation.
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What are some factors that can impact an individual‘s conditioning?
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What are some factors that can impact an individual‘s conditioning?
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How are aptitude and conditioning related?
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related because subordinates tend to gain job skills (conditioning) by how quickly they’re able to learn new information (aptitude).
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What is inclination?
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the attitude or disposition an individual has towards something.
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What can influence someone’s inclination?
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can be influenced by factors such as subordinates‘ confidence, mood, feelings, or fondness of co-workers.
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How could a subordinate‘s inclination be seen in his or her ability to accomplish a task?
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it can be seen in the willing (inclined) or unwilling (disinclined) actions of subordinates to take on new tasks or accomplish current duties in an excellent manner.
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Why is it important for you to accurately assess subordinate effectiveness before taking action?
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because it contributes to your ability to choose the most effective leadership approach for increasing subordinate effectiveness in your organization.
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What are subordinate involvement stages?
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Subordinate involvement stages are the combinations of a subordinate‘s capability and inclination associated with accomplishing a task.
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How could an inaccurate assessment of a subordinate's involvement stage affect subordinate effectiveness?
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you‘ll more than likely:
decrease effectiveness negatively impact the leader/follower relationship decrease subordinate morale. |
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When would you use a commanding approach with your subordinate?
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when the subordinate doesn‘t have the skills to be productive and doesn‘t have the motivation and/or confidence to try
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When using the commanding approach, what should the supervisor do to increase effectiveness?
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tell
demand direct guide the subordinate |
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What types of jobs might require a commanding approach without regard to subordinates' involvement stages?
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responders such as the fire department, security forces, medical units, and combat units working in critical life or death situations.
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What would be some desired outcomes of using a commanding approach?
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the leader is looking for an outcome that will increase subordinate capability and inclination to do the job efficiently and effectively without constant supervision.
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When would you use a providing approach with your subordinate?
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when a newly assigned subordinate has limited skills or requires equipment or authority to accomplish the task yet is a motivated team player.
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When using the providing approach, what should the supervisor do to increase the
subordinate‘s effectiveness? |
provide training, give encouragement, or supply equipment to help the subordinate accomplish a task.
should also take time to explain why a task should be done in a particular way and answer questions the subordinate may have. |
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What subordinate actions indicate a need for the engaging leadership approach?
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when a subordinate has the skills to be productive; may not be motivated, lack the confidence, or simply doesn't want to do anything.
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When using the engaging approach, what should the supervisor do to increase subordinate effectiveness?
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clarify expectations
discuss the standards answer questions using rapport or connection with the subordinate. |
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When would you use an empowering leadership approach?
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used when leaders recognize that their subordinates who are extremely proficient, exceed standards, and are motivated to achieve their goals.
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What are standards?
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morals, ethics, or habits established by an authority, custom, or an individual as acceptable behavior.
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Why is it important to establish standards?
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because they allow your subordinates to clearly understand what‘s expected of them, how they should conduct themselves, and what the expected performance should be.
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Before establishing standards, why is it important to have the authority to do so?
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. Provide consistency in your organization
. Maintain job requirements for everyone working in the same workcenter . Allow you to retain your credibility as the leader and supervisor |
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What are the criteria for effective standards?
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. Achievable/attainable – capable of actually achieving
. Specific – clearly defined and explicit . Measurable – quantity and quality . Observable – direct, indirect, completed product |
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What are the three areas that should be measured?
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quantity, quality, and timeliness
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In your own words, what’s the purpose of discipline?
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The purpose of discipline is to develop people who are able to control themselves and do
what‘s right all the time, every time. |
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Why is it important to use preventive measures?
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because they establish an environment that allows subordinates to know exactly what’s expected of them
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How does promoting USAF Core Values help prevent disciplinary problems?
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. Providing a framework for subordinates to follow
. Providing a solid foundation to build on . Promoting professional behavior and development . Establishing a moral guide for all Airmen . Setting the institutional guidelines for minimum acceptable behaviors |
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List some examples of preventive measures
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. Positive counseling
. Training . Education . Praise . Rewards . Weekly meetings like roll calls and staff meetings |
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Why is training so critical to developing discipline?
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because it’s the basis for all military life
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Why are corrective measures used?
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to restore discipline and/or improve performance.
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List some examples of corrective measures
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. Verbal or administrative counseling
. Administering LOAs or LORs . Recommend establishing a UIF . Recommend placement on control roster |
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Why must accountability and compliance be considered when enforcing standards
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Setting standards without ensuring compliance to these standards opens the door for sub-standard behavior and degrades your ability to lead your subordinates.
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What could be the result if you fail to hold your subordinates accountable when they choose not to comply with the standards?
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introduces inconsistency into the work environment and makes it difficult for you as a supervisor to maintain discipline.
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Why is it important for you to help your subordinates resolve issues such as stress and marital problems?
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When subordinates are dealing with these issues, it becomes difficult for them to accomplish the mission
could cause a deviation from the standards because of the loss of mental readiness |
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What is one of the best ways for you to create and maintain discipline in your workcenter?
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lead by example
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What are the three basic purposes of the Enlisted Evaluation System?
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. To provide meaningful feedback
. To provide a long-term record of performance and potential . To provide sound information to assist in identifying the best qualified personnel |
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As a supervisor, how could you ensure you give accurate ratings?
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by observing your subordinates regularly and providing them meaningful feedback.
be honest with your subordinates when you think they need to improve. |
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As a supervisor, how could you ensure you give accurate ratings?
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by observing your subordinates regularly and providing them meaningful feedback.
be honest with your subordinates when you think they need to improve. |
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What are some of the benefits of our Enlisted Evaluation System?
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. helps the most deserving Airmen get promoted (promotion)
. helps leaders decide who to retain in the Air Force (force management) . ensures everyone maintains minimum standards (productivity) |
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Why is it important for you to get to know your Airmen?
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. So you can match personal interests with jobs
. So you can predict employee responses to planned change . So you can increase the flow of employees’ suggestions . So you’ll have a basis for influencing group members . So you’ll have a basis for personal counseling |
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How might you gather information for a job description?
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. Your knowledge of the job
. Career Field Education and Training Plan (CFETP) . Specialty Training Standard (STS) . Job Qualification Standard (JQS) found in most OJT records . Supervisor or others performing the job |
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If so many people are responsible and want to do a good job, why do so many people fail to meet performance standards?
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. there are different perceptions about the job
. the standards are unclear . there’s a lack of communication |
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What are the criteria for effective performance standards?
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. Attainable/Achievable
. Specific . Observable . Measurable (can be compared to a decisive factor) |
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What are the criteria for effective performance standards?
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. Attainable/Achievable
. Specific . Observable . Measurable (can be compared to a decisive factor |
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How do good interpersonal communication skills enhance performance standards?
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You can let your members know exactly what‘s expected of them while ensuring that your standards are better understood. Also, these skills can assist you in recognizing your subordinates’ reactions to the standards/expectations so that you can respond to them accurately and honestly.
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What things should you look for when monitoring your subordinate‘s performance?
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. tasks your subordinates perform regularly
. those they perform only periodically . their performance of additional duties |
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What are the three methods of observation?
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. Direct
. Indirect . Check completed work or records |
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When would you use indirect observation?
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. If you have several workers
. if your workers are on different shifts . if your workers are in different locations |
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Why is it important for you to obtain meaningful information from as many sources as possible when monitoring subordinate performance?
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because this will help you put together your subordinate‘s typical performance picture.
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What should you do when relying on the observation of other supervisors?
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you should explain what your standards and expectations are of your subordinates to ensure you‘re on the same page
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How should you evaluate someone‘s performance?
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. Observing behavior and performance
. Comparing what you observe to the standards/expectations . Determining if the behavior/performance meets, exceeds, or fails to meet the standards |
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What factors should you consider when determining your evaluation of a subordinate?
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. Subordinate‘s typical behavior and performance
. Any significant incidents that have occurred during the rating period . The big picture – everything your subordinate is responsible for . Any biases or personal feeling you may have that can impact your evaluation . Whether or not you gave your subordinate feedback so he or she could improve |
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List and describe the common pitfalls associated with evaluation.
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Ratability. occur when an evaluator attempts to evaluate factors that are essentially unratable ( interest in the job, loyalty, and attitude).
Relevancy. when you omit essential elements of the job from consideration; when you give undue weight to an isolated incident, or when you include factors that don‘t contribute to performance |
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Relevancy errors can be categorized as:
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. Deficient - evaluations overlook important elements of the job
. Distorted - evaluations are unduly influenced by a single event . Contaminated - attempting to evaluate factors that don‘t contribute to performance . Variability. evaluations of individuals don‘t show appropriate differences in performance. This absence of differentiation may be the result of: . Evaluator Leniency—some evaluators tend to give high ratings and are reluctant to give low ratings . Evaluator Strictness—this error occurs when an evaluator‘s standards are unreasonably high . Central Tendency—this pitfall occurs when evaluators rate everyone as average. . Halo Effect—evaluators commit this error when one factor, or possibly a characteristic of the subordinate, influences the evaluation of other factors Personal Bias. This occurs when evaluators allow their personal likes and dislikes of an individual to influence the evaluation. Recency. This occurs when evaluations are disproportionately affected by the recent performances of a subordinate. Primacy. This pitfall involves being unduly influenced by the first impression made by the subordinate—first impressions don’t always reflect typical performance. Reputation. When evaluators allow past performance to influence current periods, they fall victim to this pitfall. Don‘t allow a subordinate‘s reputation as a good or poor performer to spill over into the present evaluation. Closed-minded. When evaluators aren‘t open to hearing all sides of a story or situation, they may ignore areas that need to change. Their subordinates probably won‘t be receptive to the evaluator or his/her expectations. |
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How can you create an atmosphere where subordinates aren’t resistant to your evaluations
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approaching evaluations positively with intent to improve subordinate skills
encouraging subordinates to perform evaluations on themselves |
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Describe and give an example of preventative feedback.
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the type of feedback done before a subordinate violates a standard or falls below your supervisory line of acceptability.
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Describe and give an example of rehabilitative feedback.
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feedback done after a subordinate violates a standard or falls below your supervisory line of acceptability.
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What are some of the pitfalls that can occur while preparing to conduct a feedback session?
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personal bias
stereotyping loss of control inadequate planning giving faulty ratings. |
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What is the difference between an AF Form 931 (Performance Feedback Worksheet) and an AF Form 910 (EPR)?
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AF Form 931 allows you to express standards and give feedback on how your subordinates are performing against the standards, allowing time for improvements
AF Form 910 captures the overall performance assessment of a subordinate throughout a reporting period. |
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Describe the difference between feedback and counseling.
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Feedback involves evaluating and judging subordinates against the standards
Counseling involves helping them by providing guidance and recommendations. |
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What are the two main types of counseling sessions and how are they different?
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. Personal situation counseling is event-oriented. It’s reactive in nature since it occurs after a situation arises.
. Professional growth counseling includes planning for individual and professional short- and long-term goals. It‘s proactive in nature since it occurs in preparation for, or anticipation of, future events. |
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What qualities are required of you for effective counseling with your subordinates?
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respect for subordinates
self- and cultural awareness credibility empathy |
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Describe the different approaches you could take when counseling your subordinates
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. Directive approach – supervisor-centered and uses one-way communication. The supervisor is responsible for the success of the session.
. Nondirective approach – subordinate-centered and uses two-way communication. The subordinate is responsible for the success of the session. . Combined approach – consists of both the directive and nondirective approaches. Responsibility is shared between the supervisor and subordinate. |
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Describe the different approaches you could take when counseling your subordinates.
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. Directive approach – supervisor-centered and uses one-way communication. The supervisor is responsible for the success of the session.
. Nondirective approach – subordinate-centered and uses two-way communication. The subordinate is responsible for the success of the session. . Combined approach – consists of both the directive and nondirective approaches. Responsibility is shared between the supervisor and subordinate. |
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When would you need to adjust your initial counseling approach?
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the attitude, actions, or motivation of the subordinate isn't what you expected.
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Aside from the obvious EPR, what other types of administrative decisions might you have to make?
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. Recommendations for awards/decorations
. Recommendations for workcenter positions/special duty assignments |
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Why are the additional rater’s comments so important?
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. carry a little more weight than the rater’s comments
. solidifies the overall performance assessment . ensures the report is accurate, unbiased, and not inflated |
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What are some things you should not include in an EPR?
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. Any reference to performance feedback sessions
. Events occurring after the EPR close-out date . Conduct based on unreliable information (use effective monitoring techniques) . Confidential statements . Recommendation for a decoration . Subordinate's race, ethnic origin, gender, age, or religion . Marital status |
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Why is it important for the first sergeant and commander to review all EPRs?
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in order to ensure the quality of all the unit’s EPRs so that they can keep the system from becoming inflated.
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Why would you want to build on a subordinate’s strengths when trying to reduce or eliminate weaknesses?
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because eventually the strengths should overcome their weaknesses.
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What happens when you link performance improvement efforts with a subordinate‘s personal goals?
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your subordinates see that by improving themselves, they help out the organization, or vice
versa. They may start to see themselves as valuable members which could result in an increase in commitment (or inclination). |
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What areas of the job should you consider for improvement?
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. the necessity of tasks
. appropriateness of tasks . job design |
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What does job design focus on?
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on analyzing and grouping tasks into recognizable and definable units.
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Describe job rotation.
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Job rotation systematically moves subordinates from one job to another within the entire range of possible tasks
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What is meant by the term job enrichment?
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offering someone more high-level motivators like more responsibility, freedom, or autonomy.
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Describe job enlargement.
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occurs when you give an individual a wider range of tasks without increasing his or her level of responsibility.
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When developing an improvement plan for the situation, what elements should you address?
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. organizational design
. physical layout of the work facility . resources available to accomplish required tasks . work schedules, (if it‘s within your authority to do so) . your supervisory methods |
