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28 Cards in this Set
- Front
- Back
- 3rd side (hint)
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BY THE BOOK LEADER |
EFFECTIVE WHEN; #THE SUBORDINATE ID NEW OR INEXPERIENCED AND NEEDS GUIDANCE AND INSTRUCTION #THE AUTHORITY TO DEVIATE FROM RULES AND PROCEDURES IS SPECIFICALLY WITHHELD FROM SUPERVISORS #A NEW PROCEDURE US BEING IMPLEMENTED #HIGHLY ROUTINE AND REPETITIVE OPERATIONS ARE BEING PERFORMED |
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FIVE LEADERSHIP STYLES AND WHEN BEST USED |
AUTOCRATIC LEADER; #THE EMPLOYEE IS UNTRAINED OR RESISTANT TO DUTIES #AN EMERGENCY EXISTS OR WHEN THERE IS NO TIME TO EXPLAIN THE TRAINING BEHIND INSTRUCTIONS #A FIRM DECISION IS NEEDED TO CLARIFY POLICIES #NEAR TERM PRODUCTION CONCERNS OVERRIDE ALL OTHER CONCERNS #THE LEADER KNOWS WELL THE SPECIFIC INDIVIDUAL DUTIES OF SUBORDINATES |
FIVE |
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FIVE LEADERSHIP STYLES AND WHEN BEST USED |
THE DEMOCRATIC LEADER; #TIME CONSTRAINTS ALLOW MEMBERS OF THE GROUP TO PARTICIPATE #A TOLERANCE FOR ERRORS CAN BE SUSTAINED, ESPECIALLY IN THE EARLY STAGES OF AN OPERATION #THE SUPERVISOR IS AVAILABLE TO GUIDE THE GROUP TO UNCOVER ANY INITIAL DIFFICULTIES #MEMBERS OF THE GROUP HAVE AN ACCEPTABLE LEVEL OF COMPETENCE #THE ISSUE AFFECTS ALL MEMBERS OF THE GROUP, IE WHAT TYPE OF BODY ARMOR SHOULD BE WORN |
FIVE |
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FIVE LEADERSHIP STYLES AND WHEN BEST USED |
THE SIDELINES LEADER; #SUBORDINATES ARE EXTREMELY COMPETENT #SUBORDINATES ARE HIGHLY MOTIVATED #THE SUPERVISOR IS NOT EXPERIENCED IN THE SUBORDINATES DUTIES |
THREE |
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FIVE LEADERSHIP STYLES AND WHEN BEST USED |
THE LAISSEZ-FAIRE LEADER; #INFORMAL LEADERS ARE AVAILABLE TO FILL THE LEADERSHIP ROLE. THIS IS ADD BAD, IF NOT WORSE THAN OVER SUPERVISING, THIS OFFERS THE SLIMMEST CHANCE FOR SUCCESS |
ONE |
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DIFFERENCE BETWEEN A LEADER MOTIVATING AND MANIPULATING |
ALL TO OFTEN THE NOVICE SUPERVISOR CONFUSES THE TWO. THE EFFECTIVE SUPERVISOR WILL RECOGNIZE THE DIFFERENCE GIVING THE EMPLOYEE A DESIRE TO PRODUCE WELL AND FORCING THEM DEVIOUSLY |
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HOW TO MOTIVATE A SUBORDINATE |
UNDERSTAND THE NEEDS OF THE SUBORDINATE, WHAT MAKES THEM TICK, BEING AWARE OF THE SUBORDINATE'S PERSONAL LIFE AND ENCOURAGE THEM WITH PRAISE AND BELIEF |
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COMPONENTS OF DECISION MAKING |
PHYSICAL NEEDS SAFETY NEEDS SOCIAL NEEDS ESTEEM NEEDS SELF REALIZATION NEEDS |
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DECISION MAKING COMPONENTS |
GATHER FACTS DRAW CONCLUSIONS TAKE ACTION BE RESPONSIBLE UNDER CERTAIN CIRCUMSTANCES, GROUP DECISIONS |
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IN GROUP DECISION MAKING, WHAT IS THE DIFFERENCE BETWEEN A CRITICAL AND A NON CRITICAL GROUP |
NON-CRITICAL; NO LIMITS, BRAINSTORMING, MIX AND MATCH SOLUTIONS. THIS PURPOSE IS TO OBTAIN THE MOST INNOVATIVE SOLUTIONS. GREAT METHOD WHEN NEW APPROACHES ARE BEING SOUGHT
CRITICAL; ORDER IS MAINTAINED. CLEARLY IDENTIFY THE PROBLEM AND ANY LIMITATIONS. ALE CONSTRUCTIVE CRITICISM OF IDEAS UNTIL A CONSENSUS IS REACHED. THE LEADER MUST CONTINUE AND FOLLOW UNTIL A GROUP DECISION IS ACHIEVED AND CARRIED OUT |
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FOR COMMUNICATION TO OCCUR, WHAT THREE THINGS MUST TAKE PLACE |
#A SENDER MUST TRANSMIT INFORMATION #THE RECEIVER MUST ACCEPT AND UNDERSTAND THE INFORMATION #THE RECEIVER MUST INDICATE THAT THE INFORMATION WAS UNDERSTOOD |
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WHAT IS MEANT BY COMMUNICATION BEING A TWO WAY STREET |
IT IMPLIES THAT INFORMATION IS TO FLOW BACK AND FORTH AND BOTH SENDER AND RECEIVER TRANSMITTING AND LISTENING |
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WHO'S JOB IS IT TO ENSURE THAT COMMUNICATION OCCURS |
INITIALLY THE SENDER, THEN THE RECEIVER, ONCE INFO HAD BEEN RECEIVED, UNDERSTOOD. THE SENDER THEN SHOULD LOOK FOR FEEDBACK |
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WHAT ARE THE LINKS IN THE COMMUNICATION LOOP |
# A SIMULATION # AN INFORMATION BIN # A SENDER # A VEHICLE # A DIRECTION # A RECEIVER |
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NAME AND EXPLAIN THE OBSTRUCTIONS TO THE COMMUNICATION PROCESS |
# A LISTENING FAILURE # PREJUDICE AND BIAS # STATUS INTIMIDATION # IMPRECISE LANGUAGE # BAD TIMING # PERSONAL ATTITUDES AND PERCEPTIONS # SELECTIVE LISTENING # SIFTING # THE CRITICAL BOSS # PREMATURE CONVULSIONS # BOTTLENECKS # STATIC |
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PRINCIPLES OF EFFECTIVE COMMUNICATIONS: |
#KNOW YOUR OBJECTIVES; CLARIFY IN SENDER'S OWN MIND WHAT YOU WANT TO COMMUNICATE, THIS FORCES THE SENDER TO SEEK OUT FACTS #CHOOSE YOUR LANGUAGE; LANGUAGE AND TONE SHOULD BE EVIDENT AND PRECISE TO THE SITUATION #REHEARSE; IF POSSIBLE, ASK OTHERS IF WHAT YOU'RE COMMUNICATING IS APPROPRIATE AND CLEAR. THEY CAN HELP YOU WITH VERBIAGE AND TONE #KNOW YOUR SPOKEN AND UNSPOKEN MESSAGE; 55% OF CONTENT OF A MSG IS TRANSMITTED VIA FACIAL EXPRESSIONS AND BODY POSTURE, 38% DRIVES FROM INFLECTION AND TONE. THE WIRES THEMSELVES ACCOUNT FOR ONLY 7%. A GIF COMMUNICATOR MUST ALWAYS BE SENSITIVE TO BOTH. #ROLE PLAY; THE MADGE SENDER SHOULD PLACE HIMSELF IN THE POSITION OF THE RECEIVER, BASICALLY, HOW WOULD YOU FEEL RECEIVING THIS SAME MSG. EMPATHIZING, THE SENDER CAN SEE BENEFITS AND DIFFICULTIES AND ADJUST THE MSG ACCORDINGLY. #FEEDBACK; TO ESTABLISH THAT UNDERSTANDING HAS TAKEN PLACE IN MSG DELIVERY, WITHOUT IT, THERE IS NO COMMUNICATION. FEEDBACK IS THE BEST WAY FOR A SUPERVISOR TO JUDGE HIRE HE IS COMMUNICATING. TWO WAY COMMUNICATION ID A GOOD WAY FOR THIS TO TAKE PLACE. #HYPOCRISY; NOTHING WILL DESTROY MORALE FASTER THAN A SUPERVISOR WHO HAS DIFFERENT RULES FOR HIMSELF THAN HIS SUBORDINATES. HE CANNOT SAY ONE THING AND DO SOMETHING ELSE. #DON'T OVER COMMUNICATE; IF COMMUNICATION IS NEEDED, THEN DO SO. DO NOT COMMUNICATE JUST FIT THE SAKE OF IT. IT BORES SUBORDINATES AND THEY START TO SEE IT AS FRIVOLOUS. SECONDLY, TMI AND THE SUBORDINATES START TO SEE INCONSISTENCIES IN WHAT IS BEING TRANSMITTED. #LISTEN; TO COMMUNICATE WELL, THE SENDER SHOULD LISTEN, NOT ONLY TO WHAT HE AND THE RECEIVER ARE SAYING, BUT WHAT THEY ARE NOT SAYING AS WELL.
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WHAT IS THE IMPORTANCE OF BACKGROUND INFORMATION IN ORAL PRESENTATIONS |
A FORMAL ORAL PRESENTATION ID USUALLY BASED ON BACKGROUND INFO, SUCH AS A NEW PROCEDURE. THE PRESENTER MUST BE THOROUGHLY FAMILIAR WITH SUCH BACKGROUND MATERIAL PRIOR TO MAKING ANY SUCH PRESENTATION. TO "WING IT "WOULD BE A MISTAKE. AUDIENCES ARE QUITE PERCEPTIVE AND A PRESENTER ATTEMPTING TO DO THIS WILL SOON BE UNMASKED. |
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WHAT ARE THE THREE PARTS OF THE PRINCIPLES OF LISTENING |
1) THE SENDER MUST PHYSICALLY UTTER SOUNDS OUT GIVE NON VERBAL SIGNALS THAT THE RECEIVER MUST INTERPRET AS WORDS; 2) THESE WORDS MUST BE TRANSLATED INTO MEANING; 3) THE RECEIVER MUST SYNTHESIZE THE MEANINGS OF THESE WORDS INTO AN OVERALL MEANING OR MSG |
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IDENTIFY THE BARRIERS TO LISTENING |
A) KEEPING A CLOSED MIND, NOT LISTENING OBJECTIVELY B) ALLOWING YOUR THOUGHTS TO WANDER C) DOMINATING A CONVERSATION D) GETTING SIDETRACKED BY PERSONAL FEELINGS E) ALLOWING ENVIRONMENTAL DISTRACTIONS F) IMPATIENCE WITH THE SPEAKER'S STYLE G) RESTRICTING THE SPEAKER'S TIME H) WITHHOLDING PERTINENT QUESTIONS, MAKING ASSUMPTIONS WITHOUT CLARIFICATION |
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WHY IS THE ISSUANCE OF ORDERS AN IMPORTANT PART OF A SUPERVISOR'S JOB |
BECAUSE SPECIFIC RESULTS MUST BE OBTAINED. ISSUING ORDERS IS A PROCESS THAT HAS DISTINCT PARTS. THE SUPERVISOR GIVES THE SUBORDINATE A SPECIFIC DIRECTION, THE SUBORDINATE MUST UNDERSTAND THE DIRECTION AND FINALLY, THE SUPERVISOR MUST CONFIRM THE DIRECTION WAS SATISFACTORILY CARRIED OUT. PROBLEMS CAN ARISE AT ANYTIME DURING THE PROCESS |
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NAME THE VARIOUS KINDS OF ORDERS AND GIVE AN EXAMPLE WHEN EACH MIGHT BEST BE USED |
#A DIRECT COMMAND; THIS CAN BE USED WHEN A SUBORDINATE SHOWS NO INITIATIVE, LAZY OUT INSISTENT. ALSO WHEN THE SUBORDINATE HAS BEEN ADMONISHED FOR THE SAME ERROR. ALSO IN AN EMERGENCY WHEN TIME CAN'T BE SPENT EXPLAINING THE ACTIONS NEEDED #A TACIT ORDER; IMPLIES THAT SOMETHING SHOULD BE DONE, THEN USUALLY LEAVES THE HOUR TO BE DONE TO THE SUBORDINATE. THESE ARE POSITIVE ORDER FOR SUBORDINATES WHO HAVE THE ABILITY, INITIATIVE AND JUDGMENT TO DO A JOB ONCE THE NEED FOR IT IS PRESENTED. IT DEVELOPS INITIATIVE AND CONFIDENCE. NOT GOOD FOR LAZY SUBORDINATES WHO ONLY DO WHAT THEY'RE TOLD, IN THIS INSTANCE, A DIRECT COMMAND IS USUALLY NEEDED. FOLLOW UP IS DIFFICULT SINCE NO DIRECT ORDER WAS GIVEN. #A REQUEST ORDER; THIS IS USEFUL FOR SENSITIVE OR OLDER EMPLOYEES. ORDERS GIVEN THIS WAY GAIN A COOPERATIVE SPIRIT OF TEAMWORK. IF NOT FOLLOWED, A DIRECT COMMAND IS NEEDED. #A CALL FOR VOLUNTEERS; PROPERLY USED WHEN THE TASK IS DANGEROUS OR UNPLEASANT. IT CAN BE USED TO ALLOW WILLING SUBORDINATES TO INCREASE THEIR JOB SATISFACTION, BUT NOT TO ALLOW UNWILLING SUBORDINATES TO ESCAPE THEIR SHARE OF THE WORK. IT ALSO SHOULD NOT BE USED TO ESCAPE COMMAND RESPONSIBILITY OUT WHERE TIME IS CRITICAL. |
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IDENTIFY ERRORS COMMONLY MADE WHEN ISSUING ORDERS |
A) IMPROPERLY CHOOSING ONES WORDS, BE SPECIFIC B) ISSUING ORDERS ON THE RUN, NEVER HAPHAZARD, NEEDS TO BE UNDERSTOOD C) BELIEVING AN ORDER HAS BEEN UNDERSTOOD WHEN IT HAS NOT D) FAILING TO EXPLAIN THE REASON FOR AN ORDER. EXPLAINING WHY THE ORDER IS NECESSARY USUALLY BRINGS OUT ACCEPTANCE OF THE ORDER AND MAKES THE SUBORDINATE FEEL LIKE A TEAM MEMBER. THIS WORKS ESPECIALLY WELL WITH A CALL FOR VOLUNTEERS ORDER. E) FAILING TO FOLLOW UP ON AN ORDER. AFTER AN ORDER IS GIVEN, THE SUPERVISOR MUST ENSURE THE ORDER WAS SATISFACTORILY CARRIED OUT. F) FAILING TO INDICATE SUPPORT. IF HE NOT SUPPORT THE ORDER, HE SHOULD ADDRESS IT WITH HIS SUPERVISOR, ONCE HE ACCEPTS, INDICATION OF SUPPORT SHOULD HAPPEN AND CEASE A SHOW OF PACKING SUPPORT |
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WHEE IS FOLLOW UP TO AN ORDER IMPORTANT |
SUPERVISORS SHOULD KEEP A TICKET FILE OR CALENDAR OF DUE DATES, IF NO FOLLOW UP IS CONDUCTED, SIN LITTLE OR NONE OF HIS ORDERS WILL BE CARRIED OUT PROPERLY. SUBORDINATES WILL FEEL THAT HER IS NOT INTERESTED IN WHETHER OR NOT HIS ORDERS ARE CARRIED OUT. ALSO, PERIODIC FOLLOW UP TO ORDERS ACTS AS AN EARLY WARNING TO DETECT PROBLEMS THAT MAY ARISE DO THAT ADJUSTMENTS CAN BE MADE |
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DEFINE GRAPEVINE AND IT'S FOR BASIC TYPES |
INFORMATION MOVES THROUGH AN ORGANIZATION VIA FORMAL CIRCUITS, ADD LONG AS THESE CIRCUITS SATISFY THE EMPLOYEES NEED TO KNOW AND THEIR NORMAL CURIOSITY, THESE CIRCUITS ARE SUFFICIENT. HOWEVER, WHEN THERE IS A GAP, SMALL AMOUNTS IF INFO WITH GRAY CURIOSITY, AN INFORMAL CIRCUIT IS DERIVED KNOWN AS THE GRAPEVINE. FAST SPREADING. IT SERVES A PURPOSE BUT SHOULD NUT BE SEEN BY SUPERVISORS AS A SUBSTITUTE FOR FORMAL CIRCUITS. 1) SINGLE STAND GRAPEVINE; A TELLS B TELLS C TELLS D, DISTORTS MESSAGES MORE THAN ANY OTHER 2) GOSSIP GRAPEVINE; A TELLS EVERYONE ELSE IN THE GRAPEVINE 3) PROBABILITY GRAPEVINE; RANDOM, A TELLS F, TELLS D, THEN D AND F CONTINUE TO INFORM OTHER MEMBERS THE SAME WAY 4) CLUSTER GRAPEVINE; INFO IN THIS GRAPEVINE ONLY PASSES TO SELECTED INDIVIDUALS |
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HOW CAN A SUPERVISOR UTILIZE THE GRAPEVINE |
AS AN EARLY ALERT SYSTEM BY BEING AWARE OF WHAT IS BEING SPREAD, THE SUPERVISOR CAN MAKE SURE THAT ACCURATE IS DISSEMINATED THROUGH FORMAL CIRCUITS |
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EXPLAIN HOW RUMORS TRAVEL ALONG THE GRAPEVINE AND HOW THEY ARE ABLE TO EXIST |
1) THE ISSUE IS IMPORTANT TO BOTH THE SENDER AND THE RECEIVER; AND 2) THE ISSUE IS SHROUDED IN UNCERTAINTY; AND 3) THE AGENCY HAS NOT USED ITS FORMAL INFO CIRCUITS TO GIVE IT ACCURATE INFORMATION |
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WHAT ARE THE FOR PRINCIPLES FOR WRITTEN COMMUNICATIONS |
1) HAVE SOMETHING TO SAY 2) HAVE SOMEONE TO SAY IT TO 3) HAVE A REASON TO SAY IT IN WRITING 4) HAVE THE TOOLS TO DO IT |
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WHAT ARE THE BARRIERS TO EFFECTIVE WRITING |
A) INACCURATE FACTS B) UNCLEAR SENTENCES C) OVERLOADING PARAGRAPHS D) CONFUSING OPENING PARAGRAPH E) POOR GRAMMAR, SPELLING AND PUNCTUATION F) IMPROPER USE OF WORDS G) THE WRONG PURPOSE |
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