Noadlc Course 15 Set B

Front 1

Team Dynamics

Back 1

An ongoing process involving interaction of individuals within a team to move toward or away from achieving the desired objective.

Front 2

PLDP personal leadership development plan

Back 2

Personal Values

Leadership Vision Statement

Strengths and Improvement areas

Development Action Plan

Front 3

Antideficiency Act Violations

Back 3

An act that results in exceeding limitations (misuse) of funds authorized and appropriated by Congress in support of contract obligations.

Front 4

Budget Allocations

Back 4

Funding Document that represents cash for commitment or obligation.

Issued to a major command or field operating agency.

Issued form Secretary of the Air Force

Front 5

Budget Allotment

Back 5

Funding that represents cash for commitment or obligation.

Issued from commands LESS than the Secretary of the Air Force.

Front 6

FMB Financial Management Board

Back 6

Distributes the annual funding, establishes priorities, and ensures consistency with programs and missions.

Front 7

FWG Financial working Group

Back 7

Reviews prior year costs, reviews justifications and submits recommended financial plans to the FMB.

Front 8

BER Budget Execution Review

Back 8

Occurs twice within each budget cycle.

Helps fund unforeseen expenses, or help fund expenses when the current years budget is not large enough to cover known expenses.

Front 9

FEP Financial Execution Plan

Back 9

Identifies and prioritize key requirements to current year spending and for developing next year's budget.

Projects when and how funds will be spent throughout the fiscal year.

Front 10

Budget Process

Back 10

Broken down into 4 quarters. Each one has planning, programming, revising, and adjusting.

During each quarter BER is performed.

Front 11

UMD Unit Manpower Document

Back 11

Details the organizations structure with authorized people needed. Can be changed with ACR authorized change request.

Contains both Funded & Unfunded requirements.

Front 12

ACR Authorized Change Request

Back 12

used to increase or decrease the UMD. Only used for long term changes.

Front 13

Funded Requirements

Back 13

Authorized and funded positions needed to accomplish the assigned work load.

Front 14

Unfunded Requirements

Back 14

Authorized but UNFUNDED positions needed to accomplish the assigned work load.

Front 15

API Airman Powered Innovation Program.

(Formerly ideas program.)

Back 15

Make resource saving suggestions whether it be manpower or real assets.

Front 16

Mission

Back 16

a duty assigned to an individual or unit.. a task

Front 17

5 common dysfunctions of a team

Back 17

absence of trust

lack of commitment

avoidance of accountability

fear of conflict

inattention to results

Front 18

5 Essential qualities of effective followership

Back 18

Self-management

committed

competent

integrity

initiative

Front 19

DAC Diagnose Adapt Communicate

Back 19

The operation of the organization has to come first. Followed by the needs and development of the individuals.

Front 20

Diagnosing

Back 20

Used to determine what is going on in an organization. Two aspects involved; the status of the people and the status of the environment.

A leader should think about what is happening and what could happen in the future.

Front 21

Adapting

Back 21

Adjusting the behaviors and other resources to what has been diagnosed/observed to help improve the current situation.

Front 22

Developing Airmen

Back 22

Factors to consider when diagnosing needs.

Aspirations

Personality

Self-Concept

Self-Efficacy and Locus of Control

Attitudes and Values

Front 23

DDP Deliberate Development Plan

Back 23

Think about and discuss strengths, areas of improvement, current and future roles, and responsibilities with the purpose of creating a detailed plan that develops personal and professional growth.

Every plan is unique

Front 24

Position powers 4 types

Back 24

coercive

connection

reward

legitimate

Front 25

Coercive Power

Back 25

Ability to provide sanctions, punishment, or consequences for not performing.

Front 26

Connection Power

Back 26

Comes from your association with people. Who you know and people know that you know them.

Front 27

Reward Power

Back 27

Range from pats on the back to days off or even formal recognition within the organization.

Front 28

Legitimate Power

Back 28

Comes from you title, role, or position such as rank. Rank gives you the authority over those that are under you.

Front 29

Personal power 3 forms

Back 29

Referent power

information power

expert power

Front 30

Referent power

Back 30

Personal traits such as likeable or charismatic, or who inspire trust and confidence.

Front 31

Information power

Back 31

Based on access to data and information that is important to others.

Front 32

Expert Power

Back 32

Comes from education, experience, and job knowledge. Must know the job inside and out.

Front 33

Membership motivation

Back 33

what I get just for being here.

System level rewards... like pay, housing etc.

Front 34

Performance motivation

Back 34

The extras. Supervisor rewards.

bonuses, time-off, awards etc etc

Front 35

Involvement motivation

Back 35

personal satisfaction, self-worth

Front 36

High Context Culture

Back 36

People oriented and prefer to establish trusting relationships before engaging in negotiations.

Front 37

Low-Context Culture

Back 37

Task -oriented work toward a solution as quickly as possible.

Front 38

CNS- Cross-Cultural Negotiations

Back 38

Take time to consider the people involved in the negotiations as well as the task at hand.

Front 39

Active Listening

Back 39

Remain aware of the verbal and nonverbal cues.

Receiving the whole message and respond appropriately.

Be aware of body language.

Front 40

Standards

Back 40

morals, ethics, or habits established by an authority, custom, or an individual as acceptable behavior.

Front 41

DM Discipline Model

Back 41

3 areas

Prevention

Correction

Punishment

Front 42

Prevention DM

Back 42

Setting clear standards

Establishing Rapport

Establishing climate of accountability

Communication is paramount in prevention.

Front 43

Correction DM

Back 43

Addresses inappropriate behavior.

Goal is to change the behavior.

Front 44

Punishment DM

Back 44

To correct and rehabilitate those who repeatedly violate standards.

Front 45

PDP Progressive Discipline Process

Back 45

Starts with verbal counseling and ends with court martial...

The worse the behavior the more severe it gets and repeat offenders also receive harsh action.

Front 46

Combat Stress

Back 46

A change in mental function or behavior because of combat.

Front 47

Operational Stress

Back 47

A change in mental function or behavior due to military operations other than war.

Front 48

Unlawful discrimination

Back 48

includes discrimination based on color, national origin, race, religion, or sex that is not otherwise authorized by law or regulation.

Front 49

Personal Discrimination

Back 49

INDIVIDUAL actions taken to deprive a person or group of a right because of color, national origin, race, religion, or sex.

Can be intentionally or unintentionally

Front 50

Systemic Discrimination

Back 50

INSITUTION through its policies or procedures deprives a person or group of a right because of color, national origin, race, religion, or sex.

Can be intentionally or unintentionally

Front 51

Prejudice

Back 51

Judgment against or an opinion contrary to anything without just grounds or sufficient knowledge.

Front 52

Stereotype

Back 52

Exaggerated belief about a category of people.

Front 53

Adaptability

Back 53

the ability to adjust to changed, unexpected, or ambiguous situations by actively seeking information and by demonstrating openness and support of different and innovative change ideas.

Front 54

Cognitive Flexibility

Back 54

The ability to use different thinking strategies and mental frameworks.

Front 55

Emotional Flexibility

Back 55

The ability to vary your approach to dealing with your own emotions and those of others.

Front 56

Dispositional Flexibility

Back 56

The ability to remain optimistic and at the same time realistic.

Front 57

Change Sponsors

Back 57

The people responsible for initiating change within an organization.

Front 58

Change Agents

Back 58

Responsible for implementation of change in an organization.

Front 59

Change Targets

Back 59

Those individuals or groups who actually undergo the change.

Front 60

Janssen's Model of Change

Back 60

4 stages

Comfort

Denial

Confusion

Renewal

Front 61

Mayo's Levels

Back 61

4 Levels

Knowledge change

Attitudinal change

Individual behavior change

group or organizational behavior changes

Front 62

Directive Change

Back 62

Implemented by an authority figure. IE commander

Front 63

Participative Change

Back 63

Implemented when new knowledge is made available to the group.

Front 64

3 Phases in change process

Back 64

Unfreezing

Changing

Refreezing

Front 65

Unfreezing

Back 65

Intended to motivate your subordinates and help get them ready for change.

Front 66

Changing

Back 66

The movement from the old way of doing things to the new way of doing business.

Front 67

Refreezing

Back 67

The locking in of the new procedures until they're a permanent part of daily operations.

Front 68

AFSO 21 5 Desired Effects

Back 68

Increase productivity of your people.

Increase critical equipment availability rates.

Improve response time and agility.

Sustain safe and reliable operations.

Improve energy efficiency.

Front 69

AFSO 21 3 Level of priorities

Back 69

Just do it

Rapid Improvement Events RIE

High Value Initiative HVI

Front 70

OODA Loop

Back 70

Observe- the situation or problem.

Orient-gather data and info for theories.

Decide- develop solutions for the problem.

Act- Implement and evaluate solutions.

Front 71

Workplace Bullying

Back 71

Repeated, unreasonable, and unwanted actions by individuals or groups directed at individuals or groups with the intent to intimidate, harass, degrade, or offend.

Front 72

Workplace Violence

Back 72

any act of violence against persons or property, threats, intimidation, harassment, or other inappropriate, disruptive behavior that causes fear for personal safety and/or involve substantial risk of physical or emotional harm to individuals or damage to government resources.