ALS Test 2 (Set B)
Best Alternative To a Negotiated Agreement Chapter Six: Introduction to Negotiating
It is a solution you are prepared to execute even if you don't get what you want in the negotiation.
Central Tendency Chapter Two: Performance Evaulation
The tendency to evaluate all people as average regardless of differences in performance
Leniency Chapter Two: Performance Evaulation
The tendency to evaluate all people as outstanding and to give inflated ratings rather than true assessments of performanc
Recency Chapter Two: Performance Evaulation
The tendency to evaluate people based on the most recent performance, instead of the performance over the entire rating period
Motion Chapter Eight: Continuous Improvement
Unnecessary movement of data, files, tools, or equipment. Excessive motion to get the job done i.e. (bending, walking, lifting, reaching, etc.)
Participative Change Cycle Chapter Eight: Continuous Improvement
is implemented when new knowledge is made available to the individual or group. The eventual success of the change is dependent upon the group's positive attitude and commitment in the direction of the desired change.
Performance Feedback Chapter Two: Performance Evaulation
is private communication regarding performance and professional development between Airmen and their supervisors (raters)
Letter of Admonishment (LOA) Chapter One: Standards and Discipline
is more severe than a LOC. It's used to document clear violations of standard.
Norming Chapter Three: Team Leader
members reconcile competing loyalties and responsibilities; there is an attitude change. They accept the team, team ground rules (or "norms"), their roles on the team, and the individuality of fellow members.
Letter of Reprimand (LOR) Chapter One: Standards and Discipline
more severe than a LOA. It's also used to document clear violations of standard and is used for more serious offenses.
Mission statements describe the ________essential task(s), purpose, and action and contain the elements of ______, ______, ______, _______, and ________. Chapter Three: Team Leader
organization's; who,what,when, where and why
___________ ______________ is derived from confidence and trust others have in the leader and is earned. Chapter Six: Introduction to Negotiating
personal power
Characteristics that can be changed are known as _________________. Chapter Four: Diversity
secondary
What are the two elements of option building? Chapter Six: Introduction to Negotiating
1.) Define the problem. 2.) Identify possible resources (information, power, time, people, money, etc.) that may be available.
What is the Anti-Deficiency Act? Chapter Seven: Resource Stewardship
A law where congress exercises its constitutional control over the public purse.
Obligation Chapter Seven: Resource Stewardship
A legal binding agreement between the government and another party. The Air Force has entered a contractual obligation; however, no goods or services have yet been received
The _______ ________initiates the change. Chapter Eight: Continuous Improvement
Change Sponsor
Which change cycle relies on personal power? Chapter Eight: Continuous Improvement
Participative
Ratability Chapter Two: Performance Evaulation
Rate unratable things, interest in job, loyalty
Why is it important to monitor the plan? Chapter Five: Leader Influence
So you can adjust the plan as necessary.
___________are morals, ethics, or habits established by an authority, custom, or an individual as acceptable behavior. Chapter One: Standards and Discipline
Standards
Timelines Associated with Budgeting Process Chapter Seven: Resource Stewardship
Submission deadlines associated with quarterly and annual budget requirements.
__________ ___________ is an ongoing process involving interaction of individuals within a team to achieve the desired objective. Chapter Three: Team Leader
Team dynamics
Zone of Possible Agreement (ZOPA) Chapter Six: Introduction to Negotiating
The area between each party's aspiration point and reservation point. It is also called the 'bargaining range.
Laggards Chapter Eight: Continuous Improvement
They are usually less educated and uninformed
Early Majority Chapter Eight: Continuous Improvement
They tend to represent mainstream thinking.
forming Chapter Three: Team Leader
This is a stage of transition from individual to member status, and of testing the leader's guidance both formally and informally; everyone is on his or her best behavior and group members become acquainted with each other. Every team begins with this initial stage of team development..
Financial Chapter Seven: Resource Stewardship
This is the resource that is required in order to procure the material, information and technology, and warfare resources we need to accomplish our missions. Understanding how the financial systems and processes work is critical to the NCOs ability to ensure their Airmen have what they need to successfully complete their missions both at home station and deployed locations.
Connection Chapter Five: Leader Influence
This power source falls under the "who you know" category and can quickly erode and lead to unethical situations if leaders use it as a primary source of influence.
Prejudices Chapter Four: Diversity
is "[the creation] of an adverse or unreasonable opinion about a person or group without [gathering] all the facts and is usually based on deeply held beliefs."
Team Chapter Three: Team Leader
is a group organized to work together.
Feedback Chapter Four: Diversity
giving and receiving information about expectations. It also includes information on how to meet expectations.
Perceptions Chapter Four: Diversity
what we observe and experience becomes our "reality" until we are convinced or proven otherwise
A _______describes what an organization, work center, or team would like to achieve and/or look like in the future. Chapter Three: Team Leader
vision statement
Position Chapter Six: Introduction to Negotiating
what you want, not necessarily what you need. It is your vision of your best possible outcome.
Denial Chapter Eight: Continuous Improvement
when we are forced to confront external change. We believe if we deny change, we will have less stress...yet the opposite is actually true. The more we resist change or procrastinate, the more stress we inevitably experience.
Assumptions Chapter Four: Diversity
when we take the liberty of declaring something about a situation, item, or someone else that is not supported by fact
Social Biases Chapter Four: Diversity
where one unfairly favors or prefers one person, culture, group, or race to another. This is usually the effects of our upbringing, values, pre-existing beliefs, and interests and makes it impossible for us to be impartial.
Comfort Chapter Eight: Continuous Improvement
where things are routine and we are comfortable, satisfied, and calm.
Renewal Chapter Eight: Continuous Improvement
where we accept the change. We may not like the change but we've accepted it.
Initial Chapter Two: Performance Evaulation
where you establish expectations for the upcoming rating/reporting period. As a supervisor, you are required to deliver an _____ feedback session within the first 60 days of your assignment as a supervisor.
Appropriation Chapter Seven: Resource Stewardship
which is another way of saying we set aside money for specific purposes
Secondary diversity Chapter Four: Diversity
work ethic personality income educational background marital status experience strengths religious and philosophical beliefs
Budget Execution Review Chapter Seven: Resource Stewardship
your opportunity to purchase items that are not funded within your annual budget.
Article 91 Chapter One: Standards and Discipline
"Insubordinate conduct toward a warrant officer, noncommissioned officer, or petty officer." This article ensures others obey NCOs' orders and protects NCOs from assault, insult, or disrespect. For example, if you are the NCOIC of a section, and
Social Sensitivity Chapter Four: Diversity
"socially sensitive" is another "must have" in our organizations as it enables the power and benefits of diversity to thrive. Achieving this requires all Airmen to develop keen awareness and understanding of others' emotions, feelings, personality, temperaments, strengths, cultural differences, values, beliefs, etc.
What is NCO authority? Where does it come from? Chapter One: Standards and Discipline
"the right to act and command", and comes from two legal sources: Article 91 of the UCMJ (Insubordinate conduct toward a warrant officer, noncommissioned officer, or petty officer), and Article 92 of the UCMJ (Failure to obey an order or regulation).
What factors should you consider when diagnosing the developmental needs of Airmen? Chapter Five: Leader Influence
Aspirations, personality, self-concept, attitudes, and values
What are the six types of resources? Chapter Seven: Resource Stewardship
Assigned personnel, financial, material, warfare, information, and technology
What are the four attributes of effective performance standards? Chapter Two: Performance Evaulation
Attainable/achievable, specific, observable, and measureable
Resource Advisors Chapter Seven: Resource Stewardship
Budget representative for an organization. The resource advisor participates actively in resource management, including the planning, programming, budgeting, acquiring, consuming, storing, and disposing of resources. And, is directly responsible to the RCM
Performing Chapter Three: Team Leader
By this stage, the team has settled its individual relationships and expectations. There is a sense of high morale, team loyalty and trust. Members begin diagnosing and solving problems, brainstorming, and choosing and implementing changes; creativity is high. Team members accept each other's strengths and weaknesses and understand their roles.
What are the three responsibilities of the team leader? Chapter Three: Team Leader
Communication skills, human relation skills and participation skills
What are the three responsibilities of the team member? Chapter Three: Team Leader
Communication skills, human relation skills and participation skills
What are the four followership traits? Chapter Five: Leader Influence
Competence, integrity, loyalty & initiative
__________are the people responsible for implementing the change. Chapter Eight: Continuous Improvement
Change Agents
__________ are the people affected by the change. Chapter Eight: Continuous Improvement
Change Targets
What are the three essential leader skills? Chapter Five: Leader Influence
Diagnose, adapt, and communicate
Monitoring Chapter Two: Performance Evaulation
Direct or Indirect observing a Completed Product/Service
What are the three methods of observation? Chapter Two: Performance Evaulation
Direct, Indirect, checking completed products or services
Training, correction, or following established standards can be defined as __________? Chapter One: Standards and Discipline
Discipline
As a leader, understanding ____________________________ will help to maximize individual/unit performance and allow your Airmen to reach their highest potential. Chapter Four: Diversity
Diversity
True or False: The mission statement communicates both the purpose and values of the organization. Chapter Three: Team Leader
False
True or False: The statement, "Its prime function is internal - to define the key measure or measures of the organization's success" BEST describes Vision Statement. Chapter Three: Team Leader
False
Continuing Resolution Authority Chapter Seven: Resource Stewardship
Fiscal law authority that allows the government to continue operations at a minimum level for a specific amount of time, usually a few days to a few weeks. This is important for NCOs to know because it usually delays the initial distribution of funds. During CRA, units typically receive funding authority for approximately 80% of the previous year's budget amount. A CRA is needed to prevent agencies from shutting down because without it, agencies have no authority to incur fiscal obligations
________ is the "capacity to follow a leader." Chapter Five: Leader Influence
Followership
What are the four Air Force manpower competencies? Chapter Seven: Resource Stewardship
Organization structure, Program Allocation and Control, Requirements Determination, and Performance Management.
The two categories of trust are ________ and _________. Chapter Six: Introduction to Negotiating
Personal & process
Characteristics that we usually cannot voluntarily change are __________. Chapter Four: Diversity
Primary
Overproduction Chapter Eight: Continuous Improvement
Producing an item before it is actually required.
What manpower competency covers the Unit Manpower Document? Chapter Seven: Resource Stewardship
Program Allocation and Control
Anti-Deficiency Act Chapter Seven: Resource Stewardship
Prohibits from involving the government in a contract or obligation for the payment of money before an appropriation is made unless authorized by law. Prohibits against over obligating or overspending an appropriation.
Mission is defined as the task, together with the ________. Chapter Three: Team Leader
Purpose
Cost Center Manager Chapter Seven: Resource Stewardship
Regulates the daily use of work hours, supplies, equipment, and services in producing or doing things. Also, continually monitors the relationship between resources used and products produced to allow for informed resource realignments.
In what stage of Jansen's Model of Change do people accept the change? Chapter Eight: Continuous Improvement
Renewal
What are the five leadership traits? Chapter Five: Leader Influence
Selflessness, loyalty, intergrity, commitment & decisiveness
When diagnosing, what areas does a leader look at? Chapter Five: Leader Influence
Situation, people, and environment
________ ________ is a strategy that increases efficiency by statistical process Chapter Eight: Continuous Improvement
Six Sigma
Zone of Possible Agreement Chapter Six: Introduction to Negotiating
The area between each party's aspiration point and reservation point. It is also called the 'bargaining range.'
Aspiration point Chapter Six: Introduction to Negotiating
The best each party hopes to get out of a negotiated agreement
Aspriation Point Chapter Six: Introduction to Negotiating
The best each party hopes to get out of a negotiated agreement
True or False: Mission Statements and Vision Statements perform two distinctly different jobs. Chapter Three: Team Leader
True
__________ as it pertains to TIPO, is defined as your belief and/or evidence that the opposite's interactions with you are genuine, sincere, and honest. Chapter Six: Introduction to Negotiating
Trust
Relevancy Chapter Two: Performance Evaulation
factors that do not contribute to performance, nonessential elements of the job, and undue weight elements
Stereotypes Chapter Four: Diversity
fixed or distorted generalization about ALL members of a particular group that share a particular diversity characteristic
Cost Center Chapter Seven: Resource Stewardship
he organization that gathers and distributes cost data.
Information Expert Chapter Five: Leader Influence
his/her perceived access to important data and useful information, like reenlistment information or promotion statistics
Perspective Chapter Four: Diversity
how we mentally view or "see" a situation or the world around us from a particular angle.
TIPO Model Chapter Six: Introduction to Negotiating
identifies how trust influences your use of information, power affects the way you develop, and how well you develop, options or solutions to solve or resolve a current problem, conflict, or situation. Trust, Information, Power, Options
Variability Chapter Two: Performance Evaulation
in a set of numbers, how widely dispersed the values are from each other and from the mean
What are some examples of preventive discipline? Chapter One: Standards and Discipline
initial feedbacks, safety briefings, rewards, and training/education. Preventive measures are important because they emphasize communication of standards, two-way communication, and encouraging each person to do his/her best.
Changing Chapter Eight: Continuous Improvement
involves actually modifying technology, tasks, structure, or people. It's the movement from the old way of doing things to the new way of doing business. New equipment is installed, training on the new equipment occurs, organizational restructuring happens, new performance appraisal systems are implemented, and so on.
Adapting Chapter Five: Leader Influence
involves adjusting your behaviors and other resources based on what you have diagnosed in a way that helps close the gap between the current situation and what you want to achieve.
Team Leader Chapter Three: Team Leader
is a supervisor or manager in the project area. Because he or she is so close to the project, he or she will be better able to guide the members of the team.
Group Chapter Three: Team Leader
is an assemblage of persons (or objects) located or gathered together.
Team Dynamics Chapter Three: Team Leader
is an ongoing process involving interaction of individuals within a team to achieve the desired objective.
Assistance Chapter Four: Diversity
is making sure workers have what they need to work to their fullest potential. It may also be about helping workers better manage their lives outside of work so they can be both mentally and physically present on the job.
Letter of Counseling (LOC) Chapter One: Standards and Discipline
is merely the recording of an infraction. It's a formal way of describing an acceptable behavior so that the receiver cannot fail to understand it.
Collusion Chapter Four: Diversity
occurs when people cooperate with others, knowingly or unknowingly, to reinforce the behaviors that prevent others from fully entering into the workplace culture.
Job Enlargement Chapter Two: Performance Evaulation
occurs when you give an individual a wider range of tasks. For example, after training a new subordinate on one task, you add another task to increase his or her knowledge.
Job Enrichment Chapter Two: Performance Evaulation
occurs when you offer someone more high-level motivators like more responsibility, freedom, or autonomy. These are all aspects that appeal to your subordinates as human beings, so their motivation could remain higher.
What are the two types of power? Chapter Six: Introduction to Negotiating
position & personal
Coercive Chapter Five: Leader Influence
power is the leader's ability to enforce discipline—the perception followers have of your ability to take action by counseling, giving administrative paperwork (LOC, LOR, etc.), recommending punishment, etc.
Referent Chapter Five: Leader Influence
power is the personal charisma or likeability characteristics (trust, confidence, etc.) that a person has. This type of power is further enhanced by the relationships you have with your subordinates.
Direct Observation Chapter Two: Performance Evaulation
probably the most popular way of monitoring performance. It involves observing your Airman's performance with your own eyes
Unfavorable Information File (UIF) Chapter One: Standards and Discipline
provides commanders with an official repository of substantiated derogatory data concerning an Air Force member's personal conduct and duty performance.
Respect Chapter Four: Diversity
recognizing each person's unique value, contributions, and potential to the organization.
Equal Opportunity Chapter Four: Diversity
refers to legal and regulatory mandates prohibiting discrimination based on race, color, sex, national origin, religion, age, disability, and reprisal. It also covers other distinctions, such as harassment, and reasonable accommodation.
Affirmative Action Chapter Four: Diversity
refers to voluntary or mandated programs developed for the purpose of overcoming imbalances in the workforce that affect designated groups, such as members of minority groups, women, veterans, and people with disabilities.
Being __________ __________ requires all Airmen to develop keen awareness and understanding of others' emotions, feelings, personality, temperaments, strengths, cultural differences, values, and beliefs. Chapter Four: Diversity
socially sensitive
Due to an upcoming mission change, the chief tells TSgt Abel to reclassify the skill level and security clearance of several positions. After a quick check with the manpower office, Abel submits the proper document to request the chief's changes. Several months later, new personnel with the right skills begin arriving just in time to help the squadron begin its new mission. TSgt Abel's submission BEST illustrate use of the __________ and its impact on mission effectiveness. a. Unit Personnel Management Roster b. Authorization Change Request c. Unit Manpower Document Chapter Seven: Resource Stewardship
b. Authorization Change Request TSgt Abel used the Authorization Change Request (ACR), which according to the Resource Stewardship lesson, "is a document used to change (reclassify) attributes of positions listed on the Unit Manpower Document when there is a change in mission."
SSgt Burnham tells his coworker, "I wish I was still deployed. At least the leadership of that joint unit understood the differences in personalities and the strengths and weaknesses of members from our sister services. No matter how difficult the mission, they were aware of our emotions and feelings and despite the cultural differences, they always found a way to respect individual characteristics and to tap into what each person brought to the mission. Their approach not only ensured mission success, it improved our appreciation for one another and enhanced my understanding of others' values and beliefs." SSgt Burnham's joint unit BEST illustrates ___________ impact on mission effectiveness. a. all four elements of the FAIR Way and their b. Social Sensitivity and its c. Socio-Behavioral Tendencies and their Chapter Four: Diversity
b. Social Sensitivity and its The scenario best illustrates Social Sensitivity, which, according to the Diversity chapter, is genuinely internalizing the essence of diversity and seeking ways to incorporate diversity in behaviors, daily routines, and operations. It includes developing a keen awareness and understanding of others' emotions, feelings, personality, temperaments, strengths, cultural differences, values, and beliefs in order to better understand the individual characteristics of who we work with, what each person brings to the mission, and to improve our appreciation and respect for one another.
MSgt Berry, evaluations section NCOIC, says to SSgt Renzi, "Fix our problems with the overdue EPRs ASAP!" Renzi tells her airman, SrA Embry, " We've been told to fix the EPR process, and here's how we're going to do it...call together all the unit EPR monitors, solicit their ideas and opinions, cut the waste, and standardize the process. MSgt Berry's ___________ will MOST likely ___________ mission effectiveness. a. inappropriate use of directive change; hinder b. appropriate use of directive change; enhance c. inappropriate use of participative change; hinder d. appropriate use of participative change; enhance Chapter Eight: Continuous Improvement
b. appropriate use of directive change; enhance In this situation, MSgt Berry used directive change appropriately, because according to the Continuous Improvement chapter, this type should be used when, 1) change must be implemented quickly and 2) subordinate input is not required or sought. MSgt Berry's actions will most likely enhance the mission because the change is necessary to prevent mission failure.
TSgt Smith is writing performance reports on two Airmen. Although he cannot actually observe the Airmen working because they work on another shift, he reviews their completed work and occasionally asks their shift supervisor for feedback on their performance. In the final report, he leaves out factors that do not contribute to performance, ignores nonessential elements of the job, and is careful not to give undue weight to isolated incidents. TSgt Smith's __________ will MOST likely __________ his effectiveness. a. inappropriate use of evaluation principles; hinder b. appropriate use of evaluation principles; enhance c. inappropriate use of performance feedback; hinder d. appropriate use of performance feedback; enhance Chapter Two: Performance Evaulation
b. appropriate use of evaluation principles; enhance According to the Performance Evaluation lesson, Evaluation Principles include Methods of Monitoring (Direct, Indirect, Observing a Completed Product/Service) and Common Pitfalls (relevancy errors: factors that do not contribute to performance, nonessential elements of the job, and undue weight elements). TSgt Smith monitors his Airmen's performance as evidence by the statements "...reviews their completed work" and "discusses their performance with their shift supervisor." Smith also writes EPRs that do not include factors that do not contribute to performance and nonessential elements of the job nor give undue weight to isolated incidents. All of these actions are appropriate and will MOST likely enhance, not hinder Smith's effectiveness.
Vision Statement Chapter Three: Team Leader
A statement of what an organization, workcenter, or team would like to achieve and/or look like in the future.
What is the difference between a supervisor and a rater/reporting official? Chapter Two: Performance Evaulation
A supervisor is that directs the activities of an individual or team. A reporting official/rater is the official in your chain of command that provides performance feedback and initiates performance reports.
Job descriptions Chapter Two: Performance Evaulation
AFI 36-2406 establishes the below criteria for writing a job description for your Airmen on their performance evaluation; however, you should also include the job description on the initial feedback form. • Comments in bullet format are mandatory • Limit text to four lines • Enter information about the position the rate held in the unit and the nature or level of job responsibilities. • The job description must reflect the uniqueness of each ratee's job • Be specific--include level of responsibility, number of people supervised, dollar value of resources accountable for/projects managed, etc. • Make it clear; use plain English • Avoid Jargon, acronyms, and topical references-- they obscure rather than clarify meaning • You may mention previous jobs held during the reporting period only if it impacts the evaluation.
Socio-behavioral Tendencies Chapter Four: Diversity
ASSUMPTIONS STEREOTYPES PREJUCICES SOCIAL BIASES PERCEPTIONS PERSPECTIVES COLLUSION DISCRIMINATION.
Identify the five characteristics of a diversity supportive environment where individuals work cohesively in your workplace. List each characteristic and give an example of how each one supports a diverse organization. Chapter Four: Diversity
Act proactively, leadership driven, encourage ownership of initiatives, think inclusively, and mainstream diversity.
What are some of the consequences of violating the Anti-Deficiency Act? Chapter Seven: Resource Stewardship
Administrative and punitive measures to include: suspension from duty without pay or removal from office.
AFSO21 Chapter Eight: Continuous Improvement
Air Force Smart Operations for the 21st Century principles and tools enable Airmen to integrate continuous improvement into their daily operations. The key to success is a culture where all AF employees think about process improvements and feel empowered to communicate with their chain of command or change agent. Five Desired Effects are: 1. Increase productivity of our people: Doing more of the right things with the same or less effort. 2. Increase critical equipment availability rates: All assets available at a greater rate from aircraft, to information technology, to range, space, etc. 3. Improve response time and agility: Quicker response time to the Warfighter. 4. Sustain safe and reliable operations: Reduce injury rates, increase people safety and safe use of materiel assets. 5. Improve energy efficiency: Make energy conservation a consideration in everything we do
Anti-Deficiency Act Violations Chapter Seven: Resource Stewardship
An act that results in exceeding limitations [misuse] of funds authorized and appropriated by Congress in support of contract obligations.
Best Alternative to a Negotiated Agreement (BATNA) Chapter Six: Introduction to Negotiating
An alternative to negotiation that you can execute independent of your 'opposite'. It is a solution you are prepared to execute even if you don't get what you want in the negotiation. To formulate a practical BATNA, you must have both the capability (resources) and the will to execute this alternative on your own without any assistance.
Interest Chapter Six: Introduction to Negotiating
An interest is what you need. It is the underlying reason behind your position.
Article 7 Chapter One: Standards and Discipline
Apprehension." As an NCO, the UCMJ authorizes you to apprehend individuals in certain situations. If you truly believe a crime is about to happen, (drinking and driving, fighting, sexual assault, etc.) try and stop it from happening without placing yourself into jeopardy. Using your rank/authority, order the individual to turn over the keys, go back to his or her room, or separate the Airmen quarreling. If the Airmen disobey your direct order, you have the authority to "quell quarrels, frays, and disorders among persons subject to [the UCMJ] and to apprehend persons subject to [the UCMJ] who take part therein.7 To apprehend someone, you must verbally inform the person you are apprehending him or her, and clearly inform the individual why you are doing so.
Program Objective Memorandum Chapter Seven: Resource Stewardship
Biennial memorandum submitted to the Secretary of Defense from each Military Department and Defense agency. It proposes total program requirements for the next six years. It includes rationale for planned changes from the approved Future Years Defense Program baseline within the Fiscal Guidance issued by the Secretary of Defense.
How would you describe the purpose of the Execution Plan? Chapter Seven: Resource Stewardship
Balances the available funding while delivering goods and services to customers within the Operations and Maintenance appropriation.
Personnel Chapter Seven: Resource Stewardship
Considered our "most valuable resource," the appropriate amount (and mix) of skilled and qualified individuals provides the workforce necessary for organizations to meet ongoing and future mission requirements. Training and development plans, institutional programs and processes, along with support organizations are integrated to assist in effectively managing personnel
What are the three characteristics of effective feedback? Chapter Five: Leader Influence
Consistent, objective and sensitive
Define Continuous Improvement. Chapter Eight: Continuous Improvement
Continuous Improvement is the strategic, never-ending, incremental refinement of the way we perform our duties and responsibilities.
Defects Chapter Eight: Continuous Improvement
Defects that cause rework or scrap are a tremendous cost to organizations and have a direct impact on the bottom line.
What problem solving model does the Air Force currently use? Chapter Eight: Continuous Improvement
Eight Step Problem Solving Process
List the purposes of the EES? Chapter Two: Performance Evaulation
Establish performance standars and expectations for rates, to provide a cumulative record of performance and promotion potential, provide SNCO/WAPS and other personnel managers with sound information and to document in the permanent record any substantiated allegation of a sex-related offense against an Airman
________describe the particular standards to which actions must be performed to accomplish the mission. Chapter Three: Team Leader
Expectations
Explain the FAIR Way strategy. List the explanation for each strategy under the correct letter. Chapter Four: Diversity
F- Feedback is giving and receiving information about expectations as well as how to meet those expectations. A- Assistance is making sure workers have what they need to work to their fullest potential. I- Inclusion is making sure everyone has the opportunity to fully participate in the Workplace. R- Respect is recognizing each person's unique value, contributions, and potential to the organization.
Article 92 Chapter One: Standards and Discipline
Failure to obey an order or regulation." This article covers anyone who 1) has a duty to obey an order; 2) has knowledge of the order and 3) violates or fails to obey the lawful order or regulation. Before flexing this "muscle" of the UCMJ, consider that if the accused attempted the task, but was unable to complete it due to lack of training or ability, you should not pursue disciplinary or punitive actions. Also, if the order was unlawful (Go make me a sandwich) the airman is not guilty of Article 92.
Execution Plan Chapter Seven: Resource Stewardship
Formally called Execution Plan, the basic purpose of the EP submission is to ensure an equitable distribution of the President's Budget (PB) for the next fiscal year (budget year) consistent with accomplishing Air Force program objectives. The EP is the main vehicle for distributing anticipated funding (direct & reimbursable) in an equitable manner. All organizational levels contribute their corporate knowledge and expertise.
What is the difference between a funded and unfunded position? Chapter Seven: Resource Stewardship
Funded requirements are authorized and funded positions needed to accomplish the assigned workload. Unfunded requirements are authorized but unfunded positions needed to accomplish the assigned workload.
_______ are usually formed without consideration to each person's skill set. Chapter Three: Team Leader
Groups
________ describe the ways in which actions should (and should not) be accomplished. Chapter Three: Team Leader
Guidelines
Excess Inventory Chapter Eight: Continuous Improvement
Having more files than can be processed during a specified period of time
What is the purpose of the Budget Execution Review? Chapter Seven: Resource Stewardship
Identify funding shortfalls for potential funding at installation level and then levels above the installation level.
What are the three types of improvement plans? Chapter Two: Performance Evaulation
Improving the subordinate ex.Build on their strengths improving the job ex. Addressinf things like the necessity of tasks, appropriateness of tasks, and job design. improving the situation ex. devise an improvement plan that will address organizational design, physical layout of the work facility, resources available to accomplish required tasks, work schedules, and your supervisory methods.
Position Chapter Six: Introduction to Negotiating
In negotiations, a position is what you want, not necessarily what you need. It is your vision of your best possible outcome. A negotiating position is not based on haphazard thought. It should be based on carefully developed interests and desired outcomes.
Legitimate Chapter Five: Leader Influence
Influence based on position comes from the leader's title, rank, or assignment in an organization
Reservation point Chapter Six: Introduction to Negotiating
It is the point you will absolutely not got over...your limit.
Interest Chapter Six: Introduction to Negotiating
It is the underlying reason behind your position.
What are the three levels of AFSO21 priorities? Chapter Eight: Continuous Improvement
Just Do it, Rapid Improvement, high Value Initative
Refreezing Chapter Eight: Continuous Improvement
Just because the change was implemented and appears to be going well, doesn't mean your job is complete. You must lock in (or refreeze) the new procedures to become a permanent part of daily operations.
________ is a systematic approach to identify waste, focus activities on eliminating it, and maximize (or make available) resources to satisfy other requirements. Chapter Eight: Continuous Improvement
Lean
Communicating Chapter Five: Leader Influence
Listening, explaining instructions, justifying recommendations and decisions, selling ideas, and providing feedback are just a few of the skills leaders need to be effective. This skill is so vital, that it is used when diagnosing and adapting.
Which AFI provides information to process EPRs? Chapter Two: Performance Evaulation
Match personal interests with job, predict employee responses to planned change, increase flow of employees' suggestions, basis for influencing group members, and basis for personal counseling
Operations and Maintenance Chapter Seven: Resource Stewardship
Most common appropriation This includes funding for mobilization, recruiting, training, administration, and service-wide activities, civilian salaries, operating and maintaining an installation, environmental restoration, and a myriad of other costs associated with day-to-day Air Force operations
Early Adopters Chapter Eight: Continuous Improvement
Most people in this category are hampered by feelings of insecurity and skepticism,
Late Majority Chapter Eight: Continuous Improvement
Most people in this category are hampered by feelings of insecurity and skepticism,
Transportation Chapter Eight: Continuous Improvement
Moving product(s) between processes is a cost that adds no value to the product.
Negotiation Chapter Six: Introduction to Negotiating
Negotiation is a communication process involving two or more people/groups where:1. the parties have a degree of difference in positions, interests, goals, values or beliefs.2. the parties strive to reach agreement on issues or course of action.
Intellect Chapter Eight: Continuous Improvement
Not recognizing skill sets people bring to the job. Any failure to fully utilize the time and talents of people.
Non-standard Over Processing Chapter Eight: Continuous Improvement
Often termed as "using a bazooka to swat flies," many organizations use expensive high precision equipment where simpler tools would be sufficient.
Unfreezing Chapter Eight: Continuous Improvement
The first step in deciding to create a change is to recognize the need for change. This is often the most neglected, yet essential, element of any organizational change. To perceive a need to change, you must first understand it. Become the expert on what you're changing,inform your people about the change, and tell them how it will improve or simplify their ability to accomplish their job.
Opposite Chapter Six: Introduction to Negotiating
The person or group with whom you are engaged in negotiations. Sometimes called the negotiation partner, the opposite recognizes the idea that you lack agreement and must negotiate to solve a problem or reach an agreement. As an NCO, your 'opposite' might be your subordinate, supervisor/chain of command, peer, etc.
Rapid Improvement Event Chapter Eight: Continuous Improvement
These events usually last a week or more and apply a series of problem solving steps to determine root causes of problems and to eliminate waste, set improvement targets and establish clear performance measures to reach desired effects. The four components of a successful RIE are: 1. Strong Leadership 2. Knowledgeable participants 3. Focused Event Scope 4. Implementation Plan and Result Metrics
High Value Initiative Chapter Eight: Continuous Improvement
These initiatives produce significant returns against key Air Force challenges. These processes are more complex and involve a cross functional team to ensure that identified improvements are incorporated into the day-to-day operations of an organization.
Storimg Chapter Three: Team Leader
This is where team members want to know the goals and objectives.productive and valuable. This is usually where tensions build—especially if there are others with the same expertise, or if individuals feel inadequate. Obviously, Team Dynamics play a huge role here. During this stage, a team member may try to rationalize his or her position and spend considerable time trying to convince the team to take the action he or she feels is appropriate. This is how cliques begin to form. Conflict within the team rises to a higher level in this stage than during any other stage.
Confusion Chapter Eight: Continuous Improvement
This is where we accept the change and begin to grapple for ways to proceed from the known to the unknown. When you enter the confusion stage, anxiety builds and we store this energy while we are deciding whether to invest in the change.
Indirect Observation Chapter Two: Performance Evaulation
This type of monitoring involves relying on someone else to provide you with information about how your subordinate is performing. In other words, you may have to work closely with other shift supervisors who work closely with your subordinates.
Innovators Chapter Eight: Continuous Improvement
Those who immediately embrace new ideas
Waiting Chapter Eight: Continuous Improvement
Whenever goods are not moving or being processed, the waste of waiting occurs.
Teamwork Chapter Three: Team Leader
Work done by several associates with each doing a part, but all subordinating personal prominence to the efficiency of the whole
Reservation Point Chapter Six: Introduction to Negotiating
Your 'bottom line' in negotiation. It is the point you will absolutely not got over...your limit.
How might you gather information for a job description? Chapter Two: Performance Evaulation
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 Knowledge from people currently performing the job
Negotiation Chapter Six: Introduction to Negotiating
a communication process involving two or more people/groups where: 1. the parties have a degree of difference in positions, interests, goals, values or beliefs. 2. the parties strive to reach agreement on issues or course of action.
Diversity Chapter Four: Diversity
a composite of individual characteristics, experiences, and abilities consistent with the Air Force Core Values and the Air Force Mission
Performance standard Chapter Two: Performance Evaulation
a description of a level of performance against which an Airman's performance is measured. Quite a few standards are already established for Airmen in various AFIs.
Progressive Discipline Process Chapter One: Standards and Discipline
a foundational tool to use with wisdom and discretion. When an airman's performance falls below the standard/line of acceptability (LOA) you must apply the PDP (see Figure 6) to ensure compliance and maintain discipline.
Control Roster Chapter One: Standards and Discipline
a listing, maintained by Military Personnel Flight Special Actions, of military members whose on or off-duty conduct requires special attention or observation. Nonjudicial
What is the purpose of the progressive discipline process? Chapter One: Standards and Discipline
a model for administering discipline appropriate to the infraction, and its purpose is to help supervisors enforce standards consistently and equally, as well as provide a method for achieving maximum results with minimum force necessary.
TSgt Rivera, the NCOIC of Air Freight Management asks SSgt Graves, "Do you know why it takes so long to get our expedited cargo inspected?" SSgt Graves replies, "Apparently, the inspection team doesn't like their new government vehicle and would rather walk to each aircraft on the flightline." Frustrated Rivera says, "That's ridiculous! So instead of recognizing the need for a vehicle, they would rather walk around the flightline, causing our freight and aircraft to wait." TSgt Rivera immediately contacts the inspection team and instructs them to use their assigned vehicle. The inspection team's actions BEST illustrate _______ impact on mission effectiveness. a. a category of waste and its b. the phases of change management and their c. the PDCA Cycle for problem solving and its Chapter Eight: Continuous Improvement
a. a category of waste and its According to the Continuous Improvement chapter, there are eight types of waste. Waiting is one type of waste, which is whenever goods are not moving, or being processed. The inspection team's actions best illustrate this concept as evidenced by the expedited cargo waiting for inspection and inspectors are waiting on a vehicle to conduct their inspection
During a feedback session with SrA Wiley, MSgt Campbell says, "Your coworkers and I have fielded too many calls from your creditors complaining about missed payments. You and I discussed personal financial responsibility during your initial feedback. Your actions have impacted this work center; therefore, to prevent further disruption, I expect you to take care of this situation. Let's discuss your options." After working through an action plan together, Campbell tells Wiley, "I think you have the potential, but this matter needs to be handled." MSgt Campbell's _________ will MOST likely _________ SrA Wiley's effectiveness. a. appropriate use of rehabilitative feedback; enhance b. inappropriate use of rehabilitative feedback; hinder c. appropriate use of preventative feedback; enhance d. inappropriate use of preventative feedback; hinder Chapter Two: Performance Evaulation
a. appropriate use of rehabilitative feedback; enhance According to the Performance Evaluation lesson, it is appropriate to use rehabilitative feedback when subordinates violate a standard or fall below the line of acceptability. In this scenario, SrA Wiley is having financial problems (several vendors have called complaining about your missed payments) that are impacting his duty performance (productivity decreases and you are rude to your teammates). MSgt Campbell should use rehabilitative feedback to bring Wiley's behavior back within acceptable boundaries and enhance Wiley's effectiveness.
During a mid-term performance feedback session, TSgt Finn reminds SSgt Rafferty, "As I've said in the past, faithfulness to peers, subordinates, and to me is important. So is your enthusiasm and motivation for taking the initiative. I appreciate your willingness to make decisions, act on them, and accept responsibility for your decisions. Your actions seem to prompt your subordinates to always support the unit's mission with passion." This scenario BEST illustrates _____________ and their impact on unit effectiveness. a. leadership traits b. followership traits c. leadership powers Chapter Five: Leader Influence
a. leadership traits This scenario is about leadership traits, which according to the Leader Influence chapter, include among others: loyalty (faithfulness to peers, subordinates, and to me), energy (enthusiasm and motivation for taking the initiative), and decisiveness (willingness to make decisions, etc.)
During A1C Hall's initial feedback, SSgt Irvin says, "When working the customer service desk, answer all phone calls before the third ring, politely identify yourself and this unit, and offer assistance to each caller. Furthermore, because our nation and other countries consider us professionals, we must strive for excellence in everything we do. Finally, if you fail to meet my expectations or to comply with all directives, you can expect a swift response from me." SSgt Irvin's actions BEST illustrate _____________. a. standards and discipline b. the Air Force Core Values c. use of earned authority Chapter One: Standards and Discipline
a. standards and discipline SSgt Cooper's actions best illustrate standards and discipline, which according to the Standards and Discipline chapter, includes preventive and corrective discipline. Preventive discipline stops a problem from happening before it starts. Examples of preventive discipline are initial feedbacks, safety briefings, etc. Standards form the foundation for expectations and discipline and they must be achievable/ attainable (answer phone calls), specific (before the third ring), observable (before third ring...), and measurable: quality (politely).
Plan-Do-Check-Act Cycle Chapter Eight: Continuous Improvement
also referred to as the Deming cycle. It is a four-step model for solving problems and carrying out change. You've probably already used this model in your day-to-day problem solving efforts without even knowing. Plan - Recognize an opportunity and plan a change Do - Test the change by carrying out a small-scale study Check - Review the test, analyze the results and identify what you've learned Act - Take action based on what you learned in the check step. If the change did not work, go through the cycle again with a different plan. If you were successful, incorporate what you learned from the test into wider changes.
SSgt Tolley is writing a performance report on SrA Folk, one of his customer service representatives. Tolley received information from Folk's shift leader, reviewed Folk's training records, and even spoke to some of his customers. Finally, he looked at Folk's quality assurance inspection results. Using all this information, he proceeded to compose the performance report. SSgt Tolley's actions BEST illustrate ________ and their impact on NCO effectiveness. a. Direct and Indirect Observation b. Direct Observation and Checking Completed Products c. Indirect Observation and Checking Completed Products Chapter Two: Performance Evaulation
c. Indirect Observation and Checking Completed Products SSgt Tolley uses both indirect observation and checking a completed product. According to the Performance Evaluation lesson, indirect observation involves relying on someone else to provide you with information about how your subordinate is performing (received information from Folk's shift leader). Checking a completed product involves reviewing products or services and talking to customers who received the product or service. It also includes staff assistance visits and assessments (QA inspection results).
As the new NCOIC, TSgt Milton reviews customer surveys and immediately calls a work center meeting. "This morning I will share my expectations for this team and discuss how we can assist one another," says Milton. "I also need to know what you need and expect from me that will help you accomplish your responsibilities more effectively. For example, do you need equipment, additional training, or help with a personal matter?" Cautiously SrA Brady asks, "I get the impression that you think our section is in need of drastic improvement. Is this true?" Milton replies, "Not exactly. I simply believe that there is a lot of untapped potential within this team." TSgt Milton's ________ will MOST likely ________ unit effectiveness. a. appropriate use of Socio-Behavioral Tendencies; enhance b. inappropriate use of Socio-Behavioral Tendencies; hinder c. effective use of the FAIR Way; enhance d. ineffective use of the FAIR Way; hinder Chapter Four: Diversity
c. effective use of the FAIR Way; enhance TSgt Milton's effective use of the FAIR Way will MOST likely enhance unit effectiveness. According to the Diversity chapter, the FAIR Way includes Feedback (giving/receiving) about expectations, how to meet them, and discovering what subordinates need (equipment/training/resources). Assistance is making sure workers have what they need and its encouraging workers to assist one another. Inclusion is making sure everyone has the opportunity to participate fully in the workplace. Respect is recognizing each person's unique value, contributions, and potential to the organization.
During an initial EPR feedback session, MSgt Aldo tells SSgt Alexander, "I expect you to know what your job is, how to do it, and to perform it to the best of your ability. Furthermore, I will accept nothing less than ethical behavior at all times and I expect NCOs to accept full responsibility for their actions. Finally, faithfulness, obedience, respectfulness, and initiative are important to me." MSgt Aldo's comments BEST explain _____________. a. powers b. leadership traits c. followership traits Chapter Five: Leader Influence
c. followership traits MSgt Aldo's comments best explain followership traits which, according to the Leader Influence chapter, include competence (know what your job is, how to do it, and to perform it), integrity (ethical behavior...accept full responsibility for their actions), loyalty (faithfulness, obedience, and respectfulness), and initiative.
SSgt Vera is concerned about her subordinate, A1C Jackson. When he first arrived to the unit, he was an eager self-starter and had plenty of questions during his initial feedback to make sure he understood his supervisor's line of acceptability. However, last week Jackson failed to complete his assignments by the deadline, causing production to fall. Vera waits and hopes he will self-correct. Today, Jackson missed another important deadline. Fed up, Vera issues Jackson a letter of admonishment. SSgt Vera's _____________ will MOST likely ______________ her effectiveness. a. inappropriate use of punishment; decrease b. appropriate use of punishment; increase c. inappropriate use of PDP; decrease d. appropriate use of PDP; increase Chapter One: Standards and Discipline
c. inappropriate use of PDP; decrease According to the Standards and Discipline chapter, counseling is the first step of the PDP. SSgt McCarty should have started with either a verbal counseling or an LOC the first time Anderson failed to meet standards (failed to complete assignments). Although supervisors have flexibility for what level of PDP a supervisor can start with, counseling should still be the first step in situations that are not exceptionally severe. A1C Anderson will probably become distrusting of his supervisor and the mission will likely suffer due to the deteriorated relationship.
SSgt Bose, the new NCOIC of Pharmacy Services, grows tired of her Airmen complaining about their section's outdated equipment. Realizing she has several unknown, unfunded requirements, she submits a request for funds to the unit's resource advisor (RA) in October. Since Bose's request is so thorough, the RA makes one minor change, and then submits the request to the wing's Budget Execution Review committee in January. The resource advisor's ____________ will MOST likely ____________mission effectiveness. a. appropriate use of the execution plan; enhance b. inappropriate use of the execution plan; hinder c. understanding of the budget cycle; enhance d. misunderstanding of the budget cycle; hinder Chapter Seven: Resource Stewardship
c. understanding of the budget cycle; enhance According to the Resource Stewardship lesson, the first Budget Execution Review (BER) occurs during the 2nd Quarter (typically January) of the Budget Cycle. The resource advisor (RA) clearly understands the budget cycle as evidenced by her waiting until the 2nd Quarter of the Budget Cycle to submit SSgt Bose's request for funds. According to the Budget Cycle, Cost Centers begin working the 1st BER (aka unknown, unfunded requests) in October for submission by the RA in January. Therefore, the RA's actions will most likely result in the pharmacy receiving the funds necessary to purchase new equipment.
SSgt Cordell tells his team, "I know the task before you is going to take a lot of overtime. It will require personal sacrifice on your part; however, I believe you are up to the challenge so expect a one-day pass when it's all finished." SSgt Cordell's use of ______ power will MOST likely__________ unit effectiveness. a. personal; hinder b. personal; enhance c. position; hinder d. position; enhance Chapter Five: Leader Influence
d. position; enhance According to the Leader Influence chapter, position power includes legitimate, reward, coercive, and connection and is derived from the position within the organization. In this situation, SSgt Cordell uses his position as team leader to promise a reward (one-day pass). The promise of a reward (effective use of position power) will most likely increase subordinate commitment levels, which in turn will enhance unit effectiveness.
NCO Authority Chapter One: Standards and Discipline
defined as "the right to act and command", and is complimented by three legal sources found within the UCMJ: Article 91, Article 92, and Article 7.
Personal Power Chapter Five: Leader Influence
derived from the confidence and trust that other people, normally the followers, have in the leader. Because it's not a result of rank or position, this type of influence is earned by being the type of leader people follow because they want to, not because they have to. There are three factors that affect the amount of personal influence a leader has: a leader's personality, how well the leader knows his/her job, and a leader's access to useful information.
Position Power Chapter Five: Leader Influence
derived from your position within the organization and is given or delegated to you by your superiors.
Supervisor Chapter Two: Performance Evaulation
directs the activities of an individual or team.
The ability to recognize and respond to the needs of various groups within an organization to improve working relationships, productivity, customer satisfaction, and unit and mission effectiveness is _______________. Chapter Four: Diversity
diversity answers
Ensuring organizational ________ and ________ is a leader's primary responsibility. Chapter Five: Leader Influence
effectiveness, success
Diversity-Supportive Organization Chapter Four: Diversity
embraces all aspects of diversity and exhibits the following five characteristics: Act Proactively: These organizations know the value of diversity and the importance of tapping into it. They integrate diversity into everyday thinking and action. Reactive organizations only deal with diversity when they have to (usually when something has gone wrong) and typically achieve temporary results. Leadership-Driven: Top-down management endorses and actively champions the organization's diversity initiatives. In bottom-up organizations, isolated individuals and groups see the need for diversity initiatives but must struggle for solid support from the top. Encourage Ownership of Initiatives: When ownership is strong within an organization, everyone is committed to carrying out their role in valuing diversity, allowing it to flourish. In contrast, people in passive, complacent organizations do only what they must to stay out of trouble. Compliance is important, but it is only a starting point. Think Inclusively: Everyone is considered a valuable member of the organization. We all have the responsibility to give to, and receive from, the effects and benefits of diversity. However, thinking competitively tends to pit one socially different group against another with intentions of only satisfying one group's personal interests. Therefore, we must recognize the neglected interests and needs of all groups that exist within our organizations. The goal is to make everyone has needs and concerns a part of the mainstream diversity effort. Mainstream Diversity: These organizations make diversity a part of every effort, process, and procedure. Some organizations pay special attention to diversity and incorporate it into every training and developmental program they conduct. In fragmented organizations, diversity may be exposed to one department but neglected or not even considered in other educational efforts or in everyday operational decisions.
Adjourning/Transforming Chapter Three: Team Leader
is often the case with most short-term AF teams (i.e., tiger teams, project teams, etc.). Adjourning takes place as the team begins to break up and individual members move on to other activities. Transforming teams continue to exist, moving from one objective to the next. After acheiving one goal, the team immediately focuses on its next mission. Rather than adjourn, transforming teams remain together with the occasional loss of some members (PCS, PCA, Retirement, etc,) and the addition of other members whose expertise and familiarity of the new goal prove beneficial to the team's next success.
Discrimination Chapter Four: Diversity
is the visible act, or consideration to act, in favor of or against a person or thing based on the group, class, or category to which that person or thing belongs to rather than on individual merit or value.
Reward Chapter Five: Leader Influence
is your ability to provide rewards—the perception the followers have of your ability to reward their actions by giving or recommending letters of appreciation, 3-day passes, medals, etc.
What is the supervisor's role in punishment? Chapter One: Standards and Discipline
know your Airman well enough to advise the commander on appropriate punishment based on past performance and future potential and current (and future) family and financial situations. Support the commander's decision, even if you do not agree with it. Also to monitor and support the airman as he or she goes through the punishment process.
________ is "the art and science of motivating, influencing, and directing Airmen to understand and accomplish the mission." Chapter Five: Leader Influence
leadership
________ _________ is typically associated with one's rank, position, or level of authority; legitimate power affords you the right to accomplish a task, issue an order, or insist an action based on your position or authority. Chapter Six: Introduction to Negotiating
legitimate power
Team Member Chapter Three: Team Leader
make up the bulk of the team. They are usually functional experts in their respective areas and bring a wealth of ideas to the team
Inclusion Chapter Four: Diversity
making sure everyone has the opportunity to fully participate in the workplace. It involves responding to the needs of all workers so they feel valued and part of the team.
Mid-term Chapter Two: Performance Evaulation
must occur between the date supervision began and the projected EPR closeout date. (Exception: For ABs, Amn, and A1Cs with less than 20 months Total Active Federal Military Service, conduct performance feedback every 180 days after the initial performance feedback session until the supervisor writes an EPR or a Change of Reporting Official occurs.) The ______ feedback is your opportunity to evaluate your Airman's performance midway through the evaluation period, and inform him/her of how well he/she has been meeting the standards established during the initial feedback.
Six "S" Comfort Chapter Eight: Continuous Improvement
systematic approach to productivity, quality, and safety improvement that you can use in your immediate work center. It focuses on achieving visual order, organization, cleanliness, and standardization 1. Sort - clean, organize and keep only what is necessary 2. Straighten - identify, organize, and arrange a place for everything 3. Shine - regular (usually daily) cleaning and maintenance 4. Standardize - simplify and standardize; make it easy to maintain 5. Sustain - continue to train and maintain the standards 6. Safety - make safety a priority in all improvement areas Several expected outcomes occur when Six "S" is followed: 1. Discipline in how the workplace is ordered. 2. Less waste in movement, waiting and excess inventory. 3. A self-maintaining workplace.
Job Rotation Chapter Two: Performance Evaulation
systematically moving subordinates from one job to another within the entire range of possible tasks. This keeps workers from being bored, and it allows everyone an opportunity to learn all aspects of a work center.
The two roles associated with teams are _________ _________ and ___________ __________. Chapter Three: Team Leader
team leader and team member
Standards Chapter One: Standards and Discipline
the foundation for expectations. Standards are "morals, ethics, or habits established by an authority, custom, or an individual as acceptable behavior."
Mission Statement Chapter Three: Team Leader
the fundamental purpose of an organization or an enterprise and succinctly describe why it exists and what it does to achieve its vision
Rater/reporting official Chapter Two: Performance Evaulation
the official in your chain of command that provides performance feedback and initiates performance reports.
Primary diversity Chapter Four: Diversity
the one we are all most familiar with and includes characteristics that are relevant to who we are and that cannot be voluntarily altered (usually).
Material Chapter Seven: Resource Stewardship
the physical goods that are required by our personnel to complete their assigned duties. This is a vast category that includes natural and man-made resources
rehabilitive feedback Chapter Two: Performance Evaulation
the type of feedback done after a subordinate violates a standard or falls below your supervisory line of acceptability. This allows supervisors an opportunity to discuss subordinate weaknesses before they become an official part of the subordinate's record.
Preventative Feedback Chapter Two: Performance Evaulation
the type of feedback done before a subordinate violates a standard or falls below your supervisory line of acceptability.
Directive Change Cycle Chapter Eight: Continuous Improvement
this is change imposed by some external force, such as a commander, superintendent, or supervisor. It begins with change imposed upon the group or organization. As the group is forced to comply, individual behavior is affected through compliance within the group. consists of position power used to change group behavior, then individual behavior, which causes an increase in knowledge, and ultimately a change in attitude
What are some ways to document counseling sessions? Chapter One: Standards and Discipline
through using MFRs to document verbal corrections, counseling, admonishments, and reprimands, Letter of Counseling, Letter of Admonishment, Letter of Reprimand, or AF Form 174 (AF Counseling Form).