Term
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Definition
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Term
| General Adaptation Syndrome (GAS) 3 Phases |
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Definition
3 Phases of GAS are:
-Alarm Reaction
-Stage of Resistance
-Stage of Exhaustion |
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Term
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Definition
| Alarm Reaction: Body shows the changes that are characteristic of the 1st stressor. Resistance is diminished and, iff the stressor is sufficient, death may result. |
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Term
| Phase 2: Stage of resistance |
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Definition
| Resistance ensues if continued exposure to the stressor is compatible with adaption. The bodily signs that are characteristic of the alarm reaction have virtually disappeared, and resistance rises above normal. |
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Term
| Phase 3: Stage of Exhaustion |
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Definition
| Stage of exhaustion: following long, continued exposure to the same stressor one to which the body has become adjusted - adaption energy is eventually exhausted. The signs of the alarm reaction reappear, irreversible this time, and the individual dies. |
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Term
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Definition
| Stress is the nonspecific response of the body to any demand made upon it. |
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Term
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Definition
| Some people thrive on stressful situations, others are overwhelmed by them. |
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Term
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Definition
| Perception will moderate the relationship between a potential stress condition and an individual's reaction. |
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Term
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Definition
- Selective withdraw; people who remain in the organization longer are those with more stress-resistant traits; or at least more resistant to the stress characteristics of their own org.
-People eventually develop coping mechanisms to deal with stress. |
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Term
| Belief in Locus of Control |
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Definition
| Locus of control is a personality attribute. Control their own destinies. |
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Term
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Definition
| Internals are likely to believe that they can have a significant effect on the results. |
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Term
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Definition
| Externals are more likely to be passive and defensive. Rather than do something to reduce stress, they comply without protest. |
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Term
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Definition
Type A
-Always in a hurry, trying to stuff more and more activities into busy lives
-Rarely take time to examine their feelings
-Are often insecure, even though they appear outwardly confident and self-assured. |
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Term
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Definition
Type B people:
-Have time to "smell the roses"
-React more calmly to life's frustrations
-concern themselves more with the quality of their experiences than the quantity |
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Term
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Definition
| Pressure to avoid errors or complete factors within the organization that can cause stress: pressure to avoid errors or complete tasks in a limited time period, work overload, a demanding and insensitive boss, and unpleasant coworkers are a few examples. |
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Term
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Definition
| Task Demands: are factors related to a person's job. They include the design of the individuals job (autonomy, task variety, degree of automation), working conditions, and the physical work layout. |
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Term
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Definition
-Role Conflicts
-Role Overload
-Role Ambiguity |
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Term
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Definition
| Create expectations that may be hard to reconcile or satisfy. |
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Term
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Definition
| When time does not permit him or her to complete all assigned tasks. |
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Term
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Definition
| When the individual is not sure what his or her role expectations are. |
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Term
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Definition
| Pressures created by other individuals. |
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Term
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Definition
| Level of differentiation in the organization, the degree of rules and regulations, and where decisions are made. |
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Term
| Organizational Leadership |
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Definition
| Represents the managerial style of the organization's senior executives |
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Term
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Definition
| Family and personal economic problems. |
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Term
| Physiological Symptoms of stress |
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Definition
| Health and medical sciences. Changes in metabolism, increase heart and breathing rates, increase blood pressure, bring on headaches, and induce heart attacks. |
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Term
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Definition
| Dissatisfaction (job), tension, anxiety, irritability, boredom, and procrastination. |
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Term
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Definition
| Changes in productivity, absence, and turnover, as well as changes in eating habits, increased smoking or consumption of alcohol, rapid speech, fidgeting, and sleep disorders. |
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Term
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Definition
An individual can take personal responsibility for reducing his or her stress level.
-Time Management
-Physical Exercise
-Relaxation Training
-Social Support |
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Term
| Organizational Approaches |
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Definition
| Improved personnel selection and job placement, use of realistic goal setting, job redesign, improved organizational communication, and establishment of corporate wellness programs. |
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Term
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Definition
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Term
| See the Behavior model (page UM03-4) |
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Definition
| Need-goal-behavior-feedback process provides a basic model you can use to help understand the fundamental elements that lead to behavior. |
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Term
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Definition
| things blocking goal achievement |
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Term
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Definition
| Environment, other people, etc |
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Term
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Definition
| Physical, mental, or emotional limitations--real or perceived. |
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Term
| Learning and it's Role Behavior |
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Definition
| Classical conditioning, operant conditioning, and observational learning. |
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Term
| Classical conditioning theory |
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Definition
| (stimulus-response), states that a person can be conditioned to respond to a given stimulus. |
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Term
| Operant Conditioning theory |
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Definition
| connection between a behavior and its consequences. (punishment-reinforcement) See model on page UM03-5 |
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Term
| Observational Learning theory |
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Definition
| We tend to imitate what we see others do. (modeling) |
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Term
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Definition
| process that both energizes and directs goal-oriented behavior |
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Term
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Definition
| Posit widespread applicability to the work environment (Herzberg and McClelland) |
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Term
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Definition
| individual differences that influence motivation levels. |
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Term
| Herzberg's theory (work place, environment, policies) |
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Definition
Job satisfaction and dissatisfaction are labeled motivators, and include concepts like achievement, recognition, advancement, responsibility, the possibility of growth, and the work itself. the factors that influence work performance and cause dissatisfaction when they are lacking are called hygiene factors.
-Company policy and administration
-Technical Supervision
-Interpersonal Relations
-Salary
-Working conditions
-status |
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Term
| McClelland's theory (work place, environment, policies) |
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Definition
3 critical needs
-Power: satisfaction derived from controlling others
-Affiliation: satisfaction derived from social and interpersonal activities.
-Achievement: satisfaction derived from reaching one's goals. |
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Term
| Adam's Equity theory (persons perception) |
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Definition
Assumes people want to be treated with equity on their jobs.
4 Key Concepts
-person: whom equity exists (or doesn't exist)
-Comparison other: the person or group used by the person as a comparison regarding inputs and outcomes.
-Inputs: subjective persceptions of the person about the characteristics individuals possess.
-Outcomes: subjective perceptions of the person about the things one receives from the job.
**motivation to work would decrease if individuals believed they were working harder than others, yet were receiving similar compensation** |
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Term
| Vroom's Expectancy Theory (person's perception) |
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Definition
Focuses on not only previous experiences, but on anticipation of future events.
Motivation is a product of whether the person believes that:
-the activity will lead to a given outcome (expectancy)
-the outcome will yield other outcomes (instrumentality)
-Those other outcomes are valued (valence).
**for motivation to be strong, a person must believe effort will lead to effective performance, and performance will lead to reward. The reward is valued** |
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Term
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Definition
| Driving force in personalities. They are more important than the abilities which one is born with or acquires through environment and education, since what really matters is what one does with these character and personality traits. |
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Term
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Definition
| Individual's characteristic pattern or behavior, thought, or emotion. |
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Term
| 2 Theories of personalities |
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Definition
-Trait: descriptive characteristics of a person, single continuous dimension of personality. example: "generous," "ambitious," "aggressive," "shy," and "anxious"
Type: a complex pattern of characteristics that serves as a model for categorizing people. "The type approach is popular among laypersons because it simplifies understanding commonalities and individual differences. Example: type A or B. |
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Term
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Definition
| Self-image including assessment of abilities, attributes, and values. Descriptive attributes or behavioral characteristics as seen from one's personal perspective. |
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Term
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Definition
| self-descriptive attributes or behavioral characteristics as one thinks they are seen by others |
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Term
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Definition
| self-descriptive attributes or behavioral characteristics as one thinks they are seen by others |
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Term
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Definition
| conceptions of what a person wants to be like, and in relation to social self-concept, they are how a person would like others to see them. |
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Term
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Definition
| A sense of competence and self-control. An individuals belief that he or she is capable of performing a task. |
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Term
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Definition
| Person's perception of his or her fate. Internal locus of control: control their own destiny. External: feel their destiny is controlled by factors beyond their control. |
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Term
| Key difference between locus of control and self-efficacy |
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Definition
| Self Efficacy deals with the behavior itself, while locus of control is the level of confidence one has in the outcomes of a given task. |
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Term
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Definition
| disposition to respond favorably or unfavorably to an object, person, institution, or event. |
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Term
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Definition
| an enduring belief that a specific principle, standard, or quality is regarded as worthwhile or desirable. |
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Term
| Attitudes and values are similar, there is a key difference |
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Definition
| An Attitude is more specific than a value. Values are more general and abstract about attitudes. Attitudes may range from shallow, changeable options to major convictions, while values are more central and basic motivating beliefs that reflect the goals and ideals important to a person. |
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Term
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Definition
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Term
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Definition
| Group organized to work together |
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Term
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Definition
| Assemblage of persons or objects located or gathered together |
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Term
| A Team's Distinguishing factors |
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Definition
-Working together to achieve goals
-Committed to their members' personal growth
-Outperform a group as well as individual members
-Synergistic effort; on plus one equals a lot more than 2 |
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Term
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Definition
| Ongoing process involving interaction of individuals within a team to achieve the desired objective. |
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Term
| 3 Critical and interrelated attributes of "Group Dynamics" |
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Definition
-Ongoing process
-INTERACTION of individuals (interpersonal relationships, some people need status or self-esteem, others may need power, or others social relationships).
Achievement of the desired objective |
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Term
| Teams will have 2 distinct influences on their effectiveness |
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Definition
| Task elements and non-task elements of group dynamics. |
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Term
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Definition
Actions associated with accomplishing the team's specific task, solving a problem, or accomplishing a goal.
Examples of Task Elements:
-Having meetings
-Gathering data
-Planning improvements and/or making changes
-writing reports |
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Term
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Definition
Are those issues influencing the interpersonal relationships of a team's membership.
-Personal identity within the team
-Relationships among team members
-Identity within the organization |
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Term
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Definition
| "Team Leader" (Manager) and "Team Member" (participator) |
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Term
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Definition
Manages the team
-represents senior leadership
-provides guidance and directions
-Focuses on team goal, behaviors, standards
-Listens actively and encourages participation
-promotes open and clear communication
-Rewards the team for performance
-Creates a non-threatening environment |
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Term
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Definition
Participant
-Sharing knowledge and expertise
-Participating in all meetings and discussions
-carrying out all assignments
-Being creative
-Supporting all team efforts
-Seeking challenges |
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Term
| COG's Ladder: a Model of Group Growth |
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Definition
1st - Polite Stage - Production- Low (remember: People/Larry)
2nd - Why We're Here Stage - Production Very Low (remember: With/Very)
3rd - Bid for Power - Production Satisfactory (remember: Bombs/Sadly)
4th - Constructive Stage - Production - High (remember: Can/Has)
5th - Esprit Stage - Production High (remember Explode/Heartburn).
Memorize order
People With Bombs Can Explode
Larry Very Sadly Has Heartburn |
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Term
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Definition
-Initial get together
-Information Sharing
-Stereotyping
-Cliques will begin to form
-Active participation, usually agree
-Sharing feelings limited to keep feedback to a minimum |
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Term
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Definition
-Members want to know the group's goals and objectives.
-Finds that agreement on goals, purpose, or expectations is essential to group success
-Cliques start to grow and wield more influence
-Hidden agenda sensed
-Group identity low
-Structure appears
-Gain understanding and build commitment
-Purpose is agreed on |
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Term
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Definition
-Characterized by competition
-Group member tries to rationalize his or her own position and convince the group.
-Struggle for leadership occurs
-Group does not feel a strong team spirit
-Members my feel uncomfortable
-Others relish the opportunity to compete and attempt to dominate the group "bulldozing"
-Hidden agenda items cause behavioral changes
-Feedback can be brutal and stinging
-Group still does not build an identity |
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Term
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Definition
-Attitudinal changes
-Group members give up attempts to control, and substitute an attitude of active listening
-Team spirit builds
-Cliques begin to dissolve
-Progress towards group's goals becomes evident
-Leadership is shared
-Group identity begins to be important to all group members. |
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Term
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Definition
-Group feels a high sense of team morale and intense group loyalty
-Respect others views and agree to disagree
-Cliques are absent
-Relationships are empathetic, approves and accepts each other as individuals
-If a new person enters camaraderie and esprit will be interrupted
-Constructive and productive |
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Term
| Contemporary Supervisory issues - UM05 |
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Definition
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Term
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Definition
| Family issues, finances, and emergencies - taken care of so mission can continue |
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Term
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Definition
| Financial support of dependents during deployments, maintaining adequate insurance, and having a savings plan. Communication about the plans made should also be a priority |
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Term
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Definition
| AF Form 357, on file with the first sergeant. Individuals without appropriate family care plans in the case of a crisis negatively impact mission accomplishment |
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Term
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Definition
| Airmen will have to know how to fly, operate, maintain, and support the modernized and acquired lethal air and space equipment. Training is key to ensure personnel accomplish tasks, and also take care of themselves and their families. |
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Term
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Definition
| Force shaping will affect every AF member, directly or indirectly. In the training arena, those career field that typically host a certain type of training may find it more difficult to conduct classes as the force continues to shrink.Ensure that our personnel receive the critical training needed to continue propelling us towards accomplishing the mission. |
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Term
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Definition
| Time can also impact training. Supervisors need to be aware of teh impact that force shaping and time have on training their personnel. No cutting corners when it comes to training and safety. |
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Term
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Definition
Successful interview
-Bridging (smoothly transition from the question asked to your message)
-Hooking (taking advantage of opportunities before and during the interview to help focus on what you want to talk about)
-Personal Credibility (never forget that you are the expert).
-Repeat your message
-Keep up with the news know the latest
-Don't argue with the interviewer
-Answer honestly, do not say "no comment"
REPRESENT the AF well to the American public. |
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Term
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Definition
| Suicide is the second leading cause of death for active duty personnel. |
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Term
| Suicide protective factors |
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Definition
Strong social support
Effective coping skills
Belief that it is "okay to get help" |
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Term
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Definition
-Poor coping skills
-Legal problems
-substance abuse
-previous attempts
-mental health history
-financial, job, relationship issues |
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Term
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Definition
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Term
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Definition
| Training expected to produce a specific character or pattern of behavior, especially training that produces moral or mental improvements |
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Term
| Status of Discipline and the AF Culture |
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Definition
Why are our subordinates abandoning their commitment to the oath of enlistment?
What makes our subordinates violate standards
How could supervisors prevent future disciplinary problems?
When should the discipline process start in the workcenter
Who is responsible for maintaining discipline
Why is maintaining discipline necessary in the AF |
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Term
| Progressive Discipline Process (PDP) |
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Definition
| Progressive. The foundational tool to use with wisdom and discretion. |
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Term
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Definition
1st - Establish standards: line of acceptability
2nd - Monitor: subordinates need to see that they are held accountable for the established standards of behavior and performance, and that their supervisors maintain oversight
3rd - Apply the PDP: when infractions occur- performance or behavior falls below the line of acceptability - PDP must be applied. |
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Term
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Definition
1. Determine the infraction's distance from the line of acceptability's vertical line
2. Draw a line horizontally towards the discipline tool appropriate for the addressing the infraction (See chart on UM06-6) |
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Term
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Definition
| Most appropriate for verbal and written counseling sessions to ensure effective communication is occurring to restore standards and discipline. |
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Term
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Definition
| Most appropriate for verbal and written counseling sessions to ensure effective communication is occurring to restore standards and discipline. |
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Term
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Definition
| Directive in nature. Used when recurring unacceptable behaviors or situations requiring immediate behavior modifications (safety violations). Verbal or written forms of admonishment or reprimand |
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Term
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Definition
| Articles 15, courts-martial, administrative demotions, or recommendations for discharge |
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Term
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Definition
| The goal of preventive measures is to stop behaviors that are detrimental to the personnel or productivity of a workcenter, before discipline issues arise. |
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Term
| Important aspect of preventive measures is communication |
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Definition
| Effective communication clearly imparts the standards, desired performance, support available, and supervisor expectations. |
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Term
| Constructive feedback sessions |
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Definition
| Thoroughly prepared ahead of time and tailored toward the individual, are valuable tools for supervisors and subordinates both. |
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Term
| Core Values and discipline |
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Definition
| Needed wake-up call to all concerned or affected. Applying them will help us recognize how far off the path of professional and ethical behavior we have strayed, and assist us in assessing the climate of our organization. Lead by example. |
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Term
| Corrective Methods - Counseling |
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Definition
| Informs the member of improper behavior and seeks to correct the problem before it becomes more serious. Counseling helps people use good judgment, assume responsibility, face, and solve their problems. Counselors help subordinates develop skills, attitudes, and behaviors that are consistent with maintaining AF readiness. |
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Term
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Definition
| minor misconduct and first-time offenses, verbal counseling with MFR. |
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Term
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Definition
| Required when misconduct warrants stronger action that informal counseling, or when the behavior has continued despite previous informal counseling. |
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Term
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Definition
| The problem goes beyond the scope of the supervisor. Refer to chaplain, family support center, Equal opportunities, clinic. |
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Term
| Performance Management - UM08 |
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Definition
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Term
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Definition
| Means for preventing poor performance and developing working relationships to improve performance. |
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Term
| Performance Management has 2 objectives |
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Definition
Objective #1 - Manage subordinate performance by providing appropriate performance feedback and counseling to subordinates.
Step1: leader tells the subordinate job actually consists of
Step2: Describes performance expectations
Step 3: observes and evaluates how the subordinate is doing at meeting performance expectations
Step 4: Leader discusses with the subordinate how well they met expectations.
Step 5: develop a plan for how the subordinate can improve performance.
Objective 2: Provide a long term record of subordinate performance for use in making personnel management decisions. |
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Term
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Definition
1. So you can match personal interest with the jobs (specific, observational, measurable)
2. So you can predict employee responses to planned change
3. So you can increase the flow of employees' suggestions.
4. So you'll have a basis for personal counseling (feedback)
5. So you'll have a basis for personal counseling
SPECIFIC-OBSERVATIONAL-MEASURABLE |
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Term
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Definition
Position the ratee held in the unit and the nature/level of job responsibilities. Job title, key duties, tasks, and responsibilities
-The task the ratee performs
-The scope and level of responsibility (dollar value, number of people supervised) |
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Term
| Performance Standards, standards must meet the following criteria to be deemed effective |
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Definition
-workcenter related
-differentiating
-observable
-consistent
-achievable, yet exceedable
-measurable
-within subordinate's control
-stated with positive terms
-clearly stated
-adequate |
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Term
| Standards have 3 critical attributes |
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Definition
Specific: clearly defined, explicit, expressed without vagueness, unambiguous
-Observable: you can see behavior, results of the behavior.
-Measurable: Degree, amount, quantity, quality. |
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Term
| Monitoring performance can be done in 1 of 3 ways |
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Definition
| Direct, indirect, or by observing the final product. Direct observation is probably the most frequently used way of monitoring performance. |
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Term
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Definition
| Be Honest. Always measure typical performance and evaluate the individual on the set standards. |
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Term
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Definition
-Ratability
-Relevancy: Deficiency (overlook important elements), Distortion (single event), Contamination
-Variability: Evaluater Leniency, Evaluator Strictness, Central Tendency, Halo effect.
-Personal Bias
-Recency
-Primacy
-Reputation |
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Term
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Definition
Active communication process where you are evaluating or judging subordinate performance and responding to them, promote or change in behavior or reinforce present performance.
-Controls effectiveness through evaluations and judgments.
-Discourage or encourage certain behavior |
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Term
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Definition
Improving organizational effectiveness. Empower your subordinates to achieve goals.
Developing a subordinate's ability to achieve individual and unit goals. |
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Term
| Effective counseling sessions |
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Definition
Respect for subordinates, self- and cultural awareness, credibility, and empathy are vital qualities.
Avoid rash judgments, stereotyping, loss of emotional control, inflexible methods or approaches, and improper follow-up. |
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Term
| 2 major categories of counseling |
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Definition
-Personal situation counseling is counseling that is event-oriented.
-Performance/professional growth (goals, establish timeline) |
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Term
| 3 main approaches to counseling |
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Definition
| Directive, non-directive, and combined approach in the middle. |
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Term
| Improvement Plan: 3 avenues to improve subordinates performance |
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Definition
1. Improve the subordinate: building on the subordinates strengths, eliminate weaknesses. Tie performance improvement efforts to subordinates goals.
2. Improving the job can be accomplished by addressing such things as the necessity of tasks appropriate of the task and job design. Tasks promote mission accomplishment. Job enlargement, job enrichment, job rotation.
3. Improving the situation: or job environment inappropriate for the subordinate. Organizational design, layout, resources, schedules, supervisory methods employed. |
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Term
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Definition
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Term
| 3 Roles in the change process |
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Definition
1. Change Sponsors: power to determine how change will occur.
2. Change Agents: responsible for implementing the changes
3. Change Targets: indv/group undergoing the change |
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Term
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Definition
1. Knowledge: easiest, reading book/article or hearing something new from a person with info.
2. Attitude: emotionally charged either a positive or negative way
3. Individual behavior: knowledge and attitude into action through behavior. Habits are often deeply rooted, and changing may be a lengthy and difficult process. |
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Term
| Individual Reactions to change |
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Definition
1. Innovators: immediately embrace new ideas
2. Early Adopters: popular, educated, and able to see a competitive advantage.
3. Early Majority: deliberate for some time before completely adopting new ideas.
4. Late majority: insecurity and skepticism which prevent them from taking results. Wait too long to adopt change
5. Laggards: less educated and uniformed, close-minded afraid to change. |
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Term
| Organizational Reaction to Change |
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Definition
1. Denial: do not wish to acknowledge
2. Resistance: uncertainty of impending change, resist change
3. Adaption: understanding of the change and begins to reflect a positive perception, encourage creative thinking in problem solving and decision making: control to your group will encourage them to provide input on the change process.
4. Commitment: Supports change and develops solutions to fully implement it. Teamwork. Set long-term goals, concentrate on team building, and validate and reward those responding to the change. |
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Term
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Definition
1. Directive Change Cycle: forced to comply using position power.
2. Participative Change Cycle: when new knowledge is made available to the individual or group, group's positive attitude and commitment: effective use of personal power. |
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Term
|
Definition
1. Unfreezing: Need Change
-Create a felt need for change: Sell it
-Deal with resistance to change: Plan calm fears
2. Changing: Monitor the change, pay close attention to those most affected by it: Follow up
3. Refreezing: a permanent fixture in your daily operations: Change is implemented |
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Term
| Conflict Management: UM10 |
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Definition
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Term
|
Definition
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Term
|
Definition
Communication: only when necessary, hidden agenda
Relationships: one-sided, based on fear and/or power, defensive
Conflict: emphasis on self not organization, can lead to acute physical and psychological illness.
Productivity: decreased efficiency and effectiveness, priorities are on urgent rather than important issues. |
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Term
|
Definition
Communication: open, ongoing, elicits and provides true thoughts and feelings.
Relationships: respect for each other's interest, high level of trust.
Conflict: clearly identified, win-win focus
Productivity: increased efficiency and effectiveness, problems handled creatively and synergistically. |
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Term
| 4 different behaviors cause conflict |
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Definition
Intellectual: center on activities relating to the ability to understand a situation. (analytical, judgement, perception)
Emotional: managing emotions (crying, honesty, assertiveness, self-discipline)
Interpersonal: deals with how people relate to others involved in the conflict (persuasiveness, sensitivity, listening, communication).
Managerial: influence how others deal with conflict (give guidance, delegate, motivate). |
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Term
| 3 causes for escalated conflict |
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Definition
1. Adversarial actions: "win-lose", win vs solve problem, sabatage.
2. Tightly held positions: see no need to achieve mutual goals, no change no matter what.
3. Emotional involvement: team members become emotionally attached to their position. |
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Term
| Common styles people deal with conflict |
|
Definition
- Competing or Forcing: Control, defend ideas forcefully. (emergencies) Win-lose, highly assertive, low cooperation.
-Collaborating: we win, win-win, high assertiveness, high cooperation
-Accommodating: yes dear, lose-win, low assertiveness, high cooperation.
-Avoiding: not right now, nothing is accomplished.
-Compromising: we can work it out, lose-lose, wavering assertiveness and cooperation. |
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Term
| 5-step approach to successfully managing conflict |
|
Definition
1. Take responsibility for dealing with conflict
2. Uncover, discuss, and define the real problem.
3. Ask questions and listen (open ended ?s)
4. Set goals and create an action plan
5. Follow up: ensure the solution is achieved. |
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Term
|
Definition
| problem solving impacts organizational performance |
|
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Term
|
Definition
| problem solving impacts organizational performance |
|
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Term
|
Definition
| problem solving impacts organizational performance |
|
|
Term
| 8 Step Problem Solving process |
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Definition
1. Clarify and Validate the Problem (define, clear, specific, etc).
2. Break Down the Problem and Identify Performance Gaps (Performance vs. where it should be).
3. Set Improvement Targets (big picture/steps to get there)
4. Determine Root Cause (brainstorm/fishbone, five whys)
5. Develop Countermeasures (buy-in)
6. See Countermeasures through (prepared to modify)
7. Confirm Results and Process (mirror data collection, producing intended results)
8. Standardize Successful Processes (OI, policy, etc) |
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Term
| Functions of Management UM12 |
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Definition
| Functions of Management impact organizational performance |
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Term
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Definition
| Planning provides direction, assists in making difficult decisions, keeps the organization on track, and helps to avoid unwanted surprises. |
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Term
| The Planning Process (5 steps) |
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Definition
- Analyze the purpose of the mission (place to start when constructing the plan)
- Establish goals (objective, steps you take to reach your goals)
- Identify alternatives (brainstorming, time money, resources).
- Select the best alternative (the best plan)
- Implement the plan (put into action, monitor progress and results) |
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Term
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Definition
| spending plans are formed and implemented in organizations |
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Term
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Definition
| manning needs, training and professional development, and rewarding performance. Manning what types and how many? |
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Term
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Definition
Job Design and Work responsibilities:
-Job Rotation: shifting workers
-Job enlargement: tasks more challenging and rewarding
-Job enrichment: job-task, increase growth, achievement, responsibility, and recognition. |
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Term
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Definition
| Networking/Chain of command |
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Term
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Definition
| Validate the planning and organizing the function management. |
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Term
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Definition
1 - Establish standards of performance
2 - Measure Actual Performance
3 - Compare performance to standards
4 - Evaluate Performance and Take Action |
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Term
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Definition
| Motivating an organization's members to work together in the best interest of the organization. |
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Term
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Definition
| The art of influencing and directing people to accomplish the mission. |
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Term
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Definition
| Process of working with and through individuals and groups and other resources to accomplish organizational goals. |
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