Term
| THE TEAM HANDBOOK SAYS TEAMS NORMALLY GO THROUGH FOUR STAGES OF DEVELOPMENT, WHAT ARE THEY? |
|
Definition
| FORMING, STORMING, NORMING, PERFORMING |
|
|
Term
| IN REGARDS TO TEAM BUILDING AND THE FOUR STAGES OF DEVELOPMENT, DEFINE FORMING. |
|
Definition
| IS A PERIOD OF UNCERTAINTY WITH MEMBERS TRYING TO DETERMINE THEIR PLACE ON THE TEAM HOW THEY FIT IN WITH OTHERS. |
|
|
Term
| IN REGARDS TO TEAM BUILDING AND THE FOUR STAGES OF DEVELOPMENT, DEFINE STORMING. |
|
Definition
| CONFLICTS ARISE AS MEMBERS RESIST TEAM INFLUENCE AND REBEL AGAINST TASK ACCOMPLISHMENT |
|
|
Term
| IN REGARDS TO TEAM BUILDING AND THE FOUR STAGES OF DEVELOPMENT, DEFINE PERFORMING. |
|
Definition
| TEAM IS NOW PROFICIENT AND ACHIEVING ITS GOALS |
|
|
Term
| COG'S LADDER, THIS MODEL HAS FIVE STEPS UP THE LADDER TO A SUCCESSFUL TEAM, WHAT ARE THEY? |
|
Definition
| POLITE STAGE, WHY WE'RE HERE STAGE, BID FOR POWER, CONSTRUCTIVE STAGE, ESPIRIT STAGE |
|
|
Term
| IN REGARDS TO COG'S LADDER AND THE FIVE STEPS UP THE LADDER TO A SUCCESSFUL TEAM, DEFINE POLITE STAGE. |
|
Definition
| MEMBERS OF THE TEAM ARE NEW TO EACH OTHER AND ARE JUST GETTING TO KNOW EACH OTHER. PEOPLE TEND TO BE POLITE. |
|
|
Term
| IN REGARDS TO COG'S LADDER AND THE FIVE STEPS UP THE LADDER TO A SUCCESSFUL TEAM, DEFINE WHY WE'RE HERE STAGE. |
|
Definition
| MEMBERS NEED TO KNOW THE TEAM'S GOAL OR OBJECTIVE. ONCE THEY GET TO KNOW EACH OTHER, THEY DESIRE TO WORK TOGETHER AND BE PRODUCTIVE. |
|
|
Term
| IN REGARDS TO COG'S LADDER AND THE FIVE STEPS UP THE LADDER TO A SUCCESSFUL TEAM, DEFINE BID FOR POWER. |
|
Definition
| IS A PHASE WHERE INDIVIDUAL DIFFERENCES EMERGE AND CONFLICTING POINTS OF VIEW MAY BE VOICED. |
|
|
Term
| IN REGARDS TO COG'S LADDER AND THE FIVE STEPS UP THE LADDER TO A SUCCESSFUL TEAM, DEFINE CONSTRUCTIVE STAGE. |
|
Definition
| AS ATTITUDES CHANGE SLIGHTLY AND TEAM MEMBERS START TO FOCUS MORE ON THE GOAL, THEY MOVE OUT OF THE BID OF POWER AND BECOME MORE PRODUCTIVE. |
|
|
Term
| IN REGARDS TO COG'S LADDER AND THE FIVE STEPS UP THE LADDER TO A SUCCESSFUL TEAM, DEFINE ESPIRIT STAGE. |
|
Definition
| IS WHERE THE TEAM HAS STRONG GROUP IDENTITY AND HIGH MORALE. NOT ALL TEAMS REACH THIS STEP ON THE LADDER. |
|
|
Term
| IN REGARDS TO TEAM BUILDING, DEFINE THE EARLY STAGE. (FOUR POINTS) |
|
Definition
| SOCIAL PERIOD, INTRODUCTION, BACKGROUND, STRUCTURE |
|
|
Term
| IN REGARDS TO TEAM BUILDING, DEFINE THE EARLY STAGE. |
|
Definition
| PEOPLE NOT FOCUSED ON THE MISSION, MAIN GOAL IS FEELING COMFORTABLE AROUND THE OTHERS, PEOPLE HESITANT TO VOICE PERSONAL OPINIONS OR CRITICIZE IDEAS. |
|
|
Term
| THE GOAL MUST BE CLEAR TO EVERYONE, HOW DO YOU GET PEOPLE THROUGH THIS "GOAL" STAGE? |
|
Definition
| ENSURE YOU HAVE AN UNDERSTANDING GOAL, CLEARLY COMMUNICATE THAT GOAL TO ALL THE TEAM MEMBERS ALONG WITH CONSTRAINTS AND RESPONSIBILITIES, BE SURE TO ANSWER ANY QUESTIONS OR CONCERNS THE TEAM MAY HAVE ON THE GOAL |
|
|
Term
| IN TEAM DEVELOPMENT THE CLIQUES STARTED TO FORM BACK AT THE VERY BEGINNING. CLIQUES ARE FORMED BASED ON? (3 THINGS) |
|
Definition
| SIMILAR INTERESTS, WORKED IN COMMON AREAS, MAY KNOW SOME OF THE SAME PEOPLE. |
|
|
Term
| IF YOU PREVENT CLIQUES, WHAT WILL HAPPEN? |
|
Definition
| DOING SO IS ACTUALLY HINDERING THE TEAM BUILDING PROCESS. |
|
|
Term
| DURING THE TEAM BUILDING PROCESS, DEFINE "WHY FUSSING". |
|
Definition
| SOME PEOPLE MAY FEEL PASSIONATE ABOUT CERTAIN TOPICS. THESE PEOPLE WILL TEND TO BE MORE VOCAL. AS THE TEAM GETS TO KNOW EACH OTHER BETTER, PEOPLE WILL START TO EXPRESS IDEAS AND OPINIONS WHICH CAN PRODUCE FRICTION IN THE TEAM. |
|
|
Term
| IN REGARDS TO TEAM BUILDING, WHAT'S A GOOD LEADER DO? (6 ITEMS) |
|
Definition
| ASSIGNING DUTIES EARLY ON WILL HELP REDUCE THE NEGATIVE EFFECTS OF THIS PHASE, GIVE EVERYONE ON THE TEAM A DUTY EARLY ON, ENSURE EVERYONE UNDERSTAND THEIR RESPONSIBILITIES TOWARD THE GOAL OF THE TEAM, KEEP THEM FOCUSED ON THE GOAL AT HAND, USE YOUR AUTHORITY WHEN NEEDED, SHOW APPRECIATION FOR VALID IDEAS AND RECORD THEM FOR LATER. |
|
|
Term
| IN REGARDS TO TEAM BUILDING, WHAT WILL HAPPEN AS TEAM DEVELOPMENT PROGRESSES? |
|
Definition
| INDIVIDUALITY AND CLIQUES WILL REDUCE TO BE REPLACED BY TEAM IDENTITY, TEAM REACHES THE HIGHER PHASES OF TEAM DEVELOPMENT, THIS IS CONSIDERED "CONSTRUCTIVE" AND "SPIRIT". |
|
|
Term
| WHAT IS THE ORDER TO FOLLOW FOR STAGES OF TEAM DEVELOPMENT? |
|
Definition
| PEOPLE ARE UNSURE OF EACH OTHER AND TRYING TO GET TO KNOW EACH OTHER, PEOPLE NEED TO KNOW THE OBJECTIVE OR GOAL OF THE TEAM AND HOW THEY FIT IN, CLIQUES ARE FORMING AND PEOPLE ARE BECOMING MORE VOCAL AS THEY BECOME COMFORTABLE WITH EACH OTHER, THE TEAM IS HIGHLY PRODUCTIVE. |
|
|
Term
| WHICH PHASE OF TEAM DEVELOPMENT IS THE EARLIEST PHASE WHERE THE TEAM IS PRODUCTIVE AT A SATISFACTORY LEVEL? |
|
Definition
| DURING THE PHASE WHEN CLIQUES ARE GAINING STRENGTH AND MEMBERS ARE BEING MORE VOCAL, THIS IS ALSO CALLED THE BID FOR POWER OR THE STORMING PHASES. WHILE THERE MAY BE ARGUMENTS, GOOD IDEAS ARE GETTING GENERATED AND THE TEAM IS PRODUCTIVE. |
|
|
Term
| WHAT ARE 5 STAGES TO HEALTHY TEAM SPIRIT? |
|
Definition
| ETHICAL BEHAVIOR, SHARING, TRUST, CRITICAL JUDGEMENT, COOPERATION |
|
|
Term
| IN REGARDS TO HEALTHY TEAM SPIRIT, DEFINE ETHICAL BEHAVIOR. |
|
Definition
| LEADERS FOSTER ETHICAL BEHAVIOR BY DEMONSTRATING TRUST, HONESTY, INTEGRITY, AND BY BEING OPEN WITH TEAM MEMBERS IN SHARING INFORMATION. LEADERS SHOULD NOT EVEN CONTEMPLATE ANY FORM OF UNETHICAL BEHAVIOR. |
|
|
Term
| IN REGARDS TO HEALTHY TEAM SPIRIT, DEFINE SHARING. |
|
Definition
| TEAM LEADER ENCOURAGES SHARING THROUGH OPEN COMMUNICATION, TEAM MEMBERS NEED TO SEE THE LEADER WILLING TO SHARE WITH THEM AND WITH PEOPLE OUTSIDE THE TEAM, THE LEADER NEEDS TO ENCOURAGE FEEDBACK AND PAY ATTENTION TO MEMBERS AS THEY PROVIDE THIS FEEDBACK. |
|
|
Term
| IN REGARDS TO HEALTHY TEAM SPIRIT, DEFINE TRUST. |
|
Definition
| LEADERS ENCOURAGE THIS BY PROMOTING A TRUSTING ATMOSPHERE, BE TRUSTWORTHY AND SHOW TRUST IN THE OTHER MEMBERS, LOOK FOR SIGNS OF A LACK OF TRUST AND ADDRESS THEM WITH THE MEMBERS CONCERNED. |
|
|
Term
| IN REGARDS TO HEALTHY TEAM SPIRIT, DEFINE CRITICAL JUDGEMENT. |
|
Definition
| IF THE LEADER IS OVERLY CRITICAL OF OTHERS AND SHUTS DOWN OUTSIDE FEEDBACK, THE TEAM WILL FOLLOW THAT BEHAVIOR. IF THE LEADER SEEKS OUTSIDE FEEDBACK AND SINCERELY REVIEWS IT, SO WILL THE TEAM MEMBERS COOPERATION. |
|
|
Term
| IN REGARDS TO HEALTHY TEAM SPIRIT, DEFINE COOPERATION. |
|
Definition
| LEADERS FOSTER THIS BY ENCOURAGING PARTICIPATION AND DIVERSITY IN THE TEAM, HAVING TEAM MEMBERS SHARE INFORMATION AND REVIEW EACH OTHER'S WORK HELPS BUILD COOPERATION, ALLOW TEAM MEMBERS TO REALIZE THEY EACH HAVE IMPORTANT SKILLS TO CONTRIBUTE. |
|
|
Term
| DEFINE UNETHICAL BEHAVIOR |
|
Definition
| A NEED TO WIN MAY BECOME SO GREAT THE TEAM WILL DISREGARD ANY SENSE OF FAIR PLAY TO ACHIEVE ITS GOALS. |
|
|
Term
|
Definition
| THE TEAM DOESN'T KEEP INFORMATION OR RESOURCES JUST TO THEMSELVES |
|
|
Term
| DEFINE CRITICAL JUDGEMENT |
|
Definition
| WHEN LACKING, THE TEAM FAILS TO ACCEPT CONSTRUCTIVE CRITICISM |
|
|
Term
|
Definition
| THE TEAM MEMBERS CAN RELY ON EACH OTHER AND DEPEND ON EACH OTHER. |
|
|
Term
|
Definition
| TEAM MEMBERS ARE WILLING TO HELP EACH OTHER AND SUPPORT EACH OTHER. |
|
|
Term
| IMPORTANT ISSUES OR RELATED TOPICS MAY COME UP, WHAT DOES THE LEADER DO IN THESE CASES? |
|
Definition
| FORM A SECOND TEAM OR TABLE THEM FOR LATER. YOUR TEAM NEEDS TO KEEP FOCUSED AND WORKING ON THE ORIGICAL GOAL. |
|
|
Term
| WHAT CAN CAUSE THE TEAM DEVELOPMENT STAGE TO SLIP BACK? |
|
Definition
| NEW PEOPLE WILL BE AT THE FORMING OR POLITE STAGES. |
|
|
Term
| WHAT CAN CAUSE HEALTHY TEAM SPIRIT TO SLIP? |
|
Definition
| STRESS, NEW PEOPLE ON THE TEAM, CHANGING SITUATIONS, CAN ALL IMPACT HTS. |
|
|
Term
| IN REGARDS TO ESSENTIALS OF MANAGEMENT, WHAT ARE THE SIX KEY ATTRIBUTES FOR SELECTING TEAM MEMBERS? |
|
Definition
| A GOOD TEAM MEMBER POSESSES AND SHARES TECHNICAL EXPERTISE, A GOOD TEAM PLAYER ASSUMES RESPONSIBILITY, A GOOD TEAM MEMBER IS WILLING TO COMMIT TO TEAM GOALS, A GOOD TEAM MEMBER IS ABLE TO SEE THE BIG PICTURE, A GOOD TEAM MEMBER IS WILLING TO ASK TOUGH QUESTIONS, A GOOD TEAM MEMBER IS WILLING TO TRY SOMETHING NEW. |
|
|
Term
| WHATS THE THREE KEYS TO SUSTAINING AN EFFECTIVE TEAM? |
|
Definition
| FOCUS ON GOAL OR MISSION, MONITOR THE TEAM'S DEVELOPMENT AS PEOPLE CHANGE, ALWAYS MONITOR HEALTHY TEAM SPIRIT. |
|
|
Term
| WHICH OF THE FOLLOWING WOULD BE A GOOD AGENDA FOR A FIRST MEETING OF A NEW TEAM? |
|
Definition
| HAVE MEMBERS INTRODUCE THEMSELVES, EARLYON THE TEAM LEADER HAS TO ENSURE EVERYONE UNDERSTANDS WHAT THE GOAL OF THE TEAM IS, THE LEADER CAN ALSO ASSIGN ADDITIONAL DUTIES AND RESPONSIBILITIES, DELEGATION AND EMPOWERMENT ARE EFFECTIVE MANAGEMENT TOOLS AND MAY ALSO REDUCE FUSSING AS THE TEAM MOVES THROUGH THE TEAM DEVELOPMENT STAGES. |
|
|
Term
| IF DURING THE FOURTH MEETING, THE MEETING SEEMS TO BE GOING TO END IN CHAOS WITH MANY OTHER ISSUES BEING BROUGHT UP, WHAT SHOULD THE TEAM LEADER THEN DO? |
|
Definition
| ACKNOWLEDGE THE NEED TO LOOK AT THE VARIOUS ISSUES BEING BROUGHT UP, BUT SUGGEST THE TEAM TABLE THOSE ITEMS AND FOCUS ON THE CURRENT ISSUE. |
|
|
Term
| MSGT JONES WAS JUST INFORMED THE ARRIVAL OF AN INSPECTION TEAM WAS GOING TO BE DELAYED BY TWO DAYS. HE WAS TEAM LEADER FOR A TEAM PREPARING FOR THE INSPECTION. BECAUSE HIS TEAM WAS ALREADY AHEAD OF SCHEDULE, HE FELT HE DID NOT NEED TO INFORM THE TEAM OF THE CHANGE. THE CHANGE WOULD ALLOW THEM TO FINISH WELL AHEAD OF THE INSPECTION AND MAYBE HE COULD GIVE HIS PEOPLE SOME TIME OFF. BESIDES, IF HE TOLD THEM, THEY MAY SLOW DOWN AND GET BEHIND SCHEDULE. MSGT JONES IS DISPLAYING... |
|
Definition
| A LACK OF SHARING AND TRUST, HE IS NOT SHARING THE INFORMATION GIVEN TO HIM, THIS VIOLATES THE "SHARING" PART OF A HEALTHY SPIRIT. ALSO, HIS FEELINS THAT THE TEAM MAY SLOW DOWN AND GET BEHIND SHOWS HE MAY NOT TRUST THEM, WHICH IS ALSO PART OF A HEALTHY SPIRIT. |
|
|
Term
| IN REGARDS TO BARRIERS TO DELEGATION, WHAT ARE BARRIERS IN THE DELEGATOR? |
|
Definition
| INSECURITY, FEAR OF BEING DISLIKED, REFUSAL TO ALLOW MISTAKES, LACK OF CONFIDENCE IN SUBORDINATES, FAILURE TO ESTABLISH EFFECTIVE CONTROLS AND TO FOLLOW UP. |
|
|
Term
| IN REGARDS TO BARRIERS TO DELEGATION, WHAT ARE BARRIERS IN THE DELEGATE? |
|
Definition
| LACK OF EXPERIENCE, LACK OF COMPETENCE, AVOIDANCE OF RESPONSIBILITY, OVERDEPENDENCE ON THE BOSS, OVERLOAD OF WORK, IMMERSION IN TRIVIA. |
|
|
Term
| IN REGARDS TO BARRIERS TO DELEGATION, WHAT ARE BARRIERS IN THE SITUATIONS? |
|
Definition
| ONE MAN SHOW POLICY, NO TOLDERATION OF MISTAKES, CRITICALITY OF DECISIONS, URGENCY, LEAVING NO TIME TO EXPLAIN, CONFUSINO IN RESPONSIBILITIES AND AUTHORITY, UNDERSTAFFING. |
|
|
Term
| THE KEY TO GOOD DELEGATION IS? |
|
Definition
| GOOD COMMUNICATION AND ADEQUATE TRAINING |
|
|
Term
| IN REGARDS TO GOAL SETTING, A GOAL IS? |
|
Definition
| A BROAD STATEMENT DESCRIBING A DESIRED FUTURE CONDITION OR ACHIEVEMENT WITHOUT BEING SPECIFIC ABOUT HOW MUCH AND WHEN. |
|
|
Term
| WITH CLEARLY DEFINED GOALS, YOUR WORKERS WILL? |
|
Definition
| BE ABLE TO TRACK THEIR OWN PROGRESS, HAVE A VOICE IN DETERMINING WHAT NEEDS TO BE ACCOMPLISHED, LEARN HOW TO ESTABLISH AND MEET THEIR GOALS. |
|
|
Term
|
Definition
| IS GENERAL IN NATURE, IDENTIFIES A DESIRED FUTURE CONDITION, HAS AN INTENDED RESULT OR OUTCOME. |
|
|
Term
| AN OBJECTIVE IS DEFINED AS? |
|
Definition
| A SPECIFIC STATEMENT OF A DESIRED SHORTER-TERM CONDITION OR ACHIEVEMENT WHICH INCLUDES MEASURABLE END RESULTS TO BE ACCOMPLISHED WITHIN TIME LIMITS. |
|
|
Term
| USE THE SMART PRINCIPLES TO DEVELOP GOOD OBJECTIVES, WHAT ARE THEY? |
|
Definition
| SPECIFIC, MEASUREABLE, AGREED UPON, REALISTIC, TIME-FRAMED. |
|
|
Term
| IN REGARDS TO SMART, DEFINE SPECIFIC. |
|
Definition
| MAKE YOUR OBJECTIVE THIS BY MAKING SURE IT IS STATED CLEARLY AND PRECISELY. |
|
|
Term
| IN REGARDS TO SMART, DEFINE MEASUREABLE. |
|
Definition
| AN OBJECTIVE NEEDS TO BE THIS SO YOU'LL KNOW IF YOU'RE MAKING PROGRESS. |
|
|
Term
| IN REGARDS TO SMART, DEFINE AGREED UPON. |
|
Definition
| IF YOU'RE WORKING WITH A TEAM, EVERYONE MUST AGREE TO THE GOAL AND TO THE OBJECTIVES IF IT'S YOUR PERSONAL GOAL, EVERYONE AFFECTED BY YOUR GOAL MUST ACCEPT YOUR CHANGE. |
|
|
Term
| IN REGARDS TO SMART, DEFINE REALISTIC. |
|
Definition
| IF THE OBJECTIVE SEEMS IMPOSSIBLE, YOU WON'T PUT OUT THE EFFORT TO REACH THE OBJECTIVE. IF AN OBJECTIVE IS TOO EASY, YOU WON'T FEEL THE CHALLENGE AND NOT BE MOTIVATED TO WORK AT REACHING THE GOAL. |
|
|
Term
| IN REGARDS TO SMART, DEFINE, TIME-FRAMED. |
|
Definition
| MAKING THE END DATE OR A MILESTONE TOO SHORT MAY MAKE THE OBJECTIVE UNREALISTIC. IF THE OBJECTIVE IS NOT TIME-FRAMED AT ALL, THE OBJECTIVE MAY NEVER BE MET. SHOULD HAVE A START DATE AND AN END DATE. TIMING IS IMPORTANT. |
|
|
Term
| DEFINE IS THE PARETO PRINCIPLE (80/20 RULE) |
|
Definition
| HE FOUND THAT THIS RATIO HOLDS TRUE IN MANY AREAS, IT IS TRUE TODAY AS IT WAS TWO CENTIRIES AGO. |
|
|
Term
| WHAT IS KNOWN AS THE 80/20 RULE? |
|
Definition
|
|
Term
| IN REGARDS TO TIME MANAGEMENT, ONE MUST GO THROUGH THEIR ACTIVITIES USED TO MEET THE GOALS LIST, AND PRIORITIZE (A,B,C) THEN ASK, WHAT IS THE BEST USE OF MY TIME RIGHT NOW? |
|
Definition
| REVIEW THE PRIORITIES OF YOUR GOALS, OBJECTIVES AND ACTIVITIES, CHECK YOUR TO DO LIST AND YOUR SCHEDULE, REMEMBER THE PARETO PRINCIPLE, DO THE ACTIVITY THAT WILL GET YOU THE MOST RESULTS IN THE TIME YOU HAVE RIGHT NOW. |
|
|
Term
| IN REGARDS TO TIME MANAGEMENT, WHAT HAPPENS AFTER YOU PRIORITIZE YOUR ACTIVITIES AND YOU FIND MOSTLY "A"'S? |
|
Definition
| YOU WORK ON ONE ACTIVITY AT A TIME, ACCOMPLISHING BITS AND PIECES OF AN "A" UNTIL IT BECOMES MORE MANAGEABLE AND ATTAINABLE. |
|
|
Term
| IN REGARDS TO TIME MANAGEMENT, WHAT IS THE SWISS CHEESE APPROACH? |
|
Definition
| IS AN EFFECTIVE TECHNIQUE TO MANAGE THE ACTIVITIES, YOU DO PARTS OF AN ACTIVITY, SLOWLY POKING HOLES IN IT UNTIL NOTHING IS LEFT AND THE ACTIVITY IS COMPLETE. |
|
|
Term
| IN REGARDS TO TIME MANAGEMENT, WHAT IS THE A GENERAL STRATEGY TO MANAGE THE ACTIVITIES? |
|
Definition
| IS AN OVERWHELMING "A", SORT THROUGH PAPERS AND HANDLE THEM ONLY ONCE, SORTING THEM INTO A, B, AND C PRIORITIES. DON'T HANDLE A PIECE OF PAPER UNLESS YOU'RE GOING TO TAKE SOME KIND OF ACTION ON IT. START WITH YOUR A'S. |
|
|
Term
| WHAT IS THE DEFINITION OF DELEGATION? |
|
Definition
| THE ACT OF GIVING SOMEONE A TASKING WHICH THEY MUST PERFORM WITHIN CERTAIN GUIDELINES OR CONSTRAINTS, DELEGATION PASSES THE TASK TO ANOTHER PERSON, OVERALL RESPONSIBILITY FOR TASK COMPLETION STILL REMAINS WITH THE SUPERVISOR. |
|
|
Term
| WHAT ARE FOUR KEY THINGS TO CONSIDER BEFORE DELEGATING A TASK? |
|
Definition
| THE PRIORITIES OF THOSE YOU INTEND TO DELEGATE TO, THE SKILL LEVEL AND TRAINING OF THE PERSON YOU INTEND TO DELEGATE TO, THE WORKER'S ABILITY, WILLINGNESS, AND CONFIDENCE, THE IMPORTANCE OF THE TASK, PERHAPS YOU SHOULD TAKE CARE OF THE TASK YOURSELF. |
|
|
Term
| IN REGARDS TO TIME MANAGEMENT, WHAT ARE MANAGE DISTRACTORS? |
|
Definition
|
|
Term
| HOW DO YOU HANDLE CRISIS? |
|
Definition
| CONTROL YOUR TEMPER, ADDRESS THE PROBLEM AND NOT THE PERFORMANCE OF INDIVIDUALS INVOLVED, CONSIDER THE CRISIS AN OPPORTUNITY TO LEARN. |
|
|
Term
| WHAT EXPLAINS WHY EFFECTIVE TIME MANAGEMENT TECHNIQUES ENHANCE GOAL ACCOMPLISHMENT? |
|
Definition
| SETTING OBJECTIVES THAT ARE BOTH REALISTIC AND AGREED UPON INCREASE THE COMMITMENT TO ACCOMPLISH GOALS, DOING BITE SIZE PORTIONS OF A LARGE, INVOLVED PROJECT CONTRIBUTES TO SUCCESSFUL GOAL ACHIEVEMENT. |
|
|
Term
| WHICH OF THE FOLLOWING DESCRIBES HOW EFFECTIVE TIME MANAGEMENT TECHNIQUES ENHANCE GOAL ACCOMPLISHMENT? |
|
Definition
| PRIORITIZING ACTIVITIES INCREASES THE PROBABILITY THAT THE MOST SIGNIFICANT GOALS WILL BE ACHIEVED, ESTABLISHING SPECIFIC OBJECTIVES INCREASES THE POSSIBILITY THAT RESOURCES WILL BE DIRECTED TOWARD THE INTENDED RESULT. |
|
|
Term
| IN REGARDS TO ORGANIZATIONAL CONFLICT, USUALLY CONFLICT'S COME FROM THE WHAT THREE FACTORS? |
|
Definition
| COMMUNICATION, STRUCTORAL, BEHAVIOR |
|
|
Term
| IN REGARDS TO ORGANIZATIONAL CONFLICT, DEFINE COMMUNICATION FACTORS. |
|
Definition
| INCORRECT, DISTORTED, OR AMBIGUOUS INFORMATION CAN CAUSE A DISCONNECT OR MISUNDERSTANDING RESULTING IN CONFLICT. |
|
|
Term
| IN REGARDS TO ORGANIZATIONAL CONFLICT, DEFINE STRUCTURAL FACTORS. |
|
Definition
| DEALS WITH HOW YOUR ORGANIZATION IS STRUCTURED. A LARGE ORGANIZATION WILL TEND TO HAVE MORE CONFLICT BECAUSE THERE ARE MORE PEOPLE WITH DIFFERING VALUES AND OPINIONS. |
|
|
Term
| IN REGARDS TO ORGANIZATIONAL CONFLICT, DEFINE BEHAVIOR FACTORS. |
|
Definition
| PEOPLE ARE DIFFERENT, PEOPLE HAVE DIFFERENT VALUES WITH DIFFERENT PERSONAL PROFILES. SOME ARE VERY DOMINANT, SOME WANT TO COMPLY WITH ALL THE RULES, SOME WANT TO CHANGE ALL THE TIME AND OTHERS RESIST CHANGE. OTHER ISSUES SUCH AS LOW OR HIGH SELF-ESTEEM AND PERSONAL POWER BASES CAN INCREASE CONFLICT. |
|
|
Term
| PEOPLE TEND TO VIEW CONFLICT IN ONE OF WHAT 3 WAYS? |
|
Definition
| WIN-LOSE, WITHDRAW, PROBLEM SOLVER. |
|
|
Term
| IN REGARDS TO THE WAY PEOPLE TEND TO VIEW CONFLICT, DEFINE WIN-LOSE. |
|
Definition
| PERSON WHO IS OUT TO WIN NO MATTER WHAT. |
|
|
Term
| IN REGARDS TO THE WAY PEOPLE TEND TO VIEW CONFLICT, DEFINE WITHDRAW. |
|
Definition
| PERSON IS THE ONE WHO AVOIDS CONFLICT LIKE THE KID WHO SAYS, "I'M GOING TO TAKE MY BALL AND GO HOME." |
|
|
Term
| IN REGARDS TO THE WAY PEOPLE TEND TO VIEW CONFLICT, DEFINE PROBLEM SOLVER. |
|
Definition
| ONE WHO WANTS TO GET EVERYONE TOGETHER TO TALK THINGS OUT AND MAKE PEACE. |
|
|
Term
| WHAT ARE THREE CONSIDERATIONS FOR CONFLICT MANAGEMENT? |
|
Definition
|
|
Term
| IN REGARDS TO CONFLICT MANAGEMENT, DEFINE WHO. |
|
Definition
| WHO IS INVOLVED? IF YOUR IN CHARGE, YOU CAN FORCE THE ISSUE AND WIN. IF IT'S YOUR COMMANDER OR A REGULATION, YOU MAY NOT BE ABLE TO FORCE THE ISSUE AND WIN. SUBORDINATE? YOU'RE ALSO IN POSITION TO CONTROL AND RESOLVE THE CONFLICT. |
|
|
Term
| IN REGARDS TO CONFLICT MANAGEMENT, DEFINE STAKES. |
|
Definition
| HOW IMPORTANT THE ISSUE IS. MINOR ISSUE, A TRIVIAL MATTER, THE WIN-LOSE PERSON MAY LET CHANCE DECIDE WHO WINS. TRIVIAL MATTERS CAN SOMETIMES BE LEFT ALONE OR AVOIDED FOR A TIME, WHILE IMPORTANT OR MISSION-CRITICAL ISSUES NEED TO BE DEALT WITH AND CAN'T BE AVOIDED. |
|
|
Term
| IN REGARDS TO CONFLICT MANAGEMENT, DEFINE SITUATION. |
|
Definition
| WILL HELP US DECIDE WHICH CONFLICT MANAGEMENT TECHNIQUE TO USE. IF IT'S AN EMERGENCY WITH NO TIME FOR DISCUSSION, YOU MAY NEED TO FORCE THE ISSUE IF POSSIBLE. NOT AN EMERGENCY? THEN WE HAVE MORE TIME TO GATHER INFORMATION, DISCUSS THE ISSUES, AND FIND A BETTER WAY TO RESOLVE THE CONFLICT. |
|
|
Term
| DEFINE CONSTRUCTIVE CONFLICT. |
|
Definition
| MANY SOCIAL REFORMS AND FREEDOMS WE HAVE TODAY ARE THE RESULT OF CONFLICT IN THE PAST. SOMEONE MAY BE IN CONFLICT TO YOUR IDEA BECAUSE THEY SEE A REAL PROBLEM WITH IT, AND THEY MAY HAVE A VALID POINT. |
|
|
Term
| DEFINE DESTRUCTIVE CONFLICT. |
|
Definition
| THERE ARE MANY EXAMPLES WHERE CONFLICT ESCALATES TO THE POINT OF A RIOT, DESTRUCTION OF PROPERTY, AND EVEN LOSS OF LIFE. |
|
|
Term
| IS CONFLICT DESTRUCTIVE OR CONSTRUCTIVE? |
|
Definition
| AT TIMES, CONFLICT CAN BE VERY CONSTRUCTIVE OR DESTRICTIVE. THE ANSWER IS BOTH. |
|
|
Term
| FORCING, (I WIN, YOUR LOSE) WHAT ARE THE FACTORS? |
|
Definition
| ASSERTIVENESS IS HIGH AND COOPERATION IS LOW. WHEN YOU USE FORCE, YOU ARE BEING ASSERTIVE AND YOU'RE ALSO NOT BEING VERY COOPERATIVE. THIS TENDS TO BE USED WHEN THE STAKES ARE HIGH. (IT'S AN IMPORTANT ISSUE) |
|
|
Term
| FORCING, (I WIN, YOUR LOSE) WHAT ARE THE USES? |
|
Definition
| THIS TECHNIQUE IS BEST USED IN EMERGENCIES OR FOR UNPOPULAR ACTIONS, IT CAN ALSO BE USED WHEN YOU'RE RIGHT AND THE SITUATION IS VITAL. MAY NEED TO USE THIS AGAINST PEOPLE WHO WILL TAKE ADVANTAGE OF NON-COMPETITIVE BEHAVIOR. |
|
|
Term
| FORCING, (I WIN, YOUR LOSE) WHAT ARE THE PROS AND CONS. |
|
Definition
| THIS TECHNIQUE TAKES VERY LITTLE TIME. YOU GIVE THE ORDER AND THE PEOPLE COMPLY, IT CAN ALSO PUT A STOP TO CONFLICT. PEOPLE MAY RESENT BEING FORCED. |
|
|
Term
| WHAT IS COLLABORATING I WIN, YOU WIN CONSIDERED? |
|
Definition
|
|
Term
| WHAT IS COLLABORATING I WIN, YOU WIN WHAT ARE THE FACTORS? |
|
Definition
| ASSERTIVENESS IS HIGH, STAKES ARE HIGH, AND COOPERATION IS HIGH. |
|
|
Term
| WHAT IS COLLABORATING I WIN, YOU WIN WHAT ARE THE USES. |
|
Definition
| BEST USED WHEN THE ISSUE IS TOO IMPORTANT TO COMPROMISE. IT IS ALSO A TIME TO LEARN AND MERGE INSIGHTS. YOU CAN GAIN COMMITMENT THROUGH CONSENSUS. |
|
|
Term
| WHAT IS COLLABORATING I WIN, YOU WIN WHAT ARE THE PROS AND CONS. |
|
Definition
| EXCELLENT WAY TO BUILD YOUR PEOPLE AS A TEAM. SOLUTIONS ARE NORMALLY BETTER THAN SOLUTIONS ARRIVED BY A SINGLE PERSON. THIS TECHNIQUE CAN TAKE A LOT OF TIME. |
|
|
Term
| WHAT IS COMPROMISING I WIN, YOU WIN; I LOSE, YOU LOSE CONSIDERED? |
|
Definition
| WIN A LITTLE - LOSE A LITTLE. |
|
|
Term
| COMPROMISING I WIN, YOU WIN; I LOSE, WHAT ARE THE FACTORS? |
|
Definition
| ASSERTIVENESS, STAKES, AND COOPERATION ARE MODERATE. |
|
|
Term
| COMPROMISING I WIN, YOU WIN; I LOSE, WHAT ARE THE USES. |
|
Definition
| BEST USED WHEN OPPONENTS ARE EQUAL IN POWER. GOOD FALL-BACK POSITION WHEN FORCING OR COLLABORATION DO NOT WORK. IT CAN BE USED AS TEMPORARY SOLUTION. |
|
|
Term
| COMPROMISING I WIN, YOU WIN; I LOSE, WHAT ARE THE PROS AND CONS. |
|
Definition
| CAN BE EASIER AND NOT AS TIME-CONSUMING AS COLLABORATION. STILL HELPS TO BUILD TEAMWORK. BOTH PARTIES MUST BE WILLING TO GIVE UP SOMETHING. |
|
|
Term
| WHAT IS AVOIDING, DON'T GET INVOLVED CONSIDERED? |
|
Definition
| NOT THAT IMPORTANT OF AN ISSUE |
|
|
Term
| AVOIDING, DON'T GET INVOLVED, WHAT ARE THE FACTORS? |
|
Definition
| ASSERTIVENESS IS LOW AND COOPERATION IS LOW. TENDS TO BE USED WHEN THE STAKES ARE LOW. |
|
|
Term
| AVOIDING, DON'T GET INVOLVED, WHAT ARE THE USES? |
|
Definition
| CAN BE USED ON TRIVIAL ISSUES OR WHEN THERE IS NO CHANCE YOU CAN WIN. ALSO, BE USED FOR A "DOOL DOWN" PERIOD IF EMOTIONS OR TEMPERS WERE HIGH OVER THE CONFLICT. FINALLY, YOU MAY WISH TO AVOID THE CONFLICT IF SOMEONE ELSE CAN RESOLVE IT MORE EFFECTIVELY. |
|
|
Term
| AVOIDING, DON'T GET INVOLVED, WHAT ARE THE PROS AND CONS. |
|
Definition
| TENDS TO BE EASY - YOU SIMPLY AVOID THE CONFLICT. KEEP AN EYE ON THE SITUATIN. A SMALL CONFLICT CAN GROW INTO A BIG ONE. AVOIDING THE CONFLICT DOESN'T MEAN YOU WILL FORGET ABOUT IT OR IGNORE IT. |
|
|
Term
| WHAT ARE ACCOMODATING I LOSE, YOU WIN CONSIDERED? |
|
Definition
| DO WHAT YOU WANT TECHNIQUE |
|
|
Term
| ACCOMODATING I LOSE, YOU WIN, WHAT ARE THE FACTORS? |
|
Definition
| ASSERTIVENESS IS LOW, STAKES ARE LOW, AND COOPERATION IS HIGH. YOU GIVE PEOPLE WHAT THEY WANT. NOT BEING ASSERTIVE AND NORMALLY IT'S A MINOR ISSUE. YOU ARE LETTING THEM HAVE THEIR WAY. |
|
|
Term
| ACCOMODATING I LOSE, YOU WIN, WHAT ARE THE USES. |
|
Definition
| CAN HELP YOUR PEOPLE GROW AND DEVELOOP. ALLOW THEM TO HAVE THEIR WAY AND THEY CAN LEARN FROM THEIR SUCCESSES OR FAILURES. CAN ALSO BE USED WHEN YOU DISCOVER YOU ARE WRONG AND THEY ARE RIGHT, ALSO BE USED TO INCREASE HARMONY AND STABILITY. |
|
|
Term
| ACCOMODATING I LOSE, YOU WIN, WHAT ARE THE PROS AND CONS. |
|
Definition
| TAKES VERY LITTLE TIME. PEOPLE VIEW YOU AS VERY COOPERATIVE AND IT MAY ALLOW YOU TO HAVE YOUR WAY AT SOME FUTURE CONFLICT. YOU MUST BE SURE THAT BY GIVING IN, YOU ARE NOT SEEN AS A WEAK SUPERVISOR. YOU ALSO NEED TO BE SURE THE ACTINOS OF YOUR PEOPLE WILL NOT BE HARMFUL TO PERSONNEL, EQUIPMENT, OR THE MISSION. |
|
|
Term
| WHAT ARE THE 3 STAGES TO CHANGE MANAGEMENT? |
|
Definition
| UNFREEZING, CHANGE, REFREEZING. |
|
|
Term
| IN REGARDS TO CHANGE MANAGEMENT, DEFINE THE UNFREEZING STAGE. |
|
Definition
| DEVELOP YOUR MANAGEMENT PLAN, START TO CREATE A 'FELT NEED FOR CHANGE" IN YOUR PEOPLE. |
|
|
Term
| THE CHANGE AGENT ACCOMPLISHES WHAT THREE OBJECTIVES? |
|
Definition
| THE CHANGE PLAN, CREATING A FELT NEED FOR CHANGE, MANAGING RESISTANCE. |
|
|
Term
| IN REGARDS TO CHANGE MANAGEMENT AND THE CHANGE AGENT, DEFINE THE CHANGE PLAN. |
|
Definition
| SHOULD INCLUDE A TIME LINE, RESOURCES NEEDED, STANDARDS FOR MEASUREMENT, REWARDS FOR THE RE-FREEZING CHANGE USED LATER, WHO IS INVOLVED, AND ANY OPPOSITION IDENTIFIED. MAKE PLAN DETAILED AS POSSIBLE. |
|
|
Term
| IN REGARDS TO CHANGE MANAGEMENT AND THE CHANGE AGENT, DEFINE CREATING A FELT NEED FOR CHANGE. |
|
Definition
| SHOWING HOW THE NEW PROCESS OR NORMS WILL IMPROVE THINGS, MAKE THINGS EASIER, OR BETTER MEET THE MISSION REQUIREMENTS. INVOLVE THE PEOPLE AS MUCH AS POSSIBLE. |
|
|
Term
| IN REGARDS TO CHANGE MANAGEMENT AND THE CHANGE AGENT, DEFINE MANAGING RESISTANCE. |
|
Definition
| IDENTIFY OPPOSITION OR RESISTANCE. SOME RESISTANCE IS GOOD BECAUSE IT MIGHT IDENTIFY PROBLEMS. PARTS OF YOUR PLAN SHOULD INCLUDE THINGS SUCH AS EDUCATION AND COMMUNICATION, PARTICIPATION AND INVOLVEMENT, NEGOTIATION, AND MAYBE COERCION IF NEEDED. |
|
|
Term
| IN REGARDS TO CHANGE MANAGEMENT, DEFINE THE CHANGE STAGE. |
|
Definition
| THE ACTUAL MOVEMENT OR CHANGE TAKING PLACE, CHANGE AGENT (YOU) MUST BE PRESENT, OBSERVING BEHAVIOR. |
|
|
Term
| WHAT ARE THE THREE PARTS OF THE REFREEZING STAGE? |
|
Definition
| CEMENT ATTITUDES, LOCKS IN THE NEW NORMS OR PROCESSES, DONE IN COMBINATION WITH THE CHANGE STAGE. |
|
|
Term
| IN REGARDS TO CHANGE MANAGEMENT AND THE REFREEZING STAGE, DEFINE CEMENT ATTITUDES. |
|
Definition
| USE REWARDS OR REINFORCEMENTS. |
|
|
Term
| IN REGARDS TO CHANGE MANAGEMENT AND THE REFREEZING STAGE, DEFINE LOCKS IN THE NEW NORMS OR PROCESSES. |
|
Definition
| KEEP MONITORING AND REWARDING UNTIL THE NEW WAY OF DOING THINGS JUST AS COMFORTABLE TO THE PEOPLE AS THE OLD WAY. |
|
|
Term
| IN REGARDS TO CHANGE MANAGEMENT AND THE REFREEZING STAGE, DEFINE DONE IN COMBINATION WITH THE CHANGE STAGE. |
|
Definition
| IF YOU FAIL TO LOCK IN THE NEW NORMAL, PEOPLE WILL REVERT BACK TO WHAT WAS MOST COMFORTABLE FOR THEM, WHICH IS THE OLD WAY. IF PEOPLE START SLIPPING BACK INTO OLD HABITS, THE REFREEZING WAS NOT SUCCESSFUL. |
|
|
Term
| WHAT IS THE MAIN GOAL OF THE UNFREEZING STAGE? |
|
Definition
| CREATE A FELT NEED FOR CHANGE. |
|
|
Term
| WHAT STAGE OF CHANGE MANAGEMENT IS REWARDS USED? |
|
Definition
| REFREEZING (REWARDS ARE USED TO REFREEZE OR LOCK IN THE NEW BEHAVIOR) |
|
|
Term
| WHAT WOULD BE AN INDICATION THAT THE UNFREEZING STAGE WAS NOT PROPERLY ACCOMPLISHED? |
|
Definition
| PEOPLE DO NOT SEE THE REASON FOR CHANGE. (PART OF UNFREEZING IS TO CREATE A FELT NEED FOR CHANGE) |
|
|
Term
| WHAT WOULD BE AN INDICATION THAT THE CHANGE STAGE WAS NOT PROPERLY ACCOMPLISHED? |
|
Definition
| PEOPLE NEVER ACTUALLY START USING THE NEW PROCEDURES. (DURING THIS STAGE, PEOPLE MAKE THE TRANSITION FROM THE OLD WAY TO THE NEW WAY. IF EVERYONE ISN'T DOING IT THE NEW WAY, THE CHANGE STAGE WAS NOT ACCOMPLISHED PROPERLY) |
|
|
Term
| WHAT WOULD BE AN INDICATION THAT THE REFREEZING STAGE WAS NOT PROPERLY ACCOMPLISHED? |
|
Definition
| PEOOPLE REVERT BACK TO THE OLD WAY OF DOING THINGS. (REFREEZING LOCKS IN THE NEW NORMS. IF PEOPLE GO BACK TO THE OLD WAY OF DOING THINGS, THE NEW NORMS WERE NOT PROPERLY LOCKED IN PLACE. |
|
|
Term
| DEFINE ORGANIZATIONAL DESIGN |
|
Definition
| THE PROCESS OF CHOOSING AND IMPLEMENTING A STRUCTURAL CONFIGURATION FOR AN ORGANIZATION. GOOD ORGANIZATIONAL DESIGN TRIES TO BUILD UPON THE STRENGTHS OF A BUREAUCRACY WHILE MINIMIZING ITS WEAKNESSES. |
|
|
Term
| THERE ARE FOUR MAIN FACTORS TO CONSIDER WHEN DECIDING WHAT IS BEST FOR AN ORGANIZATION, WHAT ARE THEY? |
|
Definition
| GOALS, ENVIRONMENT, SIZE, TECHNOLOGY. |
|
|
Term
| IN REGARDS TO ORGANIZATINAL DESIGN AND FACTORS TO CONSIDER WHEN DECIDING WHAT IS BEST FOR AN ORGANIZATION, DEFINE GOALS. |
|
Definition
| YOU NEED TO CONSIDER ORGANIZATIONAL GOALS BECAUSE THE MISSION OFTEN DETERMINES THE DEGREE OF DESIGN FLEXIBILITY YOU CAN TOLERATE BASED UPON RISKS, NEEDS, OR CONSTRAINTS DICTATED BY MISSION REQUIREMENTS. |
|
|
Term
| IN REGARDS TO ORGANIZATINAL DESIGN AND FACTORS TO CONSIDER WHEN DECIDING WHAT IS BEST FOR AN ORGANIZATION, DEFINE ENVIRONMENT. |
|
Definition
| ASK THE FOLLOWING QUESTINS, DOES YOUR ORGANIZATION DEPEND ON OTHER ORGANIZATINS TO A ACCOMPLISH ITS GOALS? IS THE ENVIRONMENT STABLE AND PRECTIABLE? DOES THE ENVIORONMENT FACILITATE CHANGE? OTHER KEY ELEMENTS OF THE ENVIRONMENT YOU SHOULD CONSIDER INCLUDE INDUSTRY, GOVERNMENT, CUSTOMER, AND SUPPLIER REQUREMENTS, AS WELL AS FISCAL BUDGET CONSTRAINTS. |
|
|
Term
| IN REGARDS TO ORGANIZATINAL DESIGN AND FACTORS TO CONSIDER WHEN DECIDING WHAT IS BEST FOR AN ORGANIZATION, DEFINE SIZE. |
|
Definition
| TYPICALLY, SMALLER ORGANIZATIONS REQUIRE LESS STRUCTURE. LARGER ORGANIZATIONS USUALLY REQUIRE MORE STRUCTURE BECAUSE OF THE COMPLEX LINES OF FUCTIONAL AUTHORITY AND RESPONSIBILITY. |
|
|
Term
| WHAT ARE THE FOUR ORGANIZATIONAL DESIGNS? |
|
Definition
| MECHANISTIC, ORGANIC, DIVERSE, MATRIX. |
|
|
Term
| A MECHANISTIC DESIGN IS DEFINED AS? |
|
Definition
| AN ONE THAT EMPHASIZES VERTICAL SPECIALIZATION AND CONTROL, AN EXTENSIVE USE OF MANAGERIAL TECHNIQUES, IMPERSONAL COORDINATION AND CNTROL, AND A HEAVY RELIANCE ON RULES, POLICIES AND PROCEDURES. DECISIONS ARE MADE AT THE TOP OF THE HIERARCHY. VERTICAL SPECIALIZATION IS FROM THE BOTTOM -- UP. |
|
|
Term
| IN REGARDS TO MECHANISTIC DESIGN, HOW DOES COMMUNICATION IN THIS ORGANIZATION DESIGN FLOW? |
|
Definition
| FROM THE BRANCH CHIEF, TO THE SHOPS, TO THE RESPECTIVE LINE OPERATIONS. MOST COMMUNICATION OCCURS AT THE TOP LEVEL. REQUESTS WOULD FLOW THROUGH THE BRANCH CHIEF. THE SHOPS DO NOT TALK DIRECTLY TO EACH OTHER. |
|
|
Term
| WHAT CONDITIONS OF THE FOUR FACTORS WOULD FAVOR A MECHANISTIC DESIGN IN REGARDS TO GOALS? |
|
Definition
| IF MISSION GOALS ARE ORIENTED TOWARD EFFICIENCY, THEN THE CONDITIONS WOULD FAVOR MECHANISTIC DESIGN. |
|
|
Term
| WHAT CONDITIONS OF THE FOUR FACTORS WOULD FAVOR A MECHANISTIC DESIGN IN REGARDS TO ENVIRONMENT? |
|
Definition
| IF THE ORGANIZATION ENVIRONMENT IS PREDICTABLE, THEN A MECHANISTIC DESIGN WOULD BE APPROPRIATE IN SUCH ORGANIZATINOS, THERE IS LITTLE NEED FOR INNOVATION. |
|
|
Term
| WHAT CONDITIONS OF THE FOUR FACTORS WOULD FAVOR A MECHANISTIC DESIGN IN REGARDS TO SIZE. |
|
Definition
| IF THE SIZE OF THE ORGANIZATION IS MODERATE TO LARGE, THEN A MECHANISTIC DESIGN WOULD BE APPROPRIATE. |
|
|
Term
| WHAT CONDITIONS OF THE FOUR FACTORS WOULD FAVOR A MECHANISTIC DESIGN IN REGARDS TO TECHNOLOGY. |
|
Definition
| USED BY THE ORGANIZATION IS WELL ESTABLISHED AND STABLE, THEN A MECHANISTIC DESIGN WOULD BE APPROPRIATE. STABILITY OF THE TECHNOLOGY PRECLUDES THE NEED FOR CHANGING PROCEDURES AND POLICIES. |
|
|
Term
| A ORGANIC DESIGN IS DEFINED AS? |
|
Definition
| PROVIDES AN ORGANIZATIONAL STRUCTURE THAT EMPHASIZES HORIZONTAL SPECIALIZATION. AN EXTENSIVE USE OF PERSONAL COORDINATION, AND LOOSE RULES, POLICIES, AND PROCEDURES. SHOPS IN THE ORGANIZATION SHARE DUTIES AND RESPONSIBILITIES. GROUPED INTO FUCTIONAL UNITS. |
|
|
Term
| IN REGARDS TO ORGANIC DESIGN, HOW DOES COMMUNICATION IN THIS ORGANIZATION DESIGN FLOW? |
|
Definition
| HORIZONTAL LINES OF COMMUNICATION MEANS THERE IS A LOT OF INTERACTION BETWEEN SHOPS IN THE ORGANIZATIONAL DECISION MAKING IS DECENTRALIZED. LOWER LEFVEL WORKERS HAVE MORE RESPONSIBILITY FOR THERE WORK. GREATER EMPOWERMENT OF ITS WORKERS. |
|
|
Term
| WHAT CONDITIONS OF THE FOUR FACTORS WOULD FAVOR A ORGANIC DESIGN IN REGARDS TO GOALS. |
|
Definition
| IF THE ORGANIZATIONAL GOALS ALLOW FLEXIBILIKTY AND RELAXED CONTROLS. THESE TYPES OF ORGANIZATIONS ARE NOT AS STRICT WITH POLICIES AND CONTROL. WORKERS HAVE MORE RESPONSIBILITY FOR THEIR JOBS. |
|
|
Term
| WHAT CONDITIONS OF THE FOUR FACTORS WOULD FAVOR A ORGANIC DESIGN IN REGARDS TO ENVIRONMENT. |
|
Definition
| IF THE ORGANIZATIONAL ENVIRONMENT IS HIGH IN UNDERTAINTY AND THE MISSION IS CONSTANTLY CHANGING, THEN THE ORGANIZATION NEEDS TO HAVE THE FLEXIBILITY AND INNOVATIVENESS TO MEET THE CHALLENGE. PEOPLE CAN FREELY INTERACT WITH EACH OTHER WITHOUT HAVING TO RUN UP AND DOWN THE VERTICAL CHAIN. |
|
|
Term
| WHAT CONDITIONS OF THE FOUR FACTORS WOULD FAVOR A ORGANIC DESIGN IN REGARDS TO SIZE. |
|
Definition
| BEST SUITED FOR ORGANIZATIONS THAT ARE OF A SMALL TO MODERATE SIZE. GENERALLY HAVE A SMALL NUMBER OF WORKERS AND THEIR SPAN OF OPERATIONS IS SMALL TO MODERATE, THERE IS LESS OF A NEED FOR STRICT CONTROLS AND OVER PERSONNEL AND PROCEDURES. |
|
|
Term
| WHAT CONDITIONS OF THE FOUR FACTORS WOULD FAVOR A ORGANIC DESIGN IN REGARDS TO TECHNOLOGY. |
|
Definition
| CHANGING TECHNOLOGICAL DEMANDS ARE GOOD CONDIDATES FOR THE ORGANIC DESIGN. THE CHANGING STATE OF TECHNOLOGY REQUIRES THAT THE ORGANIZATION BE FLEXIBLE ENOUGH TO IMPLEMENT THE PROCEDURAL CHANGES THAT COME WITH THE CHANGING REQUIREMENTS. |
|
|
Term
| WHAT CONDITIONS OF THE FOUR FACTORS WOULD FAVOR A DIVERSE DESIGN IN REGARDS TO GOALS. |
|
Definition
| DIVERSE DESIGN PROVIDES THE EFFICIENCY OF THE NECHANISTIC DESIGN. PROVIDES THE TIGHT PROCEDURES AND STRICT CONTROL WHERE NEEDED. EMPHASIZES STRICT COMPLIANCE WITH RULES, POLICIES AND PROCEDURES. ALLOWS THE FLEXIBILITY AND RELAXED CONTROL OF THE ORGANIC DESIGN WHERE NEEDED. |
|
|
Term
| WHAT CONDITIONS OF THE FOUR FACTORS WOULD FAVOR A DIVERSE DESIGN IN REGARDS TO ENVIRONMENT. |
|
Definition
| DIVERSE DESIGN PROVIDES A STABLE AND PREDICTABLE WORKING ENVIRONMENT. IT PROVIDES WORKERS WITH A SET OF SPECIFIC, CLEARLY DEFINED, OPERATION PROCEDURES. THE DIVERSE DESIGN IS WELL SUITED FOR MEETING THE NEEDS OF A CONSTANTLY CHANGING MISSION. ALLOWS FLEXIBILITY AND INNOVATIVENESS IT NEEDS TO MEET THE CHALLENGES OF CHANGING MISSION DEMANDS BY INCORPORATING THE CHARACTERISTICS OF THE ORGANIC DESIGN. |
|
|
Term
|
Definition
| DUAL LINE OF AUTHORITY, PEOPLE MAY HAVE TWO BOSSES. YOU ARE IN A SITUATION WHERE YOU HAVE A DUAL (TWO) LINES OF AUTHORITY OVER YOU. |
|
|
Term
|
Definition
| NORMALLY USED FOR SPECIAL PROJECTS, IS IDEAL WHEN SEVERAL DIFFERENT SKILLS ARE NEEDED TO WORK ON A SINGLE PROJECT. |
|
|
Term
| IN REGARDS TO MATRIX DESIGN, WHAT ARE SOME DESIGN FACTORS TO CONSIDER? |
|
Definition
| IF THE PROJECT TEAM NEEDS LOTS OF STRUCTURE AND CONTROL, IT WILL PROBABLY BE MECHANISTIC, EVEN IF THE REST OF THE ORGANIZATION IS ORGANIC. IF THE PROJECT TEAM NEEDS LOTS OF FLEXIBILITY, IT WILL PROBABLY BE ORGANIC REGARDLESS OF THE REST OF THE ORGANIZATION. |
|
|
Term
| WHICH ALTERNATIVE WOULD BE AN ADVANRTAGE OF ORGANIC DESIGN? |
|
Definition
| FLEXIBILITY AND OPEN COMMUNICATION BETWEEN SHOPS AND BRANCHES (AN ORGANIC DESIGN TENDS TO BE MORE FLEXIBLE WITH A LOT OF COMMUNICATION BETWEEN SECTIONS. |
|
|
Term
| WHICH ALTERNATIVE WOULD BE AN ADVANTAGE OF DIVERSE DESIGN? |
|
Definition
| BOTH CONTROL AND FLEXIBILITY WERE NEEDED (THE DIVERSE DESIGN PROVIDES BOTH FLEXIBILITY, IN THE SECTION THAT IS ORGANIC, AND CONTROL IN THE SECTION THAT IS MECHANICISTIC. |
|
|
Term
| WHICH ALTERNATIVE WOULD BE AN ADVANTAGE OF THE MATRIX DESIGN? |
|
Definition
| IT'S IDEAL FOR WORKING A SPECIAL PROJECT (A MATRIX DESIGN CAN COMBINE PEOPLE FROM SEVERAL DIFFERENT AREAS AND PUT THEM TO WORK ON A SPECIAL PROJECT WITH DUAL LINES OF AUTHORITY). |
|
|
Term
| A DIVERSE DESIGN PROVIDES. |
|
Definition
| CONTROL AND FLEXIBILITY WHERE NEEDED IN AN ORGANIZATION. |
|
|
Term
| IN REGARDS TO PROBLEM SOLVING, WHAT IS THE CHANG STEP BY STEP? (5 STEPS) |
|
Definition
| DEFINE THE PROBLEM, ANALYZE POTENTIAL CAUSES, IDENTIFY POSSIBLE SOLUTIONS, SELECT THE BEST SOLUTION, DEVELOP AN ACTION PLAN. |
|
|
Term
| IN REGARDS TO PROBLEM SOLVING, WHAT IS THE DUBRIN 4 STEP MODEL? |
|
Definition
| DEVIATION FROM PAST PERFORMANCE, DEVIATIONS FROM THE PLAN, CRITICISM FROM OUTSIDERS, COMPETITIVE THREATS. |
|
|
Term
| IN REGARDS PROBLEM SOLVING, WHAT IS HAYNES FIVE-STEP MODEL? |
|
Definition
| ANALYZE THE PROBLEM, SET AN OBJECTIVE, DEVELOP A PLAN, IMPLEMENT THE PLAN, FOLLOW UP. |
|
|
Term
| IN REGARDS TO HAYNES FIVE STEP MODEL, WHAT ARE THE 4 STEPS TO FOLLOW UP PROCESS? |
|
Definition
| SELECT A STRATEGY, IDENTIFY ACTION STEPS, DEVELOP A SCHEDULE, ALLOCATE RESOURCES. |
|
|
Term
| IN REGARDS TO THE CHANG STEP BY STEP, WHAT IS THE DEFINE THE PROBLEM STEP? |
|
Definition
| THIS CONSISTS OF CLEAR PROBLEM STATEMENT DESCRIBING THE DESIRED FUTURE STATE. |
|
|
Term
| IN REGARDS TO THE CHANG STEP BY STEP, DEFINE THE ANALYZE POTENTIAL CAUSES STEP. |
|
Definition
| THIS STEP USES CAUSE AND EFFECT DIAGRAMS OR OTHER ANALYSIS TOOLS TO LOOK AT ALL POSSIBLE CAUSES AND TRY TO DETERMINE THE TRUE CAUSE. |
|
|
Term
| IN REGARDS TO THE CHANG STEP BY STEP,DEFINE THE IDENTIFY POSSIBLE SOLUTIONS STEP. |
|
Definition
| WHEN LOOKING AT THE TRUE CAUSE FROM THE ANALYZE POTENTIAL CAUSES STEP, YOU CONSIDER VARIOUS SOLUTIONS THAT WOULD CURRECT THE CAUSE. |
|
|
Term
| IN REGARDS TO THE CHANG STEP BY STEP, DEFINE THE SELECT THE BEST SOLUTION STEP. |
|
Definition
| EVALUATE THE POSSIBLE SOLUTIONS FROM THE IDENTIFY POSSIBLE SOLUTIONS STEP, AND SELECT THE ONE BELIEVED TO HAVE THE BEST CHANCE OF FIXING THE PROBLEM. |
|
|
Term
| IN REGARDS TO THE CHANG STEP BY STEP, DEFINE THE DEVELOP AN ACTION PLAN STEP. |
|
Definition
| DEVELOP A PLAN PROVIDING THE STEPS, TIME LINES, RISKS, HOURS, COSTS, RESOURCES, ETC. TO IMPLEMENT THE BEST SOLUTION FROM THE SELECT THE BEST SOLUTION STEP. |
|
|
Term
| IN REGARDS TO THE DUBRIN 4 STEP MODEL, DEFINE THE DEVIATION FROM PAST PERFORMANCE STEP. |
|
Definition
| IT'S ALWAYS GOOD TO MONITOR DATA AND COMPARE THE PAST WITH THE PRESENT. DIFFERENCES CAN INDICATE A PROBLEM. |
|
|
Term
| IN REGARDS TO THE DUBRIN 4 STEP MODEL, DEFINE THE DEVIATIONS FROM THE PLAN STEP. |
|
Definition
| NORMALLY, EVERY PROCESS OR ACTION HAS SOME TYPE OF PLAN, TECHNICAL ORDER, AIR FORCE INSTRUCTION, CHECKLIST OR SUCH DOCUMENT. IF THERE ARE DEVIATIONS FROM THE MAIN PLAN, OR THE RESULTS ARE NOT EXPECTED, YOU PROBABLY HAVE A PROBLEM. |
|
|
Term
| IN REGARDS TO THE DUBRIN 4 STEP MODEL, DEFINE THE CRITICISM FROM OUTSIDERS STEP. |
|
Definition
| COMMENTS FROM CUSTOMERS, CO-WORKERS, SUBORDINATES, OTHER OFFICES OR SHOPS, MAY BE A GOOD INDICATOR YOU HAVE A PROBLEM. AS A LEADER, YOU NEED TO INVESTIGATE COMPLAINTS OR CRITICISM. |
|
|
Term
| IN REGARDS TO THE DUBRIN 4 STEP MODEL, DEFINE THE COMPETITIVE THREATS STEP. |
|
Definition
| IN THE MILITARY, WE WATCH OTHER COUNTRIES. IF ANOTHER COUNTRY GAINS AN ADVANTAGE IN TECHNOLOGY, WE LOOK UPON THAT AS A PROBLEM AND SEEK A SOLUTION TO BALANCE THE POWER. THIS IS TRUE IN BUSINESS AS WELL. |
|
|
