Course 9 Vol 2

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110SFS
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118521
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Course 9 Vol 2
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2011-11-22 11:41:33
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Course 9 Vol 2
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  1. According to the text, what are some characteristics of leadership? (201)
    Leaders lead, indicating they're out in front and being followed; leaders are not always on top; and leaders motivate others. Any characteristics listed in the skills and abilities checklist.
  2. After completing the leadership assessment, what do you perceive to be your leadership strengths and weaknesses? (201)
    List any strengths and weaknesses you found prevalent during your personal assessment survey.
  3. What measurement tools are available to assess leadership skills? (201)
    Scores of assessments, evaluations, tests, indices, surveys, etc.
  4. In developing an effective time management plan, what two step plan can you use? (202)
    Establish a "To Do" list and prioritize your tasks.
  5. Explain the A-B-C Priority system. (202)
    This system requires you to categorize your tasks by level of importance. Items prioritized as A are "have to do, must be accomplished today" items; B tasks are not quite as urgent, and C tasks are nice to do, non time consuming, and simple to accomplish.
  6. What is the key to prioritizing tasks? (202)
    To establish and focus on 20% of the "80-20" Rule
  7. How does time management impact work center effectiveness? (203)
    It leads to efficiency and increased productivity.
  8. Name a key element to keep in mind when organizing your desk or workstation. (203)
    Don't concentrate so much on the "prettiness" of your desk; think instead about the level of organization a structured work area contributes to productivity.
  9. How can you use delegation as an effective time-saving technique? (203)
    Delegation allows you to distribute a portion of your workload to others, usually to subordinates. You can delegate lower priority tasks (categories B and C) that are challenging and an enhancement to subordinate training.
  10. What planning tools are available to help you manage your work center responsibilities? (203)
    Calendars, planners, organizers, and personal digital assistants.
  11. What is recognized worldwide as one of the biggest time-wasters? (203)
    The telephone.
  12. Regarding time management, how do we fulfill our responsibilities as NCOs and demonstrate our adherence to the AF Core Values? (204)
    The effective application of time management techniques is a clear manifestation of our commitment to the Air Force Core Values. By properly managing our time, we make a positive impact on work center effectiveness.
  13. What programs should we be actively involved in to maintain a high degree of proficiency in our specialty? (204)
    Programs offered through education services, with special emphasis on career development courses and the Community College of the Air Force (CCAF) programs.
  14. In meeting the objective of PME, how does time management help? (204)
    Effective time management can improve our performance by helping to free up time that can be used to increase our knowledge about the Air Force as a profession and the role we play in it.
  15. What is the definition of stress? (205)
    Stress is the reaction or wear and tear our bodies experience to an external demand placed by our continually changing environment; it has physical and emotional effects on us creating positive or negative feelings or behaviors.
  16. What does GAS stand for and what are its three stages? (205)
    GAS stands for General Adaptation Syndrome., The three stages are Alarm Reaction, Resistance, and Exhaustion.
  17. What are the four variables related to the stress intensity level? Give an example of each variable. (205)
    The four variables are (1) personal perception - an individual perceives a potential stressor such as public speaking; (2) social support - effective relationships buffer effects of stress as in testimonies from military members thanking their family for supporting them throughout their career; (3) locus of control - how people view their fate; people who believe they control their own destinies tend to view work situations to be less stressful; and (4) behavior or personality types A&B - Type A people aggressively struggle to achieve more in less time while type B's go with the flow.
  18. What are the seven subcategories or organizational stressors? (206)
    Job stressors, role stressors, interpersonal stressors, leadership stressors, and organizational structure change stressors.
  19. What are the differences between role conflict and role ambiguity? (206)
    Role conflict occurs when a person's job roles or responsibilities conflict with one another, often seen at intermediate levels of supervision. Role ambiguity occurs when an individual is not provided enough information about his or her role to properly perform the job (e.g., no job description, performance standards, etc.)
  20. What is social density and how can it create stress in the workplace? (206)
    Social density is an individual's requirement for personal space to feel comfortable. If this personal space(office space) is frequently violated because of overcrowding, stress can result.
  21. What does organizational structure and change stressors stem from? (206)
    From the level of decision making and the magnitude of rules and regulations.
  22. Why do extra-organizational stressors need to be addressed? (206)
    If left undetected or addressed, extra-organizational stressors can build up and cause problems, either alone or in concert with organizational stressors.
  23. What are the three outcomes of distress? (206)
    The outcome may include any combination of physiological, psychological, or behavioral outcomes.
  24. What is the most common behavioral reaction to stress seen in the workplace? (206)
    Alcohol consumption is one of the most widely recognized and probably the most common serious stress reaction.
  25. How is an organization impacted form the behavior of personal distress? (206)
    Personal distress can impact quantity and quality of work produced and result in abuse of equipment, waste or resources and supplies, low morale etc.
  26. What are the two goals of stress management programs and methods? (207)
    To promote individual and/or organizational health and to minimize individual and organizational distress.
  27. What is the purpose of individual stress management methods? (207)
    Individual methods aim at changing your view of potential stressors, altering the response pattern, and treating specific problems caused by stress.
  28. How does an individual accomplish overload avoidance? (207)
    Identify and avoid busy work, delegate or empower when possible, learn to say no, and attempt to negotiate reasonable deadline.
  29. What are organizational stress methods used for? (207)
    Organizational methods are used to help members adjust to and manage those stressors which cannot be removed.
  30. What are benefits of increased subordinate involvement? (207)
    Five potential benefits are a reduction in tardiness and absenteeism, improvement in supervisor subordinate relations, greater acceptance of change, greater ease in leading subordinates, and greater buy-n to decisions made.
  31. What is the definition of discipline as it relates to the Air Force? (208)
    Discipline is "A specific type or pattern of behaviors intended to ensure work center effectiveness and mission accomplishment brought about by a state of order and obedience."
  32. How does discipline affect the Air Force culture? (208)
    The impact can either be positive or negative. If you are part of a unit that experiences several disciplinary problems, mission effectiveness and team cohesion is endangered. If you are part of a well-disciplined unit, it is likely that the mission is being carried out with minimal problems; self-development and unit cohesion is taking place.
  33. Why is the status of discipline important to the Air Force? (208)
    The status of discipline could be compared to the pulse of a person. Disciplinary status makes a statement about the health of a unit and the individuals in the unit. Knowing the status of discipline in your unit will be a good indicator to the supervisor what adjustments should be made.
  34. What is the purpose of the enlisted force structure? (209)
    The purpose of the Enlisted Force Structure is to define the specific responsibilities for each rank, the relationship between each rank and how each rank fits into the organization, and the career progression through the enlisted ranks.
  35. How does the enlisted force structure contribute to the discipline in the Air Force? (209)
    The Enlisted Force Structure lays the foundation for effective discipline. It provides guidance and direction for NCOs spelled out in the form of the NCO general responsibilities. If the NCO fulfills these roles, he or she will be better able to establish and maintain control while, at the same time, taking care of the professional development of subordinates.
  36. What is the supervisor's role in helping subordinates adjust to the military environment? (209)
    The supervisor should engage in such activities that let subordinates know the supervisor cares about their well being and career development. Taking the time to ensure they fully understand what is expected of them and taking a personal interest in them are great ways to be directly involved and to demonstrate genuine concern for the individual. The supervisor�s actions should not be limited to the on-duty activities; an interest in what subordinates do off duty also shows concern and interest, In the end the supervisor wants to focus on activities that show subordinates they are valuable members of the team.
  37. Describe the actions you should take in preventing disciplinary problems? (210)
    A supervisor should communicate expected standards and behaviors to subordinates. The standards and expectations should be enforced consistently and fairly. Ensure you are directly involved in your subordinates professional development by capitalizing on opportunities for special training, recognition, and off-duty activities. Most important, be a positive role model and lead by example through your actions as an NCO.
  38. What are some corrective measures you would utilize in order to maintain discipline? (210)
    When prevention fails, the supervisory may have to resort to verbal or written counseling. Letters of admonishment or reprimand may be necessary for more serious or frequent infractions, and you must be prepared to provide documentation and information to the First Sergeant and commander concerning the disciplinary problems your subordinate is experiencing in the event non-judicial punishment is required.
  39. Describe the Progressive Discipline Process (PDP). (210)
    The PDP is the process of gaining and maintaining discipline within your organization. It provides a way for the supervisor to establish lines of acceptability and communicate those lines to your subordinate. As the supervisor monitors behavior and identifies substandard performance, he or she can apply the PDP to utilize the least amount of force necessary to modify the behavior.
  40. Explain how substance abuse impacts productivity in the work center. (211)
    Substance abuse contributes to the decline in the productivity because the affected individual�s ability to perform are impaired by the substance being abused and distractions that result from the abuse. The individual becomes unable to complete assigned tasks and requires more supervision.
  41. Explain how time in the work center is impacted by substance abuse. (211)
    The affected individual is required to spend time away from the duty section in order to take care of the problem. It becomes more difficult to meet suspense�s and complete tasks in a timely manner because of the loss. Shop personnel must adjust priorities and work schedules to compensate for the missing person.
  42. How do the negative impacts on time and productivity in the work center impact work center morale? (211)
    Others in the work center must do more work to attempt to compensate for the person dealing with a substance abuse problem. They must also work longer hours to accomplish the mission. Morale begins to decline as workers begin to feel overwhelmed and unfairly given more than their fair share of tasks to complete.
  43. Give an example of a potential safety mishap that could result due to substance abuse in your work center. (211)
    Provide a personal example focusing on a potential safety mishap that could occur as a result of substance abuse.
  44. Describe the steps you should take as a supervisor to prevent substance abuse in your work center. (212)
    Educate through direct involvement and explanation of policies and standards, deglamourize the use of alcohol, and lead by example.
  45. Why is documentation so important to you and the subordinate in the identification phase of a substance abuse problem? (212)
    Documentation provides the experts the information needed to help the person deal with the substance abuse problem. It also helps ensure the appropriate punitive measures are carried out should it be necessary to take such course of action.
  46. Describe the supervisor�s role during the intervention phase of a substance abuse program. (212)
    Communication with the individual about the observed behaviors leading you to believe there may be a substance abuse problem, proper and timely referral to the proper agency, and direct involvement and genuine concern during the treatment phase.
  47. Describe ORM. (213)
    ORM is the systematic approach to optimizing risk to support the best mission outcomes.
  48. List the principles of ORM. (213)
    Accept no unnecessary risk, make risk decisions at the appropriate level, accept risk when benefits outweigh costs, and integrate ORM into Air Force doctrine at all levels.
  49. What are some factors to consider in when determining if benefits outweigh the costs? (213)
    A comparison of time, money, quality, quantity, and perceptions should be made in order to give information to decision makers to reduce the amount of personal subjectivity needed to make a risk decision.
  50. What step of ORM deals with prioritizing the control measures? (213)
    Step 3, analyze risk control measures.
  51. What is the purpose of step 1 of the ORM? (213)
    To identify as many hazards in the process as possible.
  52. Why is ORM not just a safety program? (213)
    Safety is once considerations in ORM. ORM is a continuous process designed to detect and assess risk using safety as one of many considerations.

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