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Study Guide For Testing To Technical Sergeant 1 Oct 19 (AFH 1) > Chapter 13 - Organizational Management > Flashcards

Chapter 13 - Organizational Management Flashcards

1
Q

Are often driven by the way individuals behave based on perceptions of the organizational culture

A

Workplace Dynamics

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2
Q

Provides collective strengths, perspectives, and capabilities that transcend individual contributions

A

Diversity

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3
Q

Ignore individual strengths and contributions and exploit generalized characteristics

A

Stereotypes

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4
Q

The vision, goals, rules, regulations, processes, and procedures that govern what the unit does to achieve mission requirements

A

Common Ground

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5
Q

Is a simple, three-phased approach to motivation

A

Contemporary motivation

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6
Q

Support the organization’s goals and objectives and foster behavior directed toward achieving those goals

A

Positive organizational norms

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7
Q

Promote behavior that works to prevent the organization from achieving its objectives and sanction criticism of the company, theft, absenteeism, and low levels of productivity

A

Negative organizational norms

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8
Q

Are associated with an individual’s feelings of identification and sense of pride regarding the organization

A

Organizational and personal pride norms

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9
Q

Are reflected in the visible behaviors where individuals work together and cooperate with one another

A

Teamwork and communication norms

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10
Q

Can enhance or hinder organization contribution and productivity

A

Leadership and supervision norms

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11
Q

Determine behaviors with respect to profit and cost consciousness

A

Profitability and cost effectiveness norms

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12
Q

Result in individual behavior that affects the manner in which a customer is served

A

Customer relations norms

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13
Q

Determine whether original and creative behaviors are supported and encouraged

A

Innovativeness and creativity norms

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14
Q

Are essential throughout our careers as we grow and cultivate future leaders of our Air Force

A

Training and development norms

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15
Q

It is the deliberate adoption of a new idea or behavior by an organization and the establishment of new norms

A

Organizational change

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16
Q

The first reaction to change is often perceived as

A

resistance

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17
Q

An essential element for preventing or overcoming resistance to change is

A

Establishing a well thought out plan

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18
Q

Will often be met with tough questions to ensure the change purpose and intent is clearly understood

A

Imposed change that significantly affects an organization

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19
Q

May be so rigid that it inhibits change and possibly damages professional relationships

A

A mechanistic structure that relies on strict procedure and lines of authority

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20
Q

Depends on addressing causes of resistance and improving the change implementation process

A

Successful change management

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21
Q

Is necessary throughout the change process and helps reduce uncertainty

A

Open communication

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22
Q

By actively involving those affected in designing and implementing change

A

Leaders reducing resistance

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23
Q

Leaders should introduce a change to employees

A

gradually and provide additional training, if needed

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24
Q

Is a forcing technique used to make employees accept change

A

Coercion

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25
Q

Can negatively affect attitudes and can potentially cause long-term negative consequences

A

Coercion

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26
Q

Three-Stage Change Process

A

Stage 1: Unfreezing
Stage 2: Changing
Stage 3: Refreezing

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27
Q

Is a deliberate management activity to prepare people for change by knowing and going where issues may exists

A

The unfreezing stage

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28
Q

Involves modifying technology, tasks, structure, or distribution of people

A

The changing stage

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29
Q

After implementing a change, it is time to lock in the desired outcomes and the new norms so they become permanent

A

The refreezing stage

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30
Q

Increases operational capabilities while reducing associated costs by applying proven methodologies to all processes associated with fulfilling the Air Force mission

A

Continuous Process Improvement (CPI)

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31
Q

Is a hallmark of highly successful organizations, is a major graded area in the Air Force Inspection System (AFI 90-201, The Air Force Inspection System), and is a commander’s responsibility (AFI 1-2, Commander’s Responsibilities)

A

Continuous Process Improvement (CPI)

32
Q

Continuous Process Improvement Methodologies

A
  1. Lean
  2. Six Sigma
  3. Business Process Reengineering
  4. Theory of Constraints
33
Q

Is a methodology focused on work flow, customer value, and eliminating process waste

A

Lean

34
Q

Is a rigorous, data-driven methodology for process improvement focused on minimizing waste through identifying, controlling, and reducing process variation

A

Six Sigma

35
Q

Is a comprehensive process requiring a change in the fundamental way business processes are performed

A

Business Process Reengineering

36
Q

Is a systematic approach to optimize resource utilization by identifying, exploiting, subordinating, elevating, and reassessing constraints (bottlenecks) in the process

A

Theory of Constraints

37
Q

Practical Problem Solving Method

A 
Step 1—Clarify and Validate the Problem
Step 2—Break Down Problem and Identify Performance Gaps
Step 3—Set Improvement Targets
Step 4—Determine Root Cause
Step 5—Develop Countermeasures
Step 6—See Countermeasures Through
Step 7—Confirm Results and Process
Step 8—Standardize Successful Processes
38
Q

Involves one person (or a small team) and can be accomplished in less than a day

A

‘Just Do It’, also called point improvement

39
Q

Consists of a small team of individuals, usually subject matter experts, and can be accomplished in less than a week

A

Rapid Improvement Event

40
Q

Requires a large team and is conducted over a longer period of time

A

Improvement Project

41
Q

Is defined as the process of leading, coordinating, planning, and controlling a diverse and complex set of processes and people in the pursuit of achieving an established objective

A

Project Management

42
Q

Project Management Steps

A
  1. Define the Project Objective
  2. Develop Solution Options
  3. Plan the Project
  4. Execute the Plan
  5. Monitor and Control Progress
  6. Close the Project
43
Q

Project Management Constraints

A
  1. Quality
  2. Time
  3. Cost
44
Q

Refers to being in accordance with the requirement - the specifications

A

Quality Constraint

45
Q

Refers to the amount of time you have to complete the project

A

Time Constraint

46
Q

Refers to your resource constraints, to include: money, manpower, machinery, and materials

A

Cost Constraint

47
Q

B-SMART Objectives

A 
B – Balanced
S – Specific
M – Measurable
A – Attainable
R – Results Focused
T – Time-Bound
48
Q

Is a technique based on dividing a project into sub-units or work packages

A

Work Breakdown Structure

49
Q

The amount of detail needed for a ___________ depends on the task involved and the desires of the project manager and project team

A

Task Analysis

50
Q

Is a way of describing elements of a process or system; it is a term used to recognize constant change, activity, or progress

A

Dynamic

51
Q

This behavior is essential for a team to accomplish its goals

A

Positive group member behavior

52
Q

Team Building

A
  1. Trust
  2. Communication
  3. Cooperation
53
Q

When a member of a team demonstrates __________ behavior, they may be experiencing a power struggle

A

“all-starring”

54
Q

Four Stages of Team Building

A
  • Forming
  • Storming
  • Norming
  • Performing
55
Q

Is the initial period of uncertainty in which individuals try to determine their place on a team and establish or accept the procedures and rules of the team

A

Forming Stage

56
Q

Conflicts begin to arise as members tend to resist the influence of the team and rebel against accomplishing the task

A

Storming Stage

57
Q

Team members establish cohesiveness and commitment, discovering new ways of working together and setting norms for appropriate behavior

A

Norming Stage

58
Q

The team develops proficiency in achieving its goals and becomes more flexible in its patterns of working together

A

Performing Stage

59
Q

Involves differences between parties that result in interference or opposition

A

Conflict

60
Q

Results in addressing problems for a solution, greater understanding, and enhanced communication between individuals or groups

A

Positive Conflict

61
Q

Becomes destructive when it results in barriers to cooperation and communication, thus degrading morale and diverting attention away from tasks

A

Negative Conflict

62
Q

Sources of Conflict

A
  1. Communication Factors
  2. Structural Factors
  3. Personal Behavior Factors
63
Q

Conflict Management Techniques

A
  1. Competing (Forcing)
  2. Collaborating
  3. Accommodating
  4. Avoiding
  5. Compromising
64
Q

Is something that can be recognized and applied in any situation where two or more people interact, whether at home, at the workplace, or in any setting

A

Transactional analysis (TA)

65
Q

Can be defined by several principles, such as ego states, life positions, transactions, and strokes, all used to form techniques to improve individual productivity and lead to increased organizational effectiveness

A

Transactional analysis (TA)

66
Q

Recognizing the _________ in ourselves and in others can help us modify our behavior or help us resist reacting in a way that could otherwise be triggered by other’s ________

A

Ego States

67
Q

Ego States

A
  1. Parent Ego State
  2. Adult Ego State
  3. Child Ego State
68
Q

Is a way of thinking, acting, feeling, and believing much the same as our parents did, and is based upon the brain’s recordings of our perceptions of our parents’ responses

A

Parent Ego State

69
Q

Is a way of acting, feeling, and believing that is rather objective

A

Adult Ego State

70
Q

Involves our basic desires and needs, and the recordings of the feelings and reactions of our childhood

A

Child Ego State

71
Q

Is generally used to describe how a person feels about oneself and about other people

A

Life Position

72
Q

Is an initial interaction among two or more people

A

Transactional Stimulus

73
Q

Is a reaction by an individual to another individual’s transactional stimulus

A

Transactional Response

74
Q

For ego states, simple transactions in which both stimulus and response arise from adult ego states are called

A

Parallel or Complementary

75
Q

Responses that are not expected, not appropriate, and are not complementary to one another, are called

A

Crossed Transactions

76
Q

A transaction that occurs when an expected response is received, but an underlying message may exist

A

Ulterior Response

Study Guide For Testing To Technical Sergeant 1 Oct 19 (AFH 1) (22 decks)

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