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Effective Supervisory Practices 5th Edition > Chapter 4 Strategic Planning, Management, and Evaluation > Flashcards

Chapter 4 Strategic Planning, Management, and Evaluation Flashcards

1
Q

Before you became a supervisor, you were responsible only for your own work. Now you are responsible for taking on your organizations _______ and turning them into action through the work of your employees. (Page 50)

A

vision and strategic goals

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2
Q

Carrying out that supervisory role begins with understanding your organizations ______ and then connecting it to your division’s day to day work. (Page 50)

A

strategic plan

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3
Q

Many local government organizations have formally adopted strategic plan that includes a _____, _____, _____, and _____ to guide the organization for several years. (Page 50)

A

vision
mission
values
goals

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4
Q

The _______ and _______ usually work together to develop the strategic plan, sometimes with input from the community. (Page 50)

A

governing body/chief administrative officer

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5
Q

Goals, objectives, and tactics are often developed each year in conjunction with the _________ to provide operating guidance for all departments. (Page 50)

A

annual budget

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6
Q

If your organization has a strategic plan, one of your first actions should be to review the plan. Focus particularly on the ________ and _______.(Page 51)

A

mission /vison

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7
Q

The most effective mission and vision statements are _____, _____, and _____. (Page 51)

A
  1. clear
  2. easy to understand
  3. motivating
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8
Q

As a supervisor, your challenge is to translate the organizations vision and mission into a set of ____ for your unit. (Page 51)

A

measurable goal and objectives

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9
Q

Goal and objectives are best developed in ______ with your employees so you can create and overall vision for your work team. (Page 51)

A

partnership

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10
Q

Ultimately, each employee should develop _______ that define individual contributions toward achieving ______(Page 51)

A

performance goal/team goals

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11
Q

A ______ vision starts at the top of the organization and cascades down through each level until it reaches every individual. (Page 52)

A

local government

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12
Q

What are the components of a strategic plan?

A
  1. Vision
  2. Mission
  3. Values
  4. Goals
  5. Tactics
  6. Measure
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13
Q

_____ is powerful tool for motivating a _____. (Page 52)

A

Goal setting/ work team

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14
Q

A ____ is a target that defines an outcome to be achieved. (Page 52)

A

Goal

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15
Q

Effective supervisors must be able to guide their work units in developing clear goals that support the organizational mission. The most useful goals are _____, _____, and _____. (Page 52)

A
  1. clear
  2. challenging
  3. measurable
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16
Q

Employees who share an _________ fully understand what they are expected to do and are more likely to get the work done right. (Page 52)

A

inspirational vision

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17
Q

Two useful tools for working with employees to set strategic goals are? (Page 52)

A

VISTA and SMART

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18
Q

VISTA stand for? (Page 52)

A 
Visualized
Inspirational
Specific
Time Bound 
Assessable
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19
Q

SMART stands for? (Page 52)

A 
Specific
Measurable
Attainable
Relevant
Timely
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20
Q

The first step in creating a goal is to ______ the outcome. (Page 52)

A

visualize

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21
Q

When a work team __________to create a shared mental picture of desired goals, team members become committed to working towards the same outcome. (Page 53)

A

collaborates

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22
Q

An __________ talks about the importance of the work .(Page 53)

A

Inspirational Leader

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23
Q

Linking measurement to _____ and _____helps employees understand how their performance will be assessed. (Page 54)

A

division and individual goals

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24
Q

For routine work procedures, a ______ that outlines in detail the standard operating procedures for major activities of your work unit can be a helpful tool.
(Page 54)

A

manual

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25
Q

The manual can provide a basis for _______, _______, and _________. (Page 54)

A
  1. Goal setting
  2. Planning and Scheduling jobs
  3. Monitoring and Evaluating Work Performance
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26
Q

By explicitly laying out ______, as well as the methods to be used to achieve them, a manual can also help you evaluate both procedures and standards. (Page 54)

A

job standards

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27
Q

You may want to involve your _____ in the development of the procedures manual to give employees a sense of ownership and allow them to make process improvements in the course of developing the manual. (Page 54)

A

work unit

28
Q

Even the most motivated and responsible employees benefit from _____ in achieving their goals. (Page 55)

A

regular guidance

29
Q

Your responsibility as a supervisor is to provide _______ to your team’s work. (Page 55)

A

structure and order

30
Q

One approach to providing structure is the _________ for continuous improvement. (Page 55)

A

plan-do-check-act cycle

31
Q

The plan-do-check-act cycle is also called the ______.(Page 55)

A

Deming Wheel

32
Q

The plan-do-check-act cycle was created by ________ to ensure quality control and high performance in the work place. (Page 55)

A

Dr. W. Edwards Deming

33
Q

______ see their supervisor as very good planners. (Page 56)

A

High performing work teams

34
Q

When you take on supervisory responsibilities, ______ becomes more important than ever before. (Page 56)

A

planning

35
Q

As a supervisor, you are responsible for _______, ______, and _______with each employee you supervise. (Page 56)

A

strategic planning
operational planning
individual planning

36
Q

_______ involves breaking strategic plan into the specific steps required to accomplish the work. Breaking plans down into bite size pieces will make the activities more manageable for you and your staff. (Page 56)

A

Operational planning

37
Q

Depending on the nature of your team’s work, _______ may be done on a monthly, weekly, or even daily basis.(Page 56)

A

Operational planning

38
Q

A ______ can be consulted when you aren’t available. (Page 57)

A

written work plan

39
Q

_______ is an ongoing effort to improve products, services, or processes. (Page 57)

A

Continuous Improvement

40
Q

Expect the Unexpected: By setting aside a day or two in your project and work schedules for unseen delays, you should have enough _________ to take care of the unexpected, but not so many that your unit becomes inefficient. (Page 59)

A

contingency days

41
Q

Most of the operational task in your work unit should be completed by your employees, not you. Your responsibilities as a supervisor demand more attention to ______ and _______ and less time on technical work. (Page 59)

A

overall management and strategic leadership

42
Q

_____ helps your get the work done by empowering your employees. It gives team members more opportunities to learn and grow, and it can make their jobs more challenging and interesting. (Page 59)

A

Delegating

43
Q

Instead of doing the work, you will spend more time _______ to ensure that they are successful. (Page 59)

A

coaching employees

44
Q

Encouraging employees to stretch their abilities _______ as you demonstrate you trust in them. It also presents opportunities for new ideas, improved operations, and professional growth. (Page 59)

A

boost morale

45
Q

____ involves monitoring progress, evaluating effectiveness, and re-thinking approaches to getting the work done based on initial results.

A

Checking

46
Q

It’s not enough to simply “do” the work; an effective supervisor _________ the work and evaluates the results to make sure the team stays on track. (Page 60)

A

regularly monitors

47
Q

As a supervisor, you can use your _____ to monitor progress on goals and constantly assess whether the team’s work is on time, within budget, adequately staffed, and producing high quality results. (Page 60)

A

strategic and operational plan

48
Q

Good supervisors regularly ask ______ to monitor progress and evaluate effectiveness. (Page 60)

A

Strategic Questions

49
Q

Good supervisors also ask ______ more frequently to monitor _____ and make interim adjustments. (Page 60)

A

operational questions

short-term programs

50
Q

Effective supervisors regularly assess _____. That means checking on employees performance in the context of the _____ rather than checking up on the employees themselves. (Page 61)

A

work progress and quality

51
Q

If you are going to earn your employees’ respect as a team leader, they should feel that you _____them. (Page 61)

A

trust

52
Q

The findings that arise from the “Check Step” determine the ______ step. (Page 61)

A

act

53
Q

The lessons learned thru the “Act Step” can be used to return to _____ to revise, update, and improve your plan. (Page 61)

A

Step 1 (Plan)

54
Q

You can also use the plan-do-check-act cycle to:

Page 61

A

manage individual employee performance

55
Q

Planning the operational work of your employees should be refined on a _____ basis. (Page 62)

A

daily

56
Q

Taking _____ minutes at the start of each employees day to review these questions will enable you to become more involved with your employees without intruding on their work. (Page 62)

A

five

57
Q

Your daily meetings can be: (page 62)

A

quick and informal

58
Q

At the “Do” part of the cycle; if an employee is new or unfamiliar with the task, you can ____ him or her at this stage to increase comfort and familiarity with the work. (Page 62)

A

coach

59
Q

Based on what your learn through _______, you can decide whether to stay involved in the doing of the activity or to ask a co-worker to demonstrate a process or expectation while the new employee observes. (Page 62)

A

coaching

60
Q

______ involves focusing on performance outcomes rather than specific work processes or approaches. (Page 62)

A

Checking

61
Q

______ mean asking the right questions and coaching the employee to do the task as well as you once did. (Page 62)

A

Supervising

62
Q

Good supervisors make ______ a regular practice for themselves and their team. (page 63)

A

feedback

63
Q

When employees get regular feedback, both correction and praise, they are more willing to? (page 63)

A
  1. accept responsibility

2. participate in improvement efforts and activities

64
Q

Success for a supervisor is not getting everything done, but? (Page 64)

A

getting the right things done well

65
Q

Developing effective goals, planning work carefully, monitoring progress regularly, making necessary adjustments to plans and work process and providing regular feedback to all employees will help you? (Page 64)

A

Guide and develop your staff to produce desired results

66
Q

As a _____ you must be able to help employees understand their work and its importance, gain satisfaction from doing it well, and build self-esteem to achieve immediate goals and further their professional development. (Page 64)

A

supervisor

Effective Supervisory Practices 5th Edition (16 decks)

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