Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

COT > CWT #2 > Flashcards

CWT #2 Flashcards

1
Q

Five Rules of Supervision

A
  1. Get involved
  2. Open lines of communication
  3. Give people a chance to develop
  4. Set standards and stick to them
  5. Provide Feedback
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Rules of Supervision - Get Involved

A
  • Know your people
  • Show interest
  • Don’t be over-involved
  • Sense of mission (have a plan, share your vision)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Rules of Supervision - Open Channels of Communication

A
  • Encourage Discussion (two-way communication)
  • Open door policy
  • Active listener
  • Resolve conflict
  • Remain in Control
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Tasks that shouldn’t be delegated

A

1) Conceptual planning (annual budget)
2) Morale problems
3) Staff Problems
4) Performance Reports
5) Pet Projects

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Common mistakes made by supervisors while delegating:

A

1) Improper Selection of subordinates
2) Supervising too closely
3) Rushed Delegation
4) Unclear Delegation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Explain the four steps in delegation:

A

1) Define the task (Is task suitable for delegation?)
2) Assign the task (Choose the right person)
3) Grant authority (Decide the amount of power to give)
4) Follow-up (Give positive feedback.)
 

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Delegation

A
  • Define
  • Assign
  • Authority
  • Feedback

The ULTIMATE responsibility still remains with the leader

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Rules of Supervision - Establish Standards and Stick to Them

A
  • Enforce Standards (don’t be satisfied with satisfactory)
  • –Air Force Standards
  • –Personal Standards
  • Excellence Begins with You
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Rules of Supervision - Provide Feedback

A
  • Constructive criticism
  • Focus on job behaviors
  • Praise in public and discipline in private
  • Don’t be afraid to approach them
  • Immediate feedback is a must
  • Ask for their views/opinions
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Elements of Diversity

A

1) Race
2) Ethnicity
3) Regional
4) Religion
5) Lifestyle
6) Gender
7) Age
8) Physically Challenged
9) Socioeconomic class
10) Education
11) Language
12) Sexual Orientation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

The Air Force defines diversity as:

A

“a composite of individual characteristics, experiences, and abilities consistent with the Air Force Core Values and the Air Force Mission.”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Diversity

A

the infusion of different types of people in a group or organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Prejudice

A

an adverse opinion or leaning forward without just grounds or before sufficient knowledge

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Bias

A

a personal and sometimes unreasoned judgment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Inclusion

A

a relation between two classes that exists when all members of the first are also members of the second

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Potential Issues - Under protection or over protection

A

Under protection or over protection of women, minorities, homosexuals, and others.
Striking the correct balance to increase your credibility and to get the most out of your teams and staffs is a challenge for all who have leadership responsibilities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Potential Issues - Different consequences for the same actions.

A

For example, an individual who is homosexual receiving lesser punishment than another individual even though they committed the same offense.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Potential Issues - Failure to train and coach/mentor.

A

For example, the trainer has a certain prejudice against the trainee and therefore they do not provide the proper training. Leaders and managers must train and mentor their subordinates. This requires respect for the backgrounds, perspectives, goals, and concerns of others. Applying the principles and techniques in this reader will help you be a leader who will develop subordinates to reach their highest potential, and who will never compromise the ethical principle that all people - regardless of their ethnicity, race, or gender, etc. - be treated equally.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Potential Issues - Language barriers

A

The native tongue of some Airmen may not be American English As more enter the military with ethnic backgrounds, communication becomes more important for all Air Force leaders. Another issue is when you work with allies. A 2005 National Defense Magazine article cited language barriers as more significant than those of technology in U.S. interoperability efforts. This becomes important for those who take a joint command position or are working with other military forces and need to communicate. Getting past these barriers is not so much a function of knowing different languages so much as in understanding the way other groups communicate.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Diversity - Potential Issues

A

Language barriers
Failure to train and coach/mentor
Different consequences for the same actions
Under protection or over protection

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Diversity - Obstacles

Leaders need to be sure that cultural and political realities do not advantage or disadvantage anyone because of irrelevant considerations. Leaders need to know that all employees don’t have to be the same to fit a certain mold, but people do want to know what is expected of them in order to succeed.

A 
“White Male Club”
“glass ceiling” / “granite ceiling”
Lack of Accountability
Unwritten rules of success and failure
Unofficial
Cultural/Social
Political
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Obstacles - White Male Club

A

1) “White Male Club”: Common feelings are expressed that it is a white, Anglo-Saxon, Protestant (WASP)-dominated world in areas such as business, some blue-collar industries, and even within the military, despite a good overall record in diversity; perceptions, even when not true, become reality among those who feel excluded from certain jobs, leadership roles or social organizations.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Obstacles - Glass Ceiling/Granite Ceiling

A

The “glass ceiling”: Feeling that “different” people are capped in how high they can go in an organization. In some professional areas, the recently coined phrase “granite ceiling,” meaning impenetrable, has been used to describe how few women are making it into CEO positions in America. Like the White Male Club, leadership positions have been ascribed to the “boys club,” and this is a challenge to a fully diverse work force.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Obstacles - Lack of Accountability

A

Feeling that “minorities” are scrutinized differently than WASP stereotyped individuals.

25
Q

Obstacles - Unwritten rules of success and failure

A

Those expectations that aren’t officially documented anywhere but have historically held people back from advancement anyway. Some common examples relating to Air Force officers include
−− not wearing ribbons on blue shirts
−− not wearing a tie with the short-sleeve blue shirt
−− not having a mustache [unless deployed or during March or November]
−− having respectable golfing skills

26
Q

Obstacles - Unofficial - Cultural/Social:

A

How well they fit in—do they play golf, stay late, etc.?

27
Q

Obstacles - Political

A

Do promotions go to the “look good,” “face time” people, or does the organization reward productivity, or both?

28
Q

Benefits of Diversity in the Workplace

A

Creativity and Innovation
Broader Range of Skills
Better Service to Diverse Customers
Ability to Recruit the Best Talent

29
Q

Benefits of Diversity in the Workplace -

Creativity and Innovation

A

With a diverse group, you also bring many different viewpoints into an organization.

30
Q

Benefits of Diversity in the Workplace -

Broader Range of Skills

A

A more diverse group is likely to have a broader range of skills.
A diverse group enables better use of resources such as your people.

31
Q

Benefits of Diversity in the Workplace -

Better Service to Diverse Customers

A

A diverse work population may be better able to service a wider range of clients due to increased understanding of needs.

32
Q

Benefits of Diversity in the Workplace -

Ability to Recruit the Best Talent

A

If you don’t limit your search for people, a broader range of talent is available.

33
Q

Paraphrase the qualities of an effective counselor:

A

1) Respect for Airmen
2) Self-awareness
3) Cultural Awareness
4) Empathy
5) Credibility

34
Q

Describe the four stages of the counseling process:

A

1) Combination of directive & nondirective
2) Cooperation/responsibility w/ both parties
3) Counselor helps counselee develop a plan of action
4) Counselor should listen, suggest and help think through each possible course

35
Q

Explain the four basic components of a counseling session:

A

1) Open the counseling session
2) Discuss the issues
3) Develop a plan of action
4) Record and close the session

36
Q

What is considered PII?

A 
SSNs
Date of Birth
Mother’s Maiden Name
Home Addresses
Biometrics
37
Q

Five Basic Styles of Followership (Kelley’s Model of Follower Behavior):

A 
Passive Follower
Conformist Follower
Survivor
Alienated Follower
Effective Follower
38
Q

Passive Follower

A 
(Sheep)
Passive
Dependent/Uncritical Thinking
Avoiding
Little to no initiative (can still be doing job)
39
Q

Conformist Follower

A

(Yes people)

Active, Dependent/Uncritical thinking

40
Q

Survivor

A

Float between styles

41
Q

Alienated Follower

A

Passive, Independent/Critical thinking
Complainers, ideas sc solutions
Neg. Nancy

42
Q

5) Effective Follower

A

Active, Independent/Critical Thinking

43
Q

Characteristics of an Effective Follower

A

1) Exemplify AF Core Values
2) Decision-Making
3) Communication Skills
4) Commitment to the organization
5) Problem Solving
6) Recognize contribution to mission
7) Flexibility (is the KEY to Air Power)
8) Competence
9) Courage
10) Enthusiasm

44
Q

Terrorism

A

The unlawful use of violence or threat of violence to instill fear and coerce governments or societies. Terrorism is often motivated by religious, political, or other ideological beliefs and committed in the pursuit of goals that are usually political.

45
Q

The three typologies of terrorist and terror group:

A

Political
Religious
Social

46
Q

Political - Terrorist typology

A

1) Political: Force governments to change structure or policies, or to achieve radical societal change

47
Q

Religious - Terrorist typology

A

Objectives/actions divinely guided; often tied to ethnic and nationalist identities

48
Q

Social - Terrorist typology

A

“Special interest” (e.g., animal rights)

49
Q

The six terrorist objectives:

A

1) Attract attention for cause
2) Demonstrate group’s power
3) Show government’s lack of power
4) Exact revenge
5) Obtain logistical support
6) Cause a government to overreact

50
Q

The four policy principles that guide US counterterrorism strategy:

A

1) Make no concessions to terrorists
2) Bring terrorists to justice for their crimes
3) Isolate and apply pressure on states that sponsor terrorism to force them to change their behavior
4) Bolster the counterterrorist capabilities of those countries that work with the United States and require assistance

51
Q

Most common terrorist attack

A

Bombings/IEDs

52
Q

What are the seven-step terrorist planning cycle?

A
  • Broad target selection
  • Intelligence and surveillance
  • Specific target selection
  • Pre-attack surveillance and planning
  • Attack rehersal
  • Action
  • Escape and Exploitation
53
Q

Broad target selection - terrorist planning cycle

A

Collection of data on large number of potential targets

54
Q

Intelligence and surveillance - terrorist planning cycle

A

Information gathering on the targets with greatest possibility of success (e.g., schedules, security, layout, etc.)

55
Q

Specific target selection - terrorist planning cycle

A

Decision point!

56
Q

Pre-attack surveillance and planning - terrorist planning cycle

A

Quantity and quality of data gathering increases, and usually is gathered over days to weeks

57
Q

Action - terrorist planning cycle

A

Generally, goal is to get in, get the job done, and get out before security forces can react

58
Q

Escape and Exploitation - terrorist planning cycle

A

Escape plans well-rehearsed and exploitation of successful attack vital to achieve desired effect

59
Q

Attack rehearsal - terrorist planning cycle

A

escape routes, and checking equipment performance

COT (9 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions