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Vehicle Extrication > Effective Supervisory > Flashcards

Effective Supervisory Flashcards

1
Q

Among the challenges that face todays public service leader are

A

growing workload, challenging priorities, diverse workforce and high expectations

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2
Q

Your supervisory responsibilities include:
ensuring _____ ________ work and delivers _____ ______ _________ _______, developing, _______, coaching and __________your team holding members accountable
being a constant and consistent _____ _______
_____________ regularly
setting the direction for your work unit
_______ ________
- both your own and those of your team
creating and sustaining a _____ _______ ______ and ______ ________ managing change and being ready for the _________

A 
high quality
exceptional customer service
supporting
motivating 
role model
communicating
 managing workloads
safe, secure, healthy, and respectful organization
challenge

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3
Q

Leading focuses on _____ _____, aligning employees based on the direction, and _____ and _______ employees to succeed.

Leading produces _____, with an emphasis on _____ _____ ________ _______.

A

establishing direction
motivating and inspiring

change
achieving long term outcomes

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4
Q

Managing involves planning and ______, _____ and ________, and control and _____ _____ ______.

A

budgeting
organizing and staffing
problem solving functions

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5
Q

Managing keeps things running - that is

and leadership:

A

the day to day operations of an organization

looks to the future

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6
Q

Becoming a successful supervisor requires making changes in your operating type to adapt to your new role and responsibilities.

RLK

A

-Rethinking your relationships with work friends who are now subordinates
- Letting go of the tasks you used to do and trusting your team, to get those tasks done
- Keeping an eye on the big picture and longer term goals

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7
Q

When employees are involved in the decision making they are more likely to _______ those decision and ______ to ______ them.

A

embrace
committed to implementing

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8
Q

Delegating is essential to success because it

A
  • helps employees feel valued
  • encourages creative and innovative problem solving - motivates employees to take full responsibility
  • Increases productivity and ensures work get done
  • helps you manage workload

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9
Q

There are four parts to successful delegation

A 
Responsibility 
Authority 
Instruction
Accountability
IA has the responsibility and authority
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10
Q

Responsibility

A

You should give the employee full responsibility for the specific task you are delegating and clear goals help him or her complete the task

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11
Q

Authority

A

The employee must have sufficient authority to complete the task and other employees should know that the employee has the authority

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12
Q

Instruction

A

specific instruction on the exceptions and work process and regular feedback

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13
Q

Accountability

A

Team member must be held accountable for completing the task and achieving the desired outcome

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14
Q

Your success as a problem solver requires that you be

A
  • Approachable - people are willing to talk to you when they need help or are facing obstacles
  • Connected - to work progress so that you can constantly evaluate success, concerns, and potential risks within the context of your teams mission, goals, and outcomes.
  • Alert - to potential issues and risks
    -Open -to change in work processes or strategies so that you can manage
  • Aware - of trends or patterns that may indicate a potential problem

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15
Q

As a supervisor you are
- A ________ between the organizations vision and the day to day activities that contribute to making that _____ ________.
- The ________ between the leaders who establish _____ _____ for the organization and the boots on the ground who implement those goals
- The _____ that holds your team and your projects together, so that the work keeps moving regardless of ____ _____, ____ ______ etc

A

vital link
vision a reality

connection
strategic goals

glue
political changes, tight budgets

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16
Q

Peter Senge -

Francis Hesselbein observed

A

“ those in the position of authority are not the source of authority”

“ people want to be part of something that makes a difference,that transcends the ordinary : they want a star to steer by”
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17
Q

_____ ______ in his book Leading People defines new leadership this way: “ first off it is not a status… Leaders inspire rather intimidate, motivate rather than monitor, mobilize rather than manage. And these activities don’t require the totems of rank and a position. Rather than a status,leadership is an activity… it does something. It enables a group of people to pursue a shared vision and create extraordinary results.”

A

Rober Rossen

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18
Q

Situational leadership as originally designed by Ken Blanchard, suggests that there is

A

no best style of leadership, and that successful leaders adapt their style to the situation at hand

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19
Q

As a Supervisor you have three primary sources of influence:

A

Role

Reputation

Behavior

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20
Q

Role

A

-the power and authority that comes with your role as supervisor. Leaders who use power to intimidate the employees usually do not achieve the highest productivity.

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21
Q
  • Reputation
A

is your second major source of influence. Effective leaders develop a positive reputation by building trust with those they lead.

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22
Q
  • Behavior
A
  • direct interaction between yourself and your employees will have a strong effect on their view of you. The key to influential leadership is your behavior as a leader

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23
Q

The key to influential leadership is your

A

behavior as a leader

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24
Q

Leadership practices

A
  • Develop a strong commitment to public service ethics
  • Find worthy models and mentors
  • Become a lifelong learner
  • Find the challenges that are right for you
  • Develop a plan to improve your leadership skills and capacity

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25
Q

Leadership self care has three dimensions

A

physical, intellectual and emotional.

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26
Q

Physical Fitness
Make a effort to increase physical activity to support a _____ _______
Being physically active will also help you be a ___ _______ leader.

A

healthy lifestyle

more energetic

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27
Q

Intellectual Fitness

Emotional Fitness

A

stay current with emerging trends and technology

EAP available in most places of work

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28
Q
  • is a standard of conduct for professional and personal behavior based on shared values.
A

Ethics

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29
Q

These three A’s help define this in action (ethics) -

A

Accountability
Awareness
Authenticity

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30
Q

Accountability -
.

A

Public employees are accountable their supervisors, government leaders, and the community. This also extends to their private lives.

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31
Q

Awareness -

A

familiar with the standard they are expected to uphold. continuous education to assure current ethical standards are met.

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32
Q

Authenticity -

A

must be genuine in character and willing to do the right thing when no one is watching.

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33
Q

Professional ethics means _______ __________ _________ _______, including
using ________ and _____________ communication practices
_________to your employees and colleagues
making _________ clear
fair and consistent feedback on _________

A 
striving to do your best as a supervisor
consistent and supportive
listening
expectations
performance

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34
Q

“The behavioral model : Steps in the process” developed by (Keilty, Goldsmith and company) has a eight step process:

All Ladies Think Their Rugs Is Mans Favorite

A

ASK - your employees what ethics means to them and where they would go to find a answer to a ethical dilemma
LISTEN - to what they say w/o evaluating
THINK - what they said compared to current standards
THANK - for their thoughts
RESPOND - to their comments comments that are consistent to ethical standards
INVOLVE- Changing any ambitious ethical standards
MAKE CHANGES - that were identified through the process
FOLLOW UP - to see if changes were effective

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35
Q

A Guide to Ethical Decision Making
1. The Law - Is it legal? Does it meet the spirit of the law?
2.
3. Integrity - Am i breaking my word, a trust, a promise, or value?
4.
5. Clear Thinking - Is emotion or bias clouding my judgement?
6.

A

Policy - Am I violating a regulation or policy or breaking rule that everyone’s must follow?

Appearances - Do i have a conflict of interests fact or appearance? Am I the only or prime beneficiary of an offer or service?
The Police Intentionally Are Crazy People

Perspective - When I look back at this situation, will I be proud of my conduct? Is it my finest hour or one I might regret?

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36
Q

There are four other ethical decision making tools

A

Role model test
Parent or child on your shoulder test
The newspaper headlines test
The golden rule test

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37
Q

Golden Rule Test -

A

Would I want to be treated in the way I am about to treat someone else?

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38
Q
  • Role model Test -
A

What would my role model or mentor think or do in this situation? Should be someone who represents good principles of honesty, trustworthiness, and integrity.

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39
Q

-Parent or Child on your shoulder test -

A

What would I say to my children or the person who brought me up about the action Im about to take?

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40
Q
  • Newspaper Headline Test -
A

How would you feel if the headline in tomorrows newspaper announced what you are thinking of doing?

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41
Q

Most government employees are

A

honest, hard working employees who want to do a good job.

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42
Q

Strategic Plan Components

Victor Missed Vicki Getting The Medal

A 
Vision
Mission
Values
Goals
Tactics
Measures

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43
Q
  • What the organization strives to be; a statement of a desirable future

(one of the strategic Plan Components)

A
  • Vision

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44
Q

(one of the strategic Plan Components)

  • What the organization does to move towards the vision
A
  • Mission

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45
Q

(one of the strategic Plan Components)

- What the organization stands for, believes in ; guiding principles for service delivery

A
  • Values

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46
Q

(one of the strategic Plan Components)

  • Goals
A

Specific outcomes to be achieved by departments, divisions, and individuals

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47
Q

(one of the strategic Plan Components)

  • Tactics -
A

Specific short term steps to help achieve the goals; a strategic to do list

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48
Q

(one of the strategic Plan Components)

  • Measures -
A

Quantitive or qualitative indicators of progress

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49
Q

Two useful tools for working with employees to set goals are

A
  • VISTA - Visualized, Inspirational, Specific, Time bound, and Assessable
  • SMART - Specific, Measurable, Attainable, Relevant, and Timely

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50
Q

One way to proved structure to your work cycle is the “___ ___ ___ ___ ___” for continuous improvement. Also called the ______ _____, Was created by __ _____ _____ to ensure quality control and high performance in the workplace.

A

plan, do, check, act cycle
Deming Wheel
Dr. Edwads Demming

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51
Q
  • Step 1.PLAN - Strategic planning involves
  • Operational Planning - Involves breaking a strategic plan into the _____ _______ required to accomplish the work. Breaking the plan into ___ _____ ______.
A

setting priorities relation to the organization’s vision
specific steps
bite size pieces

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52
Q
  • Step 2. Do -_____ ______ task should be completed by your ________ not you. _______ ________ your employees to get the job done
A

most operational
employees
Delegation empowers

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53
Q
  • Step 3. Check - Involves monitoring ____, ____ ___, and ____ _____.
  • Good supervisors usually ask strategic questions -
  • Also ask Operational questions -REEP
A

progress, evaluating effectiveness, and rethinking strategy

Are we on schedule?
Is the work being done correctly?
Cann we improve the process?

Has all work scheduled for today been completed?
Is the equipment operating properly?

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54
Q

-Step 4. Act:

retrain, employees add or deduct the work needed every day. What needs to be done to secure a ____ _____

A

Do what needs to be done to make sure the work is being done

successful outcome

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55
Q

Eisenhower matrix:

A

Urgent , Not urgent and important and not important

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56
Q

(Eisenhower Matrix)
Spend more time in ____ _____ but important to reduce the demands and stress of _____ ______ and ______ _____ ________, try to avoid _____ ____ _____ ____

A

not urgent
urgent important and urgent not important
not urgent not important
Spend more time in B to reduce demand in A and C
Avoid box D

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57
Q

Spending ____ of your time on what ____ ________, rather than on what just has _____ will make you and your team high performers

A

80%
has importance
(agency) urgency? not sure what this suppose to be

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58
Q
  • Your first step in organizing is putting your _____ _____ where you can see them while ______ your daily work.
  • Most common to organize a task it to make a ___ ___ __.
A

strategic goals
planning

to do list

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59
Q

Popular method for prioritizing is:

-Once prioritized move your to do list onto a calendar to schedule _____ ____ for each task

A

ABC -123 —— A1, A2, B1, B2, C1,C2 - from high to low

allotted time

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60
Q

Information provided to you as a courtesy may be sorted into four categories;

A
  1. Read it and file it away
  2. If it takes more than a couple of minutes to read, move it to a folder to read later(defer it)
  3. Pass it along to someone else (delegate it)
  4. Delete it or throw it away
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61
Q

Action request can be categorized in these four categories;

A
  1. Do it
  2. Delegate it
  3. Defer it
  4. Delete it
    * - If the task only takes a minute , just do it!

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62
Q
  • If the task should be assigned to someone else -
  • If the task cannot be completed quickly or delegated -
  • If the task requires no response or action or becomes old -
A

Delegate it! Also set deadline and follow up dates
Defer it! - Make a appt to get the task done
delete it

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63
Q

Checking emails ___ _____times a day is usually enough.
- Conquer _________

A

2 to 3
procrastination

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64
Q

Some people are ______ by tight deadlines so they wait until the last minute to start working on a project.

  • Others may be _______ by a particularly tough project so they put it off in favor of a more familiar easier project.
  • Others are ______ by perfectionism that interferes with getting the job started or finished.
A

motivated
intimidated
paralyzed

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65
Q

There are four basic types of meetings;

A

Daily check in
Staff tactical meeting
Monthly strategic meeting
Quarterly review

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66
Q
  • Daily check in -
A

generally brief and only covers a single subject. Ex… Give assignment for the day

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67
Q

focuses on tactical issues and is likely to last 45 to 90 mins. Should start by team members providing brief report on two to three highest priority task assigned.

A

-Staff tactical meeting

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68
Q
  • Monthly strategic meeting -
A

used to analyze and make decisions on critical issues that will affect the department in critical ways
2 hours per topic

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69
Q

Quarterly review

A

-used to look at the organization as a whole. May involve staff beyond your immediate team.

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70
Q

Maximize your time in meetings;

A
  • Create an agenda - Name and group in meeting , date, start and end time. Then list each topic for discussion.
  • Distribute the agenda - at least on day in advance, if review a long document release in advance so members can review prior to the
  • Chair the meeting - Manage both the time and the topics of he meeting.
  • Listen - Everyone has opportunity to be heard.
  • Summarize the outcomes, actions, and responsibility - key points
  • Prepare your next meeting - ASAP read meeting notes and prepare next meeting

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71
Q

The ______ is where an organization allocates its resources to accomplish it vision and carry out agreed upon strategic priorities.

And in most governments the _____ ultimately determines the level of taxation.

A

budget
* for both questions
Sometimes coincides with calendar year, but just as often it does not
Preparation for any fiscal year budget and begin as much as 5 to 8 months prior to the onset of the fiscal year

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72
Q

Fiscal year -

A

the term used to describe the annual (twelve month) budget cycle.

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73
Q
  • Three Functions of the budget;
A

Control
Management
Planing

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74
Q

Generally state law defines the steps for approving annual budget, it binds you and other government employees to work within a
specified budget
Generally, state law defines the steps for approving an annual balanced budget so that expenditures don’t exceed revenues for the fiscal year

A

Control
* a function of budget
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75
Q

One of your budget responsibilities is to educate public official and the CAO about what you need to in order to get the job they
want to do. Once budget is set, your role is to constantly examine service delivery methods to ensure that they are as efficient as possible

A

Management -

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76
Q

The budget - Priorities for fiscal year, Provides a roadmap for carrying out program and policy objectives set by elected officials, Serves for resource for future years, A well designed and carefully administered annual budget helps local government think about the future. Some agencies plan multi year budgets.

A

Planning

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77
Q

Most local governments have two types of budgets;

A

Operational budget
Capital budget

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78
Q

Operating budget -

A

Covers revenue estimates and planned expenditures for the year for all ongoing government activities.

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79
Q

Capital Budget .

A
  • Covers revenue sources and planned expenditures for nonrecurring, multi year items such as construction, equipment
    acquisition, or improvement of public facilities.
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80
Q

The _____ and ______ budgets are sometimes combined into a single budget document for the current fiscal year to show all current ________, but they are generally developed ________ and considered as two distinct budgets by elected officials

A

Operation and Capital
expenditures
separately

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81
Q

Most common form of operating budgets are-

A

line item budget
Program budget
Performance budget

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82
Q
  • Organizes financial information into categories of expenditure for each department, division, or agency. Generally their are
    two broad expenditure categories salaries and other expenses.
A
  • Line item budget
    It is the most traditional budget format and is often used by smaller local governments

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83
Q

line Item Budget:

A
  • Offers clear explanation of what will be purchased and helps elected officials compare the new budget with previous budgets
  • Most traditional budget format and usually used by small local government.

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84
Q
  • presents financial information according to services to be provided ( street sweeping, solid waste)
A

Program budget

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85
Q

Program budget:

A
  • Focus on program goals and outcomes rather than expense category
  • Many large and medium size local government use program budget
  • Grant funded activities that cross departmental lines are best presented in program format

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86
Q
  • Describes the amount of services provided by money spent ( list a number of miles of street be swept for per cost)
A

Performance Budget

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87
Q

Performance Budget

A
  • Easier to use than in the past because of technology
  • Many governments use a combination of formats in budgets

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88
Q
  • Capital Budget - Capital portion of local government annual budget is often
    drawn from the___ ___ ____ .
A

capital improvement plan (CIP).

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89
Q

CIP is a:

A

multiyear plan for
financing major equipment or infrastructure
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90
Q
  • Which two budgets explains the spending

plan for one year.

A

The capital budget in conjunction with the annual budget.

ch6

91
Q
  • CIP include’s nothing that is used in ___ __ _____ .

- Not all _____ have a CIP.

A

day to day operations

governments

ch6

92
Q
  • CIP can;
A
  • Minimize fluctuation in tax
  • anticipate the impact of capital project
  • Manage strategic planning for bond issues
  • schedule capital budget to take advantage of federal aid

ch6

93
Q
  • Some local governments require other budgets in addition to their annual
    operating and capital budgets. These other budgets are usually for programs funded
    by ___ ____ _____.
A

dedicated revenue sources

ch6

94
Q

The annual budget is a

A

legal, technical and public document.

ch6

95
Q

Major components of local government include;

A

The budget message
Revenue estimates
Program expenditure

ch6

96
Q

Budget planning -

A

begins 5 to 8 months before fiscal year start.
The CAO working with the governing body, will launch the process by defining broad goals and guiding principles for all departments to use in developing their budget proposals

ch6

97
Q
  • Department budget preparation -
A
  • Approx 4 to 6 months before
  • often asked for a list of pricing items
  • Keep these three guidelines in mind - KIS, Provide enough detail, and Separate
    capital items from operating expenditures and justify the need.

ch6

98
Q

Internal Budget Review -

A

CAO and other key officials review all request and make appropriate changes

ch6

99
Q

External budget review -

A

Public hearing
both revenue and expenditure budget to be reviewed

*Outcome is a balanced budget for the year

ch6

100
Q

Implementation -

A

letting staff know how new budget affects them and their work

ch6

101
Q

Planning for next year -

Prepare early
\_\_\_\_\_\_\_\_\_\_\_\_\_\_
Look for ways to make your work unit more efficient
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
Talk with other supervisors 
\_\_\_\_\_\_\_\_\_\_\_\_
Well maintained equipment
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
Minimal employee turnover
A

Keep track of changes in your workload

Focus on performance measures make sure you are measuring the right things

Practice, How you can affect the budget

No worker injuries or claims

ch6

102
Q

People are motivated to work towards a common goal when they feel they are:

A

part of a team
effort

ch7

103
Q

Groups on the other hand are collections of individual with:

The absence of ______ distinguish a team from a group

A

no strong sense of responsibility to
each other.

camaraderie

ch7

104
Q

A group usually passes through four stages on its way to becoming a group;

A

Forming
Storming
Norming
Performing

ch7

105
Q

______- is the first stage when members come together and are uncertain of the nature and
role of the group. This stage is finished when members see themselves as part of a group

A

Forming

ch7

106
Q

_____- Second stage of group that is marked by conflict in who will lead the group and how
members will respond to the leader. If the leader is not confident the group may get stuck in this
stage.

A

Storming

ch7

107
Q

_____- third step of the group marked by the cohesiveness and closeness of the group
members . This group has embraced its value structure to govern behavior and members
accept the rules and standards.

A

Norming

ch7

108
Q

______- stage when a group moves forward to accomplish its goals. Supervisor role
changes to maintaining the teams energy level, continuing to build team to become better
Building a team is a proactive process

A

Performing

ch7

109
Q

Team success depends on establishing ____ ______ especially in tough economic times. _____ starts with the team leader.

A

clear expectations
Accountability

ch7

110
Q

Seven steps to building a team ;

A

Step 1. Show team members where they fit into the system
- Broaden the horizons of the employee, show them were there work fall
- Step 2. Hold regular team meetings
- Try to set aside 15 mins once per week to review progress, seek input,
and plan ahead
- Step 3. Set goals with your team members
- Step 4. Encourage team members to suggest solutions to problems
- Step 5. Let team members tell you things you may not like to hear.
- Step 6. Let team members help set standards
- Step 7. Respect diversity

ch7

111
Q

A team is more likely to achieve its goals if members are _____.

A

empowered.

ch7

112
Q

Self evaluation instruments, such as:

Personal Profile, can help you and the team get to know ____ ______ preferences and ____ ______ that may affect individual and team performance.

A

Myers - Briggs Type indicator (MBTI) or DISC (dominance, influence, steadiness, conscientiousness)

decisions making
operating styles

ch7

113
Q

Three specific tools that supervisors can use to empower employees are;

A

Job enrichment - gives the employee the opportunity for employees to develop there skills and
and bring new talents to the job.

Career Growth - creating a career ladder within your work unit.

Mentoring-

ch7

114
Q

Generally ___ of a supervisors day is spent communicating in some form

A

80%

ch8

115
Q

Communications is:

A

the exchange of information, facts, ideas and meanings.

ch8

116
Q

The communication process has at least 6 parts;

A

The sender- the person who is writing, calling etc.

The message- what is being sent, i.e. instruction, suggestions.

The medium-how it’s being sent, i.e. face to face, phone etc.

The receiver-person who gets the message.

Feedback- the return message.

Noise- factors that distort the message

ch8

117
Q

There are two types of communication;

A

Two way - when the sender sends information and receives a response from the receiver

One way -information is sent no response is required.

*You should one way sparingly, only when you are sure no part of the message will be
misinterpreted

ch8

118
Q

Nonverbal messages -

A

Paralanguage involves the tone, pitch,emphasis and speed, loudness and pauses you use
when speaking

Body language - position or movement of the body such as posture, gestures, and facial
expressions

ch8

119
Q

Barriers to effective communication:

When the barrier originates at the sender it is often because the sender is not___ ___ ____.

A

clear of the goal
of the message

ch8

120
Q

Barriers to effective communication:

When the barrier originates with the receiver, it is often because the receiver misses and ______ part of the message.

A

misinterprets

ch8

121
Q

Barriers to effective communication:

No matter what the barrier the message may be rejected because it _____ with his or hers
beliefs and _____

A

contradicts
assumptions

ch8

122
Q

True listening goes beyond merely hearing:

A

it means understanding what the other person is
saying.

ch8

123
Q

The average american speaks approx ___to___ words per min - the brain can comprehend ___ ____ times that amount of information

A

125 to 150
four to fives

ch8

124
Q

Basic guidelines for active listening;

A

Listen to what the employee is saying without judging

Try to identify and acknowledge the employees feelings

Paraphrase by using your own words to restate what you heard the employee say.

Ask open ended questions

125
Q

Guidelines when you are giving feedback on performance;

A

Exam your own motives

Consider the receivers readiness to hear your feedback -Usually more effective when people are seeking it

Give feedback promptly -Details remain clear

Be descriptive rather than judgmental

Deal in specifics, not generalities

Own the statements you make

Offer feedback but don’t impose it

Avoid overload

Focus on the problem be solved or the issue or the issue to be confronted rather than the person

Avoid words or phrases that trigger emotional reactions

Remember that not providing feedback’s a message in itself

ch8

126
Q

Electronic communication and social media:

the problem with email or tweets is that they can not ___ ______ ; receiver may experience ________
Sensitive messages are best delivered in _____

A

communicate tone
tone that was not intended
person

ch8

127
Q

Communicating with a diverse workforce:

diversity can increase creativity and improve problem solving by introducing:

A

new perspectives and ideas

ch8

128
Q

There are four generations in the workplace:

A

Traditionalist - Born between 1922 and 1945
Baby Boomers - 1946 to 1964
Generation X - 1965 to 1980
Generation Y - 1980 to 2000

ch8

129
Q

Being aware of generations preferred communication styles will:

-Avoid

A

help better manage relationships

stereotyping

ch8

130
Q

Opportunities for individual development are a key to:

A

retention factor for employees

ch9

131
Q

Selecting Employees

__ is responsible for screening and advertising for positions:

Your job as a supervisor is to___ a _____ and ____ _____ for each job you are trying to fill

A

HR

furnish a current and accurate description

ch9

132
Q

A legally compliant job description includes:

A

Specific duties
Physical requirements if any
Required knowledge , skill, and abilities
Desirable knowledge, skills and abilities

ch9

133
Q

Preparing to conduct a successful interview includes these steps:

A
  • review the job description and advertisement to review the job requirements and how they were presented to the candidate
  • Review the application & resume to become familiar with experience and job related skills
  • Phrase question to encourage conversation and to get info
  • Listen carefully
  • Take notes, and write down observation promptly after
  • Avoid yes or no questions
  • Ask open ended questions such as;
  • What makes you the right person for this job?
  • You must ask the same initial interview questions, you may need to use follow up questions to get additional information

ch9

134
Q

Three primary components of effective on boarding

A

Discussing job expectations
Engaging new employees
Promoting new employee retention

ch9

135
Q

Early in the on boarding process, two points should be made clear;

A

what you expect of the new employee, and what he or she expects from you

ch9

136
Q

When on boarding new employees the following steps will help get them off to a good start;

A

Introduce employees to everyone they will contact in the first week
Give tour of the work area
Explain organizations ethical standards and rules and regs
Give employee handbook
Explain steps to clarify misunderstandings or get action on complaints
Review internal communication system email, intranet
Explain how supplies and equipment should be used
Review electronic and paper reports
Discuss how jobs fit into work environment

ch9

137
Q

Promoting employee retention

The first ___ to ___ are tough on employees

A ___ __ ___can help new employees get adjusted

Check in weekly for the first few weeks then move into monthly for the first __ ___

A

three to six months

check in system

six months

ch9

138
Q

Planning a development program

What do employees need to know or do, and at what __ ____?

What knowledge, ___ and ____ do they need?

What do employees, ___ ____ and what skills do they already have?

How soon do employees need ___ to expand their knowledge and skills?

A

skill level

skills, and abilities

already know

training

ch9

139
Q

Adults learn best when they are ____ in the process and understand how the process will help them ____.

Words can be forgotten ____ but when words go hand and hand with ____ it increases retention

Adult learners retain information when it is given ___ ___

A

involved
directly

quickly
action

over time
ch9

140
Q

A cowboy must never go back on his work or a trust confided in him

A

Gene Aulry

ch10

141
Q

People who are ______ do what they say and say what they do

A

accountable

ch10

142
Q

Principles for coaching success:

A
  1. Be a Conversation partner
  2. Define outcome-vision for the team
  3. Clarify performance
    4.Build Dynamic Capability
  4. Engage your employees interest and passion
  5. recognize teachable moment for good or bad
  6. use multiple coaching media
  7. provide recognize and reward.
  8. Effective coaches dont win by making last second decisions
  9. Effective organizational leader sets the standard, provides the tools, gives advise
    when it is needed, and lets the team play to their best ability
    ch10
143
Q

key components for counseling:

A

empathy
caring
listening
confidentiality

ch10

144
Q

Successive counseling may include:

A 
Identifying employees needs 
Be supportive
Provide advice
Refer to EAP when appropriate
Seek assistance with HR

ch10

145
Q

It is not your responsibility to solve their problems, but it’s your responsibility to notice changes employees ______ or _______.

A

behavior or performance

ch10

146
Q

Putting yourself in another person’s shoes

A

Empathy

Chapter 10

147
Q

Performance improvement plan

A

More rigorous than coaching, it is not a disciplinary action

ch10

148
Q

Five steps for performance improvement plan

A 
Step 1-identify and document problem
Step 2-get input
Step 3-develop the plan
Step 4-create the schedule
Step 5-monitor assess and give feedback

ch10

149
Q

Progressive discipline

A

The purpose of disciplinary action is to change employees behavior or improve job performance

ch10

150
Q 
Steps for progressive discipline:
Step 1: act promptly-
Step 2: get all the facts-  
Step 3: decide what actions to take-
Step 4: hold a disciplinary interview-
Step 5: use the apparel procedure-
A
  1. Investigate what happened
  2. (check) whether the law was broken
  3. take the time to get well informed information but do not delay
  4. in private, based on facts collected, allow and encourage employees account of situation, end when employees has told his or her version and there’s no other facts to add
  5. employees can appeal to a third-party, employee should be protected from reprisal if appeal is filed

ch10

151
Q

Accountability is not negative but a:

A

continuum of responses

ch10

152
Q
  • The legal effect to require a constitutional guarantee of

due process

A

“for cause” or “just cause”

ch10

153
Q

Confidentiality -

A

Not revealing to a third party what employee told you in trust.

ch10

154
Q

There are two exceptions to confidentiality in your counseling role:

*You must have employees permission to refer them to help

A

If the person
is being referred for professional assistance or the person is a danger to himself
or others.

ch10

155
Q

EAP -possible issues include ;

Substance abuse, ____ _____, major life
event, ____, _____ or _______, aging parents, and family/ personal/ work
relationships

A

emotional distress
health
financial or legal

ch10

156
Q

_______ are one of the most misunderstood and misused forms of organizational
accountability

A

Evaluations

ch11

157
Q

You can have a positive outcome of the performance evaluations process as an
opportunity to:

*The evaluations process is on going

A
  • Clarify job expectations
  • Address needed changes
  • acknowledge leading performers
  • communicate and reconnect
    ch11
158
Q

New employees - Within the first two weeks you should create ____ ____.

A

performance goals

ch11

159
Q

Evaluating Performance

Over the first six months , you should focus on,

A
  • Clarifying responsibilities, assignments, authority, and relationships with other departments
    -Provide information on works assignments to ensure understanding
  • describing evaluation process and annual review
    ch11
160
Q

During the evaluation process you should always focus on ____ _____ not _____ or ____
shortcomings and failures.

A

performance results personality or personal

ch11

161
Q

You should develop goals for each team member, should be evaluated with the ___ _____.

A

overall performance

ch11

162
Q

Every six to twelve months develop and discuss with all team members

A
  • Employee goals
  • include actions that specifically designed to fulfill their responsibilities
  • Cover actions like training are challenging but realistic
163
Q

An improperly constructed or administered evaluation tool can result in charges of discrimination under ___ __ ___ __ ___ __ if the evaluation instrument has an adverse impact on protected groups.

A

Title VII of the Civil Rights Act of 1964

ch11

164
Q

Typical evaluation errors include;

A
  • The tendency affect
  • The recency factor
  • The Halo or Horn
  • Personal Bias

ch11

165
Q

The ____ ____- happens when the supervisor rates everyone at the midpoint
of the scale, regardless of performance

A

tendency affect

ch11

166
Q
  • The ___ ___ - occurs when the supervisor rates an employee on the basis of a recent event and disregards the remainder of the evaluation period.
A

recency factor

ch11

167
Q
  • The ___ ____ - effects happens when the supervisor lets especially
    positive or negative performance in one area influence the ratings for
    other area
A

Halo or Horn

  • positive(halo)
  • negative (horn)

ch11

168
Q
  • THE ___ _____ - occurs when the supervisor allows factors not related to job duties
    to influence an employees performance rating.
A

Personal Bias

ch11

169
Q

In your role as supervisor, releasing employee motivation means:

A

aligning individual
needs, and employees efforts to satisfy those needs, with goals of the organization

ch12

170
Q

Psychologist ___ ____ suggested that individual needs are organized on a
hierarchal ladder, and that each need must be met before you can move to the next
level of need.

A

Abraham Maslow

ch12

171
Q

Maslows hierarchy of needs.

Physiological needs:

A

Food, shelter, clothing, and an eviroment that sustains life

ch12

172
Q

Maslows hierarchy of needs.

Security needs -

A

Physical safety and orderly environment

ch12

173
Q

Maslows hierarchy of needs.

Social needs-

A

acceptance and a sense of belonging

ch12

174
Q

Maslows hierarchy of needs.

Esteem needs -

A

self respect and respect for others

ch12

175
Q

Maslows hierarchy of needs.

Self actualization or self fulfillment needs -

A

full development of individual abilities and a satisfying personal life

ch12

176
Q

The lower level needs must be satisfied before higher needs have any affect on _____.

A

motivation

ch12

177
Q

Human behavior is driven by ____ ____, and as long as a more basic need remains unsatisfied, it will _____.

A

unsatisfied needs
dominate

ch12

178
Q

Frederick Herzberg theory of motivation is compatible with Maslows view.
Herzbergs divides sources of motivation into two categories:.

A

those that prompt
satisfaction
and those that prompt dissatisfaction

ch12

179
Q

Herzberg identifies six factors that are most likely to satisfy workers and lead to
increased level of motivation. They are;

A

Achievement , Recognition, Interesting(work), Responsibility, Advancement,
Growth

ch12

180
Q

There are ten factors that Herzberg said are likely to demotivate when they reach undesirable levels. They are;

A
  • Policies/ administration, supervision, relationships with supervisors, work
    conditions, salary, relationships with peers, personal life, relationships with
    subordinates, status, and security.

ch12

181
Q

The most frequent source of dissatisfaction is company policy and administration,
also known as ____ _____.

A

bureaucracy or red tape.

ch12

182
Q

In his best selling book Drive: The surprising Truth About what motivates us Daniel H.
Pink summarizes employee motivation in three concepts:

A

Autonomy
Mastery
Purpose

ch12

183
Q

Autonomy-

A

An urge to direct our own lives

ch12

184
Q

Mastery -

A

The desire to get better and better at something that matters

ch12

185
Q

Purpose -

A

A yearning to do what we do in service of something larger than
ourselves

ch12

186
Q

Many psychological models and assessments have been developed to measure and
categorize human personalities into various groups. The most widely used is the

A

Myers- Briggs Type indicator ( MBTI).

ch12

187
Q

The combinations of certain components correlates to four categories of personality
tempermant :

A

NF, NT, SJ, and SP

ch12

188
Q

NF ( Intuition and feeling, 12 % of populations)

A
  • Look at the world and see possibilities
  • Tend to serve causes that advance human interest

ch12

189
Q

NT ( Intuition and thinking 12 % of population)

A
  • see world through abstractions and possibilities
  • Try to theorize and intellectualize everything

ch12

190
Q

SJ ( Sensing and judging 38 % of population)

A
  • what is practical and realistic
  • Yearn to belong to meaningful institution

ch12

191
Q
  • SP ( Sensing and perception 38 % of populations)
A
  • grounded in reality
  • driven to act in and adapt in the moment

ch12

192
Q

The needs of managers

  • Share____ _____
  • Respect your __ ____
  • Be a ___ ____
  • Exercise ____ ___
  • Underpromise and __ _
  • Avoid surprises and ___
  • Support your __ ___
  • Meet your __ _____
  • Earn trust by __ ____
A 
information strategically 
managers role as a generalist
problem solver
initiative
over deliver
never bluff
managers leadership
managers where he is 
doing good work

ch12

193
Q

Implementing change takes ___ ______.

Implementing change is ______.

A

time and patience
difficult

ch13

194
Q

Ann Salerno and Lillie Brock describe six stages that

people move through in responding to change:

A
  • Stage 1 Loss
  • Stage 2 Doubt
  • Stage 3 Discomfort
  • Stage 4 Discovery
  • Stage 5 Understanding
  • Stage 6 Integration

ch13

195
Q

You can lead your employees through change efforts by confronting the
challenge of stages and keeping the process moving despite
the initial resistance

A

one, two and three

  • Stage 1 Loss
  • Stage 2 Doubt
  • Stage 3 Discomfort

ch13

196
Q

Building commitment to change in three steps

A

Step 1 Promote the Why
Step 2 Promote the how
Step 3 Maintain Momentum

ch13

197
Q
  • means that employees feel they have to make the change and truly
    support it.
A

Compliance

ch13

198
Q
  • means they want to make the change and truly support it
A

Commitment

ch13

199
Q

Step 1 Promote the Why

A
  • Always start with the why , Explain why things need to change or how its going to be different
  • Develop your vision, What are they key message points?, How might the
    message best be delivered?, Who should deliver the message?,Listen for
    questions, Listen for suggestion

ch13

200
Q
  • Step 2 Promote the how
A
  • Provide well prepared instruction
  • Provide simple job aid
  • Make it fun, Provide coaching and mentoring, Keep repeating you message,
    Celebrate small wins,

ch13

201
Q

Step 3 Maintain Momentum

A
  • If successful change isn’t reinforced continuously After implementation
    theres a good chance it wont be sustained
  • Celebrate the teams success, Provide individual rewards and recognition,
    enforce accountability, monitor progress, seek feedback

ch13

202
Q
  • is making a biased employment decisions against a person

because of there protected characteristic

A

Illegal discrimination

ch13

203
Q
  • a form of discrimination where a person is subjected to threatening,
    intimidating, embarrassing, or other offensive and unwelcome behavior because of
    gender, race, ethnicity, religion, age, disability, or some other protected characteristic.
A

Harassment

ch13

204
Q

Disrespectful Behavior -

A

while not a legal term, describes actions that insult or
indicate hostility or aversion toward someone. The behavior is not directed at a
person for a protected characteristic

ch13

205
Q

Federal and state law prohibit illegal discrimination and Harassment but not___ ____.

A

disrespectful behavior.

ch13

206
Q

________________, prohibits discrimination
in hiring, promotion, discharge, pay, benefits, job training, classification, and other
aspects of employment the basis of race, religion, color, national origin, sex, age,
disability, pregnancy, and other protected characteristics.

A

Title VII of the 1964 Civil Rights Act, as amended in 1991

207
Q

The Age Discrimination in Employment Act of 1967 protects applicants and
employees from ___ ___ ___ ___ discrimination in hiring, promotion,
discharge, compensation terms, conditions, or privileges of employment. It does not protect workers under the age ___ of , although some states have laws that do.

A

forty years of age or older
40

ch13

208
Q

The _____ ___ ___ ___ ___, as amended protects qualified applicants and employees with disabilities from discrimination in hiring, promotion, discharge, pay, job training, fringe benefits, and other aspects of employments. The law requires an employer to provide reasonable accommodation to an employee or
job applicant with a disability, unless doing so would cause an ___ ____ ____ ___.

A

Americans with Disabilities Act of 1990
undue hardship for
the employer

ch14

209
Q

Title II of _____ __ __ ___ __ _prohibits the use of genetic information in making employment decisions, restricts employers from
requesting, requiring, or purchasing genetic information, and strictly limits the disclosure of genetic information.

A

the Genetic Information Nondiscrimination Act of 2008

ch14

210
Q

The ___ __ ___ ___, as amended, prohibits sex discrimination in payment of wages to women and men performing substantially equal work in the same
organization.

A

Equal Pay Act of 1967

ch14

211
Q

The Family and Medical Leave Act of 1993 entitles eligible employees to take up to twelve weeks leave during, any twelve month period for one or more of the following reasons:

A 
1.birth of and care of a child, 
2, placement of foster or adopted
child, 
3. care of family member serious health condition, 4. self serious health
condition

ch14

212
Q

Conducting an initial interview

A
  • Step 1 Receive the complaint
  • Step 2 Obtain details
  • Step 3 Respond appropriately to the complainants concern and questions
  • Step 4 Close the interview

ch14

213
Q

Carrying out an effective intervention

  • Document your conversation
  • Objectively __ __ ___
  • Identify the policy that prohibits that behavior
  • Respond _ ___ ___ __
  • Ask the employee to stop the prohibited behavior
  • Ask for ___ ___ ___ _
  • Contact the HR department to report your conversation and the outcome
  • Monitor __ __ ____ _
A

identify the specific behavior that is prohibited

to questions and concerns from the employee

and receive the employees commitment to stop the specific behavior now
and any similar behavior in the future

your workplace to ensure that the behavior has stopped

ch14

214
Q

Approximately _______ injury and illness cases were reported among state and local government workers in 2011

OSHA was created in __.

A

820,900

1970

ch15

215
Q
  • conducts research and

makes recommendations on how to prevent work related injuries and illnesses.

A

NIOSH ( National Institute for Occupational Safety Health )

ch15

216
Q

National Safety Council was created in 1913 to promote safety in U.S. industry. It is a
non profit, member supported organization that focuses on

A

traffic safety issues,
workplace accidents, and home and community safety.

ch15

217
Q

Four Major causes of workplace accidents are:

A
  • People -
  • Equipment -
  • Materials -
  • Work Environment

ch15

218
Q

Quality customer service is defined as .

External customer -

A

meeting or exceeding customer expectations

citizens, visitors, business owners, developers, and civic leaders

ch16

219
Q
  • Internal customers
  • Exceptional customer service
  • Accessibility
A

coworkers, supervisor,executives and elected officials

revolves around the golden rule

customer service means you are accessible and responsive

ch16

220
Q

Involves collecting data in a systematic and objective way to determine the efficiency and effectiveness of service delivery

A

Performance measurement

Ch 6

221
Q

Performance measures generally fall in these categories

A

1) inputs: resources required to accomplish an activity
2) output: quantitative measures of what the activity produces
3) outcomes: impact or results of the activity focusing on service delivery
4) efficiency: cost per unit of output and Outcomes
5) effectiveness: quality of the work performed

222
Q

Financing for the capital budget may come from:

A

Local government tax revenues, a state or federal grant, long-term borrowing, or a combination of funding resources
Ch6

223
Q

Major components of a local government budget include

A

1)The budget message
2) revenue estimates
3) program expenditures
Ch 6

Vehicle Extrication (13 decks)

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