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

ch1

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

ch1

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

ch1

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

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

A

budgeting
organizing and staffing
problem solving functions

ch1

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

Managing keeps things running - that is

and leadership:

A

the day to day operations of an organization

looks to the future

ch1

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

ch1

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

ch1

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

ch1

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

There are four parts to successful delegation

A
Responsibility 
Authority 
Instruction
Accountability
IA has the responsibility and authority
ch1
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

ch1

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

ch1

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

Instruction

A

specific instruction on the exceptions and work process and regular feedback

ch1

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

Accountability

A

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

ch1

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

ch1

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

ch1

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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”
ch2

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

ch2

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

ch2

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

As a Supervisor you have three primary sources of influence:

A

Role

Reputation

Behavior

ch2

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

ch2

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

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

ch2

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

ch2

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

The key to influential leadership is your

A

behavior as a leader

ch2

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

ch2

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Leadership self care has three dimensions
physical, intellectual and emotional. ch2
26
Physical Fitness Make a effort to increase physical activity to support a _____ _______ Being physically active will also help you be a ___ _______ leader.
healthy lifestyle more energetic ch2
27
Intellectual Fitness Emotional Fitness
stay current with emerging trends and technology EAP available in most places of work ch2
28
- is a standard of conduct for professional and personal behavior based on shared values.
Ethics ch3
29
These three A’s help define this in action (ethics) -
Accountability Awareness Authenticity ch3
30
Accountability - .
Public employees are accountable their supervisors, government leaders, and the community. This also extends to their private lives. ch3
31
Awareness -
familiar with the standard they are expected to uphold. continuous education to assure current ethical standards are met. ch3
32
Authenticity -
must be genuine in character and willing to do the right thing when no one is watching. ch3
33
Professional ethics means _______ __________ _________ _______, including using ________ and _____________ communication practices _________to your employees and colleagues making _________ clear fair and consistent feedback on _________
``` striving to do your best as a supervisor consistent and supportive listening expectations performance ``` ch3
34
"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
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 ch3
35
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.
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? ch3
36
There are four other ethical decision making tools
Role model test Parent or child on your shoulder test The newspaper headlines test The golden rule test ch3
37
Golden Rule Test -
Would I want to be treated in the way I am about to treat someone else? ch3
38
- Role model Test -
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. ch3
39
-Parent or Child on your shoulder test -
What would I say to my children or the person who brought me up about the action Im about to take? ch3
40
- Newspaper Headline Test -
How would you feel if the headline in tomorrows newspaper announced what you are thinking of doing? ch3
41
Most government employees are
honest, hard working employees who want to do a good job. ch3
42
Strategic Plan Components Victor Missed Vicki Getting The Medal
``` Vision Mission Values Goals Tactics Measures ``` Ch4
43
- What the organization strives to be; a statement of a desirable future (one of the strategic Plan Components)
- Vision ch4
44
(one of the strategic Plan Components) - What the organization does to move towards the vision
- Mission ch4
45
(one of the strategic Plan Components) | - What the organization stands for, believes in ; guiding principles for service delivery
- Values ch4
46
(one of the strategic Plan Components) - Goals
Specific outcomes to be achieved by departments, divisions, and individuals ch4
47
(one of the strategic Plan Components) - Tactics -
Specific short term steps to help achieve the goals; a strategic to do list ch4
48
(one of the strategic Plan Components) - Measures -
Quantitive or qualitative indicators of progress ch4
49
Two useful tools for working with employees to set goals are
- VISTA - Visualized, Inspirational, Specific, Time bound, and Assessable - SMART - Specific, Measurable, Attainable, Relevant, and Timely ch4
50
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.
plan, do, check, act cycle Deming Wheel Dr. Edwads Demming ch4
51
- Step 1.PLAN - Strategic planning involves - Operational Planning - Involves breaking a strategic plan into the _____ _______ required to accomplish the work. Breaking the plan into ___ _____ ______.
setting priorities relation to the organization’s vision specific steps bite size pieces ch4
52
- Step 2. Do -_____ ______ task should be completed by your ________ not you. _______ ________ your employees to get the job done
most operational employees Delegation empowers
53
- Step 3. Check - Involves monitoring ____, ____ ___, and ____ _____. - Good supervisors usually ask strategic questions - - Also ask Operational questions -REEP
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? ch4
54
-Step 4. Act: | retrain, employees add or deduct the work needed every day. What needs to be done to secure a ____ _____
Do what needs to be done to make sure the work is being done successful outcome ch4
55
Eisenhower matrix:
Urgent , Not urgent and important and not important ch5
56
(Eisenhower Matrix) Spend more time in ____ _____ but important to reduce the demands and stress of _____ ______ and ______ _____ ________, try to avoid _____ ____ _____ ____
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 ch5
57
Spending ____ of your time on what ____ ________, rather than on what just has _____ will make you and your team high performers
80% has importance (agency) urgency? not sure what this suppose to be ch5
58
- 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 ___ ___ __.
strategic goals planning to do list ch5
59
Popular method for prioritizing is: | -Once prioritized move your to do list onto a calendar to schedule _____ ____ for each task
ABC -123 —— A1, A2, B1, B2, C1,C2 - from high to low allotted time ch5
60
Information provided to you as a courtesy may be sorted into four categories;
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
61
Action request can be categorized in these four categories;
1. Do it 2. Delegate it 3. Defer it 4. Delete it * - If the task only takes a minute , just do it! ch5
62
- 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 -
Delegate it! Also set deadline and follow up dates Defer it! - Make a appt to get the task done delete it ch5
63
Checking emails ___ _____times a day is usually enough. - Conquer _________
2 to 3 procrastination ch5
64
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.
motivated intimidated paralyzed ch5
65
There are four basic types of meetings;
Daily check in Staff tactical meeting Monthly strategic meeting Quarterly review ch5
66
- Daily check in -
generally brief and only covers a single subject. Ex... Give assignment for the day ch5
67
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.
-Staff tactical meeting ch5
68
- Monthly strategic meeting -
used to analyze and make decisions on critical issues that will affect the department in critical ways 2 hours per topic ch5
69
Quarterly review
-used to look at the organization as a whole. May involve staff beyond your immediate team. ch5
70
Maximize your time in meetings;
- 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 ch5
71
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.
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 ch6
72
Fiscal year -
the term used to describe the annual (twelve month) budget cycle. ch6
73
- Three Functions of the budget;
Control Management Planing ch6
74
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
Control * a function of budget ch6
75
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
Management - ch6
76
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.
Planning ch6
77
Most local governments have two types of budgets;
Operational budget Capital budget ch6
78
Operating budget -
Covers revenue estimates and planned expenditures for the year for all ongoing government activities. ch6
79
Capital Budget .
- Covers revenue sources and planned expenditures for nonrecurring, multi year items such as construction, equipment acquisition, or improvement of public facilities.
80
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
Operation and Capital expenditures separately ch6
81
Most common form of operating budgets are-
line item budget Program budget Performance budget ch6
82
- Organizes financial information into categories of expenditure for each department, division, or agency. Generally their are two broad expenditure categories salaries and other expenses.
- Line item budget It is the most traditional budget format and is often used by smaller local governments ch6
83
line Item Budget:
- 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. ch6
84
- presents financial information according to services to be provided ( street sweeping, solid waste)
Program budget
85
Program budget:
- 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 ch6
86
- Describes the amount of services provided by money spent ( list a number of miles of street be swept for per cost)
Performance Budget ch6
87
Performance Budget
- Easier to use than in the past because of technology - Many governments use a combination of formats in budgets ch6
88
- Capital Budget - Capital portion of local government annual budget is often drawn from the___ ___ ____ .
capital improvement plan (CIP). ch6
89
CIP is a:
multiyear plan for financing major equipment or infrastructure ch6
90
- Which two budgets explains the spending | plan for one year.
The capital budget in conjunction with the annual budget. ch6
91
- CIP include’s nothing that is used in ___ __ _____ . | - Not all _____ have a CIP.
day to day operations governments ch6
92
- CIP can;
- 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
- Some local governments require other budgets in addition to their annual operating and capital budgets. These other budgets are usually for programs funded by ___ ____ _____.
dedicated revenue sources ch6
94
The annual budget is a
legal, technical and public document. ch6
95
Major components of local government include;
The budget message Revenue estimates Program expenditure ch6
96
Budget planning -
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
- Department budget preparation -
- 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
Internal Budget Review -
CAO and other key officials review all request and make appropriate changes ch6
99
External budget review -
Public hearing both revenue and expenditure budget to be reviewed *Outcome is a balanced budget for the year ch6
100
Implementation -
letting staff know how new budget affects them and their work ch6
101
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 ```
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
People are motivated to work towards a common goal when they feel they are:
part of a team effort ch7
103
Groups on the other hand are collections of individual with: The absence of ______ distinguish a team from a group
no strong sense of responsibility to each other. camaraderie ch7
104
A group usually passes through four stages on its way to becoming a group;
Forming Storming Norming Performing ch7
105
______- 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
Forming ch7
106
_____- 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.
Storming ch7
107
_____- 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.
Norming ch7
108
______- 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
Performing ch7
109
Team success depends on establishing ____ ______ especially in tough economic times. _____ starts with the team leader.
clear expectations Accountability ch7
110
Seven steps to building a team ;
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
A team is more likely to achieve its goals if members are _____.
empowered. ch7
112
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.
Myers - Briggs Type indicator (MBTI) or DISC (dominance, influence, steadiness, conscientiousness) decisions making operating styles ch7
113
Three specific tools that supervisors can use to empower employees are;
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
Generally ___ of a supervisors day is spent communicating in some form
80% ch8
115
Communications is:
the exchange of information, facts, ideas and meanings. ch8
116
The communication process has at least 6 parts;
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
There are two types of communication;
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
Nonverbal messages -
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
Barriers to effective communication: When the barrier originates at the sender it is often because the sender is not___ ___ ____.
clear of the goal of the message ch8
120
Barriers to effective communication: When the barrier originates with the receiver, it is often because the receiver misses and ______ part of the message.
misinterprets ch8
121
Barriers to effective communication: No matter what the barrier the message may be rejected because it _____ with his or hers beliefs and _____
contradicts assumptions ch8
122
True listening goes beyond merely hearing:
it means understanding what the other person is saying. ch8
123
The average american speaks approx ___to___ words per min - the brain can comprehend ___ ____ times that amount of information
125 to 150 four to fives ch8
124
Basic guidelines for active listening;
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
Guidelines when you are giving feedback on performance;
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
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 _____
communicate tone tone that was not intended person ch8
127
Communicating with a diverse workforce: diversity can increase creativity and improve problem solving by introducing:
new perspectives and ideas ch8
128
There are four generations in the workplace:
Traditionalist - Born between 1922 and 1945 Baby Boomers - 1946 to 1964 Generation X - 1965 to 1980 Generation Y - 1980 to 2000 ch8
129
Being aware of generations preferred communication styles will: -Avoid
help better manage relationships stereotyping ch8
130
Opportunities for individual development are a key to:
retention factor for employees ch9
131
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
HR furnish a current and accurate description ch9
132
A legally compliant job description includes:
Specific duties Physical requirements if any Required knowledge , skill, and abilities Desirable knowledge, skills and abilities ch9
133
Preparing to conduct a successful interview includes these steps:
- 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
Three primary components of effective on boarding
Discussing job expectations Engaging new employees Promoting new employee retention ch9
135
Early in the on boarding process, two points should be made clear;
what you expect of the new employee, and what he or she expects from you ch9
136
When on boarding new employees the following steps will help get them off to a good start;
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
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 __ ___
three to six months check in system six months ch9
138
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?
skill level skills, and abilities already know training ch9
139
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 ___ ___
involved directly quickly action over time ch9
140
A cowboy must never go back on his work or a trust confided in him
Gene Aulry ch10
141
People who are ______ do what they say and say what they do
accountable ch10
142
Principles for coaching success:
1. Be a Conversation partner 2. Define outcome-vision for the team 3. Clarify performance 4.Build Dynamic Capability 5. Engage your employees interest and passion 6. recognize teachable moment for good or bad 7. use multiple coaching media 8. provide recognize and reward. 9. Effective coaches dont win by making last second decisions 10. 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
key components for counseling:
empathy caring listening confidentiality ch10
144
Successive counseling may include:
``` Identifying employees needs Be supportive Provide advice Refer to EAP when appropriate Seek assistance with HR ``` ch10
145
It is not your responsibility to solve their problems, but it's your responsibility to notice changes employees ______ or _______.
behavior or performance ch10
146
Putting yourself in another person's shoes
Empathy Chapter 10
147
Performance improvement plan
More rigorous than coaching, it is not a disciplinary action ch10
148
Five steps for performance improvement plan
``` 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
Progressive discipline
The purpose of disciplinary action is to change employees behavior or improve job performance ch10
150
``` 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- ```
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
Accountability is not negative but a:
continuum of responses ch10
152
- The legal effect to require a constitutional guarantee of | due process
“for cause” or “just cause” ch10
153
Confidentiality -
Not revealing to a third party what employee told you in trust. ch10
154
There are two exceptions to confidentiality in your counseling role: *You must have employees permission to refer them to help
If the person is being referred for professional assistance or the person is a danger to himself or others. ch10
155
EAP -possible issues include ; Substance abuse, ____ _____, major life event, ____, _____ or _______, aging parents, and family/ personal/ work relationships
emotional distress health financial or legal ch10
156
_______ are one of the most misunderstood and misused forms of organizational accountability
Evaluations ch11
157
You can have a positive outcome of the performance evaluations process as an opportunity to: *The evaluations process is on going
- Clarify job expectations - Address needed changes - acknowledge leading performers - communicate and reconnect ch11
158
New employees - Within the first two weeks you should create ____ ____.
performance goals ch11
159
Evaluating Performance Over the first six months , you should focus on,
- 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
During the evaluation process you should always focus on ____ _____ not _____ or ____ shortcomings and failures.
performance results personality or personal ch11
161
You should develop goals for each team member, should be evaluated with the ___ _____.
overall performance ch11
162
Every six to twelve months develop and discuss with all team members
- Employee goals - include actions that specifically designed to fulfill their responsibilities - Cover actions like training are challenging but realistic
163
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.
Title VII of the Civil Rights Act of 1964 ch11
164
Typical evaluation errors include;
- The tendency affect - The recency factor - The Halo or Horn - Personal Bias ch11
165
The ____ ____- happens when the supervisor rates everyone at the midpoint of the scale, regardless of performance
tendency affect ch11
166
- The ___ ___ - occurs when the supervisor rates an employee on the basis of a recent event and disregards the remainder of the evaluation period.
recency factor ch11
167
- The ___ ____ - effects happens when the supervisor lets especially positive or negative performance in one area influence the ratings for other area
Halo or Horn * positive(halo) * negative (horn) ch11
168
- THE ___ _____ - occurs when the supervisor allows factors not related to job duties to influence an employees performance rating.
Personal Bias ch11
169
In your role as supervisor, releasing employee motivation means:
aligning individual needs, and employees efforts to satisfy those needs, with goals of the organization ch12
170
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.
Abraham Maslow ch12
171
Maslows hierarchy of needs. Physiological needs:
Food, shelter, clothing, and an eviroment that sustains life ch12
172
Maslows hierarchy of needs. Security needs -
Physical safety and orderly environment ch12
173
Maslows hierarchy of needs. Social needs-
acceptance and a sense of belonging ch12
174
Maslows hierarchy of needs. Esteem needs -
self respect and respect for others ch12
175
Maslows hierarchy of needs. Self actualization or self fulfillment needs -
full development of individual abilities and a satisfying personal life ch12
176
The lower level needs must be satisfied before higher needs have any affect on _____.
motivation ch12
177
Human behavior is driven by ____ ____, and as long as a more basic need remains unsatisfied, it will _____.
unsatisfied needs dominate ch12
178
Frederick Herzberg theory of motivation is compatible with Maslows view. Herzbergs divides sources of motivation into two categories:.
those that prompt satisfaction and those that prompt dissatisfaction ch12
179
Herzberg identifies six factors that are most likely to satisfy workers and lead to increased level of motivation. They are;
Achievement , Recognition, Interesting(work), Responsibility, Advancement, Growth ch12
180
There are ten factors that Herzberg said are likely to demotivate when they reach undesirable levels. They are;
- Policies/ administration, supervision, relationships with supervisors, work conditions, salary, relationships with peers, personal life, relationships with subordinates, status, and security. ch12
181
The most frequent source of dissatisfaction is company policy and administration, also known as ____ _____.
bureaucracy or red tape. ch12
182
In his best selling book Drive: The surprising Truth About what motivates us Daniel H. Pink summarizes employee motivation in three concepts:
Autonomy Mastery Purpose ch12
183
Autonomy-
An urge to direct our own lives | ch12
184
Mastery -
The desire to get better and better at something that matters ch12
185
Purpose -
A yearning to do what we do in service of something larger than ourselves ch12
186
Many psychological models and assessments have been developed to measure and categorize human personalities into various groups. The most widely used is the
Myers- Briggs Type indicator ( MBTI). ch12
187
The combinations of certain components correlates to four categories of personality tempermant :
NF, NT, SJ, and SP ch12
188
NF ( Intuition and feeling, 12 % of populations)
- Look at the world and see possibilities - Tend to serve causes that advance human interest ch12
189
NT ( Intuition and thinking 12 % of population)
- see world through abstractions and possibilities - Try to theorize and intellectualize everything ch12
190
SJ ( Sensing and judging 38 % of population)
- what is practical and realistic - Yearn to belong to meaningful institution ch12
191
- SP ( Sensing and perception 38 % of populations)
- grounded in reality - driven to act in and adapt in the moment ch12
192
The needs of managers - Share____ _____ - Respect your __ ____ - Be a ___ ____ - Exercise ____ ___ - Underpromise and __ _ - Avoid surprises and ___ - Support your __ ___ - Meet your __ _____ - Earn trust by __ ____
``` 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
Implementing change takes ___ ______. Implementing change is ______.
time and patience difficult ch13
194
Ann Salerno and Lillie Brock describe six stages that | people move through in responding to change:
- Stage 1 Loss - Stage 2 Doubt - Stage 3 Discomfort - Stage 4 Discovery - Stage 5 Understanding - Stage 6 Integration ch13
195
You can lead your employees through change efforts by confronting the challenge of stages and keeping the process moving despite the initial resistance
one, two and three - Stage 1 Loss - Stage 2 Doubt - Stage 3 Discomfort ch13
196
Building commitment to change in three steps
Step 1 Promote the Why Step 2 Promote the how Step 3 Maintain Momentum ch13
197
- means that employees feel they have to make the change and truly support it.
Compliance ch13
198
- means they want to make the change and truly support it
Commitment ch13
199
Step 1 Promote the Why
- 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
- Step 2 Promote the how
- Provide well prepared instruction - Provide simple job aid - Make it fun, Provide coaching and mentoring, Keep repeating you message, Celebrate small wins, ch13
201
Step 3 Maintain Momentum
- 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
- is making a biased employment decisions against a person | because of there protected characteristic
Illegal discrimination ch13
203
- 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.
Harassment ch13
204
Disrespectful Behavior -
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
Federal and state law prohibit illegal discrimination and Harassment but not___ ____.
disrespectful behavior. ch13
206
________________, 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.
Title VII of the 1964 Civil Rights Act, as amended in 1991
207
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.
forty years of age or older 40 ch13
208
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 ___ ____ ____ ___.
Americans with Disabilities Act of 1990 undue hardship for the employer ch14
209
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.
the Genetic Information Nondiscrimination Act of 2008 ch14
210
The ___ __ ___ ___, as amended, prohibits sex discrimination in payment of wages to women and men performing substantially equal work in the same organization.
Equal Pay Act of 1967 ch14
211
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:
``` 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
Conducting an initial interview
- 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
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 __ __ ____ _
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
Approximately _______ injury and illness cases were reported among state and local government workers in 2011 OSHA was created in __.
820,900 1970 ch15
215
- conducts research and | makes recommendations on how to prevent work related injuries and illnesses.
NIOSH ( National Institute for Occupational Safety Health ) ch15
216
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
traffic safety issues, workplace accidents, and home and community safety. ch15
217
Four Major causes of workplace accidents are:
- People - - Equipment - - Materials - - Work Environment ch15
218
Quality customer service is defined as . External customer -
meeting or exceeding customer expectations citizens, visitors, business owners, developers, and civic leaders ch16
219
- Internal customers - Exceptional customer service - Accessibility
coworkers, supervisor,executives and elected officials revolves around the golden rule customer service means you are accessible and responsive ch16
220
Involves collecting data in a systematic and objective way to determine the efficiency and effectiveness of service delivery
Performance measurement | Ch 6
221
Performance measures generally fall in these categories
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
Financing for the capital budget may come from:
Local government tax revenues, a state or federal grant, long-term borrowing, or a combination of funding resources Ch6
223
Major components of a local government budget include
1)The budget message 2) revenue estimates 3) program expenditures Ch 6