IFSTA: Management (Ch 22)

Question 1

Managing: definition

Answer 1

The act of influencing, controlling, monitoring, or directing a project, program, situation, or organization through the use of authority, discipline, or persuasion.

Question 2

Effective manager skills

Answer 2

• Understand managment theories
• Know various management functions
• Recognize management skills
• Understand change management

Question 3

Management resources

Answer 3

• Human resources: personnel assigned to C/O
• Financial: funds
• Physical: facilities, apparatus, tools, equipment
• Informational: data
• Time: time required for completion of any project

Question 4

4 functions of management process

Answer 4

• Planning
• Oranizing
• Leading
• Controlling

Question 5

Planning

Answer 5

• Setting goals and objectives, setting direction of organization or unit
• Both broadest and narrowest
  
  • Creation of mission statement
  • Development of tactics

Question 6

Organizing

Answer 6

• Coordinating tasks and resources to accomplish the unit’s goals
• Accomplished by establishing the internal structure of the unit/org
  
  • creates divisions of labor
  • coordinating allocation of resources
  • taking responsibility for tasks & information flow
• Includes staffing

Question 7

Leading

Answer 7

• Influencing, inspiring, and motivating employees to achieve the goals
• Also referred to as directing
• Proactive approach to managing

Question 8

Controlling

Answer 8

• Establishing and implementing the mechanisms to enusre objectives are attained
• Includes:
  
  • Setting performance standards
  • measuring and reporting performance
  • comparing performance
  • taking preventative/corrective action to close the gap between the two levels of performance

Question 9

Managment skills

Answer 9

Technical skills

• computers, know laws, codes, CBA, report writing, data analysis, tactics

Human and communication skills

• Interpersonal skills

Conceptual and decision-making skills

• Ability to understand abstract ideas, solve problems in multiple ways, understand organizations and the interrelationships of its parts

Question 10

Motivational methods

Answer 10

• Training
• Career planning
• Pride in accomplishment
• Respct the humanity of the employee
• Mutual trust (delegate, not micromanage)
• Assign authority with responsibility
• Remain committed to high quality
• Focus on safety and well-being of employees

Question 11

Actions that hurt motivation

Answer 11

• Micromanage
• Be vague about employee’s role in the unit/organization
• Permit employees to compete in unfriendly manner
• Permit employees to criticize each other

Question 12

Change process stages

Answer 12

1. Denial
2. Resistance
3. Exploration
4. Commitment

Question 13

Types of organizational change

Answer 13

• Strategic
• Structure
• Technology
• People

Question 14

Resistance Issues

Answer 14

• Uncertainty
• Loss of control or power
• Fear of loss
• Self-interest
• Learning anxiety
• Lack of trust
• Lack of shared vision

Question 15

7 Steps to overcome resistance to change

Answer 15

1. Create a climate for change (employees suggest, you implement)
2. Plan for change (Analyze, identify resistance, define-and-communicate objectives, identify & acquire resources, feedback loop for corrective action)
3. Communicate the advantage and effects of change
4. Meet the needs of both the organization and employees
5. Involve employees in change process
6. Provide support for employees during change
7. Seek the input and support of “opinion leaders”

Question 16

Change agent

Answer 16

• A person who leads a change project by defining, researching, planning, building support, and selecting members of a change team
• Qualities include:
  
  • attitude
  • knowledge
  • skills that ensure success of the project.

Question 17

Force Field Analysis

Answer 17

• Two forces: driving and restraining
• List both
• Maximize positive driving forces
• Minimize restraining forces

Question 18

Implementation model

Answer 18

• Unfreezing: managers demonstrate to work groups the difference between the current level of performance and new level
• Moving: work groups learn new behaviors, values, processes, or procedures (changing)
• Refreezing: changes become permanent

Question 19

5 step change model

Answer 19

1. Recognize need for change
2. Identify resistance and overcome it
3. Plan the change interventions
   
   1. Training and development
   2. Team building
   3. Job design
   4. Direct feedback (outside agent training)
   5. Survey feedback
4. Implement the change (use appropriate change agent)
5. Control the change (enforce, reviewm monitor, analyze)

Question 20

8 Reasons Change Fails

Answer 20

1. Change process too complex
2. Change process lacks universal support
3. Lack of a clear vision/awareness of its importance
4. Failure to communicate the vision to the Dept.
5. Allowing barriers to vision/change process
6. Not planning for and recognizing short-term results
7. Declaring completion prematurely
8. Failure to make the change a permanent part of Dept’s culture