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CDR Exam > III C Managerial characteristics, problem solving > Flashcards

III C Managerial characteristics, problem solving Flashcards

0
Q

human skills***

A

ability to work as a GROUP MEMBER, interpersonal; important at ALL levels, but imperative at LOWER levels

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1
Q

technical skills***

A

SPECIFIC ACTIVITY; LOWER LEVELS

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2
Q

conceptual skills***

A

ability to see organization as a WHOLE; importance increases at HIGHER ranks

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3
Q

technical vs. human vs. conceptual skills**

A
  • technical: specific activity, lower levels
  • human: working as group member, ALL levels but definitely lower
  • conceptual: seeing organization as a whole, higher levels
  • *key for the Q is to focus on what level of management it is
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4
Q

managerial role: information***

A

find and share information (monitor role, disseminator, spokesman)

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5
Q

monitor role

A

searching for information to be more effective

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6
Q

disseminator

A

transmits info to subordinates

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7
Q

spokesman

A

transmits information to people inside and outside

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8
Q

5 ways to make decisions/problem solve***

A

1) nominal group technique- Delbecq
2) Delphi technique
3) cause and effect (fish) diagram
4) Pareto charts
5) queue

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9
Q

steps of decision-making/problem solving**

A

1) RECOGNIZE & ANALYZE PROBLEM AND ASSESS***
2) determine workable solutions
3) gather data
4) choose solutions
5) take action
6) follow-up

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10
Q

nominal group technique is by whom?***

A

Delbecq

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11
Q

decision-making/problem solving: nominal group technique- overview/steps***

A

modification of brainstorming:

  • AUTHORITATIVE LEADER, CONTROLLED INTERACTIONS
  • HORSESHOE formation, SILENT generation of ideas
  • ROUND ROBIN REPORTING- leader records ideas one at a time
  • RANK items in priority order, then vote
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12
Q

decision-making/problem solving: Delphi technique***

A
  • series of WRITTEN interviews
  • participants DO NOT MEET
    (ex: medical research)
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13
Q

decision-making/problem solving: cause & effect (fish) diagram***

A
  • categorizes related factors to MAKE the INFLUENCE MORE OBSERVABLE
  • “WHAT ARE THE CAUSES OF THE EFFECTS (RESULTS) YOU ARE SEEKING?”
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14
Q

decision-making/problem solving: Pareto charts***

A

work on the TALLEST BAR or problem that occurs most frequently

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15
Q

what is the queue or queuing theory?***

A

develops relationships involved in WAITING IN LINE - snake-like queues

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16
Q

when/where is the queuing theory used?

A

analyzing flow of customers in a cafeteria

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17
Q

in relation to conflict, what is the manager’s role?***

A

manage conflict to MINIMIZE HARMFUL aspects and MAXIMIZE BENEFICIAL aspects

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18
Q

conflict resolution methods: dominance and suppression

A

repress conflict rather than settle it, creates a win-lose situation

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19
Q

examples/types of dominance and suppression conflict-resolution methods

A

1) forcing
2) smoothing
3) avoidance
4) majority vote

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20
Q

forcing (conflict resolution)***

A

“I’M THE BOSS”- no argument

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21
Q

smoothing (conflict resolution)***

A

TRIES TO TALK ONE SIDE INTO GIVING IN; more diplomatic, minimizes extent of disagreement

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22
Q

avoidance (conflict resolution)***

A

MANAGER AVOIDS taking position, pretends to be UNAWARE or postpones; NO ONE IS SATISFIED

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23
Q

resolve conflict by majority vote (conflict resolution)***

A

can be EFFECTIVE IF the members think PROCEDURE IS FAIR

24
Q

compromise - conflict-resolution

A

finding a middle ground, get some objectives achieved and sacrifices others

25
Q

compromise (conflict-resolution)- is this a good method?**

A

can be a WEAK method, does NOT usually lead to a solution that can BEST HELP ORGANIZATION

26
Q

integrative problem-solving

A

joint problem-solving situation, parties try to find a solution they can all accept

27
Q

what is influence?

A

action that will cause a change in behavior or attitude of another

28
Q

what is power?

A

ability to exert influence

29
Q

reward power***

A

ability to reward another for carrying out an order; INCENTIVES, PRAISE to reinforce

30
Q

coercive power***

A

ability to PUNISH for not carrying out requirements

31
Q

is coercive power effective in behavior change?***

A

INEFFECTIVE in motivating behavior change (***punishment….ineffective)

32
Q

position (legitimate) power***

A

subordinate acknowledges that the influencer has the right to exert influence due to position/JOB TITLE (ex: title of RDN > dietary host or something like that)

33
Q

expert power***

A

belief that influencer has some relevant expertise that the subordinate does not, provides credibility; KNOWLEDGE!

34
Q

referent power***

A

PERSONALITY, CHARISMA; based on desire to identify with or imitate the influencer, how well you are liked

35
Q

types of power: reward vs. coercive vs. position vs. expert vs. referent**

A
  • reward = give incentives, praise
  • coercive = punishment, ineffective
  • position = job title (position)
  • expert = knowledge/expertise
  • referent = personality, charisma
36
Q

managerial attributes that make SUCCESSFUL organizations***

A

1) BIAS for ACTION - fix it, do it, solve it
2) CLOSE TO YOUR CUSTOMERS - learn from them
3) RISK TAKER - new ways
4) PRODUCTIVITY through PEOPLE- treat with respect
5) HANDS-ON, VALUE-DRIVEN**

37
Q

management should be _____ & _____ **

A

hands-on, value-driven, participative; explain value process to employees

38
Q

SOP***

A

Standards of Practice in Nutrition Care- KNOWLEDGE!; competent level of nutrition care practice (ex: diabetes care, oncology care, education of dietetics practitioners, etc.)

39
Q

SOPP***

A

Standards of Professional Performance- BEHAVIOR!

40
Q

SOP vs SOPP***

A
  • SOP = knowledge

- SOPP = behavior

41
Q

legislative branch***

A

INTRODUCE A LAW, can override executive branch

42
Q

executive branch***

A

VETO legislation or SIGN it

43
Q

judiciary branch***

A

DISCARD a law (if in violation)

44
Q

in the stages of the legislative process, where can an RD present views?***

A

public hearings or earlier planning stages

45
Q

once a bill is placed in its final form and approved, it is sent to where?

A

Rules Committee for debate

46
Q

once sent to the Rules Committee for debate, who does a bill need approval from?**

A

BOTH Houses (House of Representatives and Senate) and the President

47
Q

differences between the House and Senate are worked out in…?***

A

a Joint House-Senate Conference Committee

48
Q

what does an appropriations bill do?***

A

must be passed to provide FUNDING/$$$$

49
Q

what is a federal regulation?

A

interprets and operates the law, carries force of a law but is easier to change

50
Q

regulations are written by whom?*****

A

STAFF MEMBERS of the AGENCIES CHARGED w/ ENFORCING the regulations (agencies examples = FTC, FDA, FCC)

51
Q

FTC- acronym & what does it regulate?***

A

Federal Trade Commission- TRADE, food ads, labeling

52
Q

FDA- acronym & what does it regulate?***

A

Food and Drug Administration- SAFETY of food products

53
Q

FCC - acronym & what does it regulate?***

A

Federal Communications Commission- COMMUNICATIONS, RADIO, TV

54
Q

what is the Federal Register, what does it do?**

A

notices of PUBLIC HEARINGS, CHANGES IN USDA FOOD PROGRAMS, proposed and final rules, agency decisions

55
Q

what is the Congressional Record, what does it do?

A

information from the floor, NO HEARINGS- lists bill with sponsors and action, issued daily when Congress is in session

56
Q

what is the Congressional Index, what does it do?

A

weekly update, identifies bill w/ sponsor and committee

57
Q

what is advocacy?***

A

PLEAD CAUSE of a group; aggressive form of action

58
Q

what is lobbying/

A

activities aimed at influencing public officials and legislators

CDR Exam (34 decks)

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