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ALS > Set B Vol 2 > Flashcards

Set B Vol 2 Flashcards

1
Q

form the foundation for expectations and discipline and must be achievable, specific, observable and measurable. Form th efoundation for expectations and discipline.

A

standards

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2
Q

institutional values and principles of conduct that provide the moral framework within which military activities take place

A

core values

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3
Q

encourages Airmen to trust you and want to follow you, based on your referent power.

A

earned authority

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4
Q

______ members are not authorized to punish (art 15 or court martial)

A

enlisted

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5
Q

stops a problemfrom happening before it starts

A

preventive discipline

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6
Q

Steps of the PDP Progressive Discipline Process

A
  1. Counseling (LOC)
  2. Admonishment (LOA)
  3. Reprimand (LOR)
  4. Commander actions (includes punishment)
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7
Q

evaluating performance includes (3)

A
  1. observe performance
  2. compare to standards
  3. determine if performance meets, exceeds or fails standards
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8
Q

includes improving the job, situation and subordinate

A

subordinate improvement plans

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9
Q

3 purposes of the Enlisted Evaluation System

A
  1. provide feedback and expectations
  2. provide performance record
  3. provide info to ID best-qualified personnel
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10
Q

a method of collecting information that you witness such as interactions, processes, or behaviors as they occur

A

direct observation

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11
Q

relying on someone else to provide you with information about how your subordinate is performing

A

indirect observation

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12
Q

reviewing products/services and talking to customers who received the product/service. Includes QA inspection results

A

checking a completed product/service

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13
Q

methods of monitoring (3)

A
  1. direct
  2. indicrect
  3. oberving a completed product/service
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14
Q

factors that do not contribute to performance, nonessential elements of the job, and undue weight elements.

A

common pitfalls (relevancy errors)

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15
Q

evalutation principles include (2)

A
  1. methods of monitoring

2. common pitfalls

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16
Q

a formal system where supervisors communicate standards and expectations through inital, mid-term and follow up feedback

A

performance feedback system

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17
Q

when subordinates violate a standard or fall below the line of acceptability

A

rehabilitative feedback

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18
Q

type of feedback done before a subordinate violates a standard or falls below the line of acceptability

A

preventative feedback

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19
Q

team roles include (2)

A
  1. leader

2. member

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20
Q

team responsibilities/dynamics include (3)

A
  1. communication
  2. human relation
  3. participation skills
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21
Q

defines the”where and what” work centers accomplish on a daily basis.

A

mission statement

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22
Q

considers what the organization wants to be (preferred end state)

A

vision statement

23
Q

stage which members become testy and anxious; impatient with lack of progress; arguments. Highest level of conflict in work center

A

storming stage

24
Q

stage when attitudes change, norms are accepted, relationships are more cooperative and members reconcile disputes. High productivity

A

norming stage

25
Q

4 elements of the FAIR way

A

Feedback
Assistance
Inclusion
Respect

26
Q

genuinely internalizing the essence of diversity and seeking ways to incorporate diversity in behaviors, daily routines and operations.

A

social sensitivity

27
Q

includes developing a keen awareness and understanding of others’ emotions, feelings, personality, temperaments

A

social sensitivity

28
Q

includes assumptions, stereotypes, social biases, perceptions, perspectives, collusion, prejudices and discrimination

A

socio-behavioral tendencies

29
Q

thought process we employ to help us make sense of the world we live in. Influenced by beliefs/values and define how we act and treat others

A

socio-behavioral tendencies

30
Q

making sure everyone has the opportunity to participate fully in the workplace

A

inclusion

31
Q

recognizing each person’s unique value, contributions and potential to the organization

A

respect

32
Q

types of personal powers (3)

A
  1. referent
  2. expert
  3. information
33
Q

types of positional power (4)

A
  1. legitimate
  2. connection
  3. coercive
  4. reward
34
Q

includes selflessness, loyalty, integrity, commitment, energy and decisiveness

A

leadership traits

35
Q

includes competence, integrity, loyalty and initiative

A

followership traits

36
Q

power that is derived from the position within the organization

A

position power

37
Q

negotiating strategy that may minimially satisfy both sides. Each party gets something but usually not what both really need

A

settle strategy

38
Q

negotiating strategy preferred when preserving the relationship is the paramount concern even if it is at the expense of the task. More assertive party gets what they want

A

comply strategy

39
Q

negotiating strategy which achieves a mutually satisfying outcome while simultaneously managing the relationship. Supports task and relationship

A

cooperate strategy

40
Q

power derived from being charismatic

A

referent power

41
Q

refers to people you’re dealing with, what you stand to gain/lose, and the criticality of the situation

A

the who, stakes, and situation

42
Q

for ‘faces’ in ‘spaces’

A

Unit Personnel Management Roster (UPMR)

43
Q

document used to change (reclassify) attributes of positions listed on the Unit Manpower Document when their is a change in mission

A

Aurthorization Change Request (ACR)

44
Q

details the organizational structure, position numbers for each authorization, attributes associtated with each position, and other pertinent data units need to manage manpower resources

A

Unit Manpower Document (UMD)

45
Q

usually submitted and finalized in the 2nd quarter of the budget cycle (typically January)

A

FEPs

46
Q

used by all levels of an organization to identify and prioritize key requirements to current year spending and for developing next year’s budget.

A

FEPs

47
Q

occurs during the 2nd quarter. Cost centers begin working the 1st BER (aka unknown, unfunded requests) in October for submission by the RA in January

A

Budget Execution Review BER

48
Q

Eight types of waste

A 
Defects
Overproduction
Waiting
Non-standard over processing
Transportation
Intellect
Motion
Excess Inventory
49
Q

phases on unfreezing (3)

A
  1. unfreezing
  2. changing
  3. refreezing
50
Q

locking in and reinforcing the new procedure

A

refreezing (final phase)

51
Q

four step model for solving problems and carrying out change. Deming cycle

A

Plan-Do-Check-Act PDCA cycle

52
Q

should be used when change must be implemented quickly and subordinate input is not required

A

directive change

53
Q

includes involving subordinates in the change process in order to gain buy-in and commitment

A

participative change

ALS (5 decks)

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