Chapter 1 Flashcards
(284 cards)
1
Q
As a Supervisor, you’re roles consist, ______________, ______________, and
_______________?
A
Vital Link, Connection, and Glue
2
Q
A _____________ between the organization’s vision and the day-to-day activities that contribute to making that vision a ____________?
A
Vital Link / Reality
3
Q
The _____________ between the leaders who establish strategic goals for the organization and the “boots on the ground” who implement those goals.
A
Connection
4
Q
The _____________ that holds your team and projects together, so that the work keeps moving regardless of the political changes, tight budgets, changing priorities, staff reductions and new demands from citizens.
A
Glue
5
Q
True or False, below are a listed your Supervisory Responsibilities:
A
- Ensuring your team produces high quality work and delivers exceptional customer service.
- Leading, developing, supporting, coaching and motivating your team.
- Holding team members accountable for both outcome and behavior.
- Being a constant and consistent model of ethical, responsible, and respectful behavior.
- Communicating regularly both inside and outside the organization.
- Setting the direction for your work team unit and for individual team members to carry out the organization’s mission, vision, and strategic goals.
- Managing workloads— both your own and those of your team— to deliver on-time and on-higher outcomes.
- Creating and sustaining a safe, secure, healthy, and respectful organization.
- Managing change and being ready for the challenges that lie ahead.
6
Q
Your roles as a Supervisor will vary greatly depending on the ___________ and ___________ of your organization, the functions for which you are responsible, the degree of ___________ you are granted, and your awareness of your strengths and areas needing development.
A
Culture and Climate
7
Q
Which of the following are a few Supervisory practices which are key to your success…?
A
Understanding the difference between leading and managing, Making jobs more interesting and rewarding, Building relationships.
8
Q
Leading focuses on establishing direction, aligning employees based on the direction, and __________ and ___________ employees to succeed.
A
Motivating and Inspiring
9
Q
True or False… Leading produces change, with an emphasis on achieving long-term outcomes.
A
True
10
Q
True or False… Managing focuses on short-term results.
A
True
11
Q
Management keeps things ___________ –that is, day-to-day operations and leadership looks to the ___________.
A
Running / Future
12
Q
When you develop your leadership skills along with your management skills, you become a __________, not a __________.
A
Leader / Boss
13
Q
One of the toughest professional challenges you’ll face if you are a new Supervisor is becoming a ___________.
A
Boss to your former co-workers and friends
14
Q
A Successful Supervisor requires making changes in your operating style to adapt to your new roles and responsibilities, that include….
A
A. Rethinking your relationships with work friends who are now your subordinates.
B. Letting go of the tasks you used to do and trusting your team to get the tasks done.
C. Keeping an eye on the big picture and longer-term goals.
C. A, B and C
15
Q
A ___________ that reaches a high level of functioning is a group of people who respect
and trust each other and know that they can rely on each other.
A
Team
16
Q
When it comes to getting the job done, team members share the same __________, ___________ and __________.
A
Goals, Attitudes and Values
17
Q
Team spirit grows out of a sense of pride and belonging.
A
True
18
Q
With empowerment comes ___________.
A
Accountability
19
Q
When employees are involved in making decisions, they are _________ likely to embrace those decisions and be committed to implementing them.
A
More
20
Q
Effective supervisor encourage team members to participate in many decisions including
A
Planning, goals setting, scheduling, and allocating resources.
21
Q
A Supervisor who delegates authority and accepts employees’ decisions about how best to do their jobs is the __________ of a team, rather than the ________ of a work group.
A
Leader / Boss
22
Q
Delegating is essential to your supervisory success because it…
A
A. Helps employees feel Valued, Encourages creative and innovative problem solving.
B. Motivates employees to take full responsibility for their work, Increase productivity and
ensures that the work gets done.
C. Helps you manage your supervisory workload.
23
Q
Delegation can improve performance by requiring the ____________ of new skills by your employees.
A
Mastery
24
Q
What are the 4 parts to successful delegation?
A
Responsibility and Authority I
nstruction and Accountability
A and C
25
Which of the following are guidelines that will help you increase effectiveness of your delegation?
A. Be clear about what you want done, communicate the goal, the deadline, and any rules & procedures. Be sure that the employee understands the instructions.
B. Choose the right person for the right task; what you delegate is supposed to be challenging, but not impossible.
C. Give team members time and space to complete the assignment, Maintain open communication and check the progress.
D. Hold team members accountable for their assigned tasks and give them necessary authority to complete them and recognize the person’s accomplishments.
E. All of the above
26
True or False, your success being able to identify and resolve problems requires you to be approachable, connected, alert, open and aware.
True
27
Effective Supervisors are willing to _________ jobs to make them more interesting and challenging.
Redesign
28
True or False, It is often assumed that what workers want most from their jobs is more money, studies have shown that employees also want more control over their work.
True
29
Which is NOT a factor that makes the job more interesting?
The opportunity to take on more supervisory skills, tasks and authority in attempt to become a future supervisor yourself.
30
Putting time and effort into _____________ or _____________ employees’ jobs and helping employees balance life goals with job expectations is likely to be rewarded with higher morale, increased productivity, better work quality, lower turnover, and less absenteeism.
Enriching / redesigning
31
True or False, Investing in relationships both inside and outside the organization will usually produce better outcomes.
True
32
Getting input before something is implemented can save _________, __________, ___________.
Time, Money, and Frustration
33
True of False, You often function as a broker who must balance competing interests to achieve broad goals.
True
34
To be an effective broker, you must;
A. Stay in touch with the needs and views of your work unit.
B. Maintain a steady focus on defined goals
C. Be familiar with important external resources who may influence outcomes.
D. Model working across department lines and with outside organizations to achieve team success.
35
. Continuous, two-way communication makes it easier for you to identify ____________ that may interfere with achieving the work unit’s objectives
Roadblocks
36
True or False, Be a leader, not a boss.
True
37
Delegate _________ and __________, but be available for guidance and direction.
A. motivation and integrity
B. jobs and resources
C. tasks and authority
D. opportunities and goals
38
Strive to make jobs more __________ and __________.
interesting and rewarding
| Interesting and challenging
39
Your roles as a Supervisor will vary greatly depending on the ___________ and ________ of your organization, the functions for which you are responsible, the degree of ___________ you are granted, and your awareness of your strengths and areas needing development.
Culture and Climate
40
Leading focuses on establishing direction, aligning employees based on the direction, and ________ and ___________ employees to succeed.
Motivating and Inspiring
41
When you develop your leadership skills along with your management skills, you become a __________, not a __________.
Leader / Boss
42
One of the toughest professional challenges you’ll face if you are a new Supervisor is becoming a ___________.
Boss to your former co-workers and friends
43
___________ that reaches a high level of functioning is a group of people who respect and trust each other and know that they can rely on each other.
Team
44
Effective supervisor encourage team members to participate in many decisions including
___________.
Planning, goals setting, scheduling, and allocating resources.
45
From a practical perspective, leadership is a partnership that requires shared ___________ an d __________ from those who choose to follow the leader.
Commitment / consent
46
Consent comes through the development of __________, __________ and ____________.
Respect, trust, and commitment
47
True or False, Leadership competencies consist of….
A. Provides continuous, constructive feedback and coaching
B. Mentor, recognizes, and reward staff
C. Develops highly effective relationships with customers
D. Demonstrates and models a high level of commitment to public service
48
Situational leadership, as originally developed by _____________, suggests that there is No best style of leadership, and that successful leaders adapt their style to the situation at hand.
Ken Blanchard
49
As a supervisor, you have three (3) primary sources of influence:
role, reputation, and behavior
50
The __________ & __________ that comes with your role as a supervisor provides one source of influence.
power & authority
51
Leaders who use power to ___________ their employees rarely achieve the highest
levels of productivity.
Intimidate
52
____________ is a standard of conduct for professional and personal behavior based on
shared values.
Ethics
53
The most useful local government ethics policies are practical, easy to embrace, and based on _____________ values.
organizational
54
The toughest choices you will make as a supervisor are not choices between right and wrong but between ___________ and ___________.
right and right
55
The Code of Ethics for professional managers is based on six (6) principles.
Equity, Trust and Transparency, Honor, Integrity, Commitment, Stewardship
56
The strongest influence on employee behavior is the behavior of ____________ and _____________.
managers and supervisors
57
Ethical behavior is an __________ process.
on-going
58
1. If your actions inspire others to dream more, learn more, do more, and become more, you are a _________.
leader
59
1. True or False, Leadership is a constant area of research, discussion, scrutiny, and attention.
True
60
1. Organizational theorist Peter Senge observes, “________________.”
“those in positions of authority are not the source of authority.”
61
1. True or False, Leaders emerge at all levels of the organization.
1. True
62
As a Supervisor, you're roles consist, ______________, ______________, and
_______________?
Vital Link, Connection and Glue
63
A _____________ between the organization's vision and the day-to-day activities
that contribute to making that vision a ____________?
Vital Link / Reality
64
The _____________ between the leaders who establish strategic goals for the
organization and the "boots on the ground" who implement those goals.
Connection
65
The _____________ that holds your team and projects together, so that the work
keeps moving regardless of the political changes, tight budgets, changing priorities,
staff reductions and new demands from citizens.
Glue
66
Your roles as a Supervisor will vary greatly depending on the ___________ and
___________ of your organization, the functions for which you are responsible, the
degree of ___________ you are granted, and your awareness of your strengths
and areas needing development.
Culture and Climate
67
Which of the following are a few Supervisory practices which are key to your
success...?
Understanding the difference between leading and managing, Making
jobs more interesting and rewarding, Building relationships.
68
Leading focuses on establishing direction, aligning employees based on the direction,
and ____________ and ___________ employees to succeed.
Motivating and Inspiring
69
True or False... Leading produces change, with an emphasis on achieving long-term
outcomes.
True
70
True or False... Managing focuses on short-term results.
True
71
Management keeps things ___________ --that is, day-to-day operations and
leadership looks to the ___________.
Running / Future
72
When you develop your leadership skills along with your management skills, you
become a __________, not a __________.
Leader / Boss
73
One of the toughest professional challenges you’ll face if you are a new Supervisor
is becoming a ___________.
Boss to your former co-workers and friends
74
A Successful Supervisor requires making changes in your operating style to adapt
to your new roles and responsibilities, that include….
Rethinking your relationships with work friends who are now your subordinates.
Letting go of the tasks you used to do and trusting your team to get the tasks done.
Keeping an eye on the big picture and longer-term goals.
75
A ___________ that reaches a high level of functioning is a group of people who respect
and trust each other and know that they can rely on each other.
Team
76
When it comes to getting the job done, team members share the same __________,
___________ and __________.
Goals, Attitudes and Values
77
Team spirit grows out of a sense of pride and belonging.
True
78
With empowerment comes ___________.
Accountability
79
When employees are involved in making decisions, they are _________ likely to embrace those decisions and be committed to implementing them.
More
80
Effective supervisor encourage team members to participate in many decisions including
___________.
Planning, goals setting, scheduling, and allocating resources.
81
A Supervisor who delegates authority and accepts employees’ decisions about how best to do their jobs is the __________ of a team, rather than the __________ of a work group.
Leader / Boss
82
Delegating is essential to your supervisory success because it…
Helps employees feel Valued, Encourages creative and innovative problem solving.
Motivates employees to take full responsibility for their work,
Increase productivity and ensures that the work gets done.
Helps you manage your supervisory workload.
83
Delegation can improve performance by requiring the ____________ of new skills by your employees.
Mastery
84
What are the 4 parts to successful delegation
Responsibility, Authority, Instruction and Accountability
85
Which of the following are guidelines that will help you increase effectiveness of your
delegation
Be clear about what you want done, communicate the goal, the deadline, and any rules & procedures. Be sure that the employee understands the instructions.
Choose the right person for the right task; what you delegate is supposed to be challenging, but not impossible.
Give team members time and space to complete the assignment, Maintain open communication and check the progress.
Hold team members accountable for their assigned tasks and give them necessary authority to complete them and recognize the person’s accomplishments.
86
True or False, your success being able to identify and resolve problems requires you to be approachable, connected, alert, open and aware.
True
87
Effective Supervisors are willing to _________ jobs to make them more
interesting and challenging.
Redesign
88
True or False, It is often assumed that what workers want most from their jobs is more money, studies have shown that employees also want more control over their work.
True
89
Which is NOT a factor that makes the job more interesting?
The opportunity to take on more supervisory skills, tasks and authority in attempt to become a future supervisor yourself.
90
Putting time and effort into _____________ or _____________ employees’ jobs and helping employees balance life goals with job expectations is likely to be rewarded with higher morale, increased productivity, better work quality, lower turnover, and
less absenteeism.
Enriching / Redesigning
91
True or False, Investing in relationships both inside and outside the organization will usually produce better outcomes.
True
92
Getting input before something is implemented can save _________, __________, ___________.
Time, Money, and Frustration
93
True of False, You often function as a broker who must balance competing interests to achieve broad goals.
True
94
To be an effective broker, you must;
Stay in touch with the needs and views of your work unit.
Maintain a steady focus on defined goals
Be familiar with important external resources who may influence outcomes.
Model working across department lines and with outside organizations to achieve team success.
95
Continuous, two-way communication makes it easier for you to identify ____________ that may interfere with achieving the work unit’s objectives.
Roadblocks
96
True or False, Be a leader, not a boss.
True
97
Delegate _________ and __________, but be available for guidance and direction.
Tasks and Authority
98
Strive to make jobs more __________ and __________.
Interesting and Challenging
99
True or False, Leadership is a constant area of research, discussion, scrutiny, and attention.
True
100
If your actions inspire others to dream more, learn more, do more, and become more, you are a _________.
Leader
101
Supervisors and other emerging leaders cannot lead effectively without a deep understanding of the ____________ of the organization.
Mission
102
True or False, Frances Hesselbein has observed that “people want to be a part of something that makes a difference, that transcends the ordinary; they want a star to steer by.
True
103
Robert Rosen in his book Leading People, defines leadership this way: “First off, it is not a status… Leaders inspire rather than ____________, motivate rather than ___________, mobilize rather than _____________.
Intimidate, Monitor, Manage
104
True or False, Leadership is an activity… it does something. It enables a group of people to pursue a shared vision and create extraordinary results.
True
105
From a practical perspective, leadership is a partnership that requires shared ___________ and __________ from those who choose to follow the leader.
Commitment / Consent
106
Consent comes through the development of __________, __________ and ____________.
Respect, Trust, and Commitment
107
True or False, Leadership competencies consist of….
Provides continuous, constructive feedback and coaching
Mentor, recognizes, and reward staff
Develops highly effective relationships with customers
Demonstrates and models a high level of commitment to public service
108
Situational leadership, as originally developed by _______________, suggests that there is no best style of leadership, and that successful leaders adapt their style to the situation at hand.
Ken Blanchard
109
As a supervisor, you have three (3) primary sources of influence:
Role, Reputation, and Behavior
110
The __________ & __________ that comes with your role as a supervisor provides one source of influence.
Power & Authority
111
Leaders who use power to ___________ their employees rarely achieve the highest
levels of productivity.
Intimidate
112
True or False, Effective leaders do not rely solely on the authority vested in their role or title?
True
113
Your ____________ as a supervisor is your second (2nd) major source of influence.
Reputation
114
____________ is the story that peers, subordinates, and others tell about you.
Reputation
115
Reputation can be changed because as a supervisor you control the most important aspect of the story ---- your _____________.
Behavior
116
Effective leaders earn a positive reputation by building _________ with those they lead
Trust
117
Jim Collins talks about maximizing performance by matching people, skills, and organizational needs in his monograph, ___________________.
Good to Great and the Social Sectors
118
Jim Collins suggests that leaders can build pockets of greatness throughout the organization by getting…
The right people on the bus
The wrong people off the bus
The right people into the right seats
119
True or False, The key to influential leadership is in your behavior as a leader.
True
120
True or False, Behavior is a better predictor of effective leadership than personal traits.
True
121
16. Below are some better predicators of leadership success are specific behaviors such as
________________________.
Making sure the work group has reliable information to achieve goals.
Treating subordinates as equals.
Allowing, encouraging, and seeking employee input.
Giving employees control over their own work
Plus—Frequently giving credit for a job well done.
122
The following are leadership practices that will improve your leadership capacity and enchance your skills as a successful leader.
Model, Inspire, Challenge, Enable, Encourage
| M.I.C.E.E.
123
As a local government leader, you are a steward of the public _________ and public fund; this makes your ethical convictions and confidence even more important.
Trust
124
True or False, having the courage of your convictions is vital to your effectiveness and credibility as a leader.
True
125
By modeling the behavior of a learner, you also set the stage for your employees to
__________ and ___________.
Grow and Develop
126
Being a leader involves establishing relationships, building trust, __________, and
___________ employees to succeed.
Coaching and Empowering
127
True or False, whatever your personality or style is, you can become an effective and successful leader.
True
128
Your employees, given ______________, will give more valid and realistic descriptions of your leadership behavior than either you or your boss.
Anonymity
129
Your peers and direct report those who are consumers of your leadership skills tend to have the most useful _________________ of your leadership behavior.
Perceptions
130
True or False, referring to feedback, look for recurring themes rather than focusing on isolated comments.
True
131
Your leadership influences and success are directly related to 2 factors. How your colleagues and subordinates…
Perceive your leadership behavior and how your leadership behavior directly affects them
132
Leadership self-care has three (3) dimensions:
Physical, Intellectual, and Emotional.
133
True or False, maintaining your physical well-being and managing your stress are important to leadership effectiveness.
True
134
Walking meetings encourages creative ____________ and _____________.
Thinking and Action
135
True or False, EAP stands for ___________ _____________ _____________ that can help you deal with emotional challenges or refer you to an appropriate resource.
Employee Assistance Program
136
Your emotional intelligence, IQ is important in the workplace, Daniel Goleman describes a four (4) part model for emotional intelligence.
Self-awareness and Self-management
| Social awareness and Relationship management
137
True or False, anyone can be a leader?
True
138
True or False, Leadership development begins and ends with… How others perceive your behavior and how your behavior affects others.
True
139
Having the courage to say no, face the truth and do the right thing because it’s right are the magic keys to living your life with ____________.
Integrity
140
True or False, Citizen trust in government is based on the behavior and performance of the people who represent the government---from the Chief elected official to every employee.
True
141
____________ is a standard of conduct for professional and personal behavior based on shared values.
Ethics
142
The most useful local government ethics policies are practical, easy to embrace, and based on _____________ values.
Organizational
143
The toughest choices you will make as a supervisor are not choices between right and wrong but between ___________ and ___________.
Right and Right
144
The Code of Ethics for professional managers is based on six (6) principles.
Equity, Trust and Transparency, Honor, Integrity, Commitment, Stewardship
E, T & T, H, I, C, S
145
The strongest influence on employee behavior is the behavior of ____________ and _____________.
Managers and Supervisors
146
Ethical behavior is an __________ process.
On-going
147
True or False, Ethical behavior involves understanding the government’s principles and guidelines, living those principles daily, and making decisions based on those principles.
True
148
The three (3) A’s help define ethics in action.
Accountability, Awareness and Authenticity
149
____________--- public employees are accountable to their supervisors, government leaders, and the community.
Accountability
150
___________--- public employees must be familiar with the standards they are expected to uphold, with continuous learning knowledge of ethical standards.
Awareness
151
____________--- public employees must be genuine in character and willing to do the right thing even when no one is watching.
Authenticity
152
True of False, Ethical behavior in your unit begins with you.
True
153
Which of the following guidelines will help you model ethical behavior.
Know the rules
Walk the talk
Teach the way
Hold the line
154
Coaching employees is a _______ responsibility.
Daily
155
Coaching is designed to:
Help employees with personal and professional development
Improve current work performance
Increase performance results
156
Most coaching will focus on job knowledge, skills, and ________.
Performance
157
Ethical behavior is a particularly important area which you need to provide, _______, ________, and ________.
Guidance, Coaching and Feedback
158
Self-evaluation behavioral model was developed and used by __________.
Keilty Goldsmith and Company (Milford, Conn)
159
Self-evaluation behavioral model by Keilty Goldsmith, was entitled…________.
The Behavioral Model: Steps in the Process
160
Self-evaluation behavioral model by Keilty Goldsmith, “The Behavioral Model: Steps in the Process” offers eight (8) actions. (Coaching
```
1- Ask
2- Listen
3- Think
4- Thank
5- Respond
6- Involves
7- Change
8- Follow-up
```
161
Six (6) questions to assess whether a possible action is Ethical.
1- The Law, is it legal
2- Policy, am I violating a regulation or policy
3- Integrity, am I breaking my word
4- Appearances, conflict of interest
5- Clear Thinking, emotion or bias clouding my judgment
6- Perspective, will I be proud of my conduct
162
Four (4) other useful tools for ethical decisions.
Role Model test
2- Parent or Child on your shoulder Test
3- Newspaper Headline Test
4- Golden Rule Test
163
Role Model Test...
What would my role model or mentor think or do in the same situation.
164
Parent or Child on your shoulder test…
What would I say my children or to the person who brought me up about the actions I’m about to take.
165
Newspaper Headlines Test…
How would you feel if the Headlines in tomorrow’s newspaper
166
19. Golden Rule Test…
Would I want to be treated in the way I am considering treating someone else.
167
An essential part of your job is to lead your employees towards _________.
Ethical Behavior
168
You can lead your employees toward ethical behavior by _________.
Making ethics a part of daily life
Staff meetings as an opportunity to talk about the values of the organization
Share with your employees tools for helping them make ethical decisions
Offering simple reminders once a week
Encouraging and supporting employees participation in training sessions
169
Your goal is always to get the highest quality equipment, product, or service for the
best price, regardless of your relationship with a given _________.
Vendor
170
Carry out that supervisory role begins with understanding your organization’s __________________ and then connecting it to your division’s ______ to _____ work.
Strategic Plan / Day to Day
171
Many local government organizations have a formally adopted Strategic Plan that includes a _________, ________, ________, and _________ to guide the organization for several years.
```
Vision, Mission, Values, and Goals
(V. M. V. G)
Mission
Values
Goals
```
172
________, _________, and ________ are often developed each year in conjunction with the Annual Budget Process to provide operating guidance for all departments.
Goals, Objectives, and Tactics
173
The following six (6) are the Strategic Plan Components
Vision, Mission, Values, Goals, Tactics, and Measures
174
__________ is what the organization strives to be; a statement of a desirable future.
Vision
175
__________, is what the organization does to move toward the vision.
Mission
176
__________, is what the organization stands for, believes in; guiding principles for service delivery.
Values
177
__________, specific outcomes to be achieved by departments, divisions, and individuals.
Goals
178
_________, specific short-term steps to help achieve the goals; a strategic to-do list.
Tactics
179
_________, quantitative or qualitative indicators of progress.
Measures
180
The most effective mission and vision statements are _______, _______, and
_________.
Clear, Easy to Understand and Motivating
181
As a Supervisor, your challenge is to translate the organization Vision and Mission
into a set of measurable _________ and _________ for your unit.
Goals and Objectives
182
Each employee should develop __________ that define individual contributions towards achieving team goals.
Performance Goals
183
A goal is a __________ that defines an outcome to be achieved.
Target
184
True, or False, Goal setting is a powerful tool for motivating a work team.
True
185
The most useful Goals are _______, _______, and ________.
Clear, Challenging, and Measureable
186
The clearer the Vision, the more ________ that Vision is.
Inspiring
187
Two (2) tools for working with employees to set Strategic Goals are ______ and
________.
VISTA and SMART
188
.I.S.T.A Goals, stands for?
```
V isualized
I nspirational
S pecific
T ime Bound
A ssessable
```
189
S.M.A.R.T Goals, stand for?
```
S pecific
M easureable
A ttainable
R elevant
T imely
```
190
The first step (1st) in creating goals is to _________ the outcome.
Visualize
191
The second step (2nd) is to make the visualized outcome________.
Inspirational
192
The third step (3rd) is to make the visualized and inspirational outcome ________ by adding details about what is expected.
Specific
193
The fourth step (4th) is to set a ___________ for achieving your __________. (Time Bound)
Deadline / Outcome
194
The final step is to establish measure to gauge ________ toward the outcome.
Progress
195
A Goal that includes something you can count is __________?
Assessable – The Final Step
196
For routine work procedures, a manual that outlines in details is ___________?
Standard Operation Procedures (SOP)
197
True or False, A Good Manual, identifies the goals and standards, breaks
down the work processes into tasks and activities, and outlines the steps
that are necessary to perform a job productively and safely.
True
198
Once you have a vision, _______ goals for your work, and ______ processes in place for how to accomplish the work, it is your job to guide your team to achieve results.
Clear / Clear
199
One approach to providing structure is the _______?
Plan--Do--Check—Act Cycle” also called Deming Wheel
200
True or False, “Plan--Do--Check—Act Cycle” is for continuous improvement.
True
201
The “Plan--Do--Check—Act Cycle” was created by _________.
```
Dr. W. Edward Deming
1- Plan
2- Do
3- Check
4- Act
```
202
Plan--Do--Check—Act Cycle” is to ensure quality control and high performance in
the __________.
Workplace
203
High performing work teams see their supervisors as very good _________.
Planners
204
Under planning, as a supervisor, you are responsible for _________ planning,
__________ planning and __________ planning with each employee you supervise.
Strategic / Operational / Individual
205
__________planning involves setting priorities in relation to the organization’s vision.
Strategic
206
__________ planning involves breaking a strategic plan into specific steps required to accomplish the work.
Operational
207
Operational planning may be done on a _______, _______, or even _______ basis.
Monthly, Weekly, Daily
208
True or False, in most cases written plans work better.
True
209
True or False, Planning is a habit you can and should develop.
True
210
True or False, Continuous improvement is an ongoing effort to improve products,
services, or processes.
True
211
The most important aspect of “Planning” is __________ time for the employees who will be doing the work.
Scheduling
212
If you going to earn your employees’ respect as a team leader, they should feel that you __________ them.
Trust
213
The findings that arise from the “_________” step determine the “__________” step.
“Check” / “Act”
214
Planning the operational work of your employees should be refined on a _______ basis.
Daily
215
The “Do” stage will help employees increase _________ and _________ with the work.
Comfort / Familiarity
216
“Check” involves focusing on _________ out- comes rather than specific work processes or approaches.
Performance
217
True or False, good supervisors make ___________ a regular practice for themselves and their team.
Feedback
218
Success for a supervisor is not getting everything done, but getting the _______ things done well.
Right
219
___________ developed a fairly simple system to prioritize.
General Dwight D. Eisenhower
220
___________ is based on an activity’s value to the vision of the organization and how it contributes to the organization’s mission, leadership’s priorities, and your work goals.
Importance
221
__________ means a task requires immediate attention.
Urgency
222
Urgent matters insist on __________.
Actions
223
Spending ______% of your time on what has importance, rather than on what just has urgency, will make you and your team high performers.
80 %
224
Having the courage to say no, face the truth and do the right thing because it’s right are the magic keys to living your life with ____________.
Integrity
225
True or False, Citizen trust in government is based on the behavior and performance of the people who represent the government---from the Chief elected official to every employee.
True
226
____________ is a standard of conduct for professional and personal behavior based on shared values.
Ethics
227
The most useful local government ethics policies are practical, easy to embrace, and based on _____________ values.
Organizational
228
The toughest choices you will make as a supervisor are not choices between right and wrong but between ___________ and ___________.
Right and Right
229
The Code of Ethics for professional managers is based on six (6) principles.
Equity, Trust and Transparency, Honor, Integrity, Commitment, Stewardship
E, T & T, H, I, C, S
230
The strongest influence on employee behavior is the behavior of ____________ and _____________.
Managers and Supervisors
231
Ethical behavior is an __________ process.
On-going
232
True or False, Ethical behavior involves understanding the government’s principles and guidelines, living those principles daily, and making decisions based on those principles.
True
233
The three (3) A’s help define ethics in action.
Accountability, Awareness and Authenticity
234
____________--- public employees are accountable to their supervisors, government leaders, and the community.
Accountability
235
___________--- public employees must be familiar with the standards they are expected to uphold, with continuous learning knowledge of ethical standards.
Awareness
236
____________--- public employees must be genuine in character and willing to do the right thing even when no one is watching.
Authenticity
237
True of False, Ethical behavior in your unit begins with you.
True
238
Which of the following guidelines will help you model ethical behavior.
Know the rules
Walk the talk
Teach the way
Hold the line
239
Coaching employees is a _______ responsibility.
Daily
240
Coaching is designed to:
Help employees with personal and professional development
Improve current work performance
Increase performance results
241
Most coaching will focus on job knowledge, skills, and ________.
Performance
242
Ethical behavior is a particularly important area which you need to provide, _______, ________, and ________.
Guidance, Coaching and Feedback
243
Self-evaluation behavioral model was developed and used by __________.
Keilty Goldsmith and Company (Milford, Conn)
244
Self-evaluation behavioral model by Keilty Goldsmith, was entitled…________.
The Behavioral Model: Steps in the Process”
245
Self-evaluation behavioral model by Keilty Goldsmith, “The Behavioral Model: Steps in the Process” offers eight (8) actions. (Coaching)
```
1- Ask
2- Listen
3- Think
4- Thank
5- Respond
6- Involves
7- Change
8- Follow-up
```
246
Six (6) questions to assess whether a possible action is Ethical.
1- The Law, is it legal
2- Policy, am I violating a regulation or policy
3- Integrity, am I breaking my word
4- Appearances, conflict of interest
5- Clear Thinking, emotion or bias clouding my judgment
6- Perspective, will I be proud of my conduct
247
An illegal action is unethical.
True
248
Four (4) other useful tools for ethical decisions.
Role Model test
2- Parent or Child on your shoulder Test
3- Newspaper Headline Test
4- Golden Rule Test
249
Role Model Test...
What would my role model or mentor think or do in the same situation.
250
Parent or Child on your shoulder test…
What would I say my children or to the person who brought me up about the actions I’m about to take.
251
Newspaper Headlines Test…
How would you feel if the Headlines in tomorrow’s newspaper.
252
Golden Rule Test…
Would I want to be treated in the way I am considering treating someone else.
253
An essential part of your job is to lead your employees towards _________.
Ethical Behavior
254
You can lead your employees toward ethical behavior by _________.
Making ethics a part of daily life
Staff meetings as an opportunity to talk about the values of the organization
Share with your employees tools for helping them make ethical decisions
Offering simple reminders once a week
Encouraging and supporting employees participation in training sessions
255
Your goal is always to get the highest quality equipment, product, or service for the
best price, regardless of your relationship with a given _________.
19. Vendor
256
Supervise employees in a fair and unbiased way, avoiding _______, _______ and
_________.
Gossip, Discrimination and Favoritism
257
____________ developed a fairly simple system to prioritize.
General Dwight D. Eisenhower
258
___________ is based on an activity’s value to the vision of the organization and how it contributes to the organization’s mission, leadership’s priorities, and your work goals.
Importance
259
__________ means a task requires immediate attention.
Urgency
260
Urgent matters insist on __________.
Actions
261
Spending ______% of your time on what has importance, rather than on what just has urgency, will make you and your team high performers.
80 %
262
The 1st Step in organizing your work is to put your _________ goals where you will see them while planning your daily work.
Strategic
263
Your highest strategic priorities are the ___________ that support your vision.
Tasks
264
Your most _________ priorities are the tasks with approaching deadlines.
Urgent
265
What’s the most common way to organize tasks is to create a __________.
To-Do-List
266
The most popular method for prioritizing a to-do-list is _________.
ABC-123
267
Action requests can be categorized into four (4) categories _________.
Do it
2- Delegate it
3- Defer it
4- Delete it
268
One of the lost common management mistakes is not ___________ enough.
Delegating
269
_____% of alert checkers never return to what they were working on before the interruption.
61 %
270
____________ is delaying action items that should be done now.
Procrastination
271
Procrastination often produces personal _________ and _________.
Stress / Anxiety
272
True or False, Procrastination is a habit that you can choose to change.
True
273
As a Supervisor, you will spend significant time in meetings. There are four (4) basic types of meetings.
Daily check-in
1- Staff tactical meeting
2- Monthly strategic meeting
3- Quarterly review
274
The ____________ meeting is generally brief and covers only a single subject.
Daily check-in
275
True or False, The purpose of the Daily check-in is to help the team members avoid confusion about how priorities are translated into action each day and to make sure nothing falls through the cracks on a given day.
True
276
The __________ meeting focuses on tactical issues and is likely to last from 45 minutes to 90 minutes.
Staff tactical meeting
277
The __________ meetings are used to analyze and make decisions on critical issues that will affect the department. These meetings generally take up to __ hours.
Monthly strategic meeting / two (2)
278
The __________ is used to look at the organization as a whole and may involve staff beyond your immediate team.
Quarterly review
279
The _________ should list each topic of discussion for the meeting and the estimated amount of time for each topic.
Agenda
280
Always distribute the agenda at least _____ day in advance of the meeting so team members come prepared to discuss the identified topics.
One (1)
281
A meeting chair, should manage both the time and topics covered. A key to being a good meeting chair is to ________ people’s _______ by starting and ending on time.
Respect / Time
282
Wrap up each meeting by summarizing key points and __________ action items.
Follow-up
283
Decide with your team what must be done, ________ and ________.
Where / When
284
Spending ______% of your time on what has importance, rather than on what just has urgency, will make you and your team high performers.
80 %
