Exam 2 flashcards.txt

Excitement phase, hard work phase, turning point phase, institutionalized phase

• Element of surprise
• fear of becoming obsolete or unimportant to group
• inertia
• insecurity
• personal conflict

• Participation
• behavior modification
• mandating change
• time allowance
• group dynamics

lets people learn and grow, gives them a sense of control and security, reduce fear of unknown since they help plan the future, you get better buy-in from your subordinates

adapting people to change through positive reinforcement, people prefer encouragement to criticism and respond better to praise rather than censure, track daily praise vs. finding fault and note the results

a top-down approach, leader is responsible for major decisions, this is effective in certain circumstances but can brew resentment over time

timetables for change help leader and subordinates know what change to expect and when, everyone can see the overall goal and see how each activity contributes to change, increase understanding for the need of a schedule, enables you to see pitfalls in method, make necessary modifications to ease the transition

benefits of a close-knit group are less resistance to change, the group helps bring about the change, and influence within a group yields positive results

• systematic arrangement of people brought together to accomplish a specific purpose
• characterized by organizational structure, people, and goals

• Effectiveness: related to goals, how well you attain the desired ends
• Efficiency: related to the means, relationship between inputs and outputs, minimize wasteful resource usage

• Planning
• organizing
• leading
• controlling

• Determine the task
• establish the structure
• allocate resources
• develop procedures

• Span of control (best number of people to oversee, depends on level in organization)
• functional grouping (work groups that make jobs easier and avoid overlap)
• unity of command (only one boss for each assigned task)
• delegation of authority (don't over or under delegate)

• conceptual (ability to coordinate interest/activities)
• interpersonal (understand, mentor, and motivate others)
• technical (use tools, procedures and techniques)
• political (build a power base and establish connections)

• control organizational environment and resources
• organize and coordinate
• handling information
• provide growth and development
• motivate team and handle conflicts
• strategic problem solving

• Forcing
• accommodating
• avoiding
• compromising
• collaborating

low cooperation high assertiveness, produces quick results, breeds hostility if used often, use under a time crunch, use when you have the expertise and know you're right, use when you must enforce an unpopular decision

high cooperation low assertiveness, use if the issue isn't critical and the relationship is more critical, use when the power gap is large (i.e. you and your supervisor)

you basically don't care about the conflict, use when the issue doesn't affect you or when the conflict is outside of the goal of the organization

meeting halfway, everyone gets something they want but give up something they want at the same time, personal differences are typically involved and the differences are extreme, use when you need resolution and need to keep relationships intact, use under a time crunch

address concerns of all parties involved, using problem solving methods to collaborate and find a solution, the solution is win-win and everyone is happy with the solution, use when time and situation permit

• 1. diagnose source of conflict and circumstances
• 2. select appropriate strategy
• 3. implement strategy
• 4. see conflict through to a successful outcome

• Personal differences: emotionally charged, people-focused, not issue-focused
• Informational deficiencies: instructions interpreted differently, factual and straightforward, not about values
• Role incompatibility: different entities have different goals, a common superior typically mediates
• Environmental stress: shortage of resources, uncertainty

• Ambiguous jurisdictions
• Conflict of interest
• Communication barriers
• Over-dependency on one party
• Differentiation in organization
• Association of parties
• Need for consensus
• Behavior regulations
• Unresolved prior conflicts

any personal relationship, whether pursued on or off-duty, that detracts from the authority of superiors or results in, or reasonable create the appearance of, favoritism, misuse of office or position, or the abandonment of organizational goals for personal interests.

A personal relationship between an officer and enlisted member which violates the customary bounds of acceptable behavior in the Air Force and prejudices good order and discipline, discredits the armed services, or operates to the personal disgrace or dishonor of the officer involved.

• 1. The accused was a commissioned or warrant officer
• 2. The accused fraternized with enlisted members on terms of military equality
• 3. The accused knew the person to be an enlisted member
• 4. The accused violated the customs of the service that officers shall not fraternize with enlisted members on terms of military equality
• 5. The conduct was prejudicial to good order and discipline of the armed forces or of a nature to bring discredit upon the armed forces

They can adversely affect unit morale, discipline, respect for authority, cohesion, or mission accomplishment

• Power: the capacity to produce an effect on others; it's the element that causes the change
• Influence: a change in attitudes, values, beliefs, or other behavior as a result of power.

• Expert
• legitimate
• referent
• reward
• coercive

power of knowledge, followers can have expert power over leaders in some situations

formal official authority due to rank, can be abused causing you to lose influence, needs to be balanced by other kinds of power

influence based on relationship between leader and followers, takes time to develop, when a follower looks up to and respects the leader

potential to influence others due to one's control over desired resources like awards or performance reports

potential to influence others through the administration of negative sanctions

• Retribution
• reciprocity
• reason

• based on threats either by direct threats (coercion) or indirect threats (intimidation), reserved for crisis situations, use sparingly
• Pros: immediate effect, followers follow the specifications of the manager
• Cons: creates resistance, resentment and alienation, stifles initiative and motivation

• achieving compliance by satisfying the needs of both parties (favors through social obligations)
• Pros: Results without resentment, both parties benefit, you can bargain without justifyingyour actions
• Cons: Requires trust, in the future you will come to expect negotiations for all requests, and it undercuts group commitment (a what's in it for me attitude)

• articulation of concept so subordinates know what you're doing and why and recognize the value of the plan
• Persuasion: explicit and direct, respects the judgment and ability of the subordinate
• Manipulation: based on disrespect of subordinates abilities and mistrust in their judgment
• Pros: higher compliance, people committed to group principles, superiors rate effectively, low job stress and high job satisfaction for subordinates
• Cons: it takes time to build the trust, and the more people involved the longer it takes; Takes 2 forms:

Intentional sexual contact, characterized by use of force, physical threat, abuse of authority or when the victim does not or cannot consent. Includes rape, nonconsensual sodomy, indecent assault, or attempts to commit these acts. Occurs without regard to gender or spousal relationship. Consent does not mean the failure to offer physical resistance.

• Restricted reporting: allows access to medical care and counseling without forcing an investigation; report to SARC or base medical provider
• Unrestricted reporting: forces investigation, report up chain of command

• Perpetrator: assaults victim or prepares the victim for assault
• Facilitator: helps out perpetrator by enabling or encouraging them
• Bystander: not involved, observes the situation; can decide to act or not act
• Victim: assaulted by perpetrator

Important to rebuild trust, so listen empathetically, reserve judgment, and ask what you can do to help. Don't gossip, ask why questions, or blame the victims