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56 Questions

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Computer Software Quizzes & Trivia

Questions and Answers
  • 1. 
    Which phase of team development is the earliest phase where the team is productive at a satisfactory level?
    • A. 

      Only at the highest phases of team development.

    • B. 

      During the initial forming of the team when they are getting to know each other.

    • C. 

      During the phase when cliques are gaining strength and members are being more vocal.

  • 2. 
    MSgt Jones assembles his team, who have never met before, to work on the dining-in committee. There were many problems last year with the dining-in. he has everyone introduce themselves and get to know each other. He introduces himself last and clearly states he is the team leader. He then states he’s like to brainstorm some ideas. His actions are…
    • A. 

      Probably going to result in an effective team because he considered all the phases of team development.

    • B. 

      Not going to result in an effective team because team members do not fully understand the goal of the team and the parameters of the goal.

    • C. 

      Effective in gathering some early ideas to use later as team members become more productive.

  • 3. 
    MSgt Smith needed to assemble a team to prepare for a major equipment upgrade project. Which of the following would be a good idea for the first meeting of his team? Have members introduce themselves and get to know each other and….
    • A. 

      Provide detailed information on the goal of the team, set a time and date for the next meeting.

    • B. 

      Review the goal for the team ensuring everyone understands what’s expected, assigned required additional duties and responsibilities, and establish a time and date for the next meeting.

    • C. 

      List the task required for goal accomplishment and brainstorm items to consider during the project, and set a times and date for the next meeting.

  • 4. 
    During the fourth meeting of the equipment upgrade team, TSgt Bill and TSgt Bob star arguing over the sequence of events, which lead to others bringing up the issues of training for the new equipment. This causes more team members to bring up issues of the color of paint to be used in the new equipment room. It seemed this meeting was going to end in chaos. What should MSgt Smith, the team leader, do?
    • A. 

      Realize the meeting was no longer to be productive and pick a date and time for the next meeting, adjourning the current meeting.

    • B. 

      Assert his authority as team leader to stop the arguing and regain control.

    • C. 

      Acknowledge the need to look at the various issues being brought up, but suggest the team table those items and focus on the current issue.

  • 5. 
    MSgt Jones was just informed of the arrival of an inspection team was going to be delayed by two days. He was a team leader for a team preparing for the inspection. Because his team was already ahead of the schedule, he felt he did not need to inform the team of the change. The change would allow them to finish well ahead of the inspection and maybe could give his people some time off. Besides, if he told them, they may slow down and get behind schedule. MSgt Jones is displaying
    • A. 

      Effective team management

    • B. 

      A lack of sharing and trust

    • C. 

      Unethical behavior

    • D. 

      Lack of critical judgment

  • 6. 
    SMSgt Hall is superintendent of a branch that consistently does well on inspections. He displays a genuine concern for the mission as well as the people. Subordinates who drop by his office can always find friendly conversation and sound advice for their problems. As a member of assorted committees, both within the squadron and at other base agencies, SMSgt Hall attends numerous meetings each moth where many good ideas are exchanged. He believes that one such idea could…   Based on the scenario, which of the following time management techniques would best enhance goal accomplishment.
    1. Rejecting conversation with subordinates would provide him more time to work on his goals.
    2. Designating specific blocks of time in which he is unavailable would provide him undisturbed periods for priority activities.
    3. Delegation some of the meetings to subordinates would broaden their knowledge while allowing him to work on his other priorities.
    • A. 

      Items 1 and 2

    • B. 

      Items 1 and 3

    • C. 

      Items 2 and 3

  • 7. 
    Which response best describes how effective time management techniques promote goal accomplishment?
    1. Anticipating potential problems expands the likelihood that fewer crises will occur.
    2. Prioritizing goals increases the probability that the most significant will be achieved.
    3. Accomplishing as many activities as possible increases the probability that goals will be achieved. 
    • A. 

      Items 1 and 2

    • B. 

      Items 1 and 3

    • C. 

      Items 2 and 3

  • 8. 
    Which of the following explains why effective time management techniques enhance goal accomplishment?
    1. Planning daily activities carefully will prevent any interruptions that could hinder goal accomplishment.
    2. Setting objective that are both realistic and agreed upon increased the commitment to accomplish goals.
    3. Doing “bite size” portions of large, involved project contributes to successful goal achievement.
    • A. 

      Items 1 and 2

    • B. 

      Items 1 and 3

    • C. 

      Items 2 and 3

  • 9. 
    Which of the following DOES NOT explain why effective time management techniques enhance goal accomplishment?
    • A. 

      Making a daily “To Do List” helps a manager identify which distracters are hampering.

    • B. 

      Setting clear objectives that are specific and agreed upon increases the team’s commitment toward accomplishing goals.

    • C. 

      Doing small portions of a large, important project contributes to successful goal achievement.

  • 10. 
    Which response best describe how effective time management techniques enhance goal accomplishment?
    1. Working on big projects only when large blocks of uninterrupted time are available increased the probability that goals will be achieved.
    2. Prioritizing activities increased the probability that the most significant goals will be achieved.
    3. Establishing specific objectives increased the possibility that resources will be directed toward the intended result.
    • A. 

      Items 1 and 2

    • B. 

      Items 1 and 3

    • C. 

      Items 2 and 3

  • 11. 
    SMSgt Roberts has just returned from a two-week TDY and she has decided to take care of her in-basket. As she is going through the basket, she separates the items into piles of high and low priority. Putting low priority items out of sight, she systematically tackles he high priority items. As she proceeds through these sorted items, she is careful to try to handle them only once.   Considering the scenario, SMSgt Roberts’ actions should improve overall goal accomplishment by…
    1. Increasing the time available for working essential items.
    2. Reducing time spent repeatedly going through papers.
    3. Eliminating time spent dealing with outside interruptions.
    • A. 

      Item 1

    • B. 

      Items 1 and 2

    • C. 

      Items 1 and 3

    • D. 

      Items 2 and 3

  • 12. 
    You are the Tower Chief Controller and you have recently has a new person assigned to the tower. This individual is adamant about changing a minor procedure to what he feels is a better way to get the job done. This procedure worked very well at his last base, and he keeps pestering you about making the change. Although you don’t believe that this procedure will work well at this location, you realize the risk of failure is minimal.   Which of the following actions would be most effective in dealing with this conflict?
    • A. 

      Refuse to change the existing procedure.

    • B. 

      Allow the change to be implemented.

    • C. 

      Ignore the situation.

  • 13. 
    As the Aero Repair shop chief, you observe one of your troops changing an aircraft tire without proper safety equipment. When you asked her why she wasn’t using the proper safety procedures, she argued that it slowed the process down so much that she couldn’t get her job done. Some of the other people in the shop overhear your conversation and agreed that the safety procedures were unrealistic. Although there is a severe backlog of work in the shop, you direct all of the people to use the safety equipment and follow all safety procedures.   What is the MOST likely impact of your actions on unit effectiveness?
    • A. 

      Your people will respect you more.

    • B. 

      Safety procedures will be followed.

    • C. 

      Backlogs will soon be reduced.

  • 14. 
    If you try forcing and it fails, what would be your next course of action if time is not a factor?
    • A. 

      Avoiding

    • B. 

      Compromise

    • C. 

      Collaboration

  • 15. 
    In times of an emergency, what is the most often used style of conflict management?
    • A. 

      Forcing

    • B. 

      Collaborating

    • C. 

      Compromising

  • 16. 
    What is the main goal of the Unfreezing Stage?
    • A. 

      Reward behavior

    • B. 

      Monitor the change

    • C. 

      Create a felt need for change

  • 17. 
    You are planning to install a new calibration machine. Prior to its arrival, you hold several meetings with all affected personnel and explain its benefits. Each person is shown how the machine will make their job easier in the long run. In each meeting, you ask for input on how to utilize the machine to its fullest potential. At the same time, you decide where to install it, who will operate it, and when to begin new operations. As you see people beginning to accept the machine, you congratulate them on how well they use it. Based on this scenario, what is the MOST likely impact of your use of change management?   People will?
    • A. 

      Accept the change

    • B. 

      Resistance the change

    • C. 

      Revert to the old behaviors

  • 18. 
    Which of the following is a good example of effective change management?
    • A. 

      MSgt Hobbs wanted to improve the dress and appearance of his people. He determined what areas needed improvement, talked to his people about what was wrong, what he expected, solicited ideas for an improvement program, them implemented it. He monitored progress and gave three-day passes to people who showed marked improvement.

    • B. 

      MSgt Kelly felt that her people were lack in their courtesy to the flag during daily retreat. To ensure that her people understood the significance of the ceremony, she had one of the Airman Leadership School instructors give them a lesson on the flag and how to properly honor it. She then watched people at the end of the day ensure that they reacted properly when retreat was sounded. She then corrected people as appropriate.

    • C. 

      SMSgt Gill was disappointed in the performance of his people at the annual aerobics evaluation. He decided a weekly physical fitness program was needed. He called a meeting and explained how regular physical fitness training would improve their performance. SMSgt Gill asked everyone to run at least one-and-one half miles, three times a week, and to log their times on a chart in his office.

  • 19. 
    Which stage of change management is rewards used?
    • A. 

      Unfreezing

    • B. 

      Change

    • C. 

      Refreezing

  • 20. 
    What would be an indication that the Unfreezing Stage was not properly accomplished?
    • A. 

      People revert back to the old way of doing things

    • B. 

      People do not see the reason for change

    • C. 

      People never actually start using the new procedures

  • 21. 
    What would be an indication that the Change Stage was not properly accomplished?
    • A. 

      People revert back to the old way of doing things

    • B. 

      People do not see the reason for change

    • C. 

      People never actually start using the new procedures

  • 22. 
    What would be an indication that the Refreezing Stage was not properly accomplished?
    • A. 

      People revert back to the old way of doing things

    • B. 

      People do not see the reason for change

    • C. 

      People never actually start using the new procedures

  • 23. 
    Which alternative would be an advantage of the Organic Design?
    • A. 

      Clear lines of authority with specif control

    • B. 

      Flexibility and open communication between shops and branches

    • C. 

      High structured

    • D. 

      Both control and flexibility where needed

  • 24. 
    Which alternative would be an advantage of the Diverse Design?
    • A. 

      Clear lines of authority with specif control

    • B. 

      Flexibility and open communication between shops and branches

    • C. 

      High structured

    • D. 

      Both control and flexibility where needed

  • 25. 
    Which alternative would be an advantage of the Matrix Design?
    • A. 

      Clear lines of authority with specif control

    • B. 

      Flexibility and open communication between shops and branches

    • C. 

      It’s ideal design for working a special project

    • D. 

      Both control and flexibility where needed

  • 26. 
    A branch is responsible for providing two support functions for the squadron commander. The first support role is administrative and requires strict compliance with regulations and operating instructions. Five people perform the administrative support function covering the day and swing shifts. The second support orle is to provide the commander with new and improved computerized office automation procedures through the development of software tailored for information management.   Which design would be best for this branch?
    • A. 

      Diverse Design

    • B. 

      Matrix Design

    • C. 

      Mechanistic Design

    • D. 

      Organic Design

  • 27. 
    This branch is responsible for performing all major inspections on aircraft assigned to the wing. This function is conducted on a 24-hour-a-day basis five days a week. The branch has 40 personnel assigned and reports directly to the squadron maintenance superintendent. Checklists and technical order procedures must be carefully followed. The branch must maintain a tight flow of aircraft in and out of the inspection cycle to support the wing;s mission.   Which design would be best for this branch?
    • A. 

      Diverse Design

    • B. 

      Matrix Design

    • C. 

      Mechanistic Design

    • D. 

      Organic Design

  • 28. 
    This section is involved in supporting, by any means possible, the development of a new ordance system that will be used on the B-2 Bomber. Many innovative ideas are being tested, and the success of the program will be a major factor in this country’s ability to maintian its deterrent posture.   Which design would be best for this branch?
    • A. 

      Diverse Design

    • B. 

      Matrix Design

    • C. 

      Mechanistic Design

    • D. 

      Organic Design

  • 29. 
    You have just been assigned to the demanding position of Medical Readiness Superintendent. This position requires many different tasks to be supervised simultaneously and that procedures be followed very closely. The hospital commander has asked you ro revise the Disaster Response Plan. This will require you to put together teams of specialists from different departments. These teams will respond to emergency situations and work for an on-scene commander.   Which design would help you get your main job done as well as the tasking from the commander?
    • A. 

      Diverse Design & Mechanistic Design

    • B. 

      Mechanistic Design

    • C. 

      Matrix Design & Mechanistic Design

    • D. 

      Organic Design & Matrix Design

  • 30. 
    A Diverse Design provides?
    • A. 

      Control and flexibility where needed in an organization

    • B. 

      Structure and tight vertical communication where needed

    • C. 

      Horizontal communication and free information flow where needed

    • D. 

      A structure necessary to work special projects

  • 31. 
    SSgt White worked in the customer support section of her organization. For the past several weeks, she has been getting complaints from customers because customers have been getting the wrong items delivered to them. How should SSgt White deal with this issue?
    • A. 

      She needs to define the problem and use the process of problem identification.

    • B. 

      Customers have already identified the problem, so SSgt White needs to conduct analysis of possible solutions.

    • C. 

      SSgt White needs to select the best solution and then develop a plan to implement the best solution.

  • 32. 
    TSgt Green and his team have been working on a computer software problem for weeks. It seems the program would crash whenever the user would enter data into one of the input fields on the computer screen. TSgt Green’s team was finally able to isolate a bad section of the computer code and they wrote a patch to fix it. They also decided to implement some other ideas they had to smooth out the program flow and enhance the help files. They started working on a plan to implement the patch and the enhancements. Which of the following statements is true for TSgt Green and his team?
    • A. 

      His team will be successful in solving the problem.

    • B. 

      They have completed the problem solving process.

    • C. 

      TSgt Green and his team have not followed a valid problem solving process.

  • 33. 
    The commander sent MSgt Blue an email saying, “The data I’m looking at shows we’re only getting 500 hours average time between failure on the TRY-13 radios you shop repairs. The specifications show it should be closer to 2000 hours. I reviewed the data from last year and it seems the mean time between failures was about 2000 hours back then. Please look into this issue.” What action(s) should MSgt Blue take?
    • A. 

      Start an analysis to determine the real problem and its cause.

    • B. 

      Review the data to determine the severity of the problem.

    • C. 

      Brainstorm some solution to fix the problem.

  • 34. 
    Most of the time when you discover a problem, you have only discovered a symptom of the real problem and not the true case.
    • A. 

      True

    • B. 

      False

  • 35. 
    According to the Chang Step-By-Step problem solving model, which alternative best describes a problem definition statement?
    • A. 

      A statement that identifies the true problem and not just a symptom.

    • B. 

      A statement that identifies the true problem and the most likely solution.

    • C. 

      A statement that identifies the true problem and the desire future state.

  • 36. 
    You need to pick someone from your flight to perform a special task. The person needs to be an assistant to the project officer for the upcoming base open house. Whoever you select must be a good planner and organizer and present a good public image.   As you think about which of the three qualified TSgts in your flight would be the best candidate, you realize all three meet the criteria established for the job and that this will be a tough decisions. You decide to send TSgt Home. Although he has been a good worker, he has not been given the opportunity to do a job that really tests his full potential. You see this challenging job as an opportunity for him to build self-confidence and gain valuable experience.   When you talk to him about this opportunity, he initially seems a little reluctant to accept the job. He tells you he’s afraid he will make a mistake and embarrass the squadron. You assure him however, that you have total confidence in his abilities or you wouldn’t have picked him for the job. You explain that this is an excellent opportunity for him to grow professionally and obtain some much-deserved recognition. He agrees to accept this challenge and leaves your office smiling.   What concept of human resource development have you effectively used in this situation?
    • A. 

      Unfreezing stage of change management.

    • B. 

      Refreezing stage of change management.

    • C. 

      Changing stage of change management.

  • 37. 
    You are in charge of developing a new section. This section will be responsible for making meticulous measurement and reporting the data to higher headquarters and civilian agencies. Due to the critical nature of the data, strict recurring deadlines will be the norm as well as a demand for accuracy. You have decided to use the organic structural design. Based on this scenario, what will be the most likely effect of the organization design on mission accomplishment?
    • A. 

      Positive

    • B. 

      Negative

    • C. 

      Can’t be determined

  • 38. 
    You have just returned from the Wing Commander’s office, and your head is still spinning. He told you about an opportunity to excel because of the great things your boss has been saying about you. He wanted you to serve on a picnic committee. Because last year’s committee allowed some things to fall through the cracks. Col Jones was clear about several things. He said the picnic has to be held on a Saturday in May, preferably in the morning. He asked you to recommend two possible picnic dates. Second, he wants certain people on the committee. Last year’s committee demonstrated an inability to work together. He wants you to give him a short talking paper on how you plan to get your committee members to pull together quickly. Third, the colonel was really upset last year when he found out his Vice Commander and some of his squadron could not attend the picnic because of the scheduled deployments, which were “overlooked.” He wants you to make sure there are no deployment conflicts this year. Fourth, he wants you to report to him the information requested in three days so he can give you a decision prior to his TDY departure in four days. Which of the following is the first action you should take?
    • A. 

      Narrowing down the possible picnic dates.

    • B. 

      Making a list of things you need to do.

    • C. 

      Reviewing the calendars for possible conflicts.

    • D. 

      Writing your plan to get everyone on the committee working together.

  • 39. 
    Which of the following best describes how effective time management techniques enhance mission accomplishment?
    1. Anticipating potential problems expands the likelihood the fewer crises occur.
    2. Prioritizing goals increases the probability that the most significant goals will be achieved.
    3. Accomplishing as many activities as possible increase the probability that goals will be achieved.
    • A. 

      1 and 2

    • B. 

      1 and 3

    • C. 

      2 and 3

  • 40. 
    You have put into a position of running a committee for the commander. The people are all new. Prior to the meeting, you ensure all members receive a copy of the talking paper to ensure they understand what will be discussed at the meeting. During the actual meeting, the committee got off to a good start and the people got to know each other. However, it wasn’t long before two of the members started to have a heated discussion. You had to remind them this was a tasking for the commander. Additionally, you reminded them of the project goals. All the team members agreed and the committee resumed their brainstorming efforts. Before the meeting ended, a concise record of all events was recorded. Your actions taken to keep the picnic planning learn on track and resolved the heated discussion were successful because…
    • A. 

      Your use of effective time management established the activities of the team.

    • B. 

      Proper consideration of the team’s developmental stage allowed you to refocus their collaboration efforts.

    • C. 

      Allowing the team to use an idea gathering technique aided in developing the plan for a successful picnic.

  • 41. 
    The NCOIC of another unit on base, MSgt Billings, has come to you complaining about some of the test results that have seen sent to him. He is very upset because your technicians have been misrouting some results. He argues that the system you are using for distributing results is totally inadequate. He recommends a new procedure that he thinks will eliminate the problem.   MSgt Billings usually thinks he has a better way of doing things and has sometimes irritated your troops. His frequent complaints also irritate you occasionally. You don’t really want to change your procedures unnecessarily, but you realize the change he has proposed may have some merit and could be implemented without much difficulty. It may also reduce the misrouted results. Billings is pressing you for a quick answer.   Which of the following is the most appropriate way to deal with MSgt Billings and why? You would use the…
    • A. 

      Forcing style of conflict management because a quick response is needed and a change would not be well accepted by your people.

    • B. 

      Accommodating style of conflict management because the change could be easily implemented and it may improve working relationships.

    • C. 

      Avoiding style of conflict management because the issue is minor and you know your procedures are best.

  • 42. 
    The commander levied a special requirement on the lab to perform a series of health screening tests on refugees who have been received at a nearby relocation center. This taking will require five personnel for approximately 30 days to perform the test. The commander has delegated to you virtually all of the details for getting this operation organized. However, these tests require close adherence to procedures and must be performed on a timely basis.   You try to figure ways to reorganize the manpower to better accomplish the job. You already know you want your Chemistry NCOIC to be in charge of the project, but you realize it will take expertise from three other sections. You consider ways to gain a unified effort on this job, but at the same time maintain strict control of the final outcome.   How can you reorganize to both complete the project and meet your normal mission?
    • A. 

      Develop a matrix organizational design.

    • B. 

      Implement a diverse organizational design.

    • C. 

      Modify your organization to an organic design.

  • 43. 
    You’re planning a reorganization change for your people. Regardless of how you organize your people you decide you want to do it right. Which of the following actions carries the highest probability that you will successfully complete your changes?
    • A. 

      Identify and manage resistance to the changes. Solicit ideas for implementation. Be present to monitor the changes.

    • B. 

      Solicit ideas and develop an implementation plan. Monitor implementation of the changes. Positively reinforce the desire outcomes that are working as planned.

    • C. 

      Review the reason for the changes with your people. Ask for ideas on implementation. Develop a plan to implement the changes.

  • 44. 
    You decided to take steps to improve your training program. You want to focus your efforts where they are most needed. To accomplish this, you are considering the installation of a time stamping machine. The technicians would use the machine to record the time a request is made and the time when the task is complete. In this manner, you can measure turnaround times for all your personnel and identify those individuals or departments that have the greatest need.   Why might this be an effective way to start your improvement plans?
    • A. 

      It allows you to gather information and see deviations in the training program.

    • B. 

      It provides a way to justify your solutions.

    • C. 

      It allows you to implement your solutions to improve the training program.

  • 45. 
    SMSgt King is forming a new branch in her work center. This major project will likely take several months to complete, but she wants to complete it as soon as possible. The job must be done well, since it will affect most people in the work center. She includes all of the Section leaders, some of who are new to the organization, in a working group meeting. SMSgt King then plans how to build an effective team.   Which of the following would help her build an effective team?
    • A. 

      Establish herself as leader, outline the overall task, have group members introduce themselves, assign various areas of responsibility, and establish a timeline for progress checks.

    • B. 

      Assume overall responsibility for the project, let the group pick their own leader and work out their own job assignments, establish a timeline for a progress checks.

    • C. 

      Appoint a leader for the project, outline the overall task, have group members introduce themselves, let the group work out their own job assignments, and establish specific progress checks.

  • 46. 
    To measure the effectiveness of your organization, you wish to install some time-monitoring equipment. You know this will help you and your technicians be more effective in meeting your unit’s mission. You called all your technicians together, presented your ideas to them, discussed your reasons for implementing the procedure, and asked for inputs. The reaction from your people was immediate. They felt like you were trying to micro-manage them and that they weren’t being trusted, and resented the implication that they weren’t doing things right to begin with. Several of them questioned the need for these new procedures during the meeting and asked you to consider other ways to achieve your goals. Despite all the controversy, you direct the immediate implementation of the new time-hack procedure.   In the days following implementation, it was obvious your people were rebelling against the new procedure. For the first few days, there was half-hearted compliance with the procedure, but now virtually everyone bypasses the time monitoring equipment.   Why weren’t your actions successful in reaching your goal?
    • A. 

      Desired emergent behavior was not reinforced and avoiding was used inappropriately.

    • B. 

      The change was not effectively monitored and forcing was used inappropriately.

    • C. 

      Resistance to the change was not managed and forcing was used inappropriately.

  • 47. 
    To measure the effectiveness of your organization, you wish to install some time-monitoring equipment. You know this will help you and your technicians be more effective in meeting your unit’s mission. You called all your technicians together, presented your ideas to them, discussed your reasons for implementing the procedure, and asked for inputs. The reaction from your people was immediate. They felt like you were trying to micro-manage them and that they weren’t being trusted, and resented the implication that they weren’t doing things right to begin with. Several of them questioned the need for these new procedures during the meeting and asked you to consider other ways to achieve your goals. Despite all the controversy, you direct the immediate implementation of the new time-hack procedure.   In the days following implementation, it was obvious your people were rebelling against the new procedure. For the first few days, there was half-hearted compliance with the procedure, but now virtually everyone bypasses the time monitoring equipment.   What actions would have been more effective in this situation?
    • A. 

      Compromising

    • B. 

      Accommodating

    • C. 

      Collaborating

  • 48. 
    A new OIC (your boss) has recently arrived, and her first order of business was to rearrange reporting officials in the section. Rather than having the civilians technical consultants work for the department NCOICs, she now has these civilians reporting directly to her. The department NCOICs still report directly to you, but now the civilians are more-or-less autonomous within their respective departments. The new OIC feels this will not only allow her to be more directly involved in the daily operations, but will also give her some experience in supervising civilians. She also wants the duty titles of these consultants changed to “Technical Supervisor.”   Although, the department NCOICs accepted this change at first, some problems have developed. There seems to be a lot of confusion. The technicians in the department have become somewhat confused about whom to go to for answers. On paper, the civilians are functioning as department supervisors; the NCOICs are still reporting to you; and your department technicians are caught in the middle. The work being done is critical and exact procedures must be followed, but with the confusion, mistakes are being made.   Why are you having these difficulties and what is the best fix?   The new OIC improperly set up…
    • A. 

      An organic organizational design; she should use a mechanistic design instead.

    • B. 

      A matrix organizational design; she should use a mechanistic design instead.

  • 49. 
    Several chiefs on base have called you in the last two hours complaining that recently they have been experiencing long delays in receiving their accountable mail. They have been getting the routine mail on time, but the accountable mail is usually two or three days late. They are tired of missing important suspense dates because your people can’t do their jobs right. Your investigation leads you to the new contractor-run base information distribution system. Your unit went to this type of system six weeks ago. You have always been concerned with the quality of contractor personnel, and now it seems your concerns are well founded. You believe the people hired aren’t quite as good as the contractor promised. Things went well for the first few weeks, but not it seems there’s a problem. You wonder if maybe it just took this long for word of the problem to get back to you.   Based on the above scenario, an improvement opportunity was identified to you…
    • A. 

      When customers began complaining of receiving accountable mail late.

    • B. 

      As you become concerned about the quality of the contractor personnel.

    • C. 

      During the first few weeks of operation of the new contractor-run base information distribution system.

  • 50. 
    Your night shift technicians have historically been able to handle the weekend duties by themselves; however, there is an increased in weekend tasking. As a result, the weekend technician is really getting behind, especially during the morning rush.   To alleviate the situation, you know you will have to increase coverage on weekends. You know this will be an unpopular action, so you decide to solicit ideas from your department NCOICs. At the meeting, you discuss the best way to deal with the problem. The NCOICs agreed to put on experienced technician from each department on weekends from 0700 to 110 to help cover the morning surge. The agreement is that the augmentees can be released early at the discretion of the normal weekend technician as long as things are caught up.     Even thought this arrangement was arrived at through group consensus, some people resent it.  They grumbled when you initiated the new schedule, but you watched the arrangement carefully for a few consecutive weekends and all seemed to be going well. A few tweaks on your part was all it took to get things on track.   After approximately 6 weeks, you started getting increased complaints. It appears the same problem came back. Upon investigation, you found the augmentees were leaving earlier and earlier on the weekends. They seemed to be taking advantage of your original flexibility that allows them to leave early at the discretion of the weekend technician. The weekend technician confirmed some of the people had been slacking off.     You got the augmentees together to discuss the problems. When challenged about the issues of leaving early, they argued strongly that the extra weekend duty was unnecessary and that the policy was ruining their weekends. They seemed extremely upset by the whole thing, and you really wanted to show some good faith on your part. To smooth things over, you agreed to eliminate the weekend augmentee program for now.   Your program probably failed because you used the…
    • A. 

      Unfreezing process ineffectively.

    • B. 

      Changing process ineffectively.

    • C. 

      Refreezing process ineffectively.

  • 51. 
    Your night shift technicians have historically been able to handle the weekend duties by themselves; however, there is an increased in weekend tasking. As a result, the weekend technician is really getting behind, especially during the morning rush.   To alleviate the situation, you know you will have to increase coverage on weekends. You know this will be an unpopular action, so you decide to solicit ideas from your department NCOICs. At the meeting, you discuss the best way to deal with the problem. The NCOICs agreed to put on experienced technician from each department on weekends from 0700 to 110 to help cover the morning surge. The agreement is that the augmentees can be released early at the discretion of the normal weekend technician as long as things are caught up.     Even thought this arrangement was arrived at through group consensus, some people resent it.  They grumbled when you initiated the new schedule, but you watched the arrangement carefully for a few consecutive weekends and all seemed to be going well. A few tweaks on your part was all it took to get things on track.   After approximately 6 weeks, you started getting increased complaints. It appears the same problem came back. Upon investigation, you found the augmentees were leaving earlier and earlier on the weekends. They seemed to be taking advantage of your original flexibility that allows them to leave early at the discretion of the weekend technician. The weekend technician confirmed some of the people had been slacking off.     You got the augmentees together to discuss the problems. When challenged about the issues of leaving early, they argued strongly that the extra weekend duty was unnecessary and that the policy was ruining their weekends. They seemed extremely upset by the whole thing, and you really wanted to show some good faith on your part. To smooth things over, you agreed to eliminate the weekend augmentee program for now.   Ultimately, you did not reach your desire goal because you inappropriately used the…
    • A. 

      Avoiding conflict management style.

    • B. 

      Compromising conflict management style.

    • C. 

      Accommodating conflict management style.

  • 52. 
    You agreed to let one of your people try a suggestion and relax some of the administrative reporting procedures required for his department. As you made this decision, you were a little concerned that the other departments would be disturbed by this change. You realized they had to continue with the same reporting procedures as in the past since their jobs require more strict control and oversight.   A few weeks pass with the new arrangement, and it seems to have paid off. Not only has the productivity of the more relaxed department held steady, but many new technicians have been developed for implementation. The other departments have initially accepted the changes and continue to do quality work. Since this arrangement has worked so well, you decide to keep it going.   The actions you took in the overall unit were effective because the…
    • A. 

      Organic structure provided an environment where innovation was encouraged.

    • B. 

      Diverse structure provided an environment where creatively was encouraged.

  • 53. 
    You have a diverse organization. You organic section enjoys the freedom and creatively they have. You two mechanistic sections seem to do well also and are properly organized. However, some of the people in the mechanistic sections seem envious of the freedom the organic section has.  Plus, the organic section seems to have declared themselves the premier section in the lab.  The other department technicians seemed to be offended by the implication that they weren’t as trustworthy as the technicians in the organic section. They believed that they were just as capable of operating under loose controls. The NCOICs of the mechanistic section came to you and asked why you didn’t allow their departments to operate under the same rules as the organic section.   You saw that this situation must be settled and quickly. You called the NCOICs of all the sections together to discuss ways the misunderstanding could be resolved. During this meeting, you explained the reasons for the structure so everyone could see you weren’t giving the organic section preferential treatment. You also validated the reasons for the setup you had implemented. Most everyone had ideas about how to reduce the bickering and hurt feelings, and they jointly agreed upon a plan to resolve this issue. You leave this meeting confident the organizational structure is still needed and they the plan to reduce tension in the lab will work.   Which of the following is the BEST assessment of the current situation? The…
    • A. 

      Compromising style of conflict management is being used.

    • B. 

      Forcing style of conflict management is being used.

    • C. 

      Collaborating style of conflict management is being used.