NCO DLC #2 Study Questions With Complete And Correct Answers Already Graded A+

MSgt Clark manages a very profitable online home-based business. She has a close friendship with MSgt Brown so she allows him to do some work for her to make extra money. Her business has grown to the point that it takes up most of her free off-duty time, so she recently started using her computer at work to attend to business matters. Last week, Brown discovered her use of government equipment to conduct her personal business. He knows what she is doing is wrong; however he depends on the money from Clark's business to pay for his wife's new car. MSgt Brown's ___________ will MOST likely ________mission effectiveness. a. understanding of the Ds; enhance b. misunderstanding of the Three Ps; hinder c. understanding of the Three Ps; enhance d. misunderstanding of the Three Ds; hinder b. CORRECT: According to the Ethical Leadership chapter, NCOs must properly order the Three Ps, principle (truth telling) first; purpose (mission accomplishment and duty) second; and people (Airmen) third. In the scenario, MSgt Brown knew what MSgt Clark is doing was wrong, however; instead taking action (principle) he decides to remain quiet because he (people) needs the extra money. Allowing her to continue will only reduce the amount of time she spends on official duties. SrA Smart returned from leave a few weeks ago and although he thought he completed all the required paperwork upon his return, he learns that is not the case and immediately re-submits the paperwork. Months pass before realizes he was never charged for those leave days he used. Wanting to keep his supervisor, TSgt Wright, in the loop, he explains what happened. After some consideration, Wright says "Finance made the mistake, so don't worry about it. Besides, it's not your responsibility to do their job for them." TSgt Wright's ______________will MOST likely_________ her effectiveness. a. understanding of the Three Os; enhance b. misunderstanding of the Three Ds; hinder c. understanding of the Three Ds; enhance d. misunderstanding of the Three Os; hinder b. CORRECT: According to the Ethical Leadership chapter, NCOs must discern the facts from assumption, declare the truth and do what you have discerned and declared. TSgt Wright used this principle incorrectly. After consideration, TSgt Wright decided no further action was necessary. After consideration (discerning facts from assumption) and realizing a mistake occurred (declaring) she should have instructed (do) SrA Smart to contact Finance to rectify the situation. MSgt Wilburn is a very motivated and competitive member of his unit. Each time he has been eligible for promotion he was promoted on his first attempt and he wants that streak to continue. He knows in order for this to happen he needs to be visible within the organization in hopes of being stratified above his peers. When drafting bullets for his upcoming enlisted performance report, he takes credit for actions he did not conduct. The way he sees it no one will ever notice. This scenario BEST illustrates___________ and its impact on NCO and mission effectiveness. a. Drive for Success b. Worry over Image c. Loyalty Syndrome a. CORRECT: According to the Ethical Leadership chapter, Drive for Success becomes evident when decisions are based on a "win at all cost" attitude rather than on military rules, regulations, and codes of conduct. MSgt Wilburn violated the Air Force Core Value of Integrity when he took credit for actions he did not complete in order to make it appear he is more productive than his peers. MSgt Duvernay works in Logistics Readiness vehicle maintenance flight. The flight is responsible for maintaining 127 different makes and models of government vehicles. The vehicles vary from squadron to squadron, and range from bucket loaders, bulldozers and sewer trucks to weapons trailers and ambulances. Due to a recent deployment, shop personnel has decreased and as a result the vehicle-in-commission rate has dropped from 90% to 83%. Not wanting to bring attention to the section, MSgt Duvernay reports the percentage rates from the previous month at the weekly staff meeting with the commander. MSgt Duvernay actions BEST identify___________. a. Ethical Relativism b. Worry over Image c. Loyalty Syndrome b. CORRECT: According to the Ethical Leadership chapter, Worry over Image happens when decisions are made based on how the decision will impact one's reputation/standing among peers, subordinates, supervisors, community, etc. rather than on military rules, regulations, and codes of conduct. Worried that reporting a lower VIC would bring unwanted attention to the section, MSgt Duvernay reported a higher percentage. SSgt Walker and his team are preparing for an inspection. While organizing the storage room, A1C Bates discovers equipment that should have been turned in months ago per the AFI. He reports the findings to Walker and suggests hiding the equipment until after the inspection. Walker responds, "That will quickly take care of the problem, but understand there are possible consequences for that decision." After considering the consequences, Bates decides to fill out the paper work to turn-in the equipment. On the inspection report, it was noted that equipment was turned in late; however, the work center identified it and corrected the discrepancy in a proper manner. This scenario BEST illustrates effective use of ___________________ and its impact on NCO, unit, and mission effectiveness. a. The Legal test b. The ethical principle of the three Rs c. The DOD Joint Staff Guide 5260 b. CORRECT: According to the Ethical Leadership chapter, the Three Rs of ethical principles are rules, results, and realities. It explains that "rules" gives us the ethical guidance, "results" are the outcomes, the bottom line, and the consequences of not following those rules, and "realities" which recognize the importance of the situation or circumstances. The scenario depicts SSgt Walker thinking through those areas and coming to an ethical decision. SSgt Stanley, a well-respected NCO, conducted a review of the work center's training records for the upcoming Operational Readiness Inspection. During his review, he identified several required tasks that weren't signed off. Due to time constraints, he had his Airmen initial off on those tasks. He planned to go over the areas at another time. SSgt Stanley's behavior of ____________________will MOST LIKELY __________ NCO, unit, and mission effectiveness. a. Drive for Success; reduce b. Worry over Image; reduce c. Ethical Relativism; increase a. CORRECT: According to the Ethical Leadership chapter, "drive for success" is one of four categories of ethical traps. It is making decisions based on a "win at all cost" attitude rather than on military rules, regulations, and codes of conduct. Stanley fell into that trap by "pencil-whipping" training records to pass the inspection, which could be detrimental to NCO, unit, and mission effectiveness. Due to his military experience and Public Affairs AFSC, TSgt Banks is selected to brief newcomers at his deployed location. During the brief he says, "These characteristics of diversity are with a person at birth, and usually doesn't alter during a person's life." TSgt Banks' comments BEST identify the ________________. a. secondary dimension of diversity b. primary dimension of diversity c. socio-behavioral tendencies b. CORRECT: According to the Understanding Diversity section, primary dimensions of diversity are inborn and/or exert an important impact on your early socialization and have an ongoing impact throughout your life. These dimensions cannot normally change. In the scenario, TSgt Banks is clearly explaining the primary dimensions of diversity. Being _______________ _______________ requires all Airmen to develop keen awareness and understanding of others' emotions, feelings, personality, temperaments, strengths, cultural differences, values, and beliefs. Socially sensitive TSgt Adams, the Air Traffic Control NCOIC, calls a meeting with her shift leaders to discuss the change to the department's schedule. During the meeting, she asks, "Can you give me your perspective on people's general mood concerning our current ops tempo? Do you think they see the significance in the job that we do here?" SSgt Thomas the night shift leader stood up and said, "It's my perception that people have an appreciation and are well aware of the importance of providing the needed manpower." TSgt Adam's understanding/misunderstanding of _______________________ will MOST likely have a ______________ impact on mission effectiveness. a. Socio-Behavioral Tendencies, positive b. Socio-Behavioral Tendencies, negative c. social sensitivity; positive d. social sensitivity; negative c. CORRECT: According to the Diversity and the Organization section, social sensitivity is having a keen awareness and understanding of others' emotions, feelings, personality, temperaments, strengths, cultural differences, values, and beliefs. In the scenario, TSgt Adams shows her understanding of social sensitivity by asking her shift leaders if they can tell her the general mood of the people in the flight. TSgt Campbell is newly assigned to a joint international unit that is made up of Army, Navy and Air Force personnel from seven nations. A few weeks into the new assignment, TSgt Campbell noticed some individuals not being receptive to their Korean team members at work center meetings. During the next meeting, TSgt Campbell made sure to ask the Korean team to provide their operational inputs. The Korean team's inputs were critical to the unit meeting mission requirements ahead of schedule. TSgt Campbell's actions BEST illustrate the __________________ technique and its impact on mission effectiveness. a. inclusion b. feedback c. assistance a. CORRECT: According to the Leading across lines of Diversity section, Inclusion is making sure everyone has the opportunity to fully participate in the workplace. TSgt Campbell's action of calling on the Korean team during the meeting and seeing how their contribution was critical to the unit meeting mission requirements ahead of schedule shows that he illustrated the Inclusion technique and its impact on mission effectiveness. TSgt Baer and TSgt Chambers are co-chairing the unit's next commander's call and they are working well together. During one of their weekly meetings, they argued about who was doing more work. TSgt Baer said, "Look, I'm not singling you out. All I'm saying is everyone knows that men are stronger and we do most of the hard work. You women just can't do as good a job as us." TSgt Baer's comment BEST identify a form of ________________. a. discrimination b. perception c. stereotype c. CORRECT: According to the Diversity chapter, Stereotype is a standardized mental picture that one person or group of people holds in common about another person or group of people. In the scenario, TSgt Baer said, "...All I'm saying is everyone knows that we men are stronger and we do most of the hard work. You women just can't do as good a job as us and I respect that." This is an example of a stereotyping statement. A1C Gower, an Airman with a Filipino background, just graduated from technical training school and is PCSing to her first duty station overseas. The day she arrived in country, she was picked up by TSgt Sandy, her new supervisor. On their way to base, TSgt Sandy said, "I remember you telling me how much you're going to miss your family and friends when we spoke on the phone. I'll link you up with A1C Saner; she is also from the Philippines. We both want you to feel welcome, so if you need anything, please ask." TSgt Sandy's actions BEST illustrates the ________________ technique of the F.A.I.R.™ Way. a. Feedback b. Inclusion c. Assistance c. CORRECT: According to the Diversity chapter, Assistance is making sure workers have what they need to work to their fullest potential. TSgt Sandy's actions that included picking her up from the airport and linking her up with someone that shares her Filipino background, are examples of the proactive use of the Assistance technique to ensure workers are mentally and physically present at work. TSgt Hayden, the Dining Facility Fight Chief, overhears his NCOIC, SSgt Forgit trying unsuccessfully to communicate with a Portuguese speaking dependent. TSgt Hayden thinks for a moment and realizes that SrA Silva (one of his Airmen) is Brazilian and speaks Portuguese. TSgt Hayden quickly requests help from SrA Silva and shortly after taking over the situation, the patron shakes SrA Silva's hand and leaves with his order. TSgt Hayden's understanding/misunderstanding of __________________________ will MOST likely ________________ mission effectiveness. a. diversity awareness; enhance b. diversity awareness; hinder c. equal opportunity; enhance d. equal opportunity; hinder a. CORRECT: According to the Diversity chapter, diversity awareness is the ability to recognize and respond to the needs of various groups within an organization to improve working relationships, productivity, customer satisfaction, and mission effectiveness. In this scenario, TSgt Hayden realizes (recognizes) that SrA Silva has a unique skill that would benefit the situation...He then requests help (responds) to the needs of his Dining Facility team by successfully communicating with the customer thereby improving satisfaction and mission effectiveness. Your boss just stopped by your office to ask you a question. You take the opportunity to tell your boss about some of the potential problems you discovered that could occur if the unit purchases the laptops that were suggested with the end of year fallout money it's expecting to get. You gave her your thoughts about the requirements and recommendations for better laptops in a Memorandum For Record so that she could consider briefing the unit's decision team on your findings before the final decision and purchases are made. This scenario BEST illustrates your effectiveness as a follower by providing ____________ to your boss. a. feedback b. advice c. loyalty b. CORRECT. According to the Leader Influence chapter, advice is a recommendation offered as a suggested guide to future action or conduct. It's about providing information or risk analysis inputs to the leader on a decision that a leader is still contemplating. It's providing information about what someone should consider doing. In this scenario you're talking to your boss about a future decision as indicated by "some of the potential problems you discovered that could occur if the unit purchases the laptops that were suggested with the end of year fallout money it's expecting to get. You gave her your thoughts about the requirements and recommendations for better laptops in a Memorandum For Record (MFR) so that she could consider briefing the unit's decision team on your findings before the final decision and purchases are made." According to the Leader Influence chapter, to be in line with the Institutional Competencies, effective followers are to provide advice to leaders. In the scenario, that's what you do when you talk to your boss and provide her the MFR. You received some feedback from your subordinates that your nonverbal communication in meetings shows your disagreement with some of things they're saying. That evening you talk to your best friend and ask about your nonverbals. You know that you don't disagree with all of the inputs from your people...you just have questions about their research methods for their inputs. At the next meeting you explain to your people that you appreciated their feedback and you'll work on your communication skills. You also inform them that you'll help any of them with researching inputs. This scenario BEST illustrates your appropriate use of ______________ and ______________ for personal and professional leadership development that will most likely enhance your NCO effectiveness. a. self-awareness; motivation b. support team; integrated life c. self-awareness; support team d. integrated life; motivation c. CORRECT. According to the Leader Influence chapter, self-awareness involves getting to know yourself, understanding your strengths and developmental needs, and receiving feedback about areas you need to improve upon. In this scenario "You received some feedback from your subordinates about your nonverbal communication." According to the Leader Influence chapter, support team is about recognizing others to help you think about situations, stay focused, and be honest with yourself. In this scenario "You talk to your best friend and ask about your nonverbals." By accepting the feedback from your people and talking about the situation with someone, you took action to improve yourself and are willing to help others improve thus reducing your questions with researched inputs which should enhance your NCO effectiveness. You say to SrA Oak, one of your most experienced team leaders and energetic go getter, "Look, I know you made a mistake; I want you to know why. I gave you everything you needed to be successful...the directions, the plan, and even how to accomplish each step. But you decided to do it your own way. This isn't what I expected. I want you to follow my instructions. To be sure you learned your lesson, I want you to tell me when you've completed each step before moving on to the next one." As SrA Oak departs your office, she wonders why she volunteered to lead this special project in the first place. She remembers that your style was used on the new Airmen that have been assigned over the past 6 months. Based on your ________________style SrA Oak's effectiveness will MOST LIKELY _____________. a. Impoverished Leader; increase b. Authoritarian Leader; decrease c. Impoverished Leader; decrease d. Authoritarian Leader; increase b. CORRECT. According to the Leader Influence chapter, the Authoritarian Leader style is an "expect people to do what they're told without question" style. This kind of leader style is very task oriented with little to no allowance for cooperation or collaboration and should be used for emergency or very critical or time sensitive tasks. In the scenario there's no indication of critical completion but you "gave her the directions, the plan, and how to accomplish each step; she did it her own way which isn't what you expected; I want you to follow my instructions" anyway. In the scenario SrA Oak doesn't seem too motivated and her effectiveness will probably decrease because of expectations to do what she's told even though "she's a very experienced team leader and a 'go getter' who volunteered to lead the special project." In the scenario "as she departs she wonders why she volunteered to lead this special project in the first place." According to the Leader Influence chapter, adapting your leadership behavior to fit the needs of the situation or circumstances can help you better influence people toward the objectives. In addition, adapting your leadership style for each subordinate will show you understand and care about each as an individual. Overuse of one style in most or all situations will most likely degrade your ability and effectiveness to influence others and cause others to be less effective. In the scenario "She remembers that your style was used on the new Airmen that have been assigned over the past 6 months" which demonstrates your inability to adapt your style. The Impoverished Leader style would probably have been more appropriate for SrA Oak. You just finished conducting an in-depth training session with your people on a new piece of equipment and updated their training records. You give 3 days to your team to put together a continuity book for the equipment and put it on the shared site. You find out one of your trained people takes a shortcut on the steps of the process and causes the equipment to malfunction, halting production. You bring the person into your office and present her with a letter of counseling for not following the steps and partner her up with your most knowledgeable worker for her retraining/recertification which she passes successfully and ahead of schedule. Your use of _______________, _______________, and _______________ powers will MOST LIKELY result in _______________ subordinate effectiveness. a. reward, referent, coercive; increased b. legitimate, referent, coercive; decreased c. coercive, legitimate, expert; increased d. coercive, referent, expert; decreased c. CORRECT. According to the Leader Influence chapter, coercive power is when others perceive your ability to impose consequences for ineffective behaviors or actions. In the scenario "You find out one of your trained people takes a shortcut on the steps of the process and causes the equipment to malfunction, halting production. You bring the person into your office and present her with a letter of counseling for not following the steps." Legitimate power is based on title, role, or position and it allows you to make decisions and requests. In the scenario, "You give 3 days to your team to put together a continuity book for the equipment and put it on the shared site; you bring the person into your office; and partner her up with your most knowledgeable worker." Expert power is perceived by others when you can influence through your experience, education, and job knowledge. In the scenario "You just finished conducting an in-depth training session with your people on a new piece of equipment and updated their training records." If power is used improperly, subordinate effectiveness could be decreased; however, power was used appropriately so subordinate effectiveness most likely will increase. In the scenario, because coercive, expert, and legitimate powers were used appropriately, "her retraining/ recertification was passed successfully and ahead of schedule" which will most likely result in increasing her subordinate effectiveness. 5. It's the beginning of the new year. You call everyone together to tell them thanks for all the hard work they did this past year. You go over all of the exceptional accomplishments they did as a team. And you also thank them for being exceptional followers and it was because of them and their dedication that all missions were accomplished. As everyone leaves you overhear some of them say, "I wonder if we were submitted for any awards? We busted our tails last year and didn't get any extra time off!" Your use of _____________ rewards was _______________ and will MOST LIKELY cause a/an ____________________ in subordinate effectiveness. a. system level; effective; increase b. supervisory; effective; increase c. system level; ineffective; decrease d. supervisory; ineffective; decrease d. CORRECT. According to the Leader Influence chapter, supervisory rewards are given by supervisors to those who go beyond the standard and can include praise and recognition. In this scenario "You call everyone together to tell them thanks for all the hard work they did this past year. You go over all of the exceptional accomplishments they did as a team. And you also thank them for being exceptional followers and it was because of them and their dedication that all missions were accomplished." According to the Leader Influence chapter, if used effectively, supervisory rewards generally help increase subordinate effectiveness; however, not used or used ineffectively will most likely decrease subordinate effectiveness. In this scenario you used supervisory rewards appropriately; however, not effectively. You used praise and thanks but it seems like your people were looking for recognition by awards or time off for "going beyond the standard, exceptional accomplishments as a team, and being exceptional followers to get missions accomplished" as identified in the scenario, "As everyone leaves you overhear some of them say, 'I wonder if we were submitted for any awards? We busted our tails last year and didn't get any extra time off!'" During an initial EPR feedback session you tell your subordinate, "I expect you to become thoroughly familiar with your job by getting to know every aspect. I also expect NCOs to perform above minimal acceptable standards and make smart choices both on and off duty because you're always being watched. Also, believing your superiors will help to ensure you're mission ready, displaying selflessness when it comes to doing what's asked of you, and being prepared when asked to attend meetings are very important to me." Your comments BEST identify ___________________. a. DAC Skills b. Coercive Power c. Follower Traits c. CORRECT. According to the Leader Influence chapter, follower traits are competence, integrity, loyalty, and initiative. Competence is knowing what your job is, knowing how to do the job or task, and meeting or exceeding standards. In the scenario you say, "I expect you to become thoroughly familiar with your job by getting to know every aspect. I also expect NCOs to perform above minimal acceptable standards." According to the Leader Influence chapter, integrity is doing the right thing always when no one's looking and when others are looking. In the scenario you say, "make smart choices both on and off duty because you're always being watched." According to the Leader Influence chapter, loyalty is being faithful, obedient, and respectful. Faithful means trusting in leadership to make sure you're prepared for the unknown. In the scenario you say, "believing your superiors will help to ensure you're mission ready is very important to me." According to the Leader Influence chapter, obedient means fulfilling your duties and responsibilities to the best of your ability. In the scenario you say, "displaying selflessness when it comes to doing what's asked of you is very important to me." And according to the Leader Influence chapter, initiative is being proactive, doing your homework and thinking ahead. In the scenario you say, "being prepared when asked to attend meetings is very important to me." You have four competent subordinates. Almost every time your boss sends you a task you hand it off to your team. All you expect from them is a quality product in a timely manner. You tell them you don't want to influence their development in handling special tasks. You won't see the task again until your team hands the final product for you to forward up to your boss. Your team knows you don't want to be bothered with questions about the task. When your boss questions you about the task, you say, "I'll find out." Your team members wonder if you really know your job. They've been talking about the upcoming quarterly awards board hoping they were going to be submitted for all their hard work in making you look good since they weren't submitted for last quarter. This scenario BEST illustrates your relience on the ____________________ style which could degrade your NCO effectiveness. a. Team Leader b. Country Club Leader c. Impoverished Leader c. CORRECT. According to the Leader Influence chapter, the Impoverished Leader style is a delegate and disappear management style preferring to be detached from the team process. This style is used in a self-sufficient work center where the people are very independent and don't require a lot of supervision. In the scenario "you have four competent subordinates; your boss sends you a task and you immediately hand it off to your team; you expect a quality product in a timely manner; you don't want to influence their development in handling special tasks; you won't see the task again until your team hands the final product to you so you can forward up to your boss; you don't want to be bothered with questions about the task; and when your boss asks you questions about the task, you say, 'I'll find out.'" According to the Leader Influence chapter, the Country Club Leader style is used in a highly efficient and disciplines work center that isn't being rewarded properly or where people are motivated by rewards. In the scenario your people show indications that they're motivated by rewards, "They've been talking about the upcoming quarterly awards board hoping they were going to be submitted for all their hard work in making you look good since they weren't submitted for last quarter." According to the Leader Influence chapter, overuse of one style in most or all situations will most likely degrade your ability and effectiveness to influence others. You may want to consider adapting your leader style after diagnosing the status of your people. It was a rough year for you last year, but this is a new year and you're ready for whatever comes. You made it a point to let your boss know that you wanted to be more involved in helping her manage the work center since you're the ranking TSgt. You even purchased a couple of squadron morale-colored t-shirts to wear on morale day. You really want to become the "go to" person for the junior Airmen related to your job specialty. Last year you told the boss about a problem with a procedure in the work center and it caused the unit to be non-mission capable for almost two weeks...leadership wasn't happy about that; however, this year, you're going to do everything you can to ensure proactive problem solving will occur versus reactive crisis management. You feel really good about this new year. Your actions and behaviors BEST illustrate the _____________________ and will MOST LIKELY result in enhanced NCO effectiveness. a. 5 Essential Qualities of Effective Followership b. effective status of the people diagnosis c. proper application of the DAC skills a. CORRECT. According to the Leader Influence chapter, the 5 Essential Qualities of Effective Followership are self-management, committed, competent, integrity, and initiative. Self- Management is determining one's own goals within a large context and to decide what role to take at any given time. In the scenario you "let your boss know that you wanted to be more involved in helping her manage the work center since you're the ranking TSgt." Committed to the organization and a purpose beyond yourself helps you strive to excel. In the scenario "You even purchased a couple of squadron morale-colored t-shirts to wear on morale day." Competent helps you reach higher levels of performance by focusing your efforts for maximum effects. In the scenario "You really want to become the 'go to' person for the junior Airmen related to your job specialty." Integrity is the willingness to tell the truth to your leaders. In the scenario "you told the boss about a problem with a procedure in the work center and it caused the unit to be non-mission capable for almost two weeks...leadership wasn't happy about that." Initiative is being motivated and determined; persevering; and a risk taker to do more than just meet the standards. In the scenario "you're going to do everything you can to ensure proactive problem solving will occur versus reactive crisis management." By incorporating these 5 Essential Qualities into your followership practices as described in the scenario, you most likely will enhance your NCO effectiveness. 3. While briefing an ALS class, TSgt Brand says, "This document is reviewed often and can be found at many different levels in the Air Force, from Air Force Headquarters to the lowest flight level. Though there isn't a required format, the effective ones include sections that list mission essential items that are in the budget and items that aren't. Each expense has a code that represents the expenses place in the budget hierarchy." TSgt Brand's comments BEST identify the _____. a. Antideficiency Act b. Budget Review c. Execution Plan c. CORRECT: According to the Financial Stewardship section the EP ensures an equitable distribution of the President's Budget for the next fiscal year consistent with accomplishing Air Force program objectives and is the main document for distributing anticipated funding (direct & reimbursable) in an equitable manner. A well-developed plan includes a prioritized list of known funded and unfunded requirements with justification for each requirement and a spend plan that projects when and how funds will be spent throughout the fiscal year. Although there is no official template when creating an EP, it should include mission critical requirements, justification, unfunded requirements, and spend plan sections. In the scenario, TSgt Brand is identifying the EP. 5. During a meeting with the superintendent, TSgt Lopez says, "We have a complete lack of structure in my work center. The last NCOIC didn't keep track of where the people in our work center should be assigned. I compared the document that distributes personnel positions to us and the document the last NCOIC should've been using to assign people to those positions. They didn't match-up at all, one section should include three SSgts but only had one, and another should've had one SSgt but had two! No wonder nothing gets done around here." The scenario BEST illustrates _____ and its impact on mission effectiveness. a. organizational structure b. manpower allocation and tracking c. adjusting manpower requirements b. CORRECT: According to the Manpower Stewardship section, Manpower is allocated through the unit manpower document and tracked through the Unit Management Personnel Roster. In the scenario, TSgt Lopez is discussing ineffective manpower allocation and tracking when he says, "The last NCOIC didn't keep track of where the people in our work center should be assigned. I compared the document that distributes personnel positions to us (UMD) and the document the last NCOIC should've been using to assign people to those positions (UPMR). They didn't match-up at all, one section should include three SSgts but only had one, and another should've had one SSgt but had two!" While in a deployed location SSgt Nix says to TSgt Miller, "Yesterday, while on that evacuation flight, the oil line started to leak on the helicopter. After an emergency landing, I could've used an electric clamp to fix it; but that's not in the technical order." Astonished TSgt Miller says, "You should submit your fix for Air Force wide consideration." Later that day TSgt Miller reviews the list of past submissions and finds nothing. He tells SSgt Nix, "You should submit it. Then a high ranking commander will review it. Finally, if approved by them, plans will be created and executed. You may even get paid." TSgt Miller's _____ will MOST likely _____ mission effectiveness. a. understanding of resources for mission success; increase b. misunderstanding of resources for mission success; decrease c. understanding of Airman Powered by Innovation; increase d. misunderstanding of Airman Powered by Innovation; decrease c. CORRECT: According to the Advanced Resource Stewardship section, ideas are generated, screened, and improved to ensure fact fortified ideas are forwarded to personnel such as wing and MAJCOM commanders for implementation consideration. Before submitting an idea, or suggesting others submit theirs, search the previous submissions. The Air Force will give monetary (as well as non-monetary) awards to recognize Airman for their implemented suggestions. In the scenario, TSgt Miller is suggesting that SSgt Nix submit his idea to the API program. He goes through the steps when he says, "You should submit your fix for Air Force wide consideration (Ideation)." Later that day TSgt Miller reviews the list of past submissions and finds nothing. He tells SSgt Nix, "You should submit it (Submission), then a high ranking commander will review it (Evaluation). Then, if approved by them, plans will be created and executed (Implementation). You may even get paid." TSgt Hardesty is mentoring TSgt Keith when he says, "This is the process I was telling you about. Our section has positions assigned by a document we don't control at our level. It's up to us to take the personnel we have and plug their names into a second document. This give us the freedom to structure the section as we want." TSgt Hardesty's comments BEST identify _____. a. allocating and tracking manpower b. organizational structure c. budget process a. CORRECT: According to the Resource Stewardship chapter, manpower is allocated through the unit manpower document and tracked through the Unit Management Personnel Roster. In the scenario, TSgt Hardesty is identifying allocating and tracking manpower. Hardesty says, "This is the process I was telling you about. Our section has positions assigned by a document we don't control at our level (UMD). It's up to us to take the personnel we have and plug their names into a second document (UPMR). This give us the freedom to structure the section as we want." At a training session, TSgt Caskey said, "SSgt Griggs, it's that time of the year when we have to submit a document detailing how we are going to spend the upcoming fiscal year funding. To do that, we have to list and justify all needed items and services, and the cost. Additionally, we have to identify and justify items or services that can't be funded with the current budget." Because of her preparation, the organization was able to execute a strong budget and have the unfunded request on the top priority of the wing TSgt Caskey's actions BEST illustrates ________________ and its impact on mission effectiveness a. budget process b. budget review c. execution plan c. CORRECT: According to the Resource Stewardship chapter, an EP is an Air Force product used to balance available funding while delivering goods and services to customers. A well-developed plan includes a prioritized list of known unfunded requirements with justification for each unfunded requirement and a spend plan that projects when and how funds will be spent throughout the fiscal year. The scenario depicts Caskey's understanding of importance of how a well-developed Financial Execution Plan can impact mission success. By training Griggs and developing a solid plan, the organization was prepared to execute the budget and postured for the unfunded request. SSgt Brady is a team chief of an engine shop. He was just notified by his shop chief, TSgt Thomas that they are projected to receive six more aircraft within a year. Brady states, "TSgt Thomas, I can't see how we're going to support six more aircraft. We already have to work additional hours to support the aircraft we have now. Can we ask for new Airmen to PCS here to help?" TSgt Thomas replied, "I share your concern, but I have confidence that we can make it work." TSgt Thomas's _____ will MOST likely _____ mission effectiveness a. understanding of adjusting manpower requirements; increase b. misunderstanding of adjusting manpower requirements; decrease c. understanding of allocating and tracking manpower; increase d. misunderstanding of allocation and tracking manpower; decrease b. CORRECT: According to the Resource Stewardship chapter, adjusting manpower requirements centers on the Authorization Change Request (ACR) which is a multi-purpose document used to propose adjustments to a UMD. ACRs are commonly used to request increases, decreases, or realignments of manpower requirements and/or to change attributes on the UMD. There is no evidence in the scenario that TSgt Thomas is requesting a manpower increase to support the additional aircraft. Without this request, the mission of the squadron will suffer.