SNCO Test 1 exam with 100% correct answers (latest update)

DiSC is a behavioral model that describes how people behave as they respond to their environment Dimension the tendencies and desires are descriptions of the dimensions, where the needs and strategies are the action plan for people in the dimension. Personal Profile System (PPS) is a copyright assessment instrument. It can help you understand yourself and others. It's broken into dimensions and components that explain the basics of understanding behavioral styles Dominance the first PPS dimension. People who operate out of the dimension focus on "shaping the environment by overcoming opposition to accomplish results." Influence the second dimension of PPS. People who operate out of this dimension focus on "shaping the environment by influencing or persuading others." Steadiness the third dimension of PPS. People who operate out of this dimension focus on "cooperating with others within existing circumstances to carry out a task." Conscientiousness the fourth dimension of PPS. People who operate out of this dimension focus on "working conscientiously within existing circumstances to ensure quality and accuracy." Caution, Motivate, Support Use this technique when we have to assign people to tasks or positions that do not match their PPS, it is vitally important to set them up for success. Caution: We caution on aspect of the position that will not appeal to the person based on her primary and secondary tendencies. Motivate: We motivate the person by letting him know which aspects of the position appeal to his primary and secondary tendencies. Support: We support the person by letting her know we are always available to listen, answer questions, provide more information and guidance, secure resources, and when necessary, run interference or remove roadblocks. Adaption-Innovation Theory Is founded on the assumption that all people solve problems and are creative. His theory suggests that problem solving and creativity are both outcomes of the same brain function...think of creativity as a component of problem solving. Adaptive Style represents a method/preference of problem solving that's more structured and methodical. Creativity is exercised 'inside the box'. Someone that prefers this style usually comes up with ideas by modifying the current organizational paradigm...to make improvements to existing systems. Innovation Style Represents a method/preference of problem solving that's less concerned with structure and details. Creativity is exercised 'outside the box'. Someone that prefers this style usually breaks (or goes against) the current organizational paradigm when coming up with ideas. Problem A is the actual problem that a team has come together to solve Problem B encompasses issues (other than the actual problem itself) that arise as a result of human interactions and diversity. These issues, or 'team problems', can include team dynamics, interpersonal relationships, communication, etc. Style Is measured by the Kirton Adaption-Innovation Inventory (or KAI). This assessment is only concerned with your preferred method of problem solving ..adaptive or innovative. Level is often times measured by different kinds of tests like an IQ test Cognitive Gaps are differences in cognitive style preferences. They can exist between two people, two groups of people, or between a person and the requirements for a particular task. Coping Behavior involves behaving... problem solving... outside one's preferred style by the minimum amount, for the least time. Bridging is reaching out to people in the team and helping them to be part of it so that they may contribute even if their contribution is outside mainstream. Motive is an emotion, desire, physiological need, or similar impulse that causes one to take action Opportunity is an appropriate time, occasion, or situation favorable for attainment of a goal. Laissez-Faire term which describes an attitude of letting things take their own course, without interference from others. Transactional is based on connecting a transaction (or social exchange) to motivation; in other words, providing compensation in exchange for desired follower behavior, or a consequence for undesired behavior. Transformational leadership that involves inspiring followers to commit to a shared vision and goals for an organization or unit, challenging them to be innovative problem solvers, and developing followers' leadership capacity via coaching, mentoring and provision of both challenge and support. Management by Exception - Passive (MBE-P) Leader holds subordinates accountable if they fail to meet standards of performance or disregard policies and procedure