NCOA Exam Questions and Answers Verified
by Experts
Developmental Needs of Airmen Aspirations, Personality, Self-Concept, Self -Efficacy &
Locus of Control, Attitudes & Values
Position Power Coercive, Connection, Reward, Legitimate
Coercive Power position power; ability to punish for not performing
Connection Power position power; perceived association with people of influence; who
you know
Reward Power position power; pat on back, formal presentation of reward
Legitimate Power position power; title, role or position within organization; only power
that does not increase or decrease with use
,Personal Power Referent, Information, Expert
Referent Power personal power; likeability, charismatic, inspirational
Information Power personal power; access to data and information that is important
Expert Power personal power; education, experience, job knowledge
Membership Level motivational level that meets minimum standards; never makes and
effort to solve the problem or offer solutions; correlates with System-Level rewards
Performance Level motivational level that is more involved, contribute to solving
problems as long as they'll get recognized/rewarded for it; correlates to Supervisory-Level
rewards
Involvement Level motivational level where motivation is intrinsic, identifies problems
and solve them, enjoy what they do, get personal job satisfaction; correlates with Personal
Rewards
,System Level Rewards pay, training, annual leave, medical and dental benefits
Supervisory Level Rewards praise, recognition, time off, bonus pay, promotions, special
assignments
Personal Rewards intrinsic, personal satisfaction
Sources of Conflict Communication, Structural, Interests, Personal Behavior, Worldview,
Resource Interdependence
High Context Culture close connections, years of interactions, non-verbal communication
face to face communication, difficult for outsiders to enter
Low Context Culture rule oriented, short duration of connections, transferrable
knowledge, task-centered
Competing conflict management style - high assertive, low cooperation
, Collaborating conflict management style - high assertive, high cooperation
Compromising conflict management style - intermediate assertive and cooperation
Accommodating conflict management style - low assertive, high cooperation
Avoiding conflict management style - low assertive, low cooperation
Negotiating Categories Distributive, Integrative
Distributive Negotiating Destructive technique that destroys relationships; limited
resources, high stakes,
Hardball Tactics Good Cop-Bad Cop, Highball-Lowball, Exploding Offer, Lying,
Intimidation, Snow Job, Nibble
by Experts
Developmental Needs of Airmen Aspirations, Personality, Self-Concept, Self -Efficacy &
Locus of Control, Attitudes & Values
Position Power Coercive, Connection, Reward, Legitimate
Coercive Power position power; ability to punish for not performing
Connection Power position power; perceived association with people of influence; who
you know
Reward Power position power; pat on back, formal presentation of reward
Legitimate Power position power; title, role or position within organization; only power
that does not increase or decrease with use
,Personal Power Referent, Information, Expert
Referent Power personal power; likeability, charismatic, inspirational
Information Power personal power; access to data and information that is important
Expert Power personal power; education, experience, job knowledge
Membership Level motivational level that meets minimum standards; never makes and
effort to solve the problem or offer solutions; correlates with System-Level rewards
Performance Level motivational level that is more involved, contribute to solving
problems as long as they'll get recognized/rewarded for it; correlates to Supervisory-Level
rewards
Involvement Level motivational level where motivation is intrinsic, identifies problems
and solve them, enjoy what they do, get personal job satisfaction; correlates with Personal
Rewards
,System Level Rewards pay, training, annual leave, medical and dental benefits
Supervisory Level Rewards praise, recognition, time off, bonus pay, promotions, special
assignments
Personal Rewards intrinsic, personal satisfaction
Sources of Conflict Communication, Structural, Interests, Personal Behavior, Worldview,
Resource Interdependence
High Context Culture close connections, years of interactions, non-verbal communication
face to face communication, difficult for outsiders to enter
Low Context Culture rule oriented, short duration of connections, transferrable
knowledge, task-centered
Competing conflict management style - high assertive, low cooperation
, Collaborating conflict management style - high assertive, high cooperation
Compromising conflict management style - intermediate assertive and cooperation
Accommodating conflict management style - low assertive, high cooperation
Avoiding conflict management style - low assertive, low cooperation
Negotiating Categories Distributive, Integrative
Distributive Negotiating Destructive technique that destroys relationships; limited
resources, high stakes,
Hardball Tactics Good Cop-Bad Cop, Highball-Lowball, Exploding Offer, Lying,
Intimidation, Snow Job, Nibble
