Questions

Q1 What are the networking needs of at least two members of your team for personal development and completing work tasks? Identify competence and authority gaps.

Q2 Identify three functions of the Australian Fair Work ombudsman and Fair Work Commission.

Q3 Describe a means of assessing and analysing customer service needs to potentially improve sales.

Q4 Describe what is meant by a SWOT analysis?

Q5 Why do you think it is important for leaders to make innovation a part of their management activities?

Q6 Why is it important to develop critical thinking skills?

Q7 What are the five basic competencies of Emotional intelligence?

Q8 How does a leader achieve the goals of an organization?

Q9 What essential qualities should a leader possess?

Q10 How will you deal with this situation?

Case Study-

Three years ago, you graduated from college and were commissioned through OTS. 1st Lt Joanne James graduated college and was commissioned through AFROTC on the same date. You were called to active duty 3 weeks earlier than 1st Lt James (Incidentally, you didn't graduate from the same college nor were you acquainted before being assigned together). You're both assigned to the 508th Logistics Readiness Squadron and work in the same section. Because you've been on active duty longer, you are senior for promotion purposes and in charge of the section. Lt James resents working for you, especially since she knows you were commissioned on the same day. She's aware that you are senior but makes a point of repeating, "There's no rank among lieutenants," whenever you attempt to assert your authority. She's especially resentful of the fact that she's been in the 508th longer than you and had expected to be put in charge of the section. You're a distinguished graduate of the Logistics Readiness Officer course, but you lack James' experience on the job. You're a fast learner and have managed to get "up to speed" quickly as section chief. You know Lt James resents you and you've been frustrated by Lt James' obvious disrespect. Yesterday you called her into your office and advised her that there was room on the unit manning document for only one section chief. You were sympathetic about Lt James' disappointment, but insisted she do her job without showing such obvious and childish resentment. Lt James left without comment. This morning TSgt Harper, the section NCOIC, asked if he could talk to you for a few minutes. When you asked him what was on his mind, Harper said, " Lt James is acting very badly. She criticizes you in front of the unit members, she says you don't know the job, and you're just going to mess things up. We know there's friction between you two, but it's starting to affect people. Most are siding with Lt James, since she's been here longer. I'm having trouble keeping them working."