ADMINISTRATIVE ASPECTS OF CODE ENFORCEMENT EXAM REPORTED QUESTIONS AND ANSWERS
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ADMINISTRATIVE ASPECTS OF CODE ENFORCEMENT
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ADMINISTRATIVE ASPECTS OF CODE ENFORCEMENT
ADMINISTRATIVE ASPECTS OF CODE ENFORCEMENT EXAM REPORTED QUESTIONS AND ANSWERS
Effective Gestures - Answer-All body gestures made by the presenter appeared to
enhance the talk greatly. These included use of hands, facial gestures, and the occasional shifting of the body itself to reinforce th...
ADMINISTRATIVE ASPECTS OF CODE
ENFORCEMENT EXAM REPORTED
QUESTIONS AND ANSWERS
Effective Gestures - Answer-All body gestures made by the presenter appeared to
enhance the talk greatly. These included use of hands, facial gestures, and the
occasional shifting of the body itself to reinforce the point being made at the moment.
No Apparent Nervousness - Answer-Not only didn't the speaker appear nervous, he/she
actually seemed to be enjoying him/herself throughout the entire talk.
Good Voice Control - Answer-The occasional use of pauses, careful voice modulation,
and deliberate pacing seemed to blend perfectly with the presentation and appeared
quite natural.
Appropriate Dress - Answer-The speaker's clothing appeared to reinforce what the
speaker's message was, yet nothing the speaker wore distracted from the presentation
being made.
Persuasive Close - Answer-The close was introduced as smoothly and as effectively as
the opening.
Leniency error - Answer-ratings that are unduly favorable (too lenient)
Severity error - Answer-ratings that are unduly unfavorable (too severe)
Central tendency - Answer-Rating employees in the middle of the rating scale when
more extreme ratings are warranted.
Halo effect - Answer-Ratings on each scale are influenced by the appraiser's overall
impression of an employee (ie, the supervisor LIKES/DISLIKES the employee).
Implicit personality theory - Answer-A rater's estimation, based on personal theory of
how
different types of people behave in certain situations.
Recency error - Answer-An error that occurs when ratings are heavily influenced by
recent events.
4-Step Coaching Model - Answer-1. Get Agreement that a Performance Need Exists
2. Decide on a Solution
3. Follow up
, 4. Give Recognition When the Situation is Resolved
Requesting - Answer-Asking for rather than demanding a change in behavior.
Backing Off - Answer-Stopping comments about the undesired behavior for a period of
time to assess whether you may have been reinforcing the negative behavior by giving
it attention.
Monitoring - Answer-Keeping closer-than-usual tabs on the employee's behavior and
perhaps making more frequent reminders about the behavior you expect.
Encouraging - Answer-Suspending any criticism for a while and looking for every
opportunity to praise the employee and maintain positive focus.
Reprimanding - Answer-Giving clear expressions of disapproval toward undesirable
behavior.
Coaching - Answer-Is a one-on-one process of teaching employees to perform their job
tasks and responsibilities more effectively,
Treat others as you would like to be treated by others, at all times. - Answer-What is the
golden rule for becoming a successful manager?
Primary Objective of Progressive Discipline - Answer-To proactively and constructively
modify the conduct of our employees so that they can reach their
maximum potential and be able to advance within the organization to higher levels of
responsibility and
autonomy. If behaviors are not acceptable, a progressive disciplinary process is a
Win/Win Strategy.
Aptitude - Answer-It refers to a person's native ability to perform the task or tasks.
Skill Level - Answer-Even the simplest responsibilities requires it. It differs from
aptitudes in that they can be learned, up to the limits imposed by aptitude.
Understanding of the task - Answer-A person must understand the nature of the task,
and what is expected. If this clear communication is lacking, no amount of skill or
motivation will bring about effective
performance. Performance management is the common means for conveying
understanding of the task.
Choice to Persist - Answer-Performance requires that effort be initiated and sustained
over time. This motivational factor may result in projects started but never completed.
Outside Factors - Answer-Performance can be reduced due to factors beyond the
control of the individual.
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