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Management Supervision > class & tests > Flashcards

class & tests Flashcards

1
Q

Workgroup

A

2 or more people working together without shared goals or product

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2
Q

Team

A

2 or more people with common goal, vision,

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3
Q

informal groups

A
  • inevitable
  • from natural relationships, etc.
  • can be + or -
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4
Q

work groups function at 3 levels

A

dependent, independent & interdependent

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5
Q

dependent groups are

A

authoritative

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6
Q

independent groups are

A

most common. super is not controlling boss. can perform well

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7
Q

interdependent

A

work as a team

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8
Q

disadvantages of teams

A

startup investment, difficult, new leadership capabilities, productivitiy devrease at first
, people can quit

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9
Q

10 reasons teams fail

A

1-fail to link initiative and business goals
2- telling & selling vs exploring advantages & disadvantages
3- Aassuming people will support change required
4- underesimate power of fear
5- Unrealistic expectation of how long teams take
6- Lack of commitment from managment
7- Inadequate resources - time, staffing , etc
8- adding too many other initiatives
9- not willing to model changes
10- Failure to celebrate all progress

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10
Q

q3 according to text controlling and coarching are becoming combined.

A

True

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11
Q

q3 Strategic control points eliminate the possibility of over or under controlling

A

False

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12
Q

q3 business dashboards are detailed indicators of performance that are usefull to supervisors controll process

A

false

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13
Q

q3 benchmarking may involve chevkcking customers or customs for info about a service’s quality or other characteristics

A

true

292

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14
Q

q3 most critical element of control process is technology

A

false

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15
Q

q3 supers should perform informal performance reviews more often than required

A

true

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16
Q

q3 Performance reviews include objective & subjective factors to be evaluated firmly and equally

A

true

315

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17
Q

q3 measurement by objectives is appraisal system that can be used for all employees

A

true

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18
Q

q3 with new employees feedback should be supplied as soon as problems arries

A

true

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19
Q

q3 4 ethical traps:

A

true
confidentality, inconsistency, validity, bias

329

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20
Q

q4 Taft Hatley act outlawed closed shop & started right to work

A

True

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21
Q

q1 emotionaly intelligent leaders achieved have personal comptetence and social comptence

A

true

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22
Q

q1 to get aloong with people must make couple of decisions: administrative & technical

A

false

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23
Q

q1 situational & contingency leadership somewhat similar in getting results

A

true

181

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24
Q

q1 leadership should be primary focus of super

A

false

183

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25
Q

q1 good supervisors are willing to periodically examine their explicit assumptions about nature of motivation

A

false

176

26
Q

q1 only concern super has of communication is it was understood & acted upon

A

false

27
Q

q1 several contingency factors that effect choice of communication method

A

true 201

28
Q

q1 employees most affected by verbal communication followed by writing

A

false

208

29
Q

q1 author suggests llestening should be 50% of communication

A

false

30
Q

q1 3 categories of learning

A

visual, aditory & doing?

false

31
Q

t. staffing is a function of management

A

true

32
Q

t. text has 10 of Henri Feyol’s axioms

A

true

8

33
Q

t. Unity of command means orders flow upper mangement

A

false

8

34
Q

t. supervisors are mainly interested in management of resources & attainment of results

A

true

8

35
Q

t. supervisors make plans & then set goals based on said plans

A

false

36
Q

t. 2 general directions of flow in communications

A

true. lecture.

37
Q

t. to make goals more compelling they must focus on results & key activities

A

false

38
Q

t. SMART stands for

A 
Specific
Measurable
Attaibanble
R
T
39
Q

t. to increase effectiveness and chances of execution super should tailor method to informal leaders

A

true

lecture

40
Q

t. mbo stands for

A

measurement by objective

41
Q

t. text lists 5 different types of plans

A

True

41

42
Q

t. problem solving is a part of the decision making process.

A

false

43
Q

t. decentralize organiztion pushes decisions to lower levels & has tighter control as they are closer to the work

A

false

44
Q

t. result of high turnover

A

true

131

45
Q

t. number of ways to provide trainings

A

4.
145

1-hit or miss
2-sink or swimm
3-trial & error
4-structures & schematic

46
Q

text list 4 classic indicators if training successful

A

true

47
Q

t. 4 dimensions of emotional intelligence

A 
true
1-Self aware
2-self management
3- social aware
4- relationship management
48
Q

t. employee maturity does not influence leadership role

A

false

49
Q

t. situation is similar to contingency leadership

A

true

50
Q

t. communication is link between plans and actions

A

true

198

51
Q

t. communications as 4 directsions?

A

true
up down
sideways in & out

52
Q

t. values set organization direction

A

false

53
Q

t. there are 2 general types of communication

A

true!
202
writen & spoken

54
Q

t. effectiveness of communication depends on

A

false

55
Q

t. participator leadership needs

A
  • quality relations
  • complex & precision of task
  • degree of flexibility by super & organization

181

56
Q

t. master planning comes under what basic principle

A

unity of direction

8

57
Q

t. Hershey blanchard is based on

A

type of leashership needed based on development stage of employee

58
Q

t. taft Hartley act allows supers to join unions?

A

composed of supervisors

5

59
Q

t. democratic leadership is similar to

A

consultative

60
Q

t. ways to determine training needs

A

gaps between expected & actual behavior

Management Supervision (3 decks)

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