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Lab Man > U4.1: Directing and Supervising > Flashcards

U4.1: Directing and Supervising Flashcards

1
Q

Ways and means to encourage all personnel

a. planning
b. organizing
c. directing
d. supervising

A

c. directing

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2
Q

to accomplish all assignments and goals in the most efficient manner

a. planning
b. organizing
c. directing
d. supervising

A

c. directing

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3
Q

Overseeing the work of subordinates by their superiors

a. planning
b. organizing
c. directing
d. supervising

A

d. supervising

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4
Q

act of watching & directing work & workers

a. planning
b. organizing
c. directing
d. supervising

A

d. supervising

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5
Q

T/F:
Supervision must be written, comprehensive, current, clearly stated and reinforced by discussion and example

A

false;
direction

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6
Q

entails responsibility in assuming that policies and procedures are followed

a. staffing
b. supervision
c. coordination
d. direction

A

b. supervision

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7
Q

wide

a. directing
b. supervising

A

a. directing

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8
Q

narrow

a. directing
b. supervising

A

b. supervising

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9
Q

It includes motivation, communication, supervision, training & leadership.

a. directing
b. supervising

A

a. directing

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10
Q

T/F:
In supervising, direction is generally at top level.

A

false
(in directing)

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11
Q

T/F:
Generally, direction is related to supervision which is the intermediate link between the workers and management.

A

true

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12
Q

formulates policies and takes important decision

a. directing
b. supervising

A

a. directing

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13
Q

Financial & non financial incentives

a. directing
b. supervising

A

a. directing

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14
Q

Leads the efforts of medium and lower level executives

a. directing
b. supervising

A

a. directing

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15
Q

It is only one of the elements of direction.

a. directing
b. supervising

A

b. supervising

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16
Q

It is restricted to the lower level management.

a. directing
b. supervising

A

b. supervising

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17
Q

He has to deal, guide and lead workers directly under his commands.

a. directing
b. supervising

A

b. supervising

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18
Q

___________ at lower level only for implementation.

a. directing
b. supervising

A

b. supervising
(or supervision)

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19
Q

It cannot provide incentives but it can only recommend rewards in special case.

a. directing
b. supervising

A

b. supervising

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20
Q

Efforts of employee under his commands

a. directing
b. supervising

A

b. supervising

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21
Q

Level 5 Leadership:
Level 1

a. individual
b. team member
c. manager
d. leader
e. executive

A

a. individual

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22
Q

Level 5 Leadership:
Level 2

a. individual
b. team member
c. manager
d. leader
e. executive

A

b. team member

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23
Q

Level 5 Leadership:
Level 3

a. individual
b. team member
c. manager
d. leader
e. executive

A

c. manager

24
Q

Level 5 Leadership:
Level 4

a. individual
b. team member
c. manager
d. leader
e. executive

A

d. leader

25
Q

Level 5 Leadership:
Level 5

a. individual
b. team member
c. manager
d. leader
e. executive

A

e. executive

26
Q

Level 5 Leadership:
capable; contributes talent, skills, and knowledge

a. individual
b. team member
c. manager
d. leader
e. executive

A

a. individual

27
Q

Level 5 Leadership:
contributing; contributes individually, works well in a group

a. individual
b. team member
c. manager
d. leader
e. executive

A

b. team member

28
Q

Level 5 Leadership:
competent, manages team members and assets to reach set objectives

a. individual
b. team member
c. manager
d. leader
e. executive

A

c. manager

29
Q

Level 5 Leadership:
effective; stimulates high standards, champion dedication to vision

a. individual
b. team member
c. manager
d. leader
e. executive

A

d. leader

30
Q

Level 5 Leadership:
builds excellence through dedication and humility

a. individual
b. team member
c. manager
d. leader
e. executive

A

e. executive

31
Q

In organizations, a ________ leader transcends self-interest to serve others, the organization, and society.

a. servant
b. authentic
c. interactive
d. charismatic
e. transformational
f. transactional

A

a. servant

32
Q

Servant leaders operate on two levels, which are:

a. for acting consistently with higher-order ethical values
b. for the fulfillment of their subordinates’ goals and needs
c. for inspiring and motivating people to do more than they would normally do
d. for the realization of the larger purpose or mission of their organization

A

b. for the fulfillment of their subordinates’ goals and needs

d. for the realization of the larger purpose or mission of their organization

33
Q

give things away—power, ideas, information, recognition, credit for accomplishments, even money

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

a. servant leader

34
Q

refers to individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity

a. servant leadership
b. authentic leadership
c. interactive leadership
d. charismatic leadership
e. transformational leadership
f. transactional leader

A

b. authentic leadership

35
Q

To be authentic means being ______, staying true to one’s values and beliefs, and acting based on one’s true self rather than emulating what others do.

A

real

36
Q

inspire trust and commitment because they respect diverse viewpoints, encourage collaboration, and help others learn, grow, and develop as leaders

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

b. authentic leader

37
Q

means that the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority

a. servant leadership
b. authentic leadership
c. interactive leadership
d. charismatic leadership
e. transformational leadership
f. transactional leader

A

c. interactive leadership

38
Q

characterized by values such as inclusion, collaboration, relationship building, and caring

a. servant leadership
b. authentic leadership
c. interactive leadership
d. charismatic leadership
e. transformational leadership
f. transactional leader

A

c. interactive leadership

39
Q

T/F:
Although transformational leadership is associated with women’s style of leading, both men and women can be effective transformational leaders.

A

false
(interactive - more assoc. with women; both men and women can be interactive leaders)

40
Q

a fire that ignites followers’ energy and commitment, producing results above and beyond the call of duty

a. service
b. authenticity
c. interactivity
d. charisma
e. transformation
f. transaction

A

d. charisma

41
Q

has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

d. charismatic leader

42
Q

Followers are willing to put aside their own interests for the sake of the team, department, or organization.

a. servant leadership
b. authentic leadership
c. interactive leadership
d. charismatic leadership
e. transformational leadership
f. transactional leader

A

d. charismatic leadership

43
Q

The following are where the impact of charismatic leaders normally comes from, EXCEPT:

a. stating a lofty vision of an imagined future that employees identify with,
b. displaying an ability to understand and empathize with followers
c. empowering and trusting subordinates to accomplish results
d. cultivating open communication to ensure authenticity within the team

A

d. cultivating open communication to ensure authenticity within the team

44
Q

T/F:
Charismatic leaders tend to be more predictable because they create an atmosphere of change, and they may be obsessed by visionary ideas that excite, stimulate, and drive other people to work hard.

A

false
(charismatic leaders: less predictable)

45
Q

similar to charismatic leaders, but they are distinguished by their special ability to bring about innovation and change by recognizing followers’ needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

e. transformational leader

46
Q

inspire followers not just to believe in the leader personally, but to believe in their own potential to imagine and create a better future for the organization

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

e. transformational leader

47
Q

create significant change in both followers and the organization

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

e. transformational leader

48
Q

have the ability to lead changes in the organization’s mission, strategy, structure, and culture, as well as to promote innovation in products and technologies

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

e. transformational leader

49
Q

do not rely solely on tangible rules and incentives to control specific transactions with followers

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

e. transformational leader

50
Q

focus on intangible qualities, such as vision, shared values, and ideas, to build relationships, give larger meaning to diverse activities, and find common ground to enlist followers in the change process

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

e. transformational leader

51
Q

clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of their subordinates

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

f. transactional leader

52
Q

T/F:
The servant leader’s ability to satisfy subordinates may improve productivity.

A

false
(transactional leader)

53
Q

excel at management functions, are hardworking, tolerant, fair-minded, and take pride in keeping things running smoothly and
efficiently

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

f. transactional leader

54
Q

often stress the impersonal aspects of performance, such as plans, schedules, and budgets

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

f. transactional leader

55
Q

have a sense of commitment to the organization and conform to organizational norms and values

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

f. transactional leader

56
Q

T/F:
Transactional leadership is important to all organizations, but leading change requires a different approach.

A

true

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