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Test your basic knowledge |
DSST Principles Of Supervision
Start Test
Study First
Subjects
:
dsst
,
business-skills
,
bvat
Instructions:
Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can
study here
.
Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.
This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. Managers who are neither executives nor first-level supervisors - but who serve as a link between the two groups.
Technical Skill
Job Analysis
Middle Level Managers
Abraham Maslow
2. Groups that are determined by the organization chart and composed of individuals who report directly to a given manager.
Organizational Structure
Henry Mintzberg
Functional Groups
Command Groups
3. Sees appraisal as the most crucial aspect of organizational life.
Lawrie
Command Groups
Group Structure
Tom Gilbert
4. Also called secondary groups; groups formed for the purpose of completing tasks - such as solving problems or making decisions
Forcing
Task Groups
Frederick Herzberg
Operating budget
5. Normal reaction when conflict occurs: tendency to approach or engage in conflict; one actively discusses issues and engages in conflict situations; when disagreements occur the confronter wants to get all issues on the table ASAP (part of competition
Heirarchy of Needs
Confronting
Decision Making
Compromising
6. Prevent the group from functioning effectively because they attack other group members or divert the groups attention
Arbitration
Conceptual Skill
Blocking Roles
Compromising
7. Is used to investigate problems - decide on a remedy - and implement a solution.
Diagnostic Skill
Forcing
Role Ambiguity
Robert Blake and Jane Mouton
8. A future oriented approach and is developmental in nature; recognizes employees as individuals and focuses on their development
Avoiding
Outsourcing
Heirarchy of Needs
Modern Appraisal
9. Divided manager's job into three types: interpersonal - informational - decisional
Action Learning
Henry Mintzberg
Maintenance Roles
Tom Gilbert
10. Planned operations in non financial terms
Planning
Nonmonetary budget
Heirarchy of Needs
Authority
11. Humanistic psychologist known for his 'Hierarchy of Needs' and the concept of 'self-actualization'
Abraham Maslow
Frederick Taylor
Authority
Diagnostic Skill
12. Created by the organization to accomplish specific goals within an unspecified time frame
Controlling
Informer Role
Functional Groups
Top Level Managers
13. Are also called senior management or executives. These individuals are at the top one or two levels in an organization - and hold titles such as: Chief Executive Officer (CEO) - Chief Financial Officer (CFO) - Chief Operational Officer (COO) - Chief
Task Groups
Blocking Roles
Top Level Managers
Confronting
14. The ability to understand others at work and to use that knowledge to influence others to act in ways that enhance one's personal or organizational objectives.
Group Structure
Organizational Development
Organization Charts
Political Skill
15. The expertise necessary to be proficient with methods and processes to run front-line operations
Top Level Managers
Leadership
Organizational Structure
Technical Skill
16. Payment for work done
Group Structure
Renumeration
Abraham Maslow
Trade Alliance
17. Management process of guiding and motivating employees to meet an organization's objectives
Heirarchy of Needs
Leading
Performance Appraisal
Functional Groups
18. The process used to accomplish organizational goals through planning - organizing - leading - and controlling people and other organizational resources
Confronting
Personnel Recruitment
Abraham Maslow
Management
19. He suggested that the (appraisal) process is so inherently flawed that it may be impossible to perfect it
Controlling
Operating budget
Budget
Derven
20. Patterns of behavior that help the group develop and maintain good member relationships - group cohesiveness and effective levels of conflict
Budget
Do NOT ask
Maintenance Roles
Problem Solving
21. (2 people) 1964- Created a management model that conceptualizes management styles and relations. Their Grid uses two axis. 'Concern for people' is plotted using the vertical axis and 'Concern for task' is along the horizontal axis.
Taylorism
Nonmonetary budget
Conceptual Skill
Robert Blake and Jane Mouton
22. -The process of determining staffing needs - predicting turnover and vacancies - and identifying and recruiting potential replacements to maintain the staffing levels required to meet program objectives
Performance Appraisal
Personnel Recruitment
Leading
Union
23. Managing conflict by giving up part of what you want - to provide at least some satisfaction for both parties
Compromising
Smoothing
Budget
Interpersonal Skill
24. Implemented by Fredrick W. Taylor - scientific management to reduce waste - was resented by many although he brought concrete improvements of productivity
Taylorism
Role Ambiguity
Group Norms
Task Groups
25. Father of scientific management
Frederick Taylor
Work Roles
First Level Managers
Forcing
26. Managing conflict by satisfying your own needs or advancing your own ideas - with no concern for the needs or ideas of the other and no concern for the harm done to the relationship.
Forcing
Summative Evaluation
Operating budget
Task Groups
27. Planned operations in financial terms
Task Groups
Operating budget
Nonmonetary budget
Technical Skill
28. Plan describes how the company will organize the work that needs to be accomplished. Kurt Lewin is father of this.
Henry Mintzberg
Personnel Recruitment
Organizational Development
Role Ambiguity
29. Evaluation of training program conducted after program has been implemented in order to assess outcomes
Frederick Herzberg
Work Roles
Summative Evaluation
Outsourcing
30. Managers who supervise operatives (also known as first-line managers or supervisors).
Renumeration
Diagnostic Skill
Lawrie
First Level Managers
31. Role of finding facts and giving advice or opinions in an organization
Top Level Managers
Informer Role
Organizational Structure
Arbitration
32. Understanding information and reaching a conclusion to solve problems.
Decision Making
Middle Level Managers
Robert Blake and Jane Mouton
Personnel Recruitment
33. A management function that involves establishing clear standards to determine whether or not an organization is progressing toward its goals and objectives - rewarding people for doing a good job - and taking corrective action if they are not
Planning
Frederick Herzberg
Friendship Groups
Controlling
34. To reduce limits on trade - countries band together to have free trade amongst themselves
Functional Groups
Trade Alliance
Informer Role
Forcing
35. Maslow's pyramid of human needs. At the bottom are the most important things life food and physiological needs - then at the top are psychological needs. Basically - you have to satisfy your primordial needs first like eating and drinking - then you
Heirarchy of Needs
Nonmonetary budget
Management
Functional Groups
36. General expectations of a demand nature regarding acceptable group behavior
Group Norms
Friendship Groups
Outsourcing
Nonmonetary budget
37. Uncertainty about what the organization expects from the employee in terms of what to do or how to do it
Do NOT ask
Outsourcing
Action Learning
Role Ambiguity
38. Training in which teams get an actual problem - work on solving it and commit to an action plan - and are accountable for carrying it out
Action Learning
Diagnostic Skill
Regional Economic Integration
Job Analysis
39. The ability to influence individuals or groups to achieve organizational goals
Leadership
Task Groups
Organizing
Friendship Groups
40. An evaluation that measures employee performance against established standards in order to make decisions about promotions - compensation - training - or termination
Derven
Nonmonetary budget
Performance Appraisal
Problem Solving
41. Calls for five disciplines in the learning organization: System Thinking - Personal Mastery - Mental Models - Shared Vision - Team Learning
Authority
Peter Senge
Technical Skill
Union
42. (law) the hearing and determination of a dispute by an impartial referee agreed to by both parties (often used to settle disputes between labor and management)
Arbitration
Frederick Herzberg
Peter Senge
Leadership
43. The set of global forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire and utilize resources
Organizational Development
Global Environment
Problem Solving
Arbitration
44. Wrote that accomplishment specification is the only logical way to define performance requirements. Accomplishments are the best starting points for developing performance standards. In addition - accomplishments are the best tools for the developmen
Tom Gilbert
Henry Mintzberg
Non-Compete Agreement
Avoiding
45. Minimizing differences and emphasizing common interests; unassertive and cooperative
Smoothing
Compromising
Global Environment
Management
46. Groups of people who work together for similar interests or goals.
Organizational Structure
Organizing
Interest Groups
Command Groups
47. Thinking and behavior directed toward attaining a goal that is not readily available
Authority
Problem Solving
Operating budget
Diagnostic Skill
48. A summary of intended expenditures along with proposals for how to meet them
Task Groups
Budget
Trade Alliance
Informer Role
49. A decision by a corporation to turn over much of the responsibility for production to independent suppliers.
Trade Alliance
Management
Modern Appraisal
Outsourcing
50. The cognitive ability to see the organization as a whole and the relationships among its parts
Conceptual Skill
Maintenance Roles
Technical Skill
Leadership