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DSST Principles Of Supervision

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. Patterns of behavior that help the group develop and maintain good member relationships - group cohesiveness and effective levels of conflict






2. Groups of people who work together for similar interests or goals.






3. 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






4. Managing conflict by giving up part of what you want - to provide at least some satisfaction for both parties






5. The ability to influence individuals or groups to achieve organizational goals






6. A decision by a corporation to turn over much of the responsibility for production to independent suppliers.






7. 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






8. Contract law in which employee agrees not to leave employer for a # of years (1-3) to work at a similar/competing company






9. 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.






10. Evaluation of training program conducted after program has been implemented in order to assess outcomes






11. Thinking and behavior directed toward attaining a goal that is not readily available






12. Uncertainty about what the organization expects from the employee in terms of what to do or how to do it






13. Planned operations in financial terms






14. The process of anticipating future events and determining strategies to achieve organizational objectives in the future






15. Created by the organization to accomplish specific goals within an unspecified time frame






16. Involves human relations - or the manager's ability to interact effectively with organizational members.






17. An informal group composed of employees who enjoy one another's company and socialize with one another.






18. The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources






19. An organization of employees formed to bargain with the employer






20. Agreements amoung geographically proximate countries to reduce/remove tariff and non-tariff barriers to free flow of goods - services - factors of production






21. Management process of guiding and motivating employees to meet an organization's objectives






22. The activities performed by one or more group members that help the group accomplish its task and pursue its goals.






23. Humanistic psychologist known for his 'Hierarchy of Needs' and the concept of 'self-actualization'






24. A conflict resolution style by which one party wants to remain neutral - stay away from conflict - or postpone the conflict to gather information or let things cool down






25. An evaluation that measures employee performance against established standards in order to make decisions about promotions - compensation - training - or termination






26. Planned operations in non financial terms






27. Role of finding facts and giving advice or opinions in an organization






28. (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)






29. A future oriented approach and is developmental in nature; recognizes employees as individuals and focuses on their development






30. The arrangement of jobs and the relationships among the jobs in an organization.






31. 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






32. Stable pattern of relationships that maintain the group and help it achieve goal - roles - and norms






33. Sees appraisal as the most crucial aspect of organizational life.






34. Payment for work done






35. Plan describes how the company will organize the work that needs to be accomplished. Kurt Lewin is father of this.






36. (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.






37. 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






38. Created Theory of Motivation-Hygiene/Two Factor Theory of Job Satisfaction: Noted that there is a difference between just being satisfied and being motivated






39. The expertise necessary to be proficient with methods and processes to run front-line operations






40. A purposeful - systematic process for collecting information on the important work-related aspects of a job






41. Implemented by Fredrick W. Taylor - scientific management to reduce waste - was resented by many although he brought concrete improvements of productivity






42. Is used to investigate problems - decide on a remedy - and implement a solution.






43. 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






44. Managers who supervise operatives (also known as first-line managers or supervisors).






45. Show the hierarchical structure and relationships within an organization.






46. 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






47. Sources and uses for cash






48. Father of scientific management






49. General expectations of a demand nature regarding acceptable group behavior






50. 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