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DSST Principles Of Supervision

Subjects : dsst, business-skills, bvat
  • Answer 50 questions in 15 minutes.
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  • Match each statement with the correct term.
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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. Created Theory of Motivation-Hygiene/Two Factor Theory of Job Satisfaction: Noted that there is a difference between just being satisfied and being motivated

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

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

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

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

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

7. Understanding information and reaching a conclusion to solve problems.

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

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

10. Minimizing differences and emphasizing common interests; unassertive and cooperative

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

12. 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

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

14. Divided manager's job into three types: interpersonal - informational - decisional

15. 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

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

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

18. -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

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

20. Planned operations in financial terms

21. Prevent the group from functioning effectively because they attack other group members or divert the groups attention

22. 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

23. (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.

24. The process used to accomplish organizational goals through planning - organizing - leading - and controlling people and other organizational resources

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

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

27. The cognitive ability to see the organization as a whole and the relationships among its parts

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

29. He suggested that the (appraisal) process is so inherently flawed that it may be impossible to perfect it

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

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

32. 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

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

34. Planned operations in non financial terms

35. Calls for five disciplines in the learning organization: System Thinking - Personal Mastery - Mental Models - Shared Vision - Team Learning

36. 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

37. 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

38. Managers who are neither executives nor first-level supervisors - but who serve as a link between the two groups.

39. Management process of determining how best to arrange an organization's resources and activities into a coherent structure

40. 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

41. A summary of intended expenditures along with proposals for how to meet them

42. Sources and uses for cash

43. Also called secondary groups; groups formed for the purpose of completing tasks - such as solving problems or making decisions

44. 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.

45. Father of scientific management

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

47. Payment for work done

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

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

50. 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.