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






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






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






4. Payment for work done






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






6. Planned operations in non financial terms






7. (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)






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






9. 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






10. Father of scientific management






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






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






13. 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






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






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






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






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






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






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






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






21. Groups that are determined by the organization chart and composed of individuals who report directly to a given manager.






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






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






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






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






26. 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






27. 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






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






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






30. 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.






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






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






33. Planned operations in financial terms






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






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






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






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






38. To reduce limits on trade - countries band together to have free trade amongst themselves






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






40. 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.






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






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






43. 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






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






45. (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.






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






47. 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






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






49. 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






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