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

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

3. Sources and uses for cash

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

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

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

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

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

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

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

11. (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.

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

13. 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.

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

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

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

17. 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

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

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

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

21. 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

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

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

24. Payment for work done

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

26. -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

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

28. Planned operations in financial terms

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

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

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

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

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

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

35. 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

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

37. 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.

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

39. 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

40. 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

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

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

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

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

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

46. 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

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

48. Are you married - do you have children - how old are you - did you graduate - have you been arrested - how much do you weigh - what country are you from - are you U.S. citizen - are you handicapped - whats native language?

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