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






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






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






4. 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






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






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






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






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






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






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






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






12. Sources and uses for cash






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






14. Planned operations in non financial terms






15. (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)






16. 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.






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






18. 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






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






20. 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






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






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






23. Planned operations in financial terms






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






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. 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






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






28. Father of scientific management






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






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






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






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






33. 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






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






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






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






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






38. Payment for work done






39. -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






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






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






42. 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






43. 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






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






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






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






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






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






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






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