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






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






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






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






5. 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






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






7. 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?






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






9. 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






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






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






12. (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.






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






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






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






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






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






18. 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






19. -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






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






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






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






23. 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






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






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






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






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






28. Planned operations in financial terms






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






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






31. (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)






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






33. 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.






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






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






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






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






38. 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






39. Payment for work done






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






41. 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






42. Planned operations in non financial terms






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






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






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






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






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






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






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