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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. Payment for work done






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






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






4. 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.






5. 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






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






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






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






9. 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.






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






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






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






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






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






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






16. -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






17. (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)






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






19. Sources and uses for cash






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






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






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






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






24. 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






25. Father of scientific management






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






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






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






29. 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






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






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






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






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






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






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






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






37. 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






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






39. Planned operations in non financial terms






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






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






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






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






44. 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






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






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






47. Planned operations in financial terms






48. 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






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






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