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Test your basic knowledge |
Supervisor Basics
Start Test
Study First
Subject
:
business-skills
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. Showing and telling the trainee what to do and how to do it - and having the trainee actually do it and do it right in a given operation
Top Retention Factor
Transformational Leadership
Social Security
Job Instruction Training (JIT)
2. Employees - typically managerial personnel - who are not covered by the wag3e and hour laws and therefore do not earn overtime pay. Employee must spend 50% or more of time managing - supervises two or more employees - and is pad $250 or more per
Synergy
EEOC (Equal Employment Opportunity Commission)
Fact Finding
Exempt Employees
3. 4-7 feet
Magic Apron Approach
Social Distance
Exempt Employees
Motivation
4. An employee can "select" the parts of a plan that they want
Job Enrichment
Cafeteria Plans
Magic Apron Approach
Alternative Dispute Resolution
5. Tests that measure intelligence
Cognitive Ability Test
Job Classifications
Human Relations Theory
Most Common Occupational Injuries
6. A worker's obligation to a supervisor to carry out the responsibilities delegated and to produce the results expected
Synergy
Top Retention Factor
Accountability
Peer Review
7. Age discrimination against those 40 years of age or older. Companies with 20 or more employees.
Family and Medical leave Act of 1993
Transactional Leadership
Dehiring
Age/Discrimination in Employment Act of 1967
8. The why of behavior; the energizer that makes people behave as they do. It comes from within. Find out what each individual responds to.
Job Fares
Employee Assistance Program (EAP
Motivation
Accountability
9. A procedure by which employees evaluate their own performance - usually as part of a performance appraisal process
Employee Self-Appraisal
Social Distance
Job Fares
Last Step in Delegation?
10. How people interpret things (situations - events - people etc) We all see things differently inside and outside of a situation. It is how people interpret - or perceive - a situation that determines whether or not a conflict will arise
Perceptions
Unity of Command
Direct Recruiting
Transactional Leadership
11. Leadership that motivates workers by appealing to their self-interest.
Job Instruction Training (JIT)
Cafeteria Plans
Perceptions
Transactional Leadership
12. The name of a job - such as a cook or housekeeper
Job Enrichment
Job Titles
Title VII - Civil Rights Act
Family and Medical leave Act of 1993
13. Reacts to the situation as they arise.
Unemployment Insurance
Personal Space
Flex Style Management
Environmental Sexual Harassment
14. Making an off-the-cut decision
Third-Paty Investigations
Honesty/Integrity Test
Benefits of Training
Impulsive Approach
15. Leadership that motivates workers by appealing to their higher-order needs - such as providing workers with meaningful - interesting and challenging jobs - and acting as a coach and mentor.
Transformational Leadership
Perceptions
Indecisive Approach
Environmental Sexual Harassment
16. The actions of two or more people to achieve outcomes that each is individually incapable of achieving
Health Maintenance Organizations (HMO's)
Carrot and Stick Method
Synergy
Open Door Policy
17. Determination of the content of a given job by breaking it down into units (work sequences) and identifying the tasks that makes up each unit.
Job Fares
Halo Effect
Impulsive Approach
Job Analysis
18. 1) Never steal one of their suggestions and use it as your own 2) If you cannot use a suggestion - explain why you can't - and express your appreciation
Cardinal Rules
Position
Intuitive Approach
Retraining
19. Belongs under social needs. Places human needs in a pyramid. As one's needs at the bottom of the pyramid are met - higher-level needs are encountered on several levels up through the top of the pyramid
Unity of Command
Generation X
Transformational Leadership
Herarchy of Needs
20. Allows employees to make decisions within specified limits.
Most Common Occupational Injuries
Structured Empowerment
Formal Groups
Nonverbal Communication
21. Is so much more than just Culture - ethnic group - race - religion - language - age - gender - physical abilities and qualities and sexual orientation.
Job Specification
Social Security
Unemployment Insurance
Diversity
22. Gives financial support to retirees and their survivors if they have paid into the system for 10 years or more
Social Security
Economic Person Theory
Interviewing
Cafeteria Plans
23. areer growth - learning and development
Economic Person Theory
Top Retention Factor
Indecisive Approach
Managers and Sexual Harassement
24. Employees have the opportunity to meet with managers to discuss issues
Brainstorming
Formal Groups
Theory X
Open Door Policy
25. Work is natural; people do not inherently dislike work. People will work at their own accord toward objectives. People become committed and figure out and solve the problem without management having to tell them.
Dissatisfier
Theory Y
Steps in the Evaluation Process
Benefits of Training
26. The authority granted by virtue of a person's position within an organization
Environmental Sexual Harassment
Transformational Leadership
In-House Job Referral
Formal Authority
27. Money is the only thing that people work for. Fredrick Taylor was the most influential advocate
Interviewing
Diversity
Theory Y
Economic Person Theory
28. Medical groups of doctors and hospitals are contracted at a lower fee due to the larger number of patients
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29. A factor in a job environment that produces dissatisfation - usually reducing motivation. Fredrick Herzberg.
Counseling
Oral Order
Brainstorming
Dissatisfier
30. 1)Define the problem 2)Analyze the problem 3)Develop alternative solutions 4)Decide on the best solution 5)Convert the decision into action 6)Follow up
Logical Approaches
Brainstorming
Counseling
How to Make Good Decisions
31. Traditional plans offered by insurance companies that act as an intermediary between the patient and the healthcare provider. An example is Blue Cross which has a plan that pays for 80% of most medical expenses
Fee-for-Service Plan
Position
Formal Groups
Equal Pay Act of 1963
32. The groups of Americans from age 29 through 43 - born between the late 1960s and 1980
Economic Person Theory
Worker's Compensation
Fact Finding
Generation X
33. As a manger you need to be able to recognize and confront.
Oral Order
In-House Job Referral
Fact Finding
Managers and Sexual Harassement
34. Communication without words - as with signs - gestures - facial expressions - or body language
Sexual Harassement
Worker's Compensation
Nonverbal Communication
Halo Effect
35. Best when precise figures or a lot of detail is involved
Written Instructions
Motivation
Social Distance
Public Distance
36. People are counter productive - dislike and avoid work and must be coerced - controlled - directed - threatened with punishment.
Position
Transformational Leadership
Theory X
Cafeteria Plans
37. Start off with a bit of small talk - Encourage them to comment on your judgement
Real/Conferred Authority
Job Specification
Conducting the Interview
Motivation
38. Employees who are paid by the hour and are not exempt from federal and state wage and hour laws.
Worker's Compensation
Non-Exempt Employees
Cognitive Ability Test
Direct Recruiting
39. Gives financial support to employees who are laid off for reasons they cannot control
Job Loading
Turnover and Retention Dollar Amounts
Unemployment Insurance
Environmental Sexual Harassment
40. 2-3 feet
Interviewing
Employee Referral Program
Indecisive Approach
Personal Space
41. Mandates 12 workweeks of leave in a consecutive year - for husband or wife upon birth or adoption of a child or sickness in the family. Companies with 50 or more employees.
Third-Paty Investigations
Family and Medical leave Act of 1993
Job Analysis
Top Retention Factor
42. Was established in 1978 as a central authority - responsible for leading and coordinating the efforts of federal departments and agencies to enforce all laws relating to equal employment opportunity without regard to race - color - religion - sex
Controlling
Herarchy of Needs
Most Common Occupational Injuries
EEOC (Equal Employment Opportunity Commission)
43. At about $4 - 000 for an hourly paid employee and about $8 - 000 for a middle management position and $12 - 000 for a management position
Authority
Turnover and Retention Dollar Amounts
Herarchy of Needs
Job Enrichment
44. Offer full service medical services to employees and their families. Are the most cost-effective and more popular
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45. A lack of direct - properly handled conflict. Communication is key.
Real/Conferred Authority
Most Common Occupational Injuries
Confliction Prevention Root
Retraining
46. Gives employees more scope in making decisions to give outstanding guest service
Flexible Empowerment
Last Step in Delegation?
Theory X
Retraining
47. The authority that employees grant a supervisor to make the necessary decisions and carry them out.
Real/Conferred Authority
Nonverbal Communication
Honesty/Integrity Test
Controlling
48. Duties and responsibilities performed by an employee
Oral Order
Position
Flex Style Management
Conducting the Interview
49. The organizational principle that teach person should have only one boss.
Human Relations Theory
Interviewing
Unity of Command
Cardinal Rules
50. A type of sexual harassment in which comments or innuendos of a sexual nature - or physical contact - are considered a violation when they interfere with an employee's work performance or create an intimidating - hostile or offensive working envir
Managerial Decision
Position
Job Enrichment
Environmental Sexual Harassment