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Supervisory Management Ch 1-5

The percentage of employees who are 55 or older is decreasing.
False
Human relations skills are important for all levels of management, but are especially at the supervisory level of management.
True
In carrying out management activities, managers play roles as if they were actors, but a manager’s role will change:
Quickly and frequently
An information technology department supervisory who has extensive knowledge of Internet web design possesses which of the following skills?
Technical skils
Which of the following skills are needed more by supervisory management, but less by top management?
Technical skills
The trend toward_____ results in supervisory increasingly working with work groups or teams.
Empowerment
Which of the following terms best describes the supervisor’s relationship with his or her employees?
supervisory-to-employee
Reinvention involves organizations dramatically such elements as their size, organizational structure, and markets.
True
“Exceptional” managers:
Push for high quality
The process of _____ is needed to combine and coordinate the efforts of the members of the organization.
Management
Less direct supervision is required as organizations seek to empower their employees.
True
Supervisory management has control over a major segment of an organization, such as a department or plant.
False
Organizing involves bringing together the organization’s physical, financial, and human resources in order to accomplish objectives.
True
Top managers need more technical than supervisors do.
False
To reach objectives, management must perform three basic organizational activities. Which of the following is NOT one of those activities?
Facilitating
Studies have found that behavior of “exceptional” and “average” supervisors is essentially identical.
False
In choosing a manager, the best technical person is always the best supervisor.
False
Management is needed because, without it, people in the group would go off on their try to reach the organization’s objectives independently of group members.
True
Which of the following statements is (are) true?
Supervisors promoted from within understand the culture of the organization.
Which of the following management functions is performed more by top management?
Planning.
Planning how to increase efficiency in production is usually done by:
Supervisory managers.
The organization’s ____ define(s) the fundamental purpose the organization attempts to serve.
Mission.
A ____ is a distinct smaller part of a program.
Project.
A rule is stronger than a policy.
True
Short- and intermediate-range plans of one month to one year are usually made by:
Middle managers.
Scenario planning has a short-term focus and is typically associated with planning at the supervisory level.
False
Objectives should:
Be specific, measurable and challenging.
A ____ is an example of a standing plan.
Policy.
Many managers neglect planning to focus on present work problems.
True
Anticipating alternative future situations and developing courses of action for each alternative is ____ planning.
Scenario.
Objectives cannot be measured.
False
Identifies work stages on a vertical axis and schedule completion dates horizontally.
Gantt Chart.
Top-level managers plan for a longer time frame than supervisory-level managers do.
True
Supervisors are involved with short-term planning that usually spans a timeframe of one day to six months
True
A program is a single use plan.
True
Many of the short-term crises that managers face could be eased by proper planning.
True
____ are what you want to accomplish-the focus toward which plans are aimed.
Objectives.
Which of the following types of plans is often discarded after use?
A single-use plan.
The “Siamese twins” of management are:
Planning and controlling.
A budget is which of the following?
A single-use plan.
Ethics are the standards that are used to judge rightness or wrongness of a person’s behavior toward others.
True
Whom to promote to a supervisory position is an unprogrammed decision.
True
____ are the standards used to judge the “rightness” or “wrongness” of one person’s behavior toward others.
Ethics.
Which of the following is NOT one of the guidelines for brainstorming?
Pride of authority is maximized.
Which of the following statements regarding supervisors is(are) true?
Supervisory managers are involved in directing employees’ behavior toward achieving the organization’s goals.
Supervisors must make more decisions more frequently than other managers.
The decisions that managers make are interrelated and often have to be made quickly.
The Vroom-Yetton model provides guidelines on the extent to which subordinates are involved in decision making or problem solving.
True.
Span of management is the number of decisions a given manager can make in one day.
False.
Which of the following is NOT one of the styles described in the Vroom and Yetton model?
Dynamic
Determining whether the decision is achieving results involves the control function of management.
True
The Myers-Briggs Type Indicator (MBTI) helps identify a group’s problem-solving style.
False
Which of the following is NOT one of the four internal dimensions of personal style of the Myers-Briggs Type Indicator?
Creating
The analysis of costs relative to advantages is known as:
Cost/benefit analysis.
Which of the following statements is(are) true?
If a given event is inevitable, no decision is needed.
Fluency is the ability to let ideas flow out of your head like water over a waterfall.
True.
The decision about how frequently to do maintenance servicing is an example of a(n):
Programmed decision.
A(n) ____ decision is one which is routine and repetitive.
Programmed.
The last step in the decision-making process is:
Following up and evaluating decisions.
When the whole is greater than the sum of the parts, this process is known as:
Synergy
An accident just occurred in the department that Tom supervises. Tom is faced with making which of the following types of decisions?
Unprogrammed decision.
Synergy means that the whole is less than the sum of the parts.
False
The process of determining how activities are to be grouped is called departmentalization.
True
Geographically dispersed organizations tend to be centralized.
False
Conflict between line and staff personnel often develops because of overlapping authority and responsibility.
True
Perhaps the greatest cost of downsizing is the social cost to employees.
True
The span of control principle holds that:
There is a limit to the number of people a manager can supervise effectively.
In a(n) ____ organization form, “helping hands” symbolize that all other levels of the organization are there to help and support the sales personnel to better serve and satisfy the customer.
Inverted pyramid.
The functional approach to departmentalization provides the best opportunity for training and developing new managers.
False
In Likert’s internal systems model, there are three broad categories of variables: causal, intervening, and end-results variables.
True
A restricted kind of authority which gives a staff person authority over an operation is called:
Functional authority.
A narrow span of management is needed by middle managers because they must spend much of their time in long-range planning and working with outside interest groups.
True
One of the disadvantages of the matrix structure is the possible lack of:
Clarity and coordination in assigned roles.
These individuals use their expertise to assist others in various areas of business activities:
Staff personnel.
In a line organization:
Each person has clearly defined responsibilities and reports to an immediate supervisor.
The unity of command principle states that line employees should not interact with staff employees.
True
The three basic activities common to all manufacturing operations are:
Financing, producing, and selling.
Grouping together the major functions such as production, sales, and finance is called product departmentalization.
False
The increase in education and ability of both supervisors and employees means that supervisors need to have narrower spans of control.
False
All of the following are benefits of downsizing EXCEPT:
Constant and close supervision on each level.
The matrix organization permits an organization to respond more quickly to change than the functional approach does.
True
Wide spans of management save the company money.
True
In the acceptance view of authority:
A manager has authority when it has been accepted by the manager’s subordinates.
All of the following are benefits of delegation, EXCEPT:
Lessened control.
All of the following are reasons why employees might not welcome delegation, EXCEPT:
Ambiguous or unclear duties and responsibilities are assigned to them.
The ability to influence people, events, and decisions is:
Power.
The “right” to do something, is known as:
Authority.
Accountability flows downward.
False
Two of the least effective ways of empowering and developing people are coaching and teaching.
False
Granting authority, assigning responsibility, and requiring accountability are part of the
Delegation process.
Mastering the art of delegation and ____ are essential to a leader’s growth, development and effectiveness.
Empowerment.
Managers who delegate effectively, have more time to spend on planning and trouble-shooting.
True
There is only way that power can be obtained, and that is by experience.
False
There are two views of authority: the acceptance view of authority, and the informal view of authority.
False
Referent power is based on people’s identification with a leader and what that leader symbolizes.
True
Due to the desire for control, some leaders do not like to delegate tasks.
True
According to the formal view of authority, authority is conferred.
True
The process by which leaders distribute and entrust activities and related authority to other people in the organization, is known as:
Delegation.
One of the benefits of delegation is that employees will have enhanced power.
True
The first step in the process of delegation is:
Granting authority.
Organizations can function properly without a system of authority.
False
The CEO of an organization fires the organization’s President. The CEO got his authority from:
The Board of Directors.

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