The percentage of employees who are 55 or older is decreasing.
Human relations skills are important for all levels of management, but are especially at the supervisory level of management.
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?
Which of the following skills are needed more by supervisory management, but less by top management?
The trend toward_____ results in supervisory increasingly working with work groups or teams.
Which of the following terms best describes the supervisor’s relationship with his or her employees?
Reinvention involves organizations dramatically such elements as their size, organizational structure, and markets.
Push for high quality
The process of _____ is needed to combine and coordinate the efforts of the members of the organization.
Less direct supervision is required as organizations seek to empower their employees.
Supervisory management has control over a major segment of an organization, such as a department or plant.
Organizing involves bringing together the organization’s physical, financial, and human resources in order to accomplish objectives.
Top managers need more technical than supervisors do.
To reach objectives, management must perform three basic organizational activities. Which of the following is NOT one of those activities?
Studies have found that behavior of “exceptional” and “average” supervisors is essentially identical.
In choosing a manager, the best technical person is always the best supervisor.
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.
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 how to increase efficiency in production is usually done by:
The organization’s ____ define(s) the fundamental purpose the organization attempts to serve.
A ____ is a distinct smaller part of a program.
A rule is stronger than a policy.
Short- and intermediate-range plans of one month to one year are usually made by:
Scenario planning has a short-term focus and is typically associated with planning at the supervisory level.
Be specific, measurable and challenging.
A ____ is an example of a standing plan.
Many managers neglect planning to focus on present work problems.
Anticipating alternative future situations and developing courses of action for each alternative is ____ planning.
Objectives cannot be measured.
Identifies work stages on a vertical axis and schedule completion dates horizontally.
Top-level managers plan for a longer time frame than supervisory-level managers do.
Supervisors are involved with short-term planning that usually spans a timeframe of one day to six months
A program is a single use plan.
Many of the short-term crises that managers face could be eased by proper planning.
____ are what you want to accomplish-the focus toward which plans are aimed.
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.
Whom to promote to a supervisory position is an unprogrammed decision.
____ are the standards used to judge the “rightness” or “wrongness” of one person’s behavior toward others.
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.
Span of management is the number of decisions a given manager can make in one day.
Which of the following is NOT one of the styles described in the Vroom and Yetton model?
Determining whether the decision is achieving results involves the control function of management.
The Myers-Briggs Type Indicator (MBTI) helps identify a group’s problem-solving style.
Which of the following is NOT one of the four internal dimensions of personal style of the Myers-Briggs Type Indicator?
The analysis of costs relative to advantages is known as:
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.
The decision about how frequently to do maintenance servicing is an example of a(n):
A(n) ____ decision is one which is routine and repetitive.
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:
An accident just occurred in the department that Tom supervises. Tom is faced with making which of the following types of decisions?
Synergy means that the whole is less than the sum of the parts.
The process of determining how activities are to be grouped is called departmentalization.
Geographically dispersed organizations tend to be centralized.
Conflict between line and staff personnel often develops because of overlapping authority and responsibility.
Perhaps the greatest cost of downsizing is the social cost to employees.
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.
The functional approach to departmentalization provides the best opportunity for training and developing new managers.
In Likert’s internal systems model, there are three broad categories of variables: causal, intervening, and end-results variables.
A restricted kind of authority which gives a staff person authority over an operation is called:
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.
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:
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.
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.
The increase in education and ability of both supervisors and employees means that supervisors need to have narrower spans of control.
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.
Wide spans of management save the company money.
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:
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:
The “right” to do something, is known as:
Accountability flows downward.
Two of the least effective ways of empowering and developing people are coaching and teaching.
Granting authority, assigning responsibility, and requiring accountability are part of the
Mastering the art of delegation and ____ are essential to a leader’s growth, development and effectiveness.
Managers who delegate effectively, have more time to spend on planning and trouble-shooting.
There is only way that power can be obtained, and that is by experience.
There are two views of authority: the acceptance view of authority, and the informal view of authority.
Referent power is based on people’s identification with a leader and what that leader symbolizes.
Due to the desire for control, some leaders do not like to delegate tasks.
According to the formal view of authority, authority is conferred.
The process by which leaders distribute and entrust activities and related authority to other people in the organization, is known as:
One of the benefits of delegation is that employees will have enhanced power.
The first step in the process of delegation is:
Organizations can function properly without a system of authority.
The CEO of an organization fires the organization’s President. The CEO got his authority from:
The Board of Directors.
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