Chapter 1 - The supervisor’s role
|
1.
|
Supervisor’s title can NOT include
|
|
  Office manager.
|
|
|
Controller.
|
|
|
Utility foreman.
|
|
|
Employment supervisor.
|
|
|
|
|
2.
|
__________________ is NOT part of the supervisor’s job in terms of types of skills
|
|
|
Methods of production.
|
|
|
Processes.
|
|
|
Human relations.
|
|
|
Setting company policy.
|
|
|
|
|
Chapter 2 - Making sound decisions
|
3.
|
Which one of the following is generally NOT beneficial to group decision making in an organization?
|
|
|
More information.
|
|
|
Dominant members.
|
|
|
Acceptance.
|
|
|
More knowledge.
|
|
|
|
|
4.
|
Which of the following statements is true?
|
|
|
The trend is toward group decisions because they almost always lead to more alternatives and stronger commitment by the group.
|
|
|
Brainstorming is a form of group decision-making that encourages the free flow of ideas through extensive verbal evaluation of each idea as it is presented.
|
|
|
It is always best to treat all decisions as big decisions.
|
|
|
It is a natural tendency to consult others when faced with a tough decision.
|
|
|
|
|
Chapter 3 - Objectives and supervision
|
5.
|
Which of the following is NOT an example of how to improve work objectives?
|
|
|
Increase production by 10% within 3 months.
|
|
|
Average no more than 3 absent days per employee per year.
|
|
|
Maximize production.
|
|
|
Average no more than 2% of raw material.
|
|
|
|
|
6.
|
MBO managers are most likely to believe that employees
|
|
|
Dislike their work.
|
|
|
Are self-motivated.
|
|
|
Avoid responsibility whenever possible.
|
|
|
Work best when threatened with punishment.
|
|
|
|
|
7.
|
What is the first step to take when implementing MBO in a department accustomed to Theory X?
|
|
|
Teach the employees about MBO.
|
|
|
Set up individual goals with each employee on a one-to-one basis.
|
|
|
Verify that top management supports MBO.
|
|
|
Discuss overall organizational goals with the employees.
|
|
|
|
|
Chapter 4 - Supervisory planning and control
|
8.
|
In developing a plan you should NOT ask
|
|
|
What must be done?
|
|
|
How capital should be raised to do it.
|
|
|
Why must it be done?
|
|
|
When should it be done?
|
|
|
|
|
9.
|
Supervisory control does NOT include
|
|
|
Establishing performance standards.
|
|
|
Setting supervisory budgets
|
|
|
Monitoring performance and comparing to standards.
|
|
|
Taking necessary corrective actions.
|
|
|
|
|
Chapter 5 - Organizing and delegating
|
10.
|
Which of the following statements is true?
|
|
|
Organizing basically answers the questions of who does what work and who tells who what work to do.
|
|
|
The amount of authority given to a supervisor is almost always a function of the number of subordinates.
|
|
|
A person with staff authority forms part of a vertical relationship and has authority over line employees.
|
|
|
Although not officially recognized, the informal organization has a definite and stable structure.
|
|
|
|
|
11.
|
A line position
|
|
|
Is indirectly responsible for achieving the organization's basic objectives.
|
|
|
Makes administrative and operating decisions.
|
|
|
Advises and assists staff positions.
|
|
|
Is indirectly involved with the organization's product(s) and/or services.
|
|
|
|
|
12.
|
Line and staff positions are most likely to be in conflict because
|
|
|
Line managers have no authority over staff employees.
|
|
|
Staff managers consider line managers' functional authority threatening to their own authority.
|
|
|
Line managers believe that staff managers are resistant to their advice.
|
|
|
Staff managers dislike relying on line expertise.
|
|
|
|
|
13.
|
Which of the following factors is least likely to affect a manager’s direct span of control?
|
|
|
Frequency of supervisor-subordinate contact.
|
|
|
The manager's willingness to delegate authority.
|
|
|
The manager's training and communication skills.
|
|
|
Number of people in the corporation.
|
|
|
|
|
14.
|
When determining the appropriate span of control the most important consideration is
|
|
|
The set of policies and procedures currently in effect.
|
|
|
The typical span of control used by other entities.
|
|
|
The preference of the company's creditors.
|
|
|
That all departments will be evaluated, whether or not they will be affected.
|
|
|
|
|
Chapter 6 - Communicating with employees
|
15.
|
You can improve listening by doing all of the following EXCEPT:
|
|
|
Stop talking.
|
|
|
Asking questions and interrupting.
|
|
|
Looking and acting interested.
|
|
|
Being patient.
|
|
|
|
|
16.
|
Communication is the process by which meaning is conveyed between people. According to communications theory
|
|
|
The process has three elements: sender, medium, receiver.
|
|
|
One-directional communication is usually most effective.
|
|
|
Communication is the message actually received, not what is transmitted.
|
|
|
Informal communications are usually to be avoided because of their inaccuracy.
|
|
|
|
|
17.
|
The basic purposes of an organization’s internal communications network include all of the following EXCEPT
|
|
|
Obtaining a common focus among employees.
|
|
|
Informing potential investors about company operations and financial results.
|
|
|
Aiding high-quality decision making.
|
|
|
Integrating the efforts of specialists.
|
|
|
|
|
18.
|
Which one of the following is NOT an example of formal communication within an organization?
|
|
|
The grapevine.
|
|
|
Variance analysis.
|
|
|
The performance evaluation system.
|
|
|
A budget.
|
|
|
|
|
Chapter 7 - Motivating employees
|
19.
|
Maslow’s theory of motivation is based on a hierarchy of human needs. The need satisfied by greater income is
|
|
|
Self-actualization.
|
|
|
Safety.
|
|
|
Participation.
|
|
|
Authority.
|
|
|
|
|
20.
|
A Theory X manager most likely believes that employees
|
|
|
Require little supervision.
|
|
|
Are creative and imaginative.
|
|
|
Need direction and security.
|
|
|
Solve problems outside their immediate control.
|
|
|
|
|
21.
|
Both Maslow and Herzberg have developed popular motivational theories. Which statement best distinguishes Herzberg’s theory?
|
|
|
Job performance improves as physiological needs are met.
|
|
|
Job performance improves as job satisfaction increases.
|
|
|
Job esteem improves as physiological needs are met.
|
|
|
Job esteem improves as job satisfaction increases.
|
|
|
|
|
22.
|
Job rotation is typified by
|
|
|
Horizontal loading of the job.
|
|
|
Vertical loading of the job.
|
|
|
Rotating of job assignments.
|
|
|
More rapid performance feedback.
|
|
|
|
|
Chapter 8 - Employee development
|
23.
|
The most common type of training at all levels in an organization is
|
|
|
Simulation exercises.
|
|
|
Role playing.
|
|
|
On-the-job training.
|
|
|
Classroom instruction.
|
|
|
|
|
24.
|
_____ is defined as the use of the Internet or an organizational intranet to conduct training on-line.
|
|
|
Cross training.
|
|
|
E-learning.
|
|
|
Cooperative learning.
|
|
|
Simulation learning.
|
|
|
|
|
Chapter 9 - Building team effort
|
25.
|
For group dynamics to be effective all of the elements must be present EXCEPT
|
|
|
A common goal.
|
|
|
Special interests for each individual.
|
|
|
Mutual like and trust for each other.
|
|
|
Knowledge of the exchanges involved.
|
|
|
|
|
26.
|
_______________________ is NOT one of the five steps that can help a supervisor improve team productivity.
|
|
|
Setting an improvement goal and deciding where to start.
|
|
|
Making certain the sought-after improvements are thoroughly known to all team members.
|
|
|
Recognizing obstacles standing in the way of improvement.
|
|
|
Improving the effectiveness of the team's efforts.
|
|
|
|
|
Chapter 10 - Counseling and appraising
|
27.
|
Which of the following is NOT something that a supervisor can do to help when counseling employees?
|
|
|
Get the employee to talk freely.
|
|
|
Be empathetic.
|
|
|
Don't hurry the interview.
|
|
|
Encourage the employee to rely on family for his/her problems.
|
|
|
|
|
28.
|
Which one of the following is NOT one of the most frequently used performance appraisal methods?
|
|
|
Previous job performance.
|
|
|
Rating scale.
|
|
|
Ranking.
|
|
|
Paired comparison.
|
|
|
|
|
29.
|
Which of the following is NOT a reason for appraising performance?
|
|
|
To determine the amount of nondiscriminatory benefits that each employee deserves.
|
|
|
To assess the available human resources of the firm.
|
|
|
To motivate the employees.
|
|
|
To determine which employees deserve salary increases.
|
|
|
|
|
30.
|
A company allows each of its departments to develop its own system for evaluating performance. Deborah Jones, the human resource (HR) director, should communicate appraisal information to a new employee by
|
|
|
Presenting anything that is pertinent to the listener's situation.
|
|
|
Providing an overview of all systems within the company.
|
|
|
Describing how her own performance is evaluated.
|
|
|
Discussing each department's evaluation system in detail.
|
|
|
|
|
Chapter 11 - Handling absenteeism and tardiness
|
31.
|
Which of the following statements is TRUE?
|
|
|
Estimates of the costs of absenteeism range from 10 to 20 percent of total payroll costs.
|
|
|
Job boredom is one of the most frequently encountered reasons for absenteeism.
|
|
|
Absenteeism does not seem to correlate with other job-related difficulties employees may have.
|
|
|
In the final analysis, the most effective solution to the absenteeism problem is to threaten dismissal.
|
|
|
|
|
32.
|
Tardiness stems from all of the following EXCEPT
|
|
|
The employee fails to realize the need and obligation to be on time.
|
|
|
The employee gives little thought to inconveniences or extra cost caused to the employer.
|
|
|
Time may not be important to the employee.
|
|
|
Situations that can always be avoided.
|
|
|
|
|
Chapter 12 - Handling conflict
|
33.
|
Which one of the following statements is FALSE?
|
|
|
The manifest conflict stage occurs when the conflict is out in the open, and the existence of the conflict becomes obvious to other parties who are not involved.
|
|
|
Structural conflict results from the nature of the organizational structure and is independent of the personalities involved.
|
|
|
Because the overall effect of conflict is almost always negative the supervisor should do everything possible to eliminate all conflict.
|
|
|
The supervisor should be concerned that a solution is reached. However, forcing a ôquickö solution on the involved parties usually does not produce a permanent solution.
|
|
|
|
|
34.
|
Conflict can have some very useful benefits with the exception of
|
|
|
Conflict usually causes change.
|
|
|
Conflict diverts energy.
|
|
|
Conflict activates people.
|
|
|
Conflict is a form of communication.
|
|
|
|
|
Chapter 13 - Supervising minority groups
|
35.
|
Minority groups do NOT include
|
|
|
Women.
|
|
|
Political groups.
|
|
|
Racial minorities.
|
|
|
Older employees.
|
|
|
|
|
36.
|
The protected group under the Age Discrimination in Employment Act of 1967, as amended, is defined as anyone in which age group?
|
|
|
35 and 60.
|
|
|
50 and older.
|
|
|
40 and older.
|
|
|
45 and older.
|
|
|
|
|
37.
|
________________ created the Equal Employment Opportunity Commission.
|
|
|
Americans with Disabilities Act.
|
|
|
Civil Rights Act.
|
|
|
Equal Pay Act.
|
|
|
Vocational Rehabilitation Act.
|
|
|
|
|
38.
|
The hiring of applicants based on criteria that are NOT job-related is called
|
|
|
Affirmative action.
|
|
|
Equal employment opportunity.
|
|
|
Discrimination.
|
|
|
Reverse discrimination.
|
|
|
|
|
39.
|
Which one of the following statements is TRUE?
|
|
|
Certain laws relating to minority groups only apply to those organizations doing business directly with the federal government.
|
|
|
The Equal Pay Act of 1963 and Title VII of the Civil Rights Act are applicable only to base pay as well as opportunities for overtime, raises, bonuses, commissions, and other benefits.
|
|
|
The Age Discrimination in Employment Act prohibits discrimination against people 40 years of age and older in any area of employment.
|
|
|
Affirmative action refers to the elimination of hiring practices that have an adverse impact on minority groups.
|
|
|
|
|
Chapter 14 - Supervising employees with special problems
|
40.
|
Confrontation between the employee and supervisor should NOT involve
|
|
|
Performance criticism.
|
|
|
Referral to EAP.
|
|
|
Referral to the ethics committee.
|
|
|
Discussion of the consequences of the employee's action.
|
|
|
|
|
Chapter 15 - Living with the labor contract
|
41.
|
Specific contents of labor contracts can vary. But they may NOT include
|
|
|
The use of promises of benefits.
|
|
|
Rights of management.
|
|
|
Rights of unions.
|
|
|
Rates and levels of pay.
|
|
|
|
|
42.
|
Grievances can be minimized by the following with the exception of
|
|
|
Gain an understanding of labor law.
|
|
|
Disregard complaints until they become serious issues.
|
|
|
Develop a cordial relationship with the union steward.
|
|
|
Provide a fair working environment.
|
|
|
|
|
Chapter 16 - Applying discipline
|
43.
|
Disciplinary steps do NOT include
|
|
|
Oral warning not recorded.
|
|
|
Oral warning recorded in personnel file.
|
|
|
Threats of a personal nature.
|
|
|
Written reprimand.
|
|
|
|
|
44.
|
______________ is NOT a proper reason for discipline.
|
|
|
Sickness.
|
|
|
Absenteeism.
|
|
|
Loafing.
|
|
|
Sleeping on the job.
|
|
|
|
|
Chapter 17 - Cost reduction and methods improvement
|
45.
|
Which of the following is NOT a typical cost category?
|
|
|
Direct labor costs.
|
|
|
Intangible costs.
|
|
|
Indirect costs.
|
|
|
Operating supplies cost.
|
|
|
|
|
46.
|
Cost reduction strategies may NOT include
|
|
|
A consistent use of overtime.
|
|
|
Increase output.
|
|
|
Make better use of time.
|
|
|
Regulate or level the work flow.
|
|
|
|
|
Chapter 18 - Safety and the supervisor
|
47.
|
Some unsafe physical conditions include all EXCEPT
|
|
|
Improper guarded machines.
|
|
|
Poor housekeeping.
|
|
|
Safety boots and clothing.
|
|
|
Defective equipment and tools.
|
|
|
|
|
48.
|
___________________ cannot prevent accidents
|
|
|
Learning by trial and error.
|
|
|
Making work interesting.
|
|
|
Being familiar with safety policy and regulations.
|
|
|
Being familiar with proper working procedures.
|
|
|
|
|
49.
|
The Occupational Safety and Health Act (OSHA)
|
|
|
Is administered by the Occupational Safety and Health Administration of the Department of Labor.
|
|
|
Is administered by the National Institute of Occupational Safety and Health of the Department of Health and Human Services.
|
|
|
Applies to all nonprofit sector employees.
|
|
|
Applies to all employees in all businesses including businesses employing only family.
|
|
|
|
|
Chapter 19 - Ethics and organizational politics
|
50.
|
_____________________ is NOT a general category of supervision listed in the text that requires ethical conduct.
|
|
|
Loyalty.
|
|
|
Do what I say.
|
|
|
Human relations.
|
|
|
Covert personal actions.
|
|
|
|
|
51.
|
An employee should not try to improve her position within the company by doing the following:
|
|
|
Pursuing their own self-interest above others.
|
|
|
Being loyal.
|
|
|
Showing respect for the boss.
|
|
|
Seizing opportunities to make the boss look good.
|
|
|
|
|
Chapter 20 - Managing supervisory time
|
52.
|
_______________ activities should not usually require the time of supervisor.
|
|
|
Routine.
|
|
|
Innovative.
|
|
|
Normal.
|
|
|
Special.
|
|
|
|
|
53.
|
Good paperwork habits can be managed by using all of the following activity categories EXCEPT
|
|
|
Requires action by the supervisor.
|
|
|
Needs to be postponed.
|
|
|
Needs reading, passing on to someone else, or filing.
|
|
|
Needs to be thrown away.
|
|
|
|
|
Chapter 21 - Developing yourself
|
54.
|
Self-improvement programs may NOT include
|
|
|
Cut grievances.
|
|
|
Form protest groups.
|
|
|
Take labor relation courses.
|
|
|
Read books on job related topics.
|
|
|
|
|
55.
|
You do NOT gain acceptance to some of your ideas by
|
|
|
Stating the problem and why it is needed.
|
|
|
Preparing a rebuttal.
|
|
|
Insisting on a reward.
|
|
|
Stressing the benefits.
|
|
|
|
|
