SAM 3050 Final

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icimmy
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267389
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SAM 3050 Final
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2014-04-27 13:07:41
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Supervision Management
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SAM 3050 Final
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  1. The ideal group size for a problem-solving group is _____ people.
    5-7
  2. Changing the organization's training and development procedures involves changing which organizational element?
    People
  3. The ability to influence people, events, and decisions is:
    Power
  4. ______ are invisible barriers that limit advancement.
    Glass ceilings
  5. The process of eliminating unnecessary levels of management, and thus reducing the number of staff personnel and supervisors, is:
    Downsizing
  6. The process of ____ is needed to combine and coordinate the efforts of the members of the organization.
    Management
  7. The conscious consideration and selection of a course of action from among available alternatives is:
    Decision making
  8. Selecting goals and future courses of action and deciding how to achieve the desired results is most closely related to the management function of:
    Planning
  9. Enabling others to move toward the vision is:
    Empowering
  10. Objectives should:
    All of the above.
  11. Setting objectives or goals is the ____ step in planning.
    First
  12. A _______ is a collection of people who must rely on group cooperation.
    Team
  13. The span of control principle holds that:
    There is a limit to the number of people a manager can supervise effectively
  14. Guiding, influencing, and motivating employees is part of the management function of:
    Leading
  15. A worker asks for clarification of a job assignment given to her by the supervisor. The worker's communication is an example of:
    Feedback
  16. The type of planning that is usually done by top management and is for a period of five years or more into the future, is known as:
    Strategic planning
  17. Mastering the art of delegation and ______ are essential to a leader's growth, development and effectiveness.
    Empowerment
  18. Research has shown that ____________ is the most important ingredient of excellent leadership performance.
    Emotional intelligence
  19. The organization's main objective is to:
    Produce a product or provide a service
  20. ______ motivation is associated with pay, benefits, and working conditions.
    Extrinsic
  21. The number of people a given manager directly supervises is called the:
    Span of management
  22. Which of the following managers plan for the shortest time frame?
    Supervisory managers
  23. One of the principles underlying Maslow's hierarchy of needs states that:
    Once a need has been satisfied it no longer serves as a primary motivator of behavior.
  24. The three basic activities common to all manufacturing are:
    Financing, producing, and selling
  25. An employee will be more willing to communicate frankly if:
    They trust the supervisor
  26. Employees are more likely to commit to goals:
    They have a hand in setting
  27. The process of determining how activities are to be grouped is called:
    Departmentalization
  28. The "right" to do something is known as:
    Authority
  29. The trend toward _____ results in supervisors increasingly working with work groups or teams.
    Empowerment
  30. Which of the following would be an intrinsic motivation?
    Recognition
  31. _______ is having a clear mental picture of a desired future for the organization or organizational unit.
    Visioning
  32. Ninety-three percent of emotional meaning is communicated:
    Nonverbally
  33. The first step in the decision making process is to:
    Define problem or idea
  34. Conflict can be expected in the ______ stage of group development.
    Storming
  35. Contingency planning means:
    Thinking in advance about possible problems and having anticipated solutions.
  36. _______ communications exists separately from established communication systems.
    Informal
  37. The obligation that is created when an employee accepts a leader's delegation of authority, is knowns as:
    Accountability
  38. ______ is the set of circumstances that offer a change to reach a goal.
    Opportunity
  39. _____ are inflexible and must be obeyed.
    Rules
  40. An example of an intrinsic motivator, is:
    Job enjoyment
  41. A leader holding Theory X assumptions believes:
    The average human dislikes work.
  42. ______ is the number of immediate employees a supervisor can supervise effectively.
    Span of management
  43. The type of communication which originates with managers and is directed to employees is:
    Downward communication
  44. _______ is granting of authority to employees to make decisions within their ares of responsibility.
    Empowerment
  45. The process by which leaders distribute and entrust activities and related authority to other people in the organization, is known as:
    Delegation
  46. The last step in the decision-making process is:
    Following up and evaluating decisions.
  47. The process of influencing the individual and group activities towards goal setting and goal achievement is:
    Leadership
  48. The stage of group development in which the group develops open communication and group cohesion is the ______ stage.
    Norming
  49. In ______ organizations, middle and lower levels of management make broader, more important decisions about their units.
    Decentralized.
  50. When the whole is greater than the sum of the parts, this is know as:
    Synergy
  51. Changing technology of meetings
    What is the most popular meeting method?
    Electronic meetings
  52. What are the purposes of meetings?
    • Information Giving
    • Information Exchanging
    • Fact Finding
    • Problem Solving
  53. What are some factors to consider during meetings?
    • Have a clear purpose
    • Preplan the meeting
  54. What is coaching?
    Helping individuals reach their highest levels of performance
  55. What are the coaching functions?
    • Tutoring
    • Mentoring
    • Confronting/Challenging
    • Counseling
  56. Coaching: The Counseling Function
    • P342 
    • Counseling involves a broad range of emotional areas, ranging from an employee's frustrations, insecurities, anger and resentment to his or her lack of commitment.
  57. What are the major causes of stress?
    • Life events
    • Personal psychological makeup
    • Organizational and work-related factors
  58. What is time management?
    • P376
    • The ability to use one's time to get things done when they should be done.
  59. What is control?
    The management function that involves comparing actual performance with planned performance and taking corrective action, if needed, to ensure that objectives are achieved.
  60. How is control closely linked to planning?
    Planning "sets the ship's course," and controlling "keeps it on course."
  61. What is management by exception?
    A supervisor focuses on critical control needs and allows employees to handle most routine deviations from the standard.
  62. Define productivity.
    Productivity is the measure of efficiency (inputs to outputs)
  63. What is total quality?
    Refers to an organizations overall effort to achieve customer satisfaction through continuous improvement of products or services.
  64. What is quality control?
    Defined measurements designed to check whether the desired quality standards are being met.
  65. Promoting Employee Safety
    • The final aspect of supervisory control is employee safety. This subject has been in the business limelight since 1970, primarily as a results of the government's passage of Occupation Safety and Health Act. But management has had an interest in employee safety for over a century because safety, efficiency, and productivity are closely related.
    • The results of poor safety are documented, and even though safety performance in the US has improved in recent years, the costs of poor safety have gone in the opposite direction.
  66. Responsibility for selecting, appraising, and disciplining employees.
    An organization can be successful only if it has the right number and types of people to do the required work. Therefor, a primary duty of all supervisors is the proper selection, placement, training and development, compensation, and utilization of competent employees. How well -or poorly- supervisors perform these functions is a major factor in their success of failure.
  67. Selecting employees for specific jobs.
    page 457 Checking references and records
  68. The Supervisor and Discipline
    • p467-468
    • Two of the more unpleasant aspects of the supervisor's job are (1) laying off a worker for disciplinary reasons and (2) discharging an unsatisfactory employee.
  69. What are labor relations?
    Labor relations/union-management relations/Industrial relations are the relationships between an employer and unionized employees.
  70. Some basic laws governing labor relations
    Administration of Labor Laws
    • P484 The five-person NLRB has the power to enforce the basic labor laws. The function of the NLRB are (1) to certify unions as the exclusive bargaining agent for employees and (2) to see that unfair labor practices are not committed or are punished. Its specific duties are:
    • To hold an election to establish the bargaining agent for employees of a given firm. 
    • To investigate charges of unfair labor practices against the employer or the union.
    • To issue complaints against either management or labor.
    • To prosecute unfair labor and determine guilt. 
    • To assess fines and prison sentences.
    • To ask federal courts to control activities of both management and labor by citing them for contempt.

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