Supervision Exam 3

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Supervision Exam 3
2014-04-08 20:24:19

Chapters 10-14 supervision
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  1. The practice of controlling the way you use time.
    Time Management
  2. A record of what activities a person is doing hour by hour throughout the day.
    Time Log
  3. Putting off what needs to be done.
  4. The attempt to do things perfectly
  5. The body's response to coping with environmental demands
  6. A pattern of behavior that involves constantly trying to accomplish a lot in a hurry.
    Type A Personality
  7. A pattern oh behavior that focuses on a relaxed but active approach to life.
    Type B Personality
  8. The inability to function effectively as a result of ongoing stress
  9. Developing an awareness of bodily functions in order to control them.
  10. Organizational activities designed to help employees adopt healthy practices
    Wellness program
  11. the process by which people send and receive information
  12. Anything that can distort a message by interfering with the communication process
  13. The way the receiver of a message responds or fails to respond to the message
  14. Hearing what the speaker is saying, seeking to understand the facts and feelings the speaker is trying to convey, and stating what you understand that message to be.
    Active Listening
  15. A conclusion drawn from the facts available
  16. the ways people see and interpret reality
  17. Negative conclusions about a category of people based on stereotypes
  18. A message that consists of words
    Verbal Message
  19. A message conveyed without using words
    nonverbal message
  20. Organizational communications in which a message is sent to someone at a lower level.
    Downward Communication
  21. Organizational communications in which a message is sent to someone at a higher level
    Upward Communication
  22. Organizational communication in which a message is sent to a person at the same level
    Lateral communication
  23. Organizational communication that is work related and follows the lines of the organization chart.
    Formal communication
  24. Organizational communication that is directed toward individual needs and interest and does not necessarily follow formal lines of communication
    Informal Communication
  25. The path along which informal communication travels
  26. Giving people incentives that cause them to act in a desired way
  27. A policy that grants employees some leeway in choosing which 8 hours a day or which 40 hours a week to work
  28. An arrangement in which two part-time employees share the duties of one full-time job
    Job Sharing
  29. A desired consequences at the ending of a negative consequence, either of which is given in response to a desirable behavior
  30. An unpleasant consequence given in response to undesirable behavior
  31. The use of reinforcement theory to motivate people to behave in a certain way
    Behavior modification
  32. Recognition or compensation that is extraneous to the task accomplished
    extrinsic reward
  33. Personal satisfaction that comes directly from performing a task
    Intrinsic reward
  34. payments for meeting or exceeding objectives
    Financial incentives
  35. Payment according to the quantity produced
    piecework systems
  36. Payment linked to the amount of sales completed
  37. A financial incentive plan that rewards a team of workers for meeting or exceeding an objective
    Group incentive plan
  38. A group incentive plan under which the company sets aside a share of its profits and divides it among employees
    profit-sharing plan
  39. a group incentive plan in which the organization encourages employees to participate in making suggestions and decisions, then rewards the group with a share of improved earnings.
  40. A set of management attitudes based on the view that people dislike work and must be coerced to perform.
    Theory x
  41. A set of management attitudes based on the view that work is a natural activity and that people will work hard and creatively to achieve objectives to which they are committed
    Theory Y
  42. A set of management attitudes that emphasizes employee participation in all aspects of decision making
    Theory Z
  43. Moving employees from job to job to give them more variety
    Job rotation
  44. Training in the skills required to perform more than one job
  45. An effort to make a job more interesting by adding more duties to it
    Job Enlargement
  46. The incorporation of motivating factors into a job-in particular, giving the employee more responsibility and recognition.
    Job enrichment
  47. The direct relationship between expectations and performance; high expectations lead to high performance.
    Pygmalion Effect
  48. Deliberate refusal to do what the supervisor or other superior asks
  49. The process of learning about an individual's personal problem and helping him or her resolve it
  50. An approach to counseling in which the supervisor asks the employee questions about the specific problem; when the supervisor understands the problem, her or she suggest ways to handle it.
    Directive counseling
  51. an approach to counseling in which the supervisor primarily listens, encouraging the employee to look for the source of the problem and propose possible solutions
    Non-directive counseling
  52. Action taken by the supervisor to prevent employees from breaking rules
  53. Requirement that an employee not come to work for a set period of time; the employee is not paid for the time off
  54. Transfer of an employee to a job involving less responsibility and usually lower pay
  55. Relieving an employee of his or her job
  56. Discipline designed to prevent problem behavior for beginning
    Positive disciple
  57. A day off during which a problem employee is supposed to decide whether to return to work and meet standards or to stay away for good
    Decision-making leave
  58. A company-based program for providing counseling and related help to employees whose personal problems are affecting their performance
    Employee assistance program (EAP)
  59. The struggle that results from incompatible or opposing needs, feelings, thoughts, or demands within a person or between two or more people
  60. Defeat in the effort to achieve goals
  61. Responding to problems stemming from conflict
    Conflict Management
  62. Settling on a solution that gives each person part of what he or she wants; no one gets everything, and no one loses completely
  63. Managing a conflict by confronting the problem and solving it
    Conflict resolution
  64. Intentional acts of influence to enhance or protect the self-interest of individuals or groups
    Organizational politics
  65. The ability to influence people to behave in a certain way
  66. Power that comes from a person's formal role in an organization
    Position Power
  67. Power that arises from an individual's personal characteristics
    Personal Power