Supervision Exam 3
Card Set Information
Supervision Exam 3
Chapters 10-14 supervision
The practice of controlling the way you use time.
A record of what activities a person is doing hour by hour throughout the day.
Putting off what needs to be done.
The attempt to do things perfectly
The body's response to coping with environmental demands
A pattern of behavior that involves constantly trying to accomplish a lot in a hurry.
Type A Personality
A pattern oh behavior that focuses on a relaxed but active approach to life.
Type B Personality
The inability to function effectively as a result of ongoing stress
Developing an awareness of bodily functions in order to control them.
Organizational activities designed to help employees adopt healthy practices
the process by which people send and receive information
Anything that can distort a message by interfering with the communication process
The way the receiver of a message responds or fails to respond to the message
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.
A conclusion drawn from the facts available
the ways people see and interpret reality
Negative conclusions about a category of people based on stereotypes
A message that consists of words
A message conveyed without using words
Organizational communications in which a message is sent to someone at a lower level.
Organizational communications in which a message is sent to someone at a higher level
Organizational communication in which a message is sent to a person at the same level
Organizational communication that is work related and follows the lines of the organization chart.
Organizational communication that is directed toward individual needs and interest and does not necessarily follow formal lines of communication
The path along which informal communication travels
Giving people incentives that cause them to act in a desired way
A policy that grants employees some leeway in choosing which 8 hours a day or which 40 hours a week to work
An arrangement in which two part-time employees share the duties of one full-time job
A desired consequences at the ending of a negative consequence, either of which is given in response to a desirable behavior
An unpleasant consequence given in response to undesirable behavior
The use of reinforcement theory to motivate people to behave in a certain way
Recognition or compensation that is extraneous to the task accomplished
Personal satisfaction that comes directly from performing a task
payments for meeting or exceeding objectives
Payment according to the quantity produced
Payment linked to the amount of sales completed
A financial incentive plan that rewards a team of workers for meeting or exceeding an objective
Group incentive plan
A group incentive plan under which the company sets aside a share of its profits and divides it among employees
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.
A set of management attitudes based on the view that people dislike work and must be coerced to perform.
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
A set of management attitudes that emphasizes employee participation in all aspects of decision making
Moving employees from job to job to give them more variety
Training in the skills required to perform more than one job
An effort to make a job more interesting by adding more duties to it
The incorporation of motivating factors into a job-in particular, giving the employee more responsibility and recognition.
The direct relationship between expectations and performance; high expectations lead to high performance.
Deliberate refusal to do what the supervisor or other superior asks
The process of learning about an individual's personal problem and helping him or her resolve it
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.
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
Action taken by the supervisor to prevent employees from breaking rules
Requirement that an employee not come to work for a set period of time; the employee is not paid for the time off
Transfer of an employee to a job involving less responsibility and usually lower pay
Relieving an employee of his or her job
Discipline designed to prevent problem behavior for beginning
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
A company-based program for providing counseling and related help to employees whose personal problems are affecting their performance
Employee assistance program (EAP)
The struggle that results from incompatible or opposing needs, feelings, thoughts, or demands within a person or between two or more people
Defeat in the effort to achieve goals
Responding to problems stemming from conflict
Settling on a solution that gives each person part of what he or she wants; no one gets everything, and no one loses completely
Managing a conflict by confronting the problem and solving it
Intentional acts of influence to enhance or protect the self-interest of individuals or groups
The ability to influence people to behave in a certain way
Power that comes from a person's formal role in an organization
Power that arises from an individual's personal characteristics