Supervisory Management Exam Solutions
Course Introduction
Supervisory Management focuses on developing the essential skills and knowledge required to effectively supervise and manage individuals and teams within an organizational setting. The course covers fundamental management principles, leadership styles, communication techniques, motivation strategies, delegation, conflict resolution, and performance appraisal. Emphasis is placed on practical approaches to problem-solving and decision-making, as well as understanding the role of a supervisor in fostering a productive work environment. Through case studies, discussions, and real-world scenarios, students learn to bridge the gap between staff and upper management, ensuring the successful implementation of organizational goals.
Recommended Textbook
Building Management Skills An Action First Approach 1st Edition by Richard L. Daft
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17 Chapters
1078 Verified Questions
1078 Flashcards
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Chapter 1: Introduction
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Sample Questions
Q1) Which of the following are examples of bad management at a societal level?
A) lost business
B) not trusting others to make good judgements
C) Wall Street meltdown
D) all of these
Answer: C
Q2) What does the executive function include for the entire system?
A) direction
B) organization,
C) coordination.
D) all of these
Answer: D
Q3) Managers who want to advance their careers pay attention to developing ____.
A) soft skills
B) hard skills
C) technical skills
D) industry trends
Answer: A
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Chapter 2: Your Manager Strengths and Weaknesses
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) Managers who are low on _____ may be easily hurt by criticism.
A) objectivity
B) emotional control
C) Focus
D) self-confidence
Answer: B
Q2) ____ are your naturally recurring patterns of thought, feeling, or behavior.
A) Abilities
B) Interests
C) Skills
D) Talents
Answer: D
Q3) Which of the following characteristics describe someone who is socially aware?
A) practices empathy
B) senses other's emotions
C) understands other's perspectives
D) all of these
Answer: D
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4
Chapter 3: Learning About Yourself
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Sample Questions
Q1) Explain the Big Five Model of Personality.
Answer: The Big Five Model of Personality describe an individual's extraversion, agreeableness, conscientiousness, emotional stability and openness to experience.
1. Extraversion: The degree to which a person is outgoing
2. Agreeableness: The degree to which a person is able to get along with others by being good-natured, likeable, cooperative, forgiving, understanding, and trusting.
3. Conscientiousness: The degree to which a person is careful, organized, self-disciplined, responsible, dependable, persistent, and achievement oriented.
4: Emotional Stability: The degree to which a person is calm, enthusiastic, positive, and self-confident rather than moody, fearful, negative, or insecure.
5. Openness to Experience: The degree to which a person has a broad range of interests and is curious, imaginative, and willing to consider new ideas.
Q2) Instrumental values are sometimes called terminal values.
A)True
B)False
Answer: False
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Chapter 4: Managing Yourself to Get Things Done
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Sample Questions
Q1) When you are "emptying your head", what can you use to capture all the "stuff" you are trying to organize?
A) physical baskets for holding mail
B) memos
C) computer
D) all of these
Q2) Tasks that are neither important nor urgent are in ___
A) Quadrant 1
B) Quadrant 2
C) Quadrant 3
D) Quadrant 4
Q3) All activities can be categorized by ____.
A) importance
B) urgency
C) both of these
D) neither of these
Q4) Much of the time, our intentions and our habitual behavior are in alignment.
A)True
B)False
Q5) Explain the time management matrix. Give an example for each quadrant.
Page 6
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Chapter 5: Creative Problem Solving
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67 Flashcards
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Sample Questions
Q1) ____ is constructive conflict based on divergent points of view.
A) Brainstorming
B) Creative intuition
C) Devil's advocate
D) Rigorous debate
Q2) Mark was appointed the role of devil's advocate for a group discussion about which color is best for the magazine cover the group is working on. Based on his position, he purposely comes up with reasons why someone else's chosen color is not good.
A)True
B)False
Q3) Suppose there is a puddle of oil on a manufacturing plant floor. Wiping it up will fix the problem but what will find the reason of the leaking oil?
A) Root cause analysis
B) The five why's
C) Creative intuition
D) all of these
Q4) Why is always perpetuating the status quo not a good idea, and what are some ways to overcome the status quo trap?
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Chapter 6: How Managers Communicate
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Sample Questions
Q1) As a manager, be aware of what you signal to others in addition to your verbal messages because people will interpret _______, just as they attach meaning to your words.
A) your actions as symbols
B) your emails
C) your messages
D) your memos
Q2) By demonstrating that you make well-informed, sound decisions, you ______ others' confidence in your knowledge and expertise.
A) decrease
B) increase
C) instill
D) manipulate
Q3) The medium by which the message is sent is the _________.
A) phone
B) voicemail
C) channel
D) internet
Q4) List and explain the 5 P's of effective presentations.
Q5) What is encoding?
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Chapter 7: Becoming an Ethical Manager
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Sample Questions
Q1) The reason _____ present a problem is that the situations we face as managers are seldom clear cut with an obvious answer as to what is best for everyone concerned.
A) ethics
B) opinions
C) personal views
D) employees
Q2) When managers operate from principles of ________, many employees come to see that type of behavior as okay.
A) selfishness
B) greed
C) neither of these
D) both of these
Q3) Courage can be thought of as a ______ skill that is developed through conscious thought and practice.
A) decision-making
B) resource
C) action
D) proper
Q4) Should companies do more than have an employee code of ethics? Explain.
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Chapter 8: Motivating for Performance
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Sample Questions
Q1) The _________ indicates that people are motivated by five general types of needs: physiological, safety, belongingness, esteem, and self-actualization.
A) intrinsic rewards
B) open communication
C) hierarchy of needs
D) none of these
Q2) At the Sunny Day Cafe, the owner has told her servers to do whatever they need to do to please their customers without needing to consult her first. They routinely customize orders at no extra charge, and if a customer is really unhappy with a meal, the server has the authority to remove the charge from the bill. Sunny Day's owner clearly believes in:
A) Variation
B) Achievement
C) Empowerment
D) Downsizing
Q3) Engagement means being emotionally engaged at a personal level.
A)True
B)False
Q4) What are four key points to remember for setting goals? Briefly describe.
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Chapter 9: Getting Things Done Through Networks, Relationships,
and
Soft Power
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Sample Questions
Q1) Unlike the positions on a formal organization chart, roles in a network are hard to see. What are the two types of structure? Explain the difference between the two.
Q2) A ________ is the set of relationships critical to one's ability to get things done, get ahead, and develop personally and professionally.
A) professional network
B) social network
C) work network
D) career network
Q3) Managers must thrive amid multiple relationships.
A)True
B)False
Q4) What type of power depends on the manager's personal characteristics?
A) legitimate
B) referent
C) expert
D) reward
Q5) List and explain the make up of three types of professional networks.
Q6) List four examples of new media networks
11
Q7) What is the difference between hard power and soft power?
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Chapter 10: People With Coaching, Delegation, and Deliberate Practice
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Sample Questions
Q1) What are some things the coach should avoid because they will not help the employee learn and improve?
A) negative judgments
B) threatening comments
C) ultimatums about the employee's behavior
D) all of these
Q2) Coachees are _______ to succeed at reaching their improvement goals when they are motivated and enthusiastic about what is expected.
A) not likely
B) more likely
C) less likely
D) none of these
Q3) Managerial coaching is not an important skill for managers who take seriously the responsibility of enhancing the skills, performance, and career options of their direct reports.
A)True
B)False
Q4) How does the overall organization benefit from the coaching process?
Q5) Briefly explain what happens in the implementation stage.
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Chapter 11: Handling Difficult Conversations, Conflict, and Negotiation
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Sample Questions
Q1) Maxine, the shift supervisor, was upset that her team had finished 10 fewer assemblies than they were expected to finish during their shift. But before taking any action, she decided to first use inquiry, which meant she:
A) explored assumptions
B) listened deeply
C) listened without defensiveness
D) all of these
Q2) Indeed, during meetings people may express ____ so they fit in and gain approval.
A) the opposite of their true opinion
B) their true opinion
C) little opinion
D) frustration
Q3) ___ during a robust dialogue means asking questions to deepen one's understanding about what something means.
A) Advocating
B) Responsibility
C) Disclosure
D) Inquiry
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Chapter 12: Managing Your Boss
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Sample Questions
Q1) Yandel needs to learn to manage her boss better. The thought of this makes her ___.
A) energetic
B) optimistic
C) comfortable
D) uncomfortable
Q2) In order to be a good manager, you must ____.
A) manage down
B) manage up
C) both of these
D) neither of these
Q3) Which of the following is a way to be a resource for your boss?
A) tell the boss your strengths and weaknesses
B) understand your boss's pressures
C) come up with solutions, not just problems
D) all of these
Q4) What are some things you can do to help your boss be a good boss?
Q5) List three of the five tips for what every boss wants. Explain, in general, why you think these are important.
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Chapter 13: Managing Teams
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Sample Questions
Q1) During the ___ stage, the major emphasis is on accomplishing goals.
A) adjourning
B) storming
C) norming
D) performing
Q2) Clear purpose, right people, good preparation, and right process are all the required steps to have an effective meeting.
A)True
B)False
Q3) What percentage of managers report that many of the meetings they attend are a waste of time?
A) 25
B) 50
C) 70
D) 95
Q4) When preparing for a meeting, which of the following is recommended?
A) distribute an agenda
B) decide who should be there
C) start on time
D) all of these
Page 15
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Chapter 14: Achieving Desired Outcomes: Getting the Right
People and Managing
Performance
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Sample Questions
Q1) Dean supervises six employees on the manufacturing plant floor. He has been keeping a tally of each worker's daily output so that he can rank the employees in a forced ranking system according to ____.
A) their performance relative to a standard
B) their absolute performance
C) their relative performance to each other
D) how much money they make
Q2) Organizations allocate huge amounts of resources. These resources are allocated downward from top management.
A)True
B)False
Q3) Which of the following is a negative aspect of the forced ranking system?
A) leads to cheating
B) increases cut-throat competition among employees
C) creates and sustains a high-performance culture
D) all of these
Q4) Explain the concept of performance management.
Q5) What are the key steps to a performance appraisal?
Q7) What does the SMART acronym stand for? Page 16
Q6) Why must a manager sometimes fire people?
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Page 17
Chapter 15: Managing Cross Culturally
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Sample Questions
Q1) Who led the famous study of how national value systems influence organizational life and employee working relationships at IBM?
A) Geert Hofstede
B) Abraham Maslow
C) Venky Raman
D) Winslow Homer
Q2) Research has also found a correlation between ________ in companies and higher organizational performance.
A) balanced gender composition
B) motivation
C) goal accomplishment
D) high salaries
Q3) List at least four of the seven critical areas of value differences that you will need to pay attention to as a manager. Pick one and explain why you think it is so important.
Q4) What are four areas in which you should be aware of cultural differences that influence effective management? Explain how cultural differences affect these four areas.
Q5) Explain the difference between individualism and collectivism.
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Chapter 16: Positive Leadership
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Sample Questions
Q1) What are some examples of positive characteristics of people and organizations?
A) confidence, optimism
B) hope, well-being
C) positive thoughts, patterns
D) all of these
Q2) Managers in high-performing organizations asked more questions and showed much greater _____ than in low-performing organizations.
A) focus on others compared to self
B) daily production
C) facebook comments
D) negativity
Q3) Positive leaders break free of preconceived barriers. Which of these is not an example of things they do?
A) Work to overcome conditioned ideas.
B) Strive to be closed minded
C) Encourage open debate of assumptions.
D) Express feelings
Q4) A leader's job is to find and promote the positive.
A)True
B)False
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Chapter 17: Managing Personal and Organizational Change
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Sample Questions
Q1) Rather than looking at a situation from the viewpoint of what is wrong and who is to blame for it, appreciative inquiry takes a more negative approach.
A)True
B)False
Q2) Changing the behavior of people is just as big a challenge in businesses, non-profit organizations, and government agencies as it is in the health-care system.
A)True
B)False
Q3) What does a new beginning mean?
A) People have dealt with the losses/endings of the old situation.
B) People are angry and tired.
C) People are ready for something fresh, new, and hopeful.
D) none of these
Q4) The target of change is the individual or group that wants the behavioral change to happen.
A)True
B)False
Q5) What are the five stages of grief as applied to change management?
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