Supervisory Management Study Guide Questions
Course Introduction
Supervisory Management explores the roles and responsibilities of first-line managers and supervisors in various organizational settings. The course covers essential supervisory functions such as planning, organizing, staffing, leading, and controlling, with an emphasis on effective communication, motivation, team-building, and conflict resolution skills. Students will learn strategies for managing performance, fostering a positive work environment, and addressing the challenges of supervising diverse teams. The course also examines ethical and legal considerations, problem-solving techniques, and the impact of technology on supervisory practices, preparing students to successfully transition into or enhance their roles in management.
Recommended Textbook
Building Management Skills An Action First Approach 1st Edition by Richard L. Daft
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17 Chapters
1078 Verified Questions
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Chapter 1: Introduction
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Sample Questions
Q1) How do you manage yourself?
A) individual problem solving
B) linking- networking, collaborating
C) motivating people
D) communicating
Answer: A
Q2) 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
Q3) Which skill focuses on how to get work done?
A) managing your team
B) managing yourself
C) managing your relationships
D) all of these
Answer: A
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Chapter 2: Your Manager Strengths and Weaknesses
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Sample Questions
Q1) Personal constraints typically fall into three basic groups.
A)True
B)False
Answer: True
Q2) _____ refers to the ability to connect with others and build positive relationships.
A) Self-awareness
B) Social awareness
C) Self-management
D) Relationship management
Answer: D
Q3) Which of the following characteristics describe someone who has low self-control?
A) able to focus on long term goals
B) does not make impulse purchases
C) does not switch jobs often
D) none of these
Answer: D
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Chapter 3: Learning About Yourself
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Sample Questions
Q1) Abraham Maslow refers to the mastery of any skill as conscious competence.
A)True
B)False
Answer: False
Q2) When you discover that you need help to improve a skill, you have reached which stage of a new skill?
A) consciously incompetent
B) competent
C) unconsciously incompetent
D) unconsciously competent
Answer: A
Q3) In a short summary, what is the Whole Brain Model and who developed it?
Answer: The Whole Brain Model is a way to categorize how a person thinks, and it breaks this into 4 quadrants. The 4 quadrants consider left and right brain thinking, and also consider conceptual versus experiential thinking. The model was developed by Ned Hermann.
Q4) Instrumental values are sometimes called terminal values.
A)True
B)False
Answer: False
Page 5
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Chapter 4: Managing Yourself to Get Things Done
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Sample Questions
Q1) Much of the time, our intentions and our habitual behavior are in alignment.
A)True
B)False
Q2) The three basic principles for self-management are clarity of mind, clarity of time, and an organized system.
A)True
B)False
Q3) What is the ability to engage in self-regulating thoughts and behavior to handle difficult or challenging situations?
A) Self-management
B) Time management
C) Efficiency
D) Operations management
Q4) One way to prevent stress is to find a job that ____.
A) pays well
B) you enjoy
C) you can perform sufficiently
D) has good hours
Q5) Explain the time management matrix. Give an example for each quadrant.
Q6) What are the three basic principles for self-management?
Page 6
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Chapter 5: Creative Problem Solving
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Sample Questions
Q1) Patrick is a manager at AirTran airlines customer service department. He has a gut feeling that the number of calls people working on Saturday mornings needs to increase, but he can't prove that a problem exists. What tool is Patrick using?
A) Rational decision making
B) Intuitive problem identification
C) Gathering information
D) Learning to connect the dots
Q2) The Army's use of ____ is shown in their procedure of asking four simple questions after a field operation or training exercise.
A) feedback
B) motivation
C) involving stakeholders
D) after-action reviews
Q3) Why is it important to build consensus in the early stage of the problem-solving process?
A) legal reasons
B) to get everyone on the same page
C) some people feel resistance to a new way of doing things
D) authorization
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Page 7
Chapter 6: How Managers Communicate
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Sample Questions
Q1) What is pace in reference to presentations?
A) rhythm
B) speed
C) movement
D) all of these
Q2) People are less likely to remember opening and closing comments rather than what comes in the middle.
A)True
B)False
Q3) _______ communication is the process by which information is exchanged and understood by two or more people usually with the intent to influence or motivate behavior.
A) Manager
B) Human
C) Nonverbal
D) Good
Q4) Good communication means giving speeches, issuing orders, and talking with consultants.
A)True
B)False
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Chapter 7: Becoming an Ethical Manager
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Sample Questions
Q1) ______ means employee disclosure of illegal, immoral, or unethical practices in the organization.
A) Whistleblowing
B) Insubordination
C) Management
D) none of these
Q2) "Would I make the same decision if the outcome did not benefit me in any way?" This approach to guide decision making is known as ______.
A) The front-page test
B) The personal gain test
C) The good night's sleep test
D) The public exposure test
Q3) How can managers create organizational systems and policies that support ethical behavior?
A) creating open-door policies
B) showing zero tolerance for violations
C) rewarding ethical conduct
D) all of these
Q4) What are the different levels and stages of the Moral Development scale?
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Chapter 8: Motivating for Performance
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Sample Questions
Q1) Using fear to motivate people almost always has ______ for employee development and long-term performance.
A) negative consequences
B) positive consequences
C) no consequence
D) none of these
Q2) Work redesign involves altering jobs to increase both the _____ of employees' work experience and their ______.
A) ethics, motivators
B) tasks, assignments
C) quality, productivity
D) none of these
Q3) There is evidence that _______, where people are able to monitor their own progress toward a goal, is an even stronger motivator than external feedback.
A) self-assurance
B) self-motivation
C) self-feedback
D) all of these
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) The employee's role is to influence others to get things done, energize and persuade others, and demonstrate the wherewithal to pull together a team.
A)True
B)False
Q2) What skill(s) are essential keys for managers to thrive amid multiple relationships?
A) interpersonal skills
B) relationship building skills
C) neither of these
D) both of these
Q3) Companies have ways to investigate employees and prospective employees online, so:
A) it is not important to mix work and fun.
B) present the image you want your professional colleagues to see.
C) learn to build your photograph collection and document what you do
D) none of these
Q4) 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.
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Chapter 10: People With Coaching, Delegation, and Deliberate Practice
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Sample Questions
Q1) Continuous ______ promotes motivation and improvement.
A) knowledge
B) focus
C) mental wandering
D) feedback
Q2) Now that Dani has agreed to accept some coaching from her boss, Samuel, they need to make a plan. What is the first thing they should do?
A) Discuss his or her future opportunities with the company
B) Discuss his or her downfalls
C) Discuss his or her goals and expectations of coaching
D) Discuss his or her pay scale
Q3) If the solution is simple and clear and the coach has the answer, it is often best to allow the employee to flounder indefinitely.
A)True
B)False
Q4) What are the two approaches to managerial coaching? Which is the best approach? Briefly describe each.
Q5) Briefly explain what happens in the implementation stage.
Q6) How does the overall organization benefit from the coaching process?
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Chapter 11: Handling Difficult Conversations, Conflict, and Negotiation
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Sample Questions
Q1) Beth's performance has not been as good as it used to be lately, and her boss, Tamara, has made an appointment to discuss the situation with her. Prior to the appointment, Tamara writes down some examples, gathers some information, plans what to say, and calms herself with a few minutes of meditation. Why is Tamara doing these steps to prepare for this meeting?
A) It will put Tamara in the right frame of mind.
B) It guarantees that Beth will truly hear what Tamara is saying.
C) It will enable Tamara to use the ILETS model.
D) It will prevent Beth from getting upset during the meeting.
Q2) A difficult conversation can be defined as a discussion between two or more people where ___.
A) outcomes are important
B) viewpoints differ
C) emotions run high
D) all of these
Q3) Explain the five interpersonal conflict handling styles with regards to cooperativeness and assertiveness. Give a situation where each one should be used.
Q4) If you own a company and there is a conflict among a few top managers, how should you deal with this?
Page 13
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Chapter 12: Managing Your Boss
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Sample Questions
Q1) Jonathan, a department head, spends a lot of time with his boss, a vice president of the company, but very little time with his staff. Jonathan often volunteers to do special projects for his boss, and he's often so busy with those projects that he doesn't have time to pay attention to his employees' projects, needs, and issues. What type of boss is Jonathan?
A) The Natural
B) The Politician
C) The Wimp
D) The Workaholic
Q2) Which term is defined as an exaggerated and distorted attempt at self-reliance?
A) counterdependence
B) overdependence
C) independence
D) interdependence
Q3) ____ is the most common type of difficult boss.
A) The Natural
B) The Politician
C) The Micromanager
D) The Workaholic
Q4) What are some things you can do to help your boss be a good boss?
Page 14
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Chapter 13: Managing Teams
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Sample Questions
Q1) In a conference call, the chairperson has to be vigilant that people ___.
A) pay attention
B) use the proper tone
C) do not talk over one another
D) show up on time
Q2) ___ are called project teams.
A) Self-directed teams
B) Special purpose teams
C) Cross-functional teams
D) all of these
Q3) Explain how rewards can motivate the wrong behavior. Describe an example you've experienced in your own life, and explain how the situation could have been different.
Q4) Clear purpose, right people, good preparation, and right process are all the required steps to have an effective meeting.
A)True
B)False
Q5) What are some personal dilemmas people have with teamwork?
Q6) What are the three functions of teams?
Q7) What are the differences between a centralized and decentralized network?
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) Meeting task needs first involves __________ and defining desired outcomes for the team's work.
A) establishing work procedures
B) setting goals
C) learning government regulations
D) setting company policies
Q2) Gina is the Executive Director of her department, and her subordinates carry out her plans, goals, and organization. What type of power does Gina possess?
A) coercive
B) positional
C) legitimate
D) reward
Q3) How does someone define a job position?
Q4) When conducting an interview, which of the following is acceptable to ask the applicant?
A) race
B) marital status
C) hobbies
D) none of these
Page 16
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Chapter 15: Managing Cross Culturally
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Sample Questions
Q1) High ___ means that people feel uncomfortable with ambiguity.
A) uncertainty avoidance
B) power distance
C) assertiveness
D) time orientation
Q2) Which one of the following is part of the inclusive definition of diversity but not part of the traditional definition of diversity?
A) Gender
B) Lifestyle
C) Parent
D) Race
Q3) Many managers are ____ to handle diversity issues.
A) prepared
B) not prepared
C) eager
D) trained
Q4) Explain the difference between individualism and collectivism.
Q5) What is the difference between ethnocentrism and ethnorelativism? Which is the goal for successful cross-cultural managers?
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Chapter 16: Positive Leadership
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Sample Questions
Q1) What are the three aspects of positive leadership?
Q2) When a person feels that a task is beyond his or her capacity, _______ impedes a flow experience.
A) forcefulness
B) anxiety
C) learning
D) all of these
Q3) There is value in identifying a person's gaps in _________ and offering developmental challenges along with training, coaching, and support.
A) performance
B) personality
C) vocabulary
D) all of these
Q4) What is the primary factor in determining the level of fear experienced at work?
A) compassion
B) accomplishments
C) relationship between an employee and direct supervisor
D) none of these
Q5) What is the Pike Syndrome and how is it related to independent thinking?
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Chapter 17: Managing Personal and Organizational Change
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Sample Questions
Q1) Many people wanting to change can spend a significant amount of time, even many years, in precontemplation.
A)True
B)False
Q2) The design group has been working on a highly innovative, experimental engine. After months of fine-tuning the design and building a prototype, their initial tests show that in some ways the engine works even better than they had anticipated. The team members are elated and feel that this short-term accomplishment has given a real boost to the ______ of the process.
A) structure
B) system
C) credibility
D) power
Q3) Many people understand that cold, hard facts are not enough to convince someone to change.
A)True
B)False
Q4) What are the five stages of grief as applied to change management?
Q5) What are the three transitions that must take place for successful change?
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