Supervisory Management Test Questions
Course Introduction
Supervisory Management explores the fundamental principles and practices essential for effective supervision in today's diverse workplace. The course covers topics such as leadership styles, communication techniques, team building, conflict resolution, motivation, performance management, and ethical decision-making. Emphasis is placed on the supervisor's role in fostering a productive work environment, managing change, and supporting organizational goals. Through case studies and practical exercises, students develop the skills necessary to lead teams, delegate tasks, and provide constructive feedback, preparing them for successful supervisory positions across various industries.
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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Page 2
Chapter 1: Introduction
10 Flashcards
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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) "Be friendly, be liked", a network builder, and initiates changes for better performance all describe ____.
A) expectations based on non-management job
B) reality of the manager's job
C) a specialists job
D) none of these
Answer: B
Q3) What does the executive function include for the entire system?
A) direction
B) organization,
C) coordination.
D) all of these
Answer: D
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Page 3
Chapter 2: Your Manager Strengths and Weaknesses
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) Which constraint would belong to a manager who sabotages his own career?
A) never feeling good enough
B) being a marshmallow
C) running roughshod over others
D) playing Mr. Spock
Answer: A
Q2) People who are ____ are not able to recognize the role of human feelings in an organization.
A) playing Mr. Spock
B) being a marshmallow
C) running roughshod over others
D) never feeling good enough
Answer: A
Q3) What says that every system or process has at least one weakness that prevents it from achieving maximum performance?
A) theory of constraints
B) theory of opportunities
C) theory of management
D) theory of weaknesses
Answer: A
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Chapter 3: Learning About Yourself
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) What term means "our perceptions of ourselves are shaped partly by how others perceive us"?
A) social mirror
B) self-diagnose
C) person mirror
D) mirror diagnosis
Answer: A
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) End values are sometimes called ____.
A) behavioral values
B) beliefs
C) instrumental values
D) terminal values
Answer: D
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Chapter 4: Managing Yourself to Get Things Done
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Sample Questions
Q1) Brittany is an avid gardener, and she has been asked to write a section for a local newspaper about gardening. Brittany is procrastinating the assignment despite the fact that she really wants to write it. Why does she procrastinate?
A) trying to achieve perfection
B) nervousness
C) a delay may have negative consequences
D) negativity bias
Q2) How does using deadlines help someone get something important done?
Q3) If you don't use any other system for keeping track of your responsibilities, you should at least ___.
A) remember your ABC's
B) follow the 80/20 rule
C) keep a to-do list
D) keep a positive attitude
Q4) People typically waste how much time every day because they are unorganized?
A) at least one hour
B) 10 minutes
C) 4 hours
D) 7 hours
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Chapter 5: Creative Problem Solving
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) To get a grasp on the true nature of a problem, you have to take on the role of a detective.
A)True
B)False
Q2) Which of the following is a technique to improve problem solving?
A) root cause analysis
B) brainstorming
C) involvement
D) all of these
Q3) Where do a lot of people typically get their best ideas?
A) in the shower
B) while studying
C) while watching TV
D) while playing a sport
Q4) Which technique breaks a decision-making group into two subgroups and assigns them different, often competing, responsibilities?
A) brainstorming
B) point-counterpoint
C) devil's advocate
D) rigorous debate
Page 7
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Chapter 6: How Managers Communicate
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65 Verified Questions
65 Flashcards
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Sample Questions
Q1) What is the term that refers to the process of influencing how others construct meaning and make sense of their environment?
A) sensegiving
B) counseling
C) supervising
D) informing
Q2) When the communication is highly important, such as a department-wide announcement, ask someone to read it before you send it to learn how it comes across. Why is this important?
A) You can come across as cold or arrogant via e-mail
B) You can come across as insensitive.
C) neither of these
D) both of these
Q3) Why is feedback so important?
A) Because of the potential for communication errors
B) Because managers learn from it
C) Because data is needed
D) Because everyone needs to voice their opinions
Q4) What is a communication champion?
Q5) What is encoding?
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Chapter 7: Becoming an Ethical Manager
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Sample Questions
Q1) What is the difference between moral and immoral leadership? Provide an example.
Q2) How can you strengthen your backbone?
A) Powerpoint presentations
B) By drawing upon various sources of courage
C) Accepting consequences
D) None of these
Q3) How do unethical managers diminish the dignity of others?
A) taking the credit of others
B) treating people with disrespect
C) neither of these
D) both of these
Q4) "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
Q5) As a manager, you will need courage for many reasons.
A)True
B)False
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Chapter 8: Motivating for Performance
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Sample Questions
Q1) What energizes people and compels them to develop ideas, plans, and strategies for achieving the objective?
A) accomplishments
B) communication
C) challenge of the goal
D) none of these
Q2) What is a key requirement of a manager who supervises a group?
A) innovative thinking
B) decision-making skills
C) ability to motivate others to accomplish goals
D) active listening
Q3) Managers can shower an employee with extrinsic rewards and still have an unmotivated employee if the person finds the job boring or unfulfilling.
A)True
B)False
Q4) Explain the differences between the horizontal and vertical dimensions of the four motives managers can use to motivate people.
Q5) Current approaches to empowerment can be classified based on two dimensions. Describe what they are.
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Chapter 9: Getting Things Done Through Networks, Relationships,
and
Soft Power
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66 Verified Questions
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Sample Questions
Q1) The role of formal education is to develop your ______.
A) human capital
B) social capital
C) networking
D) importance
Q2) List four examples of new media networks
Q3) What are the three kinds of network roles or patterns of relationships that are seen in all types of organizations?
A) work, social, career
B) informal, formal, regular
C) the hub, the broker, the peripheral player
D) employee, manager, executive
Q4) What is the term for proactive attempts by individuals to develop and maintain personal and professional relationships with others for the purpose of mutual benefit in their work or career?
A) motivation
B) opportunities
C) networking
D) none of these
Q5) List and explain the make up of three types of professional networks.
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Chapter 10: People With Coaching, Delegation, and Deliberate Practice
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68 Verified Questions
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Sample Questions
Q1) Deliberate practice is designed specifically to improve ______.
A) flow
B) learning
C) performance
D) diligence
Q2) What is the best first step for gathering information in the engagement stage?
A) Listen to the employee
B) Directly observe the employee's work performance
C) Ask open-ended questions
D) Provide feedback
Q3) Once you have gathered information by observing, asking, listening, and collecting feedback from others, it's time to provide the valuable _______ to the coachee.
A) research
B) vision
C) feedback
D) pay raise
Q4) Successful managerial coaching encompasses eight steps within three stages. In chronological order, list these stages and steps and then explain why each one is important.
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Chapter 11: Handling Difficult Conversations, Conflict, and Negotiation
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) Which of the following forces work against positive relationships in organizations?
A) busyness
B) distractions
C) the rush to get things done
D) all of these
Q2) ____ refers to antagonistic interaction in which one party, in order to achieve its goals, will prevent or block the intentions or goals of another.
A) Team cohesiveness
B) Disagreement
C) Conflict
D) Anger
Q3) How can you learn more about your opponent's position?
A) asking questions
B) being quiet
C) both ask questions and be quiet
D) being forceful
Q4) When having a negotiation, what is the key step and why?
Q5) What is the difference between robust dialogue and typical group decision making?
Page 13
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Chapter 12: Managing Your Boss
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Sample Questions
Q1) Managing down means consciously and deliberately developing a meaningful, task-related, mutually respectful relationship with your direct superiors.
A)True
B)False
Q2) Which of the following is a way to infuriate the boss?
A) lead initiatives for change
B) stay up-to-date
C) drive your own growth
D) hover by the door when she's on the phone
Q3) The primary strategy for managing the boss is ____
A) talking to him
B) politicking with him
C) to help him be a good boss
D) do extra tasks
Q4) Knowing whether your boss is a numbers-person or a word-person is an important part of managing your boss.
A)True
B)False
Q5) What are some things you can do to help your boss be a good boss?
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Chapter 13: Managing Teams
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Sample Questions
Q1) Dylan encourages contributions from other team members, therefore he fills the organizer role in his team.
A)True
B)False
Q2) The ___ stage of team development is a period of orientation and getting acquainted.
A) forming
B) storming
C) norming
D) performing
Q3) Managers typically want ___ success but employees want ___ success.
A) individual; group
B) group; individual
C) group; monetary
D) their own; group
Q4) What can the idea of teamwork conflict with?
A) rationalization
B) timelines
C) our goals
D) our values
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) Stu was hired quickly without much interviewing, and now it has become obvious that he was the wrong person for the job. What are some negative consequences of the rushed hiring process?
A) costs
B) wasted time
C) discouraging for Stu and the company
D) all of these
Q2) Explain the concept of performance management.
Q3) To succeed as a manager, you do not need to be aware of the inherent tensions between the needs of work and the needs of people.
A)True
B)False
Q4) ___ is the process by which a manager evaluates an employee's work effectiveness by using objective criteria, provides feedback to the employee, and shows where improvements are needed.
A) Performance appraisal
B) Preparation
C) ILETS
D) Performance identification
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Chapter 15: Managing Cross Culturally
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Sample Questions
Q1) Many US managers fail to recognize that the behaviors that typically govern how business is done in the United States don't translate to the rest of the world.
A)True
B)False
Q2) What are some characteristics successful female managers have in common?
A) emphasis on good communication
B) ability to build personal relationships
C) too busy for home life
D) A & B
Q3) Which of the following are low in assertiveness?
A) Norway
B) Spain
C) Austria
D) the United States
Q4) What is a major challenge for female and minority managers?
A) being taken seriously
B) earning a college degree
C) working enough hours to prove themselves
D) dressing the right way
Q5) Why is it important to understand these critical areas of value differences?
Page 17
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Chapter 16: Positive Leadership
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66 Verified Questions
66 Flashcards
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Sample Questions
Q1) Leaders apply the three aspects of ___________ to build positive organization relationships and culture.
A) professional leadership
B) social leadership
C) positive leadership
D) career leadership
Q2) Creating an environment that enables flow requires that managers be committed to the __________ of employees as well as getting the job done.
A) activity
B) environment
C) emotional well-being
D) conductivity
Q3) What level of leadership refers to the highest level in a hierarchy of manger capabilities? Managers at this level show humility and a lack of ego.
A) Level 4
B) Level 8
C) Level 9
D) Level 5
Q4) 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) How can appreciative inquiry accelerate large-scale organizational change?
A) By leading the change.
B) By appropriately framing a topic.
C) By positively engaging a large group of people in the change process.
D) none of these
Q2) Managers who try to bypass the first four stages of grief and get people to accept changes without grieving the endings often _______.
A) succeed in their change efforts
B) do nothing
C) fail in their change efforts
D) all of these
Q3) What is an important value in a learning organization?
A) Collaboration and communication across departmental and hierarchical boundaries.
B) Traditional management tasks.
C) Self-direction among people.
D) none of these
Q4) What are the three key roles involve in organizational change? Give a brief description of what each role does during organizational change.
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