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128 Cards in this Set
- Front
- Back
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ESP Chapter 1. Local governments today are more complex and employ more people with nongovernmental backgrounds. Governments provide a broader scope of ____ and have more ____ on citizens’ daily lives.
A. influence, say B. services, influence C. responsibility, impact D. jobs, influence |
Answer:
B. services, influence |
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ESP Chapter 1. Officials from the 1970's would recognize that competing demands for local government ____ can affect the jobs of supervisors and managers.
A. resources and attention B. jobs and resources C. jobs and attention D. pay and benefits |
Answer:
A. resources and attention |
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ESP Chapter 1. Successful supervisors and successful local governments are those that can ____ and ____.
A. prioritize and get the job done B. anticipate and plan ahead C. respond to change and get the job done D. anticipate and respond to change |
Answer:
D. anticipate and respond to change |
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ESP Chapter 1. Many local governments have ____ their organizational structures.
A. raised B. lowered C. flattened D. broadened |
Answer:
C. flattened |
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ESP Chapter 1. In response to shifts both within and outside local government, the role of the supervisor and the methods of supervision have changed. In particular, many local governments have flattened their organizational structures, reducing the ratio of ____to ____.
A. upper management to middle management B. middle management to first line supervision C. supervisors to employees D. managers to non-managers |
Answer:
D. managers to non-managers |
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ESP Chapter 1. In flattening the organizational structures, the importance of the supervisor has ____.
A. decreased B. remained the same C. improved D. increased |
Answer:
D. increased |
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ESP Chapter 1. The supervisor has been called upon to oversee a broader range of ____ and to use a wider array of ____.
A. tools, goods B. services, skills C. services, goods D. goods, tools |
Answer:
B. services, skills |
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ESP Chapter 1. Supervisors now have fewer ____ colleagues.
A. lower level B. external C. management level D. internal |
Answer:
C. management level |
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ESP Chapter 1. True or False. Today's workplace has changed in that it is more certain.
A. True B. False |
Answer:
B. False. It is more uncertain. |
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ESP Chapter 1. Today’s workplace has changed in that it is more ____ based.
A. individual B. relationship C. economically D. sociologically |
Answer:
B. relationship |
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ESP Chapter 1. True or False. Today’s workplace has changed in that it is more independent.
A. True B. False |
Answer:
B. False. It is more cooperative. |
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ESP Chapter 1. Today’s workplace has changed in that the workplace values ____ players.
A. individual B. confident C. independent D. team |
Answer:
D. team |
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ESP Chapter 1. Today’s workers are encouraged to work ____, and are expected to earn their way.
A. harder B. overtime C. smarter D. longer |
Answer:
C. smarter |
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ESP Chapter 1. Four specific factors are changing the character and appearance of local government - and, as a result, the world of the supervisor: (the four factors are).
A. demographic changes, technological changes, changes in legal accountability, and shifts in employee's expectations and attitudes B. demographic changes, communication changes, changes in legal culpability, and shifts in employee's expectations and attitudes C. demographic changes, technological changes, changes in legal culpability, and shifts in employee's enthusiasm and perspective D. demographic changes, technological changes, changes in legal accountability, and shifts in the employee's work ethic and perspective |
Answer:
A. demographic changes, technological changes, changes in legal accountability, and shifts in employee's expectations and attitudes |
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ESP Chapter 1. Where employers once valued workers who could go it alone, they now value ____.
A. independence B. interdependence C. team players D. self-management |
Answer:
C. team players |
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ESP Chapter 1. By the mid-21st century, most of the nation's metropolitan areas will have no dominant ____.
A. cultural group B. ethnicity group C. socio-economic group D. religious group |
Answer:
A. cultural group |
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ESP Chapter 1. As the population ages, government will gradually assume a greater role in the provision of services needed by ____.
A. younger citizens B. adult citizens C. middle age citizens D. older citizens |
Answer:
D. older citizens |
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ESP Chapter 1. Increasing diversity of the workforce (age, gender, culture and lifestyle) requires supervisors to familiarize themselves with different expectations, tradition, work styles and perspectives. In practical terms, managing a diverse workforce means being more ________________, and keeping up with new trends.
A. trust-worthy and dependable B. flexible and adaptable C. flexible and dependable D. adaptable and dependable |
Answer:
B. flexible and adaptable |
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ESP Chapter 1. With new technologies, managers and supervisors have become accustomed to handling their own research and communication directly with others rather than relying on ____.
A. other supervisors B. support staff C. secretaries D. paralegals |
Answer:
B. support staff |
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ESP Chapter 1. New Technologies have enabled many types of employees, those who provide creative services or work with data, to work ____ the traditional office environment.
A. outside of B. inside of C. within D. without |
Answer:
A. outside of |
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ESP Chapter 1. ____ makes it possible for central office to be downsized.
A. telecommuting B. email C. telephones D. layoffs |
Answer:
A. Telecommuting |
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ESP Chapter 1. Telecommuting has encouraged employers to focus more on ____ and ____ then on "face time".
A. interacting and outcomes B. results and outcomes C. outcomes and relationships D. relationships and politics |
Answer:
B. results and outcomes |
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ESP Chapter 1. True or False. New technologies allow the first line supervisor to spend more time communicating by cell phone.
A. True B. False |
Answer:
A. True |
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ESP Chapter 1. True or False. As a result of new technologies, supervisors are free to negotiate with vendors, develop project management schedule, do other tasks performed by support staff in the past
A. True B. False |
Answer:
A. True |
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ESP Chapter 1. State and federal mandates, both funded and unfunded, have added considerable ____ to the task of managing the governmental workforce.
A. simplicity B. manpower C. complexity D. time |
Answer:
C. complexity |
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ESP Chapter 1. As a result of state and federal mandates, a greater percentage of a supervisor's time is spent managing administrative processes that are not directly related to ____.
A. employee management B. resource allocation C. service delivery D. evaluating the work |
Answer:
C. service delivery |
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ESP Chapter 1. The ____ severely limits a supervisor's freedom to implement nonstandard work schedules that might be more appealing to employees and more efficient for the local government.
A. FLA (Fair Labor Act) B. FLSA (Fair Labor Standards Act) C. ADA (Americans with Disability Act) D. FMLA (Family and Medical Leave Act) |
Answer:
B. FLSA (Fair Labor Standards Act) |
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ESP Chapter 1. Determining when a person is protected under the Americans with Disabilities Act (ADA) is ____ science intended to protect the rights of individual employees or special groups.
A. an exact B. an inexact C. a simple D. a complicated |
Answer:
B. inexact |
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ESP Chapter 1. The ADA can reduce supervisors’ flexibility, add to administrative burdens, diffuse responsibility for implementation of public policy, and expose local governments to greater risk of ____.
A. litigations B. turnover C. layoffs D. strikes |
Answer:
A. litigations |
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ESP Chapter 1. As a supervisor, you have to assume that nearly every one of your actions and decisions can be ____.
A. questioned B. confronted C. overturned D. litigated |
Answer:
D. litigated |
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ESP Chapter 1. Accounting for litigation liability slows down the responsiveness of government and makes the work environment far more ____.
A. simple B. rule bound C. complex D. frustrating |
Answer:
B. rule bound |
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ESP Chapter 1. Local governments are more likely to be sued because of ______ than for any other reason.
A. Equal Employment Law Violations B. Unsafe Work Conditions C. Human Resource Actions D. Constitutional Law Violations |
Answer:
C. Human Resource Actions |
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ESP Chapter 1. Supervisors must be proactive by keeping more ____, referring more often to departmental policies and procedures, and focusing more on objective outcomes and results than relationships with individual employees,
A. journals B. notes C. printouts D. records |
Answer:
D. records |
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ESP Chapter 1. Employees now expect their jobs to fulfill more of their human needs, including ____, ____, and ____.
A. friendship, affirmation, and income B. friendship, affirmation, and acceptance C. friendship, income, and acceptance D. income, affirmation, and acceptance |
Answer:
B. friendship, affirmation, and acceptance |
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ESP Chapter 1. The ____ is a set of values centered on hard work, self-reliance, thrift and respect for traditional authority.
A. Protestant ethic B. Legalistic ethic C. Traditional ethic D. Humanity ethic |
Answer:
A. Protestant ethic |
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ESP Chapter 1. The ____ has been gradually enlarged by the idea that productive workers are entitled to certain basic necessities such as decent housing, a job, assistance with health care expenses, and a reasonable retirement.
A. Protestant ethic B. Legalistic ethic C. Traditional ethic D. Humanity ethic |
Answer:
C. Traditional ethic |
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ESP Chapter 1. Some workers are interested in having careers that are less consuming, providing them with more balance between ____ and ____.
A. time and money B. life and work C. money and work D. responsibility and time |
Answer:
B. life and work |
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ESP Chapter 1. Workers are beginning to view their talents and skills differently, as a commodity to be ____.
A. marketed B. treasured C. respected D. traded |
Answer:
A. marketed |
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ESP Chapter 1. Employees have differing views of rewards. Some would rather have increases in ____, others may want careers that provide more of a balance between life and work.
A. benefits B. responsibility C. base pay D. time off |
Answer:
C. base pay |
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ESP Chapter 1. Supervisors and non-supervisors see their careers as ____, not ____.
A. linear, cyclical B. cyclical, linear C. advancing, stalling D. stalling, advancing |
Answer:
B. cyclical, linear |
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ESP Chapter 1. Workers market their ____, instead of relying on their experience or longevity as a source of value.
A. rank B. loyalty C. talent D. independence |
Answer:
C. talent |
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ESP Chapter 1. The career goals of Generation X are more fluid than those of ____.
A. younger workers B. older workers C. progressive workers D. traditional workers |
Answer:
B. older workers |
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ESP Chapter 1. Partly as a result of these changes in employee attitudes and expectations, top-down, hierarchical management is giving way to ____.
A. team work B. Total Quality Management C. self-managed teams D. horizontal management |
Answer:
C. self-managed teams |
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ESP Chapter 1. Supervisors may now be a coach, team leader, process facilitator, mentor, or change agent, not necessarily sole or principal ____.
A. decision maker B. leader C. figurehead D. supervisor |
Answer:
A. decision maker |
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ESP Chapter 1. The twenty-first century supervisor is often more of a ____ than a commander.
A. broker B. agent C. leader D. facilitator |
Answer:
A. broker |
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ESP Chapter 1. True or False. Relying on the "weight" of the supervisory role is the most effective way to motivate employees, manage stress and conflict, delegate, build effective teams, facilitate change, or solve problems creatively.
A. True B. False |
Answer:
B. False. It is not the most effective way |
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ESP Chapter 1. Supervisors must learn to function as ____, fostering communication and cooperation.
A. liaisons B. brokers C. leaders D. dictators |
Answer:
A. liaisons |
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ESP Chapter 1. As an effective local government supervisor, your work focuses on four fundamental tasks, the first being to achieve predefined ____ and ____.
A. goals and outcomes B. results and goals C. change and goals D. results and outcomes |
Answer:
D. results and outcomes |
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ESP Chapter 1. As an effective local government supervisor, your work focuses on four fundamental tasks, the second being to sustain a spirit of ____ and ____ both within and outside your work unit.
A. teamwork and cooperation B. teamwork and camaraderie C. hope and confidence D. teamwork and leadership |
Answer:
A. teamwork and cooperation |
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ESP Chapter 1. As an effective local government supervisor, your work focuses on four fundamental tasks, the third being to continually develop your employees'____ and ____.
A. skills and talents B. tenure and talents C. skills and rank D. tenure and rank |
Answer:
A. skills and talents |
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ESP Chapter 1. As an effective local government supervisor, your work focuses on four fundamental tasks, the fourth being to foster a work environment that is ____ but in which ____ is maintained.
A. flexibility, accountability B. calm, order C. fun, productivity D. productive, motivation |
Answer:
A. flexible, accountability |
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ESP Chapter 1. As an effective local government supervisor, your work focuses on four fundamental tasks. Of the following four, which is the only one which stems from the traditional view of supervision?
A. achieving predefined results and outcomes B. sustaining a spirit of teamwork and cooperation both within and outside your work unit C. continually developing your employees' skills and talents D. fostering a work environment that is flexible but in which accountability is maintained |
Answer:
A. achieving predefined results and outcomes |
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ESP Chapter 1. Which of the following is one of four personal habits and the first step to being a good supervisor?
A. Being a Good Communicator B. Self-Awareness C. Developing Leadership Skills D. Job Knowledge |
Answer:
B. Self-Awareness |
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ESP Chapter 1. One of four personal habits that will help a supervisor is building good ____ with your employees.
A. personal relationships B. business relationships C. trusted relationships D. rapport |
Answer:
C. working relationships |
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ESP Chapter 1. One of four personal habits that will help a supervisor is to cultivate a positive management ____.
A. style B. program C. attitude D. outlook |
Answer:
C. attitude |
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ESP Chapter 1. One of four personal habits that will help a supervisor is learning to broker ____.
A. competing interests B. personal relationships C. business relationships D. difficult contracts |
Answer:
A. competing interests |
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ESP Chapter 1. Four personal habits that will help you keep your unit on schedule, decide what tools and resources it needs, determine how to assign work, and ensure that your employees remain motivated include which of the following?
A. developing self-awareness, building good working relationships with your employees, cultivating a positive work environment, and learning to broker competing interests B. developing self-awareness, building both a personal and professional relationship with your employees, cultivating a positive management attitude, and learning to broker competing interests C. developing self-awareness, building good working relationships with your employees, Cultivating a positive management attitude, and learning to broker competing interests D. none of the above |
Answer:
C. developing self-awareness, building good working relationships with your employees, Cultivating a positive management attitude, and learning to broker competing interests |
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ESP Chapter 1. What is the first step to being a good supervisor?
A. Job Knowledge B. Developing Leadership Skills C. Being a Good Communicator D. Self-Awareness |
Answer:
D. Self-Awareness |
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ESP Chapter 1. Today's supervisor must appreciate human complexity and understand sources of ____.
A. income B. responsibility C. motivation D. stress |
Answer:
C. motivation |
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ESP Chapter 1. ____ will help you to sense and adapt to changes in employee needs.
A. Job Knowledge B. Developing Leadership Skills C. Being a Good Communicator D. Self-awareness |
Answer:
D. Self-awareness |
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ESP Chapter 1. Self-awareness keeps your ____ from interfering with your supervisory decisions.
A. spiritual beliefs B. personal beliefs C. professional beliefs D. job knowledge |
Answer:
B. personal beliefs |
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ESP Chapter 1. Effective supervisors build good working relationships by creating an atmosphere of ____ on the job.
A. trust B. safety C. respect D. dignity |
Answer:
A. trust |
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ESP Chapter 1. Effective supervisors must respect and ____ employees.
A. listen to B. scold C. protect D. challenge |
Answer:
A. listen to |
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ESP Chapter 1. Effective supervisors help employees to set ____.
A. goals B. standards C. project criteria D. limits |
Answer:
A. goals |
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ESP Chapter 1. Effective supervisors involve employees in ____.
A. tasks B. decisions C. hiring D. firing |
Answer:
B. decisions |
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ESP Chapter 1. True or False. Effective supervisors keep employees up-to-date.
A. True B. False |
Answer:
A. True |
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ESP Chapter 1. Effective supervisors communicate frequently and ____.
A. privately B. publicly C. honestly D. forcefully |
Answer:
C. honestly |
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ESP Chapter 1. Effective supervisors ____ responsibility effectively.
A. differ B. diffuse C. reduce D. delegate |
Answer:
D. delegate |
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ESP Chapter 1. True or False: Effective supervisors meet two personal challenges , finding their own balance between being "one of the gang" and person in charge, and relating to everyone in the workforce equally well.
A. True B. False |
Answer:
A. True |
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ESP Chapter 1. True or False. Being an effective supervisor means building a close personal friendship.
A. True B. False |
Answer:
B. False. It does not mean that. |
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ESP Chapter 1. True or False. Being an effective supervisor means being fair, compassionate, and predictable.
A. True B. False |
Answer:
A. True |
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ESP Chapter 1. Being an effective supervisor means leading your employees, including handling their complaints ____ and ____ while maintaining the right kind of discipline and order.
A. properly and efficiently B. efficiently and promptly C. immediately and properly D. properly and promptly |
Answer:
D. properly and promptly |
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ESP Chapter 1. Being an effective supervisor means maintaining the right kind of ____ and ____.
A. discipline and respect B. respect and order C. discipline and order D. results and outcome |
Answer:
C. discipline and order |
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ESP Chapter 1. Employees respond positively to supervisors whom they ____ and ____.
A. respect and admire B. admire and idolize C. idolize and fear D. fear and respect |
Answer:
A. respect and admire |
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ESP Chapter 1. Employees respond ____ to supervisors whom they respect and admire.
A. openly B. positively C. favorable D. willingly |
Answer:
B. positively |
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ESP Chapter 1. In an effort to become a more effective supervisor, one should try asking ____ how he or she can be a better supervisor.
A. co-workers B. fellow supervisors C. employees D. administrators |
Answer:
C. employees |
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ESP Chapter 1. Individuals and small groups can be remarkably effective at planning, organizing, and carrying through on specific assignments, when asked for ____ and ____.
A. comments and suggestions B. suggestions and ideas C. ideas and creative input D. creative input and comments |
Answer:
C. ideas and creative input |
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ESP Chapter 1. When asked for their ideas and input, employees will take greater pride in ____.
A. their achievements B. their supervisor C. their company D. their personal lives |
Answer:
A. their achievements |
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ESP Chapter 1. When asked for their ideas and creative input, ____ and ____ will increase.
A. productivity and trust B. trust and goodwill C. goodwill and respect D. respect and productivity |
Answer:
B. trust and goodwill |
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ESP Chapter 1. The modern supervisor must work effectively with employees who have unique needs and expect to be dealt with as ____.
A. a part of the team B. cogs in the wheel C. individuals D. equals |
Answer:
C. individuals |
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ESP Chapter 1. Supervisors must spend more time cultivating and maintaining productive and effective ____.
A. work groups B. teams C. relationships D. employees |
Answer:
C. relationships |
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ESP Chapter 1. Cultivating and maintaining productive and effective relationships strengthens the willingness to contribute to a common ____.
A. benefit B. need C. outcome D. goal |
Answer:
D. goal |
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ESP Chapter 1. Cultivating and maintaining productive and effective relationships results in a stronger sense of ____ to the organizations objectives, increased ____ and greater ability to adapt to change.
A. belonging, commitment B. self, belonging C. commitment, productivity D. commitment, creativity |
Answer:
D. commitment, creativity |
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ESP Chapter 1. Effective supervisors understand the larger goals and processes of the organization, and how the work of individual employees advances those goals and processes. This kind of understanding is called _______.
A. building good working relationships B. Total Quality Management C. management attitude D. management by walking around |
Answer:
C. management attitude |
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ESP Chapter 1. A supervisor must have a strong management attitude to be effective. This helps employees understand how their work fits into the organization's ____ goals.
A. short-term B. long-term C. temporary D. permanent |
Answer:
B. long-term |
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ESP Chapter 1. Having a strong management attitude encourages employees to develop their own ____ management attitude.
A. forward-looking B. rear-looking C. self D. strong |
Answer:
A. forward-looking |
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ESP Chapter 1. The best test of one’s ability as a supervisor is whether your employees work as hard ____.
A. as you do B. when you are away, as when you are there C. as they are expected to D. as they can |
Answer:
B. when you are away, as when you are there |
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ESP Chapter 1. When employees ____, you have more time to engage in activity that makes your job more rewarding and you more valuable to the organization.
A. manage B. follow orders C. self-manage D. delegate |
Answer:
C. self-manage |
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ESP Chapter 1. A compelling argument can be made that the people most vital to an organizations success are its ____.
A. managers B. first-line supervisors C. customers D. employees |
Answer:
B. first-line supervisors |
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ESP Chapter 1. The Gallup Organization developed a list of twelve questions that can be used to measure the strength of a workplace. The questions centered on core elements an organization needs to attract, focus and retain good employees. The majority of the questions reflected the work of ____.
A. the employee B. the organization head C. the supervisor D. human resources |
Answer:
C. the supervisor |
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ESP Chapter 1. As a public servant, you are obligated to advance ____ goals and serve the public good.
A. your own B. the organization's C. employees’ D. your boss’s |
Answer:
B. the organization's |
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ESP Chapter 1. As a supervisor, you have three competing interests. What are they?
A. B. 1. obligations to your employees 2. duty to function as a change agent 3. relationships with own supervisor and employees B. B. 1. obligations to the local government that employs you 2. duty to function as a change agent 3. relationships with own supervisor and employees C. B. 1. obligations to the local government that employs you 2. duty to function as a facilitator 3. relationships with own supervisor and employees D. B. 1. obligations to the local government that employs you 2. duty to function as a change agent 3. relationships with your own supervisor |
Answer:
B. 1. obligations to the local government that employs you 2. duty to function as a change agent 3. relationships with own supervisor and employees |
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ESP Chapter 1. True or False. When you are a supervisor, everything you do counts.
A. True B. False |
Answer:
A. True |
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ESP Chapter 1. Effective supervisors understand the larger goals and processes of the organization, and how the work of individual employees advances those goals and processes. This kind of understanding is called ____.
A. management by walking around B. building good working relationships C. Total Quality Management D. management attitude |
Answer:
A. management attitude |
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ESP Chapter 1. Four personal habits (that will help you keep your unit on schedule, decide what tools and resources it needs, determine how to assign work, and ensure that your employees remain motivated. that will help you do all this:
A. developing self-awareness, building both a personal and professional relationship with your employees, cultivating a positive management attitude, and learning to broker competing interests. B. developing self-awareness, building good working relationships with your employees, cultivating a positive management attitude, and learning to broker competing interests. C. developing self-awareness, building good working relationships with your employees, cultivating a positive work environment, and learning to broker competing interests. D. none of the above |
Answer:
C. developing self-awareness, building good working relationships with your employees, cultivating a positive management attitude, and learning to broker competing interests. |
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ESP Chapter 1. Four specific factors are changing the character and appearance of local government - and, as a result, the world of the supervisor: (the four factors are)
A. demographic changes, technological changes, changes in legal accountability, and shifts in employee's expectations and attitudes B. demographic changes, communication changes, changes in legal culpability, and shifts in employee's expectations and attitudes C. demographic changes, technological changes, changes in legal culpability, and shifts in employee's enthusiasm and perspective D. demographic changes, technological changes, changes in legal accountability, and shifts in the employee's work ethic and perspective |
Answer:
A. demographic changes, technological changes, changes in legal accountability, and shifts in employee's expectations and attitudes |
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ESP Chapter 1. ____ years ago, most employees said that in selecting an employer, they looked for a stable organization that would be ____.
A. Fifty , high paying B. Forty , loyal to them C. Thirty , loyal to them D. Twenty , high paying |
Answer:
B. Forty , loyal to them |
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ESP Chapter 1. What is the first step to being a good supervisor?
A. Job Knowledge B. Developing Leadership Skills C. Being a Good Communicator D. Self-Awareness |
Answer:
D. Self-Awareness |
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ESP Chapter 1. Employees respond ____ to supervisors whom they respect and admire.
A. openly B. positively C. favorable D. willingly |
Answer:
B. positively |
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ESP Chapter 1. Until the mid-twentieth century, American economic life was dominated by what is often called the ____.
A. Protestant ethic B. Psychology of entitlement C. Hard workers D. The industrial society |
Answer:
A. Protestant ethic |
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ESP Chapter 1. The ____ severely limits a supervisor's freedom to implement nonstandard work schedules that might be more appealing to employees and more efficient for the local government.
A. FLSA (Fair Labor Standards Act) B. FMLA (Family and Medical Leave Act) C. FLA (Fair Labor Act) D. ADA (Americans with Disability Act) |
Answer:
A. FLSA (Fair Labor Standards Act) |
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ESP Chapter 1. The twenty-first century supervisor is often more of a ____ than a commander.
A. broker B. agent C. facilitator D. negotiator |
Answer:
A. broker |
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ESP Chapter 1. The supervisor must be able to get work accomplished ____.
A. no matter what B. with and through others C. using all resources available D. on time |
Answer:
B. with and through others |
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ESP Chapter 1. Local governments are more likely to be sued because of ____ than for any other reason.
A. Constitutional Law Violations B. Equal Employment Law Violations C. Unsafe Work Conditions D. Human Resource Actions |
Answer:
D. Human Resource Actions |
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ESP Chapter 1. Successful supervisors and successful local governments are those that can ____ and ____.
A. prioritize and get the job done B. anticipate and plan ahead C. respond to change and get the job done D. anticipate and respond to change |
Answer:
D. anticipate and respond to change |
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ESP Chapter 1. Where the workplace was once predictable, it is now uncertain. Where it was once power based, it is now relationship based. Where it was once ____ it is now ____.
A. competitive , cooperative B. intradependent , interdependent C. rival , synergetic D. cutthroat , supportive |
Answer:
A. competitive , cooperative |
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ESP Chapter 1. Many people today expect their careers to lead to ____ and ____, so they want to know how the work they are doing serves the larger good.
A. accomplishment , fulfillment B. self-actualization , fulfillment C. self-actualization , accomplishment D. fulfillment , success |
Answer:
B. self-actualization , fulfillment |
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ESP Chapter 1. Partly as a result of these changes in employee attitudes and expectations, top-down, hierarchical management is giving way to ____.
A. team work B. Total Quality Management C. self-managed teams D. horizontal management |
Answer:
C. self-managed teams |
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ESP Chapter 1. Which is not one of the four fundamental tasks of the effective local government supervisor?
A. Achieving predefined results and outcomes B. sustaining a spirit of teamwork and cooperation both within and outside your work unit C. continually developing your employees' skills and talents D. fostering a work environment that is flexible but in which accountability is maintained E. None, they all are correct |
Answer:
E. None, they all are correct |
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ESP Chapter 1. Especially among public sector employees, it is not enough to have a job that provides sufficient income to support a family and a reasonable retirement. Jobs need to be ____, ____ and ____ , in fact, employees will stay at jobs that meet these criteria even if the pay is a little lower.
A. interesting, meaningful, and enjoyable B. rewarding, meaningful, and enjoyable C. stimulating, meaningful, and rewarding D. meaningful, stimulating, and pleasurable |
Answer:
A. interesting, meaningful, and enjoyable |
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ESP Chapter 1. A compelling argument can be made that the people most vital to an organizations success are its ____.
A. customers B. employees C. first-line supervisors D. managers |
Answer:
C. first-line supervisors |
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ESP Chapter 1. In organizations where teams are used productively, "a supervisor is the decision maker" is no longer a ____ - and supervision is no longer as simple.
A. given B. management given C. the management way D. management mantra |
Answer:
D. management mantra |
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ESP Chapter 1. Local government supervisors who served in the ____ might not recognize the work place of the early twenty-first century.
A. 1950s B. 1960s C. 1970s D. 1980s |
Answer:
C. 1970s |
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ESP Chapter 1. In response to shifts both within and outside local government, the role of the supervisor and the methods of supervision have changed. In particular, as many local governments have flattened their organizational structures, reducing the ratio of ____ to ____.
A. supervisors to employees B. managers to nonmanagers C. middle management to first line supervision D. upper management to middle management |
Answer:
B. managers to nonmanagers |
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ESP Chapter 1. In many organizations, the supervisor may be a coach, a team leader, a process facilitator, a mentor, and a change agent - but is not necessarily ____.
A. the sole or principal decision maker B. the sole leader in charge C. the one with all the answers D. the job expert |
Answer:
A. the sole or principal decision maker |
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ESP Chapter 1. Computers have largely transformed what was traditionally regarded as "____".
A. bookkeeping work B. accounting work C. research work D. clerical work |
Answer:
D. clerical work |
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ESP Chapter 1. As the population ages, government will gradually assume a greater role in the provision of services needed by ____.
A. younger citizens B. senior citizens C. middle age citizens D. older citizens |
Answer:
D. older citizens |
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ESP Chapter 1. All supervisors occasionally feel this kind of stress , it is a by-product of acting as a ____, because successful ____ must identify with each party's point of view.
A. agent , agents B. broker , brokers C. negotiator , negotiators D. trader , traders |
Answer:
B. broker , brokers |
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ESP Chapter 1. A(n) ____ percentage of the workforce will change careers several times during forty or more years of working life. In particular, the career goals of Generation X-ers are more fluid than those of older workers.
A. decreasing B. increasing C. large D. small |
Answer:
B. increasing |
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ESP Chapter 1. Telecommuting has a number of advantages: for example, it has made it possible for some central offices to be downsized, and it has encouraged employers to focus more on results and outcomes than on "____".
A. actual work time B. face time C. work time D. total time |
Answer:
B. face time |
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ESP Chapter 1. The effective local government supervisor is skilled at ____, values, and perspectives so as to best serve internal and external customers.
A. project planning B. getting the job done C. networking D. brokering competing interests |
Answer:
D. brokering competing interests |
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ESP Chapter 1. Variations in normal human response to threat, change, rewards, inclusion, and other factors will continue to make local government supervision ____.
A. an exact science B. a difficult challenge C. an easy task D. an inexact science |
Answer:
D. an inexact science |
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ESP Chapter 1. To protect their local governments from lawsuits, the supervisors of today must be ____.
A. up to date on all current laws B. proactive C. liability conscious D. aggressive |
Answer:
B. proactive |
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ESP Chapter 1. The twenty-first-century supervisor is often more of a ____than a commander.
A. leader B. motivator C. broker D. friend |
Answer:
C. broker |
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ESP Chapter 1. Employees respond positively to supervisors whom they ____.
A. like and trust B. fear and respect C. admire and trust D. respect and admire |
Answer:
D. respect and admire |
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ESP Chapter 1. Remember that your job is to get the work done ____.
A. no matter what B. with and through others C. using all resources available D. on time |
Answer:
B. with and through others |
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ESP Chapter 1. New approaches to management have led to ____ organizations with an emphasis on ____.
A. more organized , team work B. flatter , teams C. larger , more individualism D. smaller , getting the job done |
Answer:
B. flatter , teams |
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ESP Chapter 1. To protect local governments from lawsuits supervisors must keep more records than they did in the past, refer more often to departmental policies and procedures, and focus more on and then on relationships with individual employees.
A. the work as a whole , outcomes B. end results , outcomes C. quality , quantity D. objective outcomes , results |
Answer:
D. objective outcomes , results |
