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74 Cards in this Set

  • Front
  • Back
Supervisor
manages people making products or performing services
Who does first line supervisor manage?
hourly workers
Line Functions
producing goods & services
Staff Functions
supoprt others
Authority
right & power to make decisions
Responsibility
obligation to carry out duties
Non-Exempt Employees
employees not exempt from from federal & state wages & hour laws such as minimum wage and overtime
Exempt Employees
employees exempt from federal and state wage and hour laws (supervisor; can hire and fire)
Working Supervisors
do some of the work alongside workers they supervise
Boomerang Management
going back to where you came from (unable to maintain management perspective)
Manager
one who directs and controls an assigned segment of the work in an enterprise
Planning
looking ahead to chart goals (who, what, when)
Organizing
putting everything together (money & people) to maximize results
Staffing
determining personnel needs (hiring, orientation, schedule, terminate)
Leading
interact with employees (guide, motivate, develop)
Controlling & Evaluating
monitoring performance and taking corrective action
Coordinating
meshing the work of individuals, work groups, and departments to produce a smoothly running operation
Problem Solving
using a logical process to identify problems and solutions
Representing
representing organizations to customers and other outsiders such as suppliers
Scientific Management
Frederick Taylor. Through standardization of work procedures, arrived at the "one best way" to perform task.
Human Relations
Elton Mayo. Make your employees happy and you will have good workers
Total Quality Management
participative process that empowers all levels of employees to work in groups to establish guest service expectations and determining the best way to meet and exceed those expectations
Participative Management
workers participate in the decisions affecting them
Humanistic Management
blends management theories to the needs of the situation, the workers, and an individuals personal style of leadership
Techinical (Managerial Skills)
allows supervisor to select and train people; plan. Enables supervisor to manage work and take action in an emergency. Gives supervisor credibility with workers
Human (Managerial Skills)
core of supervisor to create an atmosphere in which employees feel secure, free, and open and are willing to do their best.
Conceptual (Managerial Skills)
enables supervisor to coordinate the work of employees and departments. Allows supervisor to see things from a management point of view
Opportunity Thinkers
constructive way of dealing with circumstances (This is bad.. but we will get this done...)
Obstacle Thinkers
focused on why situation is impossible, they retreat (BAD!)
Leadership
getting people to work for you voluntarily, willingly, and to the best of their ability
Generation X
the group of Americans from age 18 through 34
Formal Authority
the authority granted by virtue of a person's position within an organization
Power
the capacity to influence the behavior of others. the ability to command
Real Authority
given to you by your employees. Must have their respect
MBWA
management by walking around. talking to employees, guests, and peers while coaching and trouble-shooting
Leadership Style
pattern of interacting with your subordinates; how you direct and control the work of others and how you get them to produce the goods and services for which you are responsible
Supportive Behavior
high on supportive behaviors and low on directive behaviors
Directive Behavior
high on directive and low on supportive behaviors
Autocratic
Behaving in an authoritarian or domineering manner. Manager who makes decisions without input from staff, gives orders without explanation and expectes orders to be obeyed
Bureaucratic
manages by the book. Leader relies on properties rules, regulations, and procedures for decisions he makes
Democratic
opposite of Autocratic. wants to share decision making responsibility. Strongly considers opinions of employees and seeks their thoughts and suggestions
Laisse-Faire
hands off approach in which the supervisor actually does as little leading as possible. Delegates all authority and power to employees
Old Style Boss
command and obey, carrot and stick with reward and punishment

PROS: can be necessary, some workers respond to a command-obey style
CONS: average American doesn't respond to this autocratic style. more likely to increase problems then decrease them
Situational Leadership
adaptation of leadership style to the needs of a situation
Directing (leadership)
high directive, low support
Coaching (leadership)
high directive, high support
Supporting (leadership)
low directive, high support
Delegating (leadership)
low directive, low support
Transactional Leadership
motivate workers by appealing to their self-interest, rewards of pay and status
Transfomational Leadership
leadership that motivates workers by appealing to their higher-order needs, such as providing workers with meaningful, interesting, and challenging jobs, and acting as a coach and mentor
Communication
process of creating a meaning between two or more people
Interpersonal Communication
the sending and receiving of messages between people (e-mail)
Organizational Communication
sending of messages from the top of the organizaion down (announcements, policies, etc)
Open or two way communication
free movement of messages back and forth between supervisor and worker and up the channels of communcation as well as down
Interviewing
a conversation with a purpose of obtaining information
Small Group Communication
communication that takes place when two or more group members attempt to influence one another, as in a meeting
Mass Communication
messages sent out to many people through such media as newspapers, magazines, books, radio, television, and internet
Non-verbal Communication
communication without words, as with signs, gestures, facial expressions, or body language
Listening
paying complete attention to what people have to say, hearing them out, staying interested, but neutral
Active Listening
encouraging a speaker to continue talking by giving interested but neutral responses which show that you understand the speakers meaning & feelings
Personal Space
the area within close proximity of a person which "belongs" to the person and should not be invaded (varies according to culture)
Social Space
often defined as from 4 to 7 feet away from a person
Public Distance
often defined as from 7 to 25 feet away from a person too far for giving directions or conversing
Agenda
A written statement of topics to be discussed at a meeting
6 steps in the communication process
1). Thinks the message
2). Expresses the meanings in words & symbols
3). Transmits the message
4). Receives the message
5). Translates words or symbols
6). Understands and accepts meanings
5 principles of good listening
1). Give the person your undivided attention
2). Hear the person out
3). Look for the real message
4). Keep your emmotions out of your communication
5). Maintain your role
5 steps for giving instructions
1). plan what it is you are going to say, to whom you will say it, where you will give instruction and how
2). establish a climate of acceptance
3). deliver the instructions calmly and confidently
4). verify that the instructions have been understood
5). follow up by observation
Problems in Sending Messages
1). Timing
2). Chosing the Right Person
3). Selecting the right method
4). Not sending the message
Problems in Receiving
1). Must interest the receiver
2). Message may trigger emmotions
Culture
the socially transmitted behavior patterns, art, beliefs, institutions, and all other products of human work or thought characteristic of a community or population
Primary Dimensions of Diversity
Cultural and physical dimensions of individuals or groups that cannot be changed, such as age, gender, and race
Secondary Dimensions of Diversity
Cultural and physical dimensions of individuals or groups that can be changed, such as occupation, education, and income
Stereotype
a belief that a person will have characteristics genereally attributed to members of a particular racial or social group simply because he or she is a member of that group
Culture Bound
believing that your culture and value system are better than all others