Supervisory Management

Front 1

What is an organizations main objective

Back 1

TO produce or provide a service

Front 2

What is AUTHORITY

Back 2

The right to tell others to act or not act in order to reach objectives

Front 3

Selecting goals and future courses of action and deciding how to achieve the desired results is most closely related to the management function of

Back 3

PLanning

Front 4

What is the Controlling Function?

Back 4

It involves comparing actual performance with planned performance and taking corrective actions, if needed.

Front 5

In carrying out managers activities, managers roles will change

Back 5

Quickly and frequently

Front 6

Conceptual skills involves the ability to :

Back 6

Acquire, analyze and interpret information in a logical manner

Front 7

The trend to empowerment results in supervisors

Back 7

Increasingly working with work groups or teams

Front 8

The measurement of the amount of input needed to generate a given amount of output is?

Back 8

Productivity

Front 9

Technical skills are needed more by supervisory management and less by

Back 9

Top Management

Front 10

Supervisors promoted from within understand the culture of the

Back 10

organization

Front 11

The first step in planning is

Back 11

Setting objectives or goals

Front 12

Anticipating alternative future situations and developing courses of action for each alternative is

Back 12

Scenario planning

Front 13

Is usually done by top management and is for a period of five ears or more into the future

Back 13

Strategic Planning

Front 14

______ managers plan for the shortest time frame

Back 14

Supervisory

Front 15

A policy is an example of

Back 15

A standing plan

Front 16

Employees who violate an organizational mandate which states "NO SMOKING" are going against an

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Organizational RUle

Front 17

Outlines the steps to be performed when a particular course of action is taken

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A procedure

Front 18

Is a distinct smaller part of a program

Back 18

A project

Front 19

The longest route of a scheduled activity is called

Back 19

The critical path

Front 20

-------- involves selecting future courses of action for the organization and deciding how to achieve the desired result

Back 20

Planning

Front 21

The lower the level of management

Back 21

the wider the managers span of managment

Front 22

------------ decisions are routine and repetitive

Back 22

Programmed

Front 23

Unprogrammed decisions are made

Back 23

infrequently

Front 24

-------------- is the set of circumstances that offer a chance to reach a goal

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Opportunity

Front 25

The first step in the decision making process is to

Back 25

Define the problem or idea

Front 26

In deciding between two alternatives, the supervisor should choose the one that gives the greatest payoff at

Back 26

the lowest cost

Front 27

Following up on decision making involves exercising the management function of

Back 27

Controlling

Front 28

Supervisors who give the greater weight to the human side of a decision uses a

Back 28

Feeling approach

Front 29

When the whole is greater than the sum of the parts, this process is known as

Back 29

Synergy

Front 30

====== is the standards used to judge the "rightness" or "wrongness" of one person's behavior towards others

Back 30

Ethics

Front 31

The first stage in the growth of an organization is a

Back 31

one-person organization

Front 32

a ---- ------------ is formed when an organization puts managers in charge of the three basic activities

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line organization

Front 33

-------- ------------ maintains the power and prestige of the major functions, creates efficiency through the principles of specialization and permits tighter top management control

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Functional departmentalization

Front 34

===== = ====== is the number of people a given manager directly supervises

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Span of management

Front 35

Over the years, companies have tended to broaden their spans at

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All levels

Front 36

------- ------- carry out the primary activities of a business

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Line personnel

Front 37

When a QC specialist tells a production manager to adjust a machine to increase the quality of the product, he or she is using ------ ------

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Functional authority

Front 38

If there has been a strong history in growth in an organization, where mergers and acquisitions have occurred, that organization will most likely be

Back 38

Decentralized

Front 39

------- is the process of eliminating unnecessary levels of management, and thus reducing the number of staff personnel and supervisors

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Downsizing

Front 40

-------- is a term that means to start over

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Reengineering

Front 41

====== is the process by which leaders distribute and entrust activities and related authority to the other people in the organization

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Delegation

Front 42

The "right" tp do something is known as

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authority

Front 43

---------- dues and responsibilities is when key tasks associated with a particular job are specified

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Assigning

Front 44

-------- flows upwards

Back 44

Accountability

Front 45

The CEO of an organization fires the organizations President. The CEO got his authority from the

Back 45

Board of Directors

Front 46

in the ------ ----- of authority, a manager has authority when it has been accepted by the managers subordinates

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acceptance view

Front 47

-------- ------- is the perceived expectation by subordinates that punishment will happen if the orders of the leader are not followed

Back 47

Coercive power

Front 48

Jane is very knowledgeable and experienced in the area for which she is manager. She will likely possess

Back 48

expert power

Front 49

----------- is granting of authority to employees to make decisions within their areas of responsibility

Back 49

Empowerment

Front 50

Reframing and training are closely related to the concepts of

Back 50

Coaching and teaching