Supervisory Management
Final Exam
Course Introduction
Supervisory Management is a course designed to equip students with the foundational knowledge and practical skills required to effectively supervise and lead teams in modern organizational settings. The course covers key topics such as the roles and responsibilities of supervisors, leadership styles, motivation techniques, communication strategies, conflict resolution, performance management, and decision-making processes. Through case studies, real-world examples, and interactive activities, students learn how to handle common supervisory challenges, foster positive workplace relationships, and achieve organizational goals. Emphasis is also placed on ethical considerations and continuous improvement, preparing students to step confidently into supervisory roles across a variety of industries.
Recommended Textbook
Supervision Concepts and Skill Building 8th Edition by Samuel Certo
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Chapter 1: Supervision: Tradition and Contemporary Trends
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Source URL: https://quizplus.com/quiz/60626
Sample Questions
Q1) Anne,a supervisor,prepared a budget for her department,showing all future expenditures.Which of the following management functions did she perform?
A) Planning
B) Leading
C) Organizing
D) Controlling
Answer: A
Q2) Of the four skills required of all managers,which is the most important to supervisors and why?
Answer: Supervisors rely more on technical skills than do higher-level managers because employees who have a problem doing their jobs go to the supervisor and expect help.Also,top managers tend to rely more on decision-making skills simply because they tend to make more complex decisions.
Q3) Although settings and degrees of responsibility may differ,supervisors and other managers carry out the same types of functions.
A)True
B)False
Answer: True
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3
Chapter 2: Ensuring High Quality and Productivity
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Sample Questions
Q1) High turnover is most likely to:
A) save the company from unnecessary expenses.
B) motivate employees to increase productivity.
C) prove expensive for the company.
D) attract qualified employees.
Answer: C
Q2) Which of the following is most likely to be the primary cause underlying the problem of time lost due to tardiness and absenteeism?
A) Frequent layoffs
B) Lack of motivation
C) Increased costs
D) Reduction of overhead
Answer: B
Q3) A supervisor who wants to boost productivity by increasing output must ideally:
A) ensure that the new output goals are set very high even at the cost of being unachievable.
B) emphasize the positive aspects of the change.
C) exclude employees from the decision-making process.
D) dictate the decisions to his team.
Answer: B
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Chapter 3: Groups, teams, and Powerful Meetings
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Sample Questions
Q1) The degree to which group members stick together is called: A) integrity.
B) cohesiveness.
C) status.
D) homogeneity.
Answer: B
Q2) Formal groups are best defined as groups that are:
A) set up by management to meet organizational objectives. B) formed when individuals in the organization develop relationships to meet personal needs.
C) bound together by common interest such as political beliefs and social activities. D) created by members who are prone to social loafing and groupthink.
Answer: A
Q3) Sometimes a person's role is a combination of the person's beliefs about how he/she ought to behave and other people's expectations about how that person will act.
A)True
B)False
Answer: True
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5
Chapter 4: Corporate Social Responsibility, ethics, and Sustainability
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Sample Questions
Q1) Steve,a very hard worker,sometimes talks with friends on the office phone and takes office supplies home for personal use.Steve is an unethical employee.
A)True
B)False
Q2) Today,many organizations are using hotlines to discourage whistle-blowers.
A)True
B)False
Q3) Which of the following is true of business ethics?
A) Ethical standards do not vary from culture to culture.
B) Organizations and employees do not have an obligation to behave ethically.
C) Business ethics is not a major issue, unless one gets caught.
D) Ethical behavior can improve the organization's relations with the community.
Q4) If an organization does business in a country where corruption is expected,employees have little difficulty meeting high standards.
A)True
B)False
Q5) Supervisors find it easier to be fair when they supervise their own relatives.
A)True
B)False
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Chapter 5: Managing Diversity
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Sample Questions
Q1) A preconceived judgment about an individual or group of people is known as:
A) ethnocentrism.
B) prejudice.
C) stereotype.
D) sexism.
Q2) To reap the full benefits of having a diverse workforce,supervisors first need to ensure that cultural differences are perceived by everyone as a positive force within the firm.
A)True
B)False
Q3) Corporate culture promotes the passing of preconceived judgment about an individual or group of people.
A)True
B)False
Q4) Which of the following statements is true about older workers?
A) Older workers are absent more than younger workers.
B) The share of older workers is lesser than at any time since World War II.
C) The percentage of the population that is 65 years and older in the workforce is decreasing.
D) Older workers are more afraid of discrimination than of change.
Page 7
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Chapter 6: Reaching Goals: Plans and Controls
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Sample Questions
Q1) Jim,the restaurant manager at Tulips,greets and takes feedback from customers at their tables,visits the kitchen to see how the work is progressing,and makes the effort to fix any issues as soon as they occur.Jim is most likely practicing ____.
A) feedback control
B) sequencing
C) reinforcement
D) concurrent control
Q2) Elaborate on the various tools of control.
Q3) At Paradise Café,it is mandatory for employees to wash their hands before handling food.This is an appropriate example of a:
A) plan.
B) rule.
C) code.
D) procedure.
Q4) A Gantt chart is a scheduling tool that identifies the relationships among tasks as well as the amount of time each task will take.
A)True
B)False
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Chapter 7: Organizing and Authority
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Sample Questions
Q1) Span of control is the:
A) number of people a manager supervises.
B) principle that personnel who are given responsibility must also be given authority to carry out that responsibility.
C) ability to get others to act in a certain way.
D) authority that flows from one level of management to the next.
Q2) Which of the following principles states that authority flows from one level of management to the next,from the top of the organization to the bottom?
A) Chain of command
B) Parity principle
C) Unity of command
D) Span of control
Q3) The number of levels in an organization from top management down to the operative employees describes the _____ of the organization.
A) efficiency level
B) breadth
C) height
D) scope
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9
Chapter 8: The Supervisor As Leader
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Sample Questions
Q1) A structured task-that is,one with a set procedure to follow-is best managed by a(n):
A) relations-oriented leader.
B) authoritarian leader.
C) people-oriented leader.
D) democratic leader.
Q2) Most organizations expect that their supervisors can combine some degree of task orientation with some degree of people orientation.
A)True
B)False
Q3) Organizations that use self-managing work teams generally encourage a variety of employee characteristics that are associated with the successful use of democratic leadership and a low degree of:
A) task-oriented behavior.
B) people-oriented behavior.
C) relations-oriented behavior.
D) community-oriented behavior.
Q4) How should supervisors build and maintain relationships with their employees?
Q5) How can supervisors be good role models for their employees?
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Chapter 9: Problem Solving, Decision Making, and Creativity
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Sample Questions
Q1) A fundamental way to become more creative is to:
A) be open to one's own ideas.
B) think of as few alternatives as one can.
C) evaluate alternatives at the same time as one thinks of them.
D) reject immediately any ideas that one does not like.
Q2) When the consequences of a decision are major,which of the following should the supervisor follow?
A) Spend less time on the decision to avoid confusion
B) Use the rational model of decision making
C) Avoid too many alternatives as far as possible
D) Limit the money spent in identifying and evaluating alternatives
Q3) A barrier to creativity is preparing contingency plans.
A)True
B)False
Q4) Define decision.List the steps involved in the rational model of decision making.
Q5) A supervisor should always avoid human compromises in making decisions.
A)True
B)False
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Q6) What are the pitfalls of brainstorming? How can these problems be forestalled?
Chapter 10: Communication: Theory and Modern Media
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Sample Questions
Q1) Which of the following statements about nonverbal messages is true?
A) Nonverbal forms of communication work best when a supervisor wants to remove biases in attention.
B) Our facial expression, posture, and even silence provide nonverbal cues.
C) The meanings of nonverbal messages are universal and do not change from culture to culture.
D) Nonverbal messages generally have lesser influence on the receiver than verbal messages.
Q2) The technique that involves hearing what the speaker is saying,trying to understand the facts and feelings the speaker is trying to convey,and then stating what the listener understands that message to be,is called:
A) upward communication.
B) active listening.
C) downward communication.
D) feedback.
Q3) For effective communication to occur,it is mandatory for the sender to play an active role,but the receiver can play a passive role.
A)True
B)False
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Page 12
Chapter 11: Motivating Employees
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Sample Questions
Q1) In monitoring employees,a supervisor should look for signs of excellent performance and let the employees know,in specific terms,that the good work is appreciated and that it benefits the organization.
A)True
B)False
Q2) Nicole,a manager at Biskin,clearly lays out the targets for her team members.She has high expectations of her team members.She constantly motivates them and keeps reinstating what the team members are capable for,which eventually leads to high performances.Which of the following indicates this relationship?
A) The Pygmalion effect
B) The Hawthorne effect
C) The Galatea effect
D) The placebo effect
Q3) Describe the differences between content theories and process theories.List theories for each type.
Q4) Maslow's theory assumes that different people have different patterns of needs.
A)True
B)False
Q5) Why is reinforcement more effective than punishment in the long term?
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Chapter 12: Problem Employees: Counseling and Discipline
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Sample Questions
Q1) In the context of counseling,talking about personalities instead of behaviors helps the employee understand what is expected of him/her.
A)True
B)False
Q2) In the context of alcohol and drug abuse by workers,which of the following statements is true?
A) Employees who abuse drugs are likely to be more productive than their co-workers who stay sober as many drugs have the capacity to enhance performance.
B) Employees who use drugs are three times as likely to be tardy and more than three times as likely to be involved in an accident at work.
C) The Americans with Disabilities Act does not consider drug abuse as a disability.
D) In accordance with the American legal system, an employee involved in substance abuse should immediately be fired.
Q3) What are the two main categories of problem employees? Give examples of each category.
Q4) Define counseling.What are the benefits of counseling?
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14
Chapter 13: Managing Time and Stress
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Sample Questions
Q1) _____ often involves discussing and processing current life stressors in a confidential manner.
A) Biofeedback
B) Meditation
C) Psychotherapy
D) Procrastination
Q2) Which of the following is the second stage of a burnout?
A) The employee typically cannot make decisions.
B) The employee's perceptions of others become calloused.
C) The employee criticizes himself/herself excessively for mistakes made.
D) The employee views his/her effectiveness adequately.
Q3) Time management is the practice of controlling the way you use time.
A)True
B)False
Q4) Which of the following is a reason why supervisors resist delegating work?
A) They cannot set aside some time to list and review all their tasks.
B) They believe only they can really do the job right.
C) All the activities and associated paperwork are always necessary.
D) They cannot identify any activity that their employees can be trained to handle.
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Chapter 14: Managing Conflict and Change
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Sample Questions
Q1) Doing favors can help a supervisor develop alliances with others in an organization.
A)True
B)False
Q2) Compromising strategies are most useful for conflicts that are not serious and for which a solution would be more difficult than the problem justifies.
A)True
B)False
Q3) Power that arises from possessing valuable data is called:
A) information power.
B) expert power.
C) legitimate power.
D) coercive power.
Q4) The first step in initiating conflict resolution is:
A) listening to the solution.
B) restating the problem.
C) understanding the conflict.
D) attempting to place blame.
Q5) List the six steps a supervisor should follow to respond to conflicts.
Q6) Briefly describe Lewin's model of change and its different phases.
Page 16
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Chapter 15: Selecting Employees
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Sample
Questions
Q1) List a few ways by which an interviewer can put a candidate at ease.Why is it important to put a candidate at ease?
Q2) Which of the following is true of the Immigration Reform and Control Act?
A) It restricts employers in the United States from outsourcing to other countries.
B) It requires employers to screen candidates to make sure they are authorized to work in the United States.
C) It restricts employers from directly firing foreign employees who are addicted to alcohol, drugs, or any other addictive substances.
D) It allows employers to screen out legal immigrants with a physical or mental disability.
Q3) Which of the following is a permissible question that an interviewer can ask a candidate during a job interview?
A) What is the candidate's maiden name?
B) Has the candidate ever changed his/her name?
C) What is the candidate's preferred courtesy title?
D) Has the candidate ever worked under another name?
Q4) What is the primary function of the Equal Employment Opportunity Commission?
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17
Chapter 16: Providing Orientation and Training
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Sample Questions
Q1) In the context of the training cycle,the objectives should be based on a comparison of the past and the current level of performance and skills.
A)True
B)False
Q2) The availability of resources should not influence the selection process of the type of training program to be used by a firm.
A)True
B)False
Q3) Which of the following statements about on-the-job training is true?
A) It is most appropriate for a relatively complex job in which the costs of an error are high.
B) The time and expense involved in this form of training are comparatively higher than the apprenticeship form.
C) It is a type of training that takes place on equipment set up in a special area away from the job site.
D) The results are immediate and tell whether the employee understands what the trainer is trying to teach.
Q4) How can supervisors evaluate the effectiveness of training?
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Chapter 17: Appraising Performance
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Sample Questions
Q1) The forced-choice approach is used when an organization determines that supervisors have been rating an unbelievably low proportion of employees as above average.
A)True
B)False
Q2) In the context of conducting an appraisal interview,the supervisor should:
A) fill the appraisal form just one hour before the interview to prevent his prejudices from clouding his judgment.
B) notify the employees about the appraisal interview ahead of time so that they get the time to think about their performance.
C) arrange the interview in an area that is easily accessible to the other employees to increase the transparency of the system.
D) discourage the employees from offering any form of feedback as this would only lead to an argument.
Q3) The major advantage of using BARS is that they:
A) prevent a supervisor from saying only positive things about employees.
B) can be tailored to the organization's objectives for employees.
C) are more subjective than some other approaches.
D) do not allow the pay structure to be linked to performance.
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