Supervisory Management Question Bank
Course Introduction
Supervisory Management provides students with the foundational knowledge and essential skills required to effectively oversee and manage teams within an organizational setting. The course covers key topics such as leadership styles, communication techniques, motivation, conflict resolution, performance management, and decision-making processes. Emphasis is placed on the practical application of management principles in supervising employees, solving workplace problems, and fostering a productive work environment. Through case studies, discussions, and real-world scenarios, students will develop competencies that prepare them for entry-level supervisory roles and enhance their ability to contribute positively to organizational goals.
Recommended Textbook
Building Management Skills An Action First Approach 1st Edition by Richard L.
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Page 2
Daft
Chapter 1: Introduction
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Sample Questions
Q1) New managers are often surprised at how ___ management is.
A) rewarding
B) "people involved"
C) difficult
D) easy
Answer: C
Q2) How do you manage yourself?
A) individual problem solving
B) linking- networking, collaborating
C) motivating people
D) communicating
Answer: A
Q3) What are the three major sections of the book?
A) becoming an ethical manager, managing teams, learning about yourself
B) managing coworkers, competitors, and managers
C) managing your team, yourself, and relationships
D) teamwork, cooperation, effort
Answer: C
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3
Chapter 2: Your Manager Strengths and Weaknesses
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Sample Questions
Q1) What trait would best suit a manager in a situation where an unexpected event occurs?
A) goal-directed mindset
B) time management
C) agility
D) ability to organize
Answer: C
Q2) ____ means that people feel they are being effective and making a positive contribution.
A) Positive-efficacy
B) Self-control
C) Self-efficacy
D) Self-confidence
Answer: C
Q3) Which constraint would describe a manager who is too nice?
A) never feeling good enough
B) being a marshmallow
C) running roughshod over others
D) playing Mr. Spock
Answer: B
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Chapter 3: Learning About Yourself
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Sample Questions
Q1) Self-awareness is essential to being an effective manager.
A)True
B)False
Answer: True
Q2) Personality is the set of unseen characteristics that underlie a relatively unstable pattern of behavioral response to people, ideas, and circumstances.
A)True
B)False
Answer: False
Q3) Abraham Maslow refers to the mastery of any skill as conscious competence.
A)True
B)False
Answer: False
Q4) Which quadrant of the Johari Window is know as the "blind" quadrant?
A) I
B) II
C) III
D) IV Answer: B
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Chapter 4: Managing Yourself to Get Things Done
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Sample Questions
Q1) How does task urgency influence procrastination? How can urgency and importance be categorized?
Q2) Quadrant 1 tasks are ____.
A) both urgent and important
B) urgent but not important
C) important but not urgent
D) not important or urgent
Q3) Which technique for overcoming procrastination uses the idea to "slice and dice" a project into small pieces that you can do one at a time?
A) maximize your prime time
B) just get started
C) use deadlines
D) targeted self-talk
Q4) The three basic principles for self-management are clarity of mind, clarity of time, and an organized system.
A)True
B)False
Q5) Explain the concept of old brain and new brain and how this relates to time-management.
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Chapter 5: Creative Problem Solving
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Sample Questions
Q1) What are the three techniques for improving "selection of response"? Of these, pick one and explain why you think it is the most effective technique.
Q2) Suppose there is a puddle of oil on a manufacturing plant floor. Wiping it up will fix the problem but what will find the reason of the leaking oil?
A) Root cause analysis
B) The five why's
C) Creative intuition
D) all of these
Q3) What can managers do to avoid the status quo trap?
A) ask "What if our strategy is wrong?"
B) ask "What not do this?"
C) over-searching when considering critical problems
D) all of these
Q4) What are the three stages to the problem-solving process?
Q5) Describe in detail the techniques for improving problem definition. Give an example of each one.
Q6) Why is always perpetuating the status quo not a good idea, and what are some ways to overcome the status quo trap?
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Chapter 6: How Managers Communicate
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Sample Questions
Q1) Who is responsible for the values that guide decisions and behavior?
A) employees
B) managers
C) everyone
D) human resources
Q2) Telephone discussions facilitate the assimilation of broad cues and deep, emotional understanding of the situation.
A)True
B)False
Q3) At Dallas Distributors, all employees from all departments are invited to attend quarterly meetings where the president and other executives share all of the financial statements, explain the company's goals, and provide details on all high-level decisions. Dallas Distributors practices __________.
A) Closed-door policies
B) Open communication
C) Truthfulness
D) Mass emailing
Q4) Explain channel richness. What influences channel richness? How should someone select a channel?
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Chapter 7: Becoming an Ethical Manager
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Sample Questions
Q1) Why do some people take fewer risks?
A) Because they feel alone in the world
B) Because they feel like they have more to lose
C) Neither of these
D) Both of these
Q2) "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
Q3) The single most important factor in ethical decision making in organizations is whether managers show a(n) _____ to ethics in their talk and especially their behavior.
A) interest
B) signal
C) commitment
D) reluctance
Q4) What are the different levels and stages of the Moral Development scale?
Q5) Should companies do more than have an employee code of ethics? Explain.
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Chapter 8: Motivating for Performance
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Sample Questions
Q1) What type of rewards are pay increases, bonuses, promotions, and praise controlled by someone outside the person?
A) motivational
B) extrinsic
C) effective
D) incentive
Q2) 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
Q3) What term refers to anything that causes a certain behavior to be repeated or inhibited?
A) improvement
B) reinforcement
C) avoidance
D) none of these
Q4) What are four elements that enable and empower employees to accomplish their jobs?
10
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Chapter 9: Getting Things Done Through Networks, Relationships, and Soft Power
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Sample Questions
Q1) Who are the people who speak up and actively help the manager accomplish his or her goals?
A) presenters
B) followers
C) allies
D) politicians
Q2) _______ can serve as network mentors and ______ can provide specialized knowledge and insight.
A) Hub, peripheral
B) Peripheral, broker
C) Broker, peripheral
D) Peripheral, hub
Q3) ________ cannot be duplicated in a written message or even a video.
A) Body language
B) Eye contact
C) Gestures
D) all of these
Q4) What are the six principles that rely on the use of soft power for asserting influence?
Q5) List four examples of new media networks
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Chapter 10: People With Coaching, Delegation, and Deliberate Practice
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Sample Questions
Q1) When delegating, what should be communicated with the employee up front?
A) his or her responsibility
B) agree on an overall goal or outcome
C) create benchmarks to monitor progress
D) all of these
Q2) With this type of managerial coaching, the individual being coached has the freedom to think through the dynamics of the problem and come up with his or her own answers in a supportive environment.
A) directive
B) behavioral
C) collective
D) non-directive
Q3) Continuous ______ promotes motivation and improvement.
A) knowledge
B) focus
C) mental wandering
D) feedback
Q4) How does the overall organization benefit from the coaching process?
Q5) What are the five elements of deliberate practice?
Q6) Briefly explain what happens in the implementation stage. Page 12
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Chapter 11: Handling Difficult Conversations, Conflict, and Negotiation
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Sample Questions
Q1) ___ during a robust dialogue means asking questions to deepen one's understanding about what something means.
A) Advocating
B) Responsibility
C) Disclosure
D) Inquiry
Q2) Which of the following is an example of a difficult conversation?
A) giving the boss comments about his behavior
B) discussing how an employee will complete a challenging assignment
C) discussing the game when you and your coworker root for different teams
D) all of these
Q3) When the ___ approach is used, one party gets something he wants and the other party gives up something he has.
A) integrative
B) distributive
C) BANTA
D) win-lose
Q4) What is the difference between robust dialogue and typical group decision making?
Q5) When having a negotiation, what is the key step and why?
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Chapter 12: Managing Your Boss
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Sample Questions
Q1) People have ____ with regards to their boss.
A) little power
B) more power than they think
C) more power than their boss has
D) no power
Q2) Which term is defined as an exaggerated and distorted attempt at self-reliance?
A) counterdependence
B) overdependence
C) independence
D) interdependence
Q3) Every week, Gayle is supposed to compile information from a variety of different departmental reports onto one big report. It takes at least two full days to do, but Gayle has thought of a way she could do it faster with some minor changes in the system. Gayle meets with her boss, Mike, to explain the situation. Why is Mike happy with Gayle, even though she's bringing him a problem?
A) Because she only told him about a serious problem and not any other small problems
B) Because she apologized for the problems
C) Because she offered a valid solution along with the problem
D) all of these
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Page 15
Chapter 13: Managing Teams
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Sample Questions
Q1) Even in self-directed teams, effective self-management can't happen unless the leader marks out a clear direction for the team's work.
A)True
B)False
Q2) _____ tend to encourage competition among members.
A) Individual-based rewards
B) Group-based rewards
C) Groupthink-based rewards
D) all of these
Q3) What are six elements that contribute to effective and successful teamwork? Give an example or more details of each one.
Q4) Katya, Rebecca, and Ron have finished evaluating the year's projects and have compiled their report outlining the resources they'll need for next year's projects. Now that they've submitted their report to the VP of Operations, what stage is their team in?
A) adjourning
B) storming
C) norming
D) performing
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Chapter 14: Achieving Desired Outcomes: Getting the Right
People and Managing Performance
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Sample Questions
Q1) When must a manager fire someone?
A) if the employee is a poor performer
B) if the employee has medical issues
C) if the employee has to be made the scapegoat for an issue
D) all of these
Q2) What is the term for the potential ability of one person in an organization to influence other people to bring about desired outcomes?
A) freedom
B) competence
C) power
D) none of these
Q3) When conducting a performance appraisal, which of the following actions should the manager follow?
A) be candid
B) compare performance to goals
C) come up with a workable plan
D) all of these
Q4) Explain the concept of performance management.
Page 17
Q5) What does the SMART acronym stand for?
Q6) How does someone define a job position?
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Page 18
Chapter 15: Managing Cross Culturally
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Sample Questions
Q1) The ___ component of cultural intelligence involves your observational skills and your ability to pick up on clues to understanding.
A) cultural intelligence
B) emotional intelligence
C) cognitive intelligence
D) physical intelligence
Q2) Why do some people think women make better mangers?
A) Women are more collaborative.
B) They use a relationship-oriented approach that is in tune with today's global and multi-cultural environment.
C) neither of these
D) both of these
Q3) What is the difference between ethnocentrism and ethnorelativism? Which is the goal for successful cross-cultural managers?
Q4) High ___ means that people feel uncomfortable with ambiguity.
A) uncertainty avoidance
B) power distance
C) assertiveness
D) time orientation
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Chapter 16: Positive Leadership
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Sample Questions
Q1) What is the primary factor in determining the level of fear experienced at work?
A) compassion
B) accomplishments
C) relationship between an employee and direct supervisor
D) none of these
Q2) Hopes and dreams for the future are what keep people moving forward. Leadership means linking people's hopes and dreams to _________ so that people can take action toward achieving the future.
A) objectives
B) specific goals
C) neither of these
D) both of these
Q3) What is the term used in psychology to describe how the human mind reacts more quickly and strongly to perceived bad things than it does to good things?
A) positive bias
B) quality bias
C) negativity bias
D) negativity preference
Q4) What are the three aspects of positive leadership?
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Chapter 17: Managing Personal and Organizational Change
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Sample Questions
Q1) People learn and change because they _____ to, not because they _____ to.
A) want, ought
B) are trying, are being paid
C) ought, want
D) want, are being forced
Q2) One of your most important challenges as a manager will be to keep people focused on adaptive change to meet the demands of a turbulent and rapidly changing world.
A)True
B)False
Q3) Which key helps people learn and practice the new skills and habits needed to change?
A) repetition
B) support system
C) behavioral
D) positive emotional attractor
Q4) Many people wanting to change can spend a significant amount of time, even many years, in precontemplation.
A)True
B)False
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