Terms and notes for Principles of Supervision DSST exam
Terms : Hide Images
| 1764001035 | Top level managers | Also called senior management or executives. These individuals are at the top one or two levels in an organization, and hold titles such as: Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operational Officer (COO), Chief Information Officer (CIO), Chairperson of the Board, President, Vice president, Corporate head. | 0 | |
| 1764001036 | Mid level managers | Or tactical managers. Include department managers, directors of operations, plant managers | 1 | |
| 1764001037 | Low level managers | Or operational managers or front-line managers. Make short-term operating decisions, directing the daily tasks of non-managerial personnel. Include supervisors, office managers, foremen. | 2 | |
| 1764001038 | Manager skills | Technical, analytical, decision-making, conceptual, computer, communication, interpersonal | 3 | |
| 1764001039 | Planning steps | Situation analysis, alternates, evaluation, selection, implement, monitor and control | 4 | |
| 1764001040 | Manager functions by Henri Fayol | planning, organizing, leading, controlling | 5 | |
| 1764001041 | Levels of planning (by Henri Fayol) | Strategic planning: more than 5 years Tactical planning: 2-5 years Operational planning: less than 2 years | 6 | |
| 1764015041 | Roles of managers (Henry Mintzberg) | Interpersonal: leader, liaison, figurehead Informational: monitor, disseminate, spokesperson Decisional: entrepreneur, disturbance handler, negotiator, resource, allocator | 7 | |
| 1764051944 | Caux Principles | show concern for human dignity and work for the common good | 8 | |
| 1764051945 | Sarbanes-Oxley Act | enacted in 2002 because of Enron and WorldCom scandals. Sets strict accounting and reporting rules that make top-level managers more accountable in an attempt to promote ethical behavior within public companies. | 9 | |
| 1764051946 | Corporate social responsibility | obligations that a business has toward society; economic, legal, ethical, philanthropic | 10 | |
| 1764051947 | Economic corporate responsibility | produce goods that are desired and profitable | 11 | |
| 1764051948 | Legal corporate responsibility | obey laws | 12 | |
| 1764051949 | Ethical corporate responsibility | meet society's moral expectations | 13 | |
| 1764051950 | Philanthropic corporate responsibility | participate in desirable behaviors (charities/volunteering) | 14 | |
| 1764051951 | Vroom model (Victor H Vroom) | Situational model that helps leaders decide how much participation to use during decision making. 5 steps | 15 | |
| 1764051952 | Path-goal theory (Robert House) | Situational theory that assesses characteristics of the followers and environmental factors before determining the appropriate leadership behavior. 4 characteristics | 16 | |
| 1764051953 | Vroom's Decision Making Steps | 1. Decide 2. Consult individually 3. Consult group 4. Facilitate 5. Delegate | 17 | |
| 1764051954 | Characteristics of Path-goal theory | 1. Directive 2. Supportive 3. Participative 4. Achievement-oriented leadership | 18 | |
| 1764077301 | Modern theories on leadership | Charismatic Transformational Transactional Level 5 Leaders Authentic Leaders Pseudo transformational leaders | 19 | |
| 1764077302 | Charismatic leaders | arouse excitement | 20 | |
| 1764077303 | Transformational leaders | motivate people to focus on the good rather than personal | 21 | |
| 1764077304 | Transactional leaders | use legitimate, reward, and coercive powers to give orders in exchange for benefits | 22 | |
| 1764077305 | Level 5 leaders | combine determination and humility to build long-term leadership | 23 | |
| 1764077306 | Authentic leaders | use honesty, genuineness, reliability, and integrity to lead others; willing to sacrifice their own interests | 24 | |
| 1764077307 | Pseudo transformational leaders | speak about positive change for followers, but power, control, wealth, and fame take priority instead | 25 | |
| 1764077308 | Positive reinforcement | give a consequence that will encourage the behavior to be repeated | 26 | |
| 1764077309 | Negative reinforcement | remove an unpleasant consequence, such as taking a worker off probation | 27 | |
| 1764077310 | Punishment | give an unpleasant consequence, such as criticizing an employee or assigning work | 28 | |
| 1764077311 | Extinction | fail to give a reinforcing consequence by not complimenting an employee | 29 | |
| 1764123527 | Vroom's expectancy theory | People's level of effort is tied to 1. Expectancy - increased efforts will lead to achieving performance goals; 2. Instrumentality - good job performance will lead to a specific outcome; and 3. Valence - the value an employee places on a specific outcome. | 30 | |
| 1764123528 | Maslow's Hierarchy of Needs | Physiological Safety Social Ego Self-Actualization | 31 | |
| 1764123529 | Alderfer's ERG Theory | three basic sets of needs: existence, relatedness, growth | 32 | |
| 1764123530 | McClelland's needs | three dominant needs: achievement, affiliation, power | 33 | |
| 1764123531 | Management functions of Control | Bureaucratic control Market Control Clan Control | 34 | |
| 1764123532 | Bureaucratic control | formal rules, regulations, authority, such as budgets and performance appraisals | 35 | |
| 1764123533 | Market control | guides with pricing mechanisms and economic information | 36 | |
| 1764123534 | Clan control | norms, values, trust with the assumption that the organization and the employee share the same interests. Best in environments where employees are empowered in decision-making. There is NO specific way to complete a task. | 37 | |
| 1764123535 | Six Sigma | feedback control tool used in manufacturing that aims to reduce defects | 38 | |
| 1764123536 | Budgets | control process that involves investigating what a firm has done. Feed-forward, concurrent, and feedback controls | 39 | |
| 1764238201 | Strategic Management | The process of multi-level managers working together to develop and implement a firm's goals and strategies. | 40 | |
| 1764238202 | Strategic Management Process | 1. Establish mission, vision, goals (develop mission statement) 2. Analyze external opportunities and threats (external environment, culture, etc) 3. Analyze internal strengths and weaknesses (core competencies) 4. Perform SWOT analysis and formulate strategy 5. Implement strategy 6. Implement strategic control system | 41 | |
| 1764238203 | Strategic vision | desired future direction of organization; strategic goals are primary targets | 42 | |
| 1764238204 | Organizing | structuring a company's human/physical resources; tasks, people, and departments; first step is to determine organizational structure | 43 | |
| 1764238205 | Differentiation | part of organizing; division of labor, task specialization | 44 | |
| 1764238206 | Integration | part of organizing; different units in an organization coordinate their efforts to create a product or service | 45 | |
| 1764655436 | Board of directors | report to stockholders, protect rights of stockholders, advise management. | 46 | |
| 1764655437 | CEO | reports to board and is responsible for performance of the firm | 47 | |
| 1764655438 | Board of directors primary duties | 1. Choosing, evaluating, rewarding, and replacing CEO 2. Assessing and organization's financial plan 3. Deciding an organization's strategic direction 4. Monitoring an organization's ethical, legal, and socially responsible activities | 48 | |
| 1764655439 | Span of control | number of subordinates who report to one manager | 49 | |
| 1764655440 | Wide span | flat organization with many workers to report to one manager | 50 | |
| 1764655441 | Narrow span | tall organization with numerous reporting levels and fewer workers to report to one manager | 51 | |
| 1764655442 | Accountability | the expectation that a worker will perform a job and that failure to do so will result in corrective measures (e.g., status reports from subordinates regarding assigned tasks) | 52 | |
| 1764655443 | Departmentalization | process of subdividing a business into smaller units or departments; allows for distinguishing line departments from staff departments | 53 | |
| 1764655444 | Line departments | responsible for the primary activities of the organization, which may be making things, selling things, or providing customer service | 54 | |
| 1764655445 | Staff departments | support line departments (accounting, legal, public relations, human resources) | 55 | |
| 1764655446 | Staffing | A management function that includes hiring, motivating, and retaining the best people available to accomplish the company's objectives. Make sure to ask the legal questions! | 56 | |
| 1764655447 | Legal staffing requests | authorization to work in the US; criminal record; proof of age after hiring; keep records for recording purposes about racial and ethnic identity | 57 | |
| 1764655448 | Illegal staffing requests | proof of citizenship; arrest history; birth certificate; race, creed, national origin | 58 | |
| 1764655449 | Lead power | ability to influence other people to do something that they might not otherwise do | 59 | |
| 1764655450 | Reward power | the leader controls rewards | 60 | |
| 1764745490 | Coercive power | the leader controls punishments | 61 | |
| 1764745491 | Expert power | the leader has expertise | 62 | |
| 1764745492 | Referent power | the leader has personal characteristics that trigger loyalty and admiration | 63 | |
| 1764745493 | Legitimate power | the leader has the authority to tell others what to do and others are obligated to do so | 64 | |
| 1764745494 | Trait approach | personal characteristics shared by exceptional leaders | 65 | |
| 1764745495 | Behavioral approach | behaviors of effective leaders; task performance, group maintenance, and participation in decision making are the three general leadership behavior categories | 66 | |
| 1764745496 | Bureaucratic control systems | 1. Setting performance standards 2. Measuring performance 3. Comparing performance with the standard 4. Taking corrective action | 67 | |
| 1764745497 | Bureaucratic control approaches | 1. Feedforward 2. Concurrent 3. Feedback | 68 | |
| 1764745498 | Feedforward control | Control that allows managers to anticipate problems before they arise | 69 | |
| 1764745499 | Concurrent control | The control process used while plans are being carried out, including directing, monitoring, and fine-tuning activities as they are performed. | 70 | |
| 1764745500 | Feedback control | Control that gives managers information about customers' reactions to goods and services so that corrective action can be taken if necessary | 71 | |
| 1764745501 | Internal ethics programs | established in house to prevent unethical behavior; two types (compliance-based and integrity based) | 72 | |
| 1764745502 | Compliance based ethics program | prevent, expose, and discipline violators | 73 | |
| 1764745503 | Integrity based ethics program | instill personal and ethical responsibility among employees | 74 | |
| 1764745504 | Socio-capitalism | blend profit with social responsibilities (e.g., Wal-Mart donates to the poor) | 75 | |
| 1764745505 | Internal environment | Employees, office layout, management style, bonus systems; strong organizational culture benefits a business by encouraging employee loyalty and cooperation | 76 | |
| 1764745506 | External environment | factors outside of an organization that have a direct or indirect effect on the organization | 77 | |
| 1764745507 | Direct environmental effect | suppliers, competitors, customers; immediate and daily influence on a business; also known as competitive environment | 78 | |
| 1764745508 | Indirect environmental effect | legal, political, economic, technological, social-cultural, and global; also known as macro environmental | 79 | |
| 1764745509 | Final consumer | purchases products in their completed form | 80 | |
| 1764745510 | Intermediate consumer | buys raw materials or wholesale products and then sells the completed products to the final consumer | 81 | |
| 1764745511 | Regulators | power to investigate businesses (OSHA, FAA, EPA, SEC, FDA) | 82 | |
| 1764838874 | Management by Objective | A method of management whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance. (MBO) | 83 | |
| 1764838875 | Ethnocentrism | To judge others by the standards of one's own group or culture, which are seen as superior. | 84 | |
| 1764838876 | Facilitator | Provides resources to help employees carry out change and perform their jobs more effectively. | 85 | |
| 1764838877 | Job analysis | HR task that is part of the organizing function | 86 | |
| 1764838878 | Situational analysis | First step in making decisions about what the company is going to do and how. Involves gathering and analyzing information regarding past events, current conditions and future trends. | 87 | |
| 1765178130 | Types of Performance Appraisals | Behaviorally Anchored Rating Scales (BARs) Management By Objectives (MBO) 360 Degree Feedback | 88 | |
| 1765178131 | BARs Performance Appraisal | This formatted performance appraisal is based on making rates on behaviors or sets of indicators to determine the effectiveness or ineffectiveness of working performance. The form is a mix of the rating scale and critical incident techniques to assess performance of the staff. | 89 | |
| 1765178132 | MBO Performance Appraisal | MBO is a method of performance appraisal in which managers or employers set a list of objectives and make assessments on their performance on a regular basis, and finally make rewards based on the results achieved. This method mostly cares about the results achieved (goals) but not to the way how employees can fulfill them. | 90 | |
| 1765178133 | 360 Degree Feedback Performance Appraisal | The style of 360 degree performance appraisal is a method that employees will give confidential and anonymous assessments on their colleagues. This post also information that can be used as references for such methods of performance assessments of 720, 540, 180... | 91 | |
| 1765216400 | Collective Bargaining | An attempt by a union and management to come to an agreement on employment conditions, and if successful, results in a contract. | 92 | |
| 1765216401 | Unstructured interview | Interview in which questions are not prearranged (although some questions may be prepared in advance), allowing for spontaneity and for questions to develop during the course of the interview. | 93 | |
| 1765216402 | Management by walking around MBWA | A style of business management which involves managers wandering around, in an unstructured manner, through the workplace(s), at random, to check with employees, or equipment, about the status of ongoing work. | 94 | |
| 1765257632 | Groupthink | The practice of thinking of making decisions as a group in a way that discourages creativity or individual responsibility | 95 | |
| 1765257633 | Matrix organization | the practice of managing individuals with more than one reporting line (can be confusing reporting to more than one boss) | 96 | |
| 1765257634 | Centralized management | Assumes that the best people in the organization will make the decisions | 97 | |
| 1765257635 | Decentralized management | Assumes that the best decisions are made by those closest to the situation. | 98 | |
| 1765257636 | Equal Pay Act of 1963 | Requires that men and women be paid the same when they do essentially the same work. The act covers all employees and labor organizations. The equal pay requirement applies to the actual duties performed and not the job titles. | 99 | |
| 1765257637 | Occupational Safety and Health Act | Requires employers to provide safe and healthy working conditions for employees. More commonly referred to as OSHA, and is administered by the Occupational Safety and Health Administration. | 100 | |
| 1765257638 | Civil Rights Act of 1964 | The right to be served in public or private facilities designed to serve the general population. Access meant that no person, because of race, color, religion, national origin, or sex, could be denied entrance and use of public or private facilities. This included restaurants, theaters, hotels and motels, retail establishments of all kinds, and all governmental service locations. | 101 | |
| 1765257639 | Equal Employment Opportunity | Defines what organizations must do to ensure equal treatment for all employees as well as applicants for employment. | 102 |
