Q&A Hero

Human Resource

Q: (p. 52) The flow from the receiver to the sender is called channeling.
Q: (p. 51) Selecting feedback enables supervisors to absorb the information they need, recognize problems, and understand other people's viewpoints.
Q: (p. 51) A hotel manager communicating with travel agents is an example of understanding the audience.
Q: (p. 50) Communications during periods of high emotion usually have difficulty succeeding.
Q: (p. 49) Frequently, stereotypes are accurate and harmless.
Q: (p. 47) Stimuli respond to, shape, and organize the information received.
Q: (p. 47) Semantics is the science or study of the meanings of words and symbols.
Q: (p. 46) If one assumes that communication is flowing as intended, one tends to move on with the dialog without allowing feedback to indicate whether clarity of expression and communication has been achieved.
Q: (p. 46) The basic purpose of intrapersonal communication is to transmit information so that the sender of a message is understood by the receiver of the message.
Q: (p. 46) Good interpersonal communication skills involve both sending and receiving verbal and nonverbal messages.
Q: (p. 45) Supervisors must be able to absorb the ideas of others.
Q: (p. 37) What are some of examples of organizational creativity barriers?
Q: (p. 35-36) Briefly describe the different methods of encouraging creativity among employees.
Q: (p. 33-34) List some of the practical traps that supervisors sometimes fall into when making decisions.
Q: (p. 33-34) Offer some suggestions for avoiding the practical traps that supervisors often fall into when making decisions.
Q: (p. 32 Fig 2.5) List some of the disadvantages of group decision making.
Q: (p. 32 Fig 2.5) List some of the advantages of using group decision making.
Q: (p. 27) List the steps in the decision-making process based on the scientific method.
Q: (p. 26) Compare and contrast between programmed and nonprogrammed decisions.
Q: (p. 26) Compare and contrast decision making and problem solving.
Q: (p. 25) Why is it important for supervisors to have good decision-making ability?
Q: (p. 37) All of the following are barriers to organizational creativity EXCEPT: A. following in the "supervisor's shadow." B. fear of failure. C. rejection of the status quo. D. excessive togetherness.
Q: (p. 37) Barriers to organizational creativity include: A. following in the "supervisor's shadow." B. timely criticism. C. rejection of the status quo. D. nonhierarchical idea filter.
Q: (p. 36) Synectics as a technique offers different forms. The form where the solution to a problem is based on a hypothesis without physical constraints is the: A. personal analogy. B. symbolic analogy. C. fantasy analogy. D. direct analogy.
Q: (p. 36) Which of the following techniques makes the familiar strange and the strange familiar? A. Synectics B. Brainwriting C. Brainstorming D. Mind mapping
Q: (p. 36) The creativity technique that uses metaphorical thinking is: A. brainwriting. B. mind mapping. C. synectics. D. brainstorming.
Q: (p. 35) ________________ involves presenting a problem and then allowing the group to develop ideas for its solution. A. Groupthink B. Brainstorming C. Social constructionism D. Brainwriting
Q: (p. 34) Which of the following statements about creative decision making is true? A. Being creative means coming up with revolutionary ideas. B. Being creative means taking an inhibited approach when making decisions. C. Creative people are conformists. D. Creative people tend to be bright rather than brilliant.
Q: (p. 33) A reason many supervisors are reluctant to consult with others when making decisions is: A. it takes too much time. B. seldom does one get good ideas this way. C. the fear that it will make them look incompetent. D. the opportunity to do this is seldom present.
Q: (p. 33-34) Which of the following approaches wastes much of the supervisor's time and also keeps the employees confused because they have a hard time distinguishing between the important and not so important issues? A. Making all decisions big decisions B. Failing to consult with others C. Failing to gather and examine available data D. Delaying decisions too long
Q: (p. 33-34) Which of the following is NOT listed as a trap that supervisors should avoid when making decisions? A. Never admitting a mistake B. Promising what cannot be delivered C. Avoiding crisis situations D. Failing to utilize available precedents and policies
Q: (p. 31) Identify the correct statement about groupthink. A. The group becomes more interested in making the best decision than in achieving consensus. B. One of the underlying causes of groupthink can be the pressure to conform. C. Criticism can be freely expressed. D. As a result of groupthink, conflicting opinions are adequately considered.
Q: (p. 31) The final phase of the decision-making process is to: A. define the problem. B. be alert to indications and symptoms of problems. C. choose and implement the best alternative. D. evaluate the outcomes of the decision.
Q: (p. 29) In which phase of the decision-making process is the question "Does company policy have anything to say about the decision at hand?" generally addressed? A. Being alert to indications and symptoms of problems B. Tentatively defining the problem C. Gathering and organizing facts concerning identified alternatives D. Choosing and implementing the best alternative
Q: (p. 28) The hardest part of making a decision is: A. defining the problem. B. gathering and organizing the facts. C. evaluating the alternatives. D. following up.
Q: (p. 27) The first step in the decision-making process is to: A. tentatively define the problem. B. be alert to indications and symptoms of problems. C. gather and organize facts concerning identified alternatives. D. follow up.
Q: (p. 26) Examples of poor supervisory practices include all of the following EXCEPT the supervisor who: A. worries over even the simplest decision. B. refers everything to the boss. C. makes timely decisions. D. never seems to have enough information to make a decision.
Q: (p. 26) Selecting a new piece of equipment and identifying next year's goals are examples of: A. programmed decisions. B. the scientific method of decision making. C. nonprogrammed decisions. D. problem solving.
Q: (p. 26) ________________ is a natural prerequisite to making sound decisions. A. Recognizing the need to make a decision B. Having a strong sense of intuition C. Earning a bachelor's degree D. Showing a high degree of concern
Q: (p. 26) Programmed decisions: A. are relatively unstructured. B. are reached by an established procedure. C. require a more creative approach by the decision maker. D. are generally more difficult to make than nonprogrammed decisions.
Q: (p. 25) Which of the following is an example of an unexpected decision that a supervisor might face? A. Recommendation concerning the hiring of a new job applicant B. Salary and promotion recommendations C. Approval of vacation requests D. An employee expresses fear of a new piece of equipment and refuses to use it.
Q: (p. 37) Creative ideas are enhanced when they are supported by the supervisor and fellow employees.
Q: (p. 37) The barriers to organizational creativity have been established unintentionally, yet their effect is to discourage creativity among employees.
Q: (p. 35) Under brainwriting, group members are presented with a problem situation and then asked to jot down their ideas on signed papers.
Q: (p. 35) Brainstorming is most applicable to simple decision problems requiring creative ideas.
Q: (p. 35) One aid to being creative is to concentrate.
Q: (p. 34) Creative supervisors not only have new ideas but also elicit new ideas from their employees.
Q: (p. 34) Supervisors often ignore or fail to use available facts.
Q: (p. 33) In actuality, most crises occur naturally.
Q: (p. 31) Group decision making is best when there is a critical time limitation.
Q: (p. 31) The final phase of the decision-making process is to evaluate the outcomes of the decision.
Q: (p. 30) A viable alternative that should always be considered is to do nothing.
Q: (p. 29) Once the possible alternatives are identified, the following step is to evaluate those possible alternatives.
Q: (p. 29) Today's supervisor has too much information due to advances in modern technology.
Q: (p. 29) One common pitfall in identifying possible alternatives is considering only obvious alternatives or alternatives that have been used previously.
Q: (p. 27) The first step in the decision-making process is to identify, gather, and organize facts relevant to selected alternatives.
Q: (p. 27) Being decisive means making a decision in a reasonable amount of time.
Q: (p. 27) Decisiveness is a necessary characteristic of a good supervisor.
Q: (p. 26) Nonprogrammed decisions are structured and require a methodical approach.
Q: (p. 26) Decision making is the process of determining the appropriate responses or actions necessary to alleviate a problem.
Q: (p. 25) Approval of vacation requests is an example of an unexpected decision in an organization.
Q: (p. 13-14) Discuss the importance of small businesses. What do you understand by Small Business Administration?
Q: (p. 11-12) Discuss the role of entrepreneurs in business.
Q: (p. 11) What is the glass ceiling?
Q: (p. 10-11) What are the advantages and disadvantages of diversity in a workplace?
Q: (p. 9-10) What are the factors that can improve the quality of work life?
Q: (p. 7-8) What are the five characteristics important to supervisory success?
Q: (p. 5-6) Define planning and explain the three steps involved in it.
Q: (p. 4-5) Discuss the conditions that determine whether a person is considered to be a supervisor as per legislation.
Q: (p. 3) Describe the three levels of management that exist in most organizations.
Q: (p. 3) What is supervision? Explain the job of supervision.
Q: (p. 13) Identify the correct statement about small businesses. A. Owners of small businesses rarely perform all management tasks. B. The Social Security Administration is the government agency that lends money to small businesses. C. Small businesses do not produce as many innovations as larger businesses. D. Some small businesses serve local areas while others serve customers all over the world.
Q: (p. 13) Entrepreneurship within a large or medium-sized company is sometimes called: A. infopreneurship. B. intrapreneurship. C. metapreneurship. D. interpreneurship.
Q: (p. 12) Janet, a famous fashion designer, is the owner of Trends and Fashions. Janet heads a team of 10 junior designers. She had invested the capital for starting this business ten years ago. Trends and Fashions can be classified as an example of a _______________. A. limited liability B. corporation C. sole proprietorship D. strategic alliance
Q: (p. 11) Entrepreneurs: A. have the same personal characteristics as professional managers. B. perform many of the basic management functions that professional managers perform. C. tend to be less independent than managers. D. usually have more formal education than managers.
Q: (p. 11) The invisible barrier that prevents women and minorities from moving up in the organizational hierarchy is the: A. environmental limit. B. vice-president level. C. glass ceiling. D. diversity block.
Q: (p. 7-8) Which of the following is NOT one of the important keys to supervisory success? A. Proper use of authority B. Desire for the job C. Determining the present organizational situation D. Recognizing the change in roles
Q: (p. 7) Which of the following skills is an example of a human relations skill? A. Forming partnerships with other organizations B. Planning to purchase a new equipment C. Designing a brochure for a conference D. Analyzing production quality from the given data
Q: (p. 7) ________________ skills are those that help supervisors understand how different parts of an organization relate to one another and to the organization as a whole. A. Technical B. Human relations C. Conceptual D. Linguistic
Q: (p. 7) Which of the following skills requires that supervisors understand and work well with people? A. Technical B. Administrative C. Problem-solving D. Human relations
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