Deck 7: Self-Management and Personal Supervisory Effectiveness

Question 1

Solid direction from higher management is essential if the individual supervisor is to move in a productive direction.

Answer 1

False

Question 2

All paper in its various forms that enters the supervisor's office should filed away in consistent order within a day of its arrival.

Answer 2

False

Question 3

Reengineering and similar undertakings have increased the workload on some department supervisors.

Answer 3

True

Question 4

When some outside influence disturbs one's equilibrium, one may react involuntarily in ways that suggest a feeling of loss of control.

Question 5

It is usually recommended that the supervisor who is overloaded should move frequently between unfinished tasks so as to stay current with as much work as possible..

Question 6

To a considerable extent many supervisor's unconsciously approach their job activities in the same manner they approach tasks and activities in personal life.

Question 7

The chances of long-run success as a supervisor are enhanced if one possesses a broad scope and is generally able to cope with a continuous series of unanticipated demands.

Question 8

The person who aspire to efficient self-management must first become proficient at managing others.

Question 9

The supervisor's immediate superior usually experiences little or not job stress because most stress-inducing activities are delegated downward.

Question 10

It can be helpful in improving personal effectiveness for the individual supervisor to work against deadlines self-imposed deadlines.

Question 11

In addition to a brief task list revised and updated each day, it also is helpful for the supervisor to:

A) Regularly verify the content of every assignment with whomever it came from.
B) Maintain this list in duplicate, with one copy in a pocket at all times.
C) Create and maintain a simple planning calendar for known commitments
D) Report up the chain of command daily concerning what has or has not been accomplished.

Question 12

The faithful establishment of priorities is important in the supervisor's ongoing activity because:

A) It usually makes the most sense to be concentrating on the most important task at hand at any given time.
B) The supervisor's superior usually insists on this.
C) The department's employees need to know what the supervisor is working on at any given time.
D) Established priorities are unvarying guideposts for supervisory action.

Question 13

As concerns a supervisor's approach to the job, stress arising in the supervisor's life outside of work:

A) Always contributes to the growth of work backlogs.
B) Is guaranteed to affect job performance.
C) Is readily addressed by refusing to allow external problems to intrude.
D) Will reveal that some supervisor's are unable to leave their personal problems at home.

Question 14

One of the following is ordinarily not a significant barrier to supervisory effectiveness:

A) Inefficient use of available time.
B) The presence of a few stubborn subordinates.
C) The constant quest for perfection.
D) The fear of failure.

Question 15

Organizational flattening, the removal of a middle-management level, often results in:

A) Larger departments or groups for first-line supervisors.
B) Some responsibilities being pushed downward to the first-line supervisors.
C) Some responsibilities being pushed upward in the chain of command.
D) All of the above.

Question 16

Another occasionally encountered barrier to personal supervisory effectiveness is the search for __________.

Question 17

When it comes to __________________ the only constraints on our initiative are those we place there ourselves.

Question 18

An extremely important part of an individual supervisor's personal planning is the recognition of the need to allow for ______________.

Question 19

We need to recognize that it is not possible to completely ___________ the person on the job from the person off the job.

Question 20

Considering the nature of the supervisory role and the difficulties that arise in managing people, it is easy to recognize the ___________ focused supervisor as a likely candidate for early burnout.