Deck 5: Delegation and Empowerment: Forming Some Good Habits

Question 1

One hazard concerning empowerment is that it is perceived by some as the freedom to do one's own thing completely in one's own way.

Answer 1

True

Question 2

The dedicated, effective, hard-working manager is one who works long hours, takes extra work home, and generally tries to every problem that arises.

Answer 2

False

Question 3

Delegation often affords the supervisor's employees a taste of greater responsibility and perhaps some decision-making experience.

Answer 3

True

Question 4

It is important that the supervisor delegate thoroughly because all of the group's employees generally aspire to rise to supervision themselves.

Question 5

For the supervisor, it is always preferable to delegate one-time, relatively simple tasks to someone in the department rather than doing them personally.

Question 6

When the supervisor delegates a task to an employee, it is strictly responsibility that is being delegated.

Question 7

The net effect of the forces that motivate people to work is often nearly the same for the supervisor as for the employees.

Question 8

Failure to delegate effectively is a leading reason why many people in management do not get promoted to more responsible positions.

Question 9

Essentially every task listed in the average supervisor' job description is a reasonable prospect for delegation.

Question 10

The key to improving one's ability to delegate effectively is found in one's constant awareness of the need to overcome old habits

Question 11

The most prevalent reason for failure to delegate is:

A) There is too much paperwork to contend with.
B) The supervisor perceives a lack of time in which to delegate.
C) There are no capable employees available.
D) The supervisor is prevented from delegating by higher management.

Question 12

The motivational forces that encourage the majority of people to work:

A) Exist in a complex mix that may vary considerably from person to person.
B) Are markedly different for managers and non-managers.
C) Consist almost completely of tangible benefits.
D) Essentially have the same effects on employees at all levels.

Question 13

The continuing practice of effective delegation within a department

A) Has an equivalent effect on all employees of the department.
B) Requires all of the department's employees to take on delegated tasks.
C) Represents opportunity to the department's employees.
D) Has the principal effect of shifting much work from the supervisor to the employees.

Question 14

In preparing to delegate a specific task to a particular employee, the supervisor should:

A) Be prepared to provide instruction in task performance to the employee.
B) Be aware of the hazards of over-delegating or under-delegating.
C) Carefully match the requirements of the task with the employee's capabilities.
D) All of the above.

Question 15

Failure to delegate effectively is a frequently encountered reason why:

A) A supervisor is advanced to the next highest management level.
B) Employees come to perceive working in this department as "easy."
C) Many people in management are never promoted to more responsible positions.
D) None of the above.

Question 16

It is essential to be ever aware that there is always some _________ involved in proper delegation.

Question 17

Every supervisor must be aware that one builds a department by building ___________.

Question 18

Every managerial person in the chain of command has as many primary downward communication channels as he or she has ____________.

Question 19

An employee to whom a task is delegated must be given sufficient ___________ to accomplish the desired results.

Question 20

It is fundamental to effective delegation that enhances employee growth and development that the employee always has the freedom to _________.