Supervision Managing For Results 10th Edition John Newstrom - Solutions

8.2 Choose appropriate spoken and written methods (including social media) for communicating with individuals and groups of employees.
8.1 Explain the process of communication, including the major steps essential for its success.
10. Explain why it is important for a supervisor to manage upward (using followership skills)as well as downward (applying leadership skills).
9. Which kind of leadership style—autocratic or participative—is least likely to be effective with a relatively incompetent and uncommitted individual? Why?
8. Provide examples of the use of leadership styles at three different points along the continuum of leadership styles.
7. In what ways are various leadership styles related to Theory X and Theory Y?
6. According to Fiedler’s contingency model of leadership, what is likely to be the best approach in a situation where the supervisor has been newly appointed, relationships with the new group are strained, and the task to be performed requires great accuracy? Why?
5. Compare democratic leadership with participative leadership.
4. Describe what McGregor believed to be the essence of leadership.
3. As supervisor of the catalog section of a direct-mail house, Mary has come to believe that without her close supervision, employees in her department would never get their work done. Which of McGregor’s assumptions about employees at work does Mary’s view represent?
2. Some people have suggested that the four components of emotional intelligence are best developed in a particular order, as illustrated in the numbered quadrants in Figure 7-1.Explain why this order makes sense.
1. Which are the four personal skills most likely to be required of leaders? Can they be learned, or must a leader be born with them?
10. T or F Even if a supervisor makes a mistake, offering an apology is inappropriate because it makes the supervisor look weak.
9. T or F A superleader is one who can step in and perform all of his or her employees’ jobs if the need arises.
8. T or F The Hersey-Blanchard model of leadership suggests that a supervisor should use different leadership styles with employees who are at different levels of task-related maturity.
7. T or F According to the contingency model of leadership, a task-centered approach works well no matter what the situation calls for.
6. T or F Participative leadership works well because all problems lend themselves to its use at work.
5. T or F It doesn’t matter much what supervisory style that employees perceive; what matters most is what style the supervisor intended to convey.
4. T or F One good thing about trust is that it can be developed rapidly but it takes a long time to destroy.
3. T or F Effective supervisors make explicit or implicit assumptions about people and examine their implications for behavior.
2. T or F Supervisory influence can be derived from one’s position, expertise, or reward power.
1. T or F Leadership is essentially a set of traits that one is (or is not) born with.
7.5 Discuss the leader’s responsibility for being an effective follower, actions for helping employees become self-leaders, and the impact of substitutes for leadership.
7.4 Discuss the factors a leader should consider when selecting a leadership style, and explain two models for choosing a style on a situational basis.
7.3 Recognize the various leadership styles, and explain the benefits and prerequisites of a participative approach and the reasons for its potential failure.
7.2 Differentiate between the assumptions of Theory X and those of Theory Y, and explain the importance of trust.
7.1 Describe the essential skills of leadership, and explain the four parts of emotional intelligence.
10. Danielle, a recent immigrant to the United States, has just been hired for her first fulltime job after several months of having temporary jobs while she worked on her English language skills. What advice do you have for her supervisor as she begins training Danielle?
9. What guidelines can a supervisor follow to make training more successful?
8. Derek, a new supervisor, is worried that his employees will not be excited about the training he plans to conduct for them. What can he do to stimulate them to want to learn?
7. Why wouldn’t a supervisor want to teach a job’s sequence of steps rigidly in the same order they are performed?
6. In a job breakdown, how do key points differ from important steps?
5. Betty Jo, a checkout clerk in a discount store, has been told by her supervisor that she apparently understands how the cash register works but is too slow in operating it. Why does Betty Jo’s acquisition of knowledge about her work differ from her skill development?How are these two factors
4. What is the difference between training that focuses on knowledge and training that focuses on job skills? Why might both be important for a supervisor to accent?
3. What information can you gain from a skills inventory?
2. Mark’s department is finally receiving the new computer terminals that other departments have had for several months. Would it be a good idea for Mark to let his employees learn about the operation of the new terminals by reading the manufacturer’s instruction manual? Why or why not?
1. Why is training an important supervisory function?
10. T or F All trainees are essentially alike; therefore, supervisors should standardize their training efforts regardless of the backgrounds of their employees.
9. T or F Once an employee has been properly trained, the supervisor’s responsibility pretty much ends.
8. T or F Most trainees enjoy being passive during instruction; they are content to listen to the experts and take notes.
7. T or F Training methods are used to deliver instruction; visual aids are used to supplement or support that instruction.
6. T or F Most employees are extremely practical;they only want to know what to do and how to do it(not why).
5. T or F Good training provides a balanced emphasis on both knowledge and skill.
4. T or F Self-directed learners should be encouraged to make use of web-based training resources.
3. T or F Effective supervisors should wait for a problem to occur before training a new employee.
2. T or F The primary purpose of training is to improve the job performance of employees.
1. T or F The first step in the training process is to define one’s objectives.
6.5 Define transfer of training and explain the actions a supervisor can take to ensure that a payoff is received from training.
6.4 Choose appropriate training methods and aids to assist the learning process, and identify the major ethical issues in training.
6.3 Understand how employees learn best and how learning principles can be used in the four-step method of training.
6.2 Discuss the training roles of supervisors and their relationships with the training department.
6.1 Explain why employees need to be trained and what should be emphasized.
10. How does presenteeism differ from absenteeism?
9. Which factors are generally considered the main causes of excessive employee turnover?Do the same factors cause absenteeism problems? Explain.
8. How can a supervisor use realistic job previews, orientation, and the self-fulfilling prophecy to increase the success of new employees?
7. What are the risks of hiring a college graduate for a job that requires only a high school education, as long as the applicant is willing to take the job at the prevailing wage rate?
6. What kinds of information can generally be obtained from a job candidate without infringing upon rights guaranteed by equal employment opportunity legislation? What kinds cannot?
5. What is meant by an “open-ended” question, as used during an employment interview?Provide some examples.
4. What is meant by the validity and reliability of selection tools?
3. Gerry expects that his sales order department will have to handle peak loads during the spring and fall seasons. Should he plan to staff a year-round workforce large enough to handle these peak loads when they occur?Why or why not? What are his alternatives?
2. In which aspect(s) of the staffing process are supervisors not likely to play a major part?Which unit usually handles those aspects?
1. What factors affect the determination of the optimal size of a department’s workforce?
10. T or F Supervisors should either focus their efforts on absenteeism or presenteeism but need not attend to both.
9. T or F Employee turnover is best measured at the individual level-the length of time that a specific employee stays with the company after being hired.
8. T or F The self-fulfilling prophecy can draw together expectations of success from co-workers, the employee, and the supervisor.
7. T or F Selection is basically a process of screening out the less-qualified candidates, rather than expecting to find the perfect applicant.
6. T or F Open-ended questions are preferable to those answerable by a “yes” or “no” for getting candidates to share important information.
5. T or F A realistic job preview is a portrait of all the reasons why a candidate should accept the job offer.
4. T or F Employment tests can be helpful even if they lack any validity or reliability.
3. T or F The first step in the staffing process is to forecast future needs.
2. T or F It is far better to be understaffed than to be overstaffed.
1. T or F Proper staffing and retention can help a supervisor achieve departmental performance goals.
5.5 Explain how careful selection and orientation can reduce employee turnover and absences, and discuss the primary causes of presenteeism.
5.4 Explain the importance of, and topics to cover in, employee orientation programs.
5.3 Explain the main features of an employment interview and identify the types of questions that are most suitable and those areas that are restricted by equal employment opportunity legislation.
5.2 Identify the six steps of the staffing process and explain the role of application blanks, tests, and reference checks.
5.1 List the factors that affect workforce requirements and understand the implications of overstaffing and understaffing.
10. Have you ever had a job at which employees were encouraged to play, laugh, and have fun? What lessons can you draw from that experience?
9. How can a supervisor learn about an organization’s culture? What are the possible benefits of a strong culture?
8. What are some of the benefits a subordinate may gain from accepting a delegated task?
7. Discuss the pros and cons of restructuring.
6. Distinguish between responsibility and authority, and explain how the two are related.
5. What is a major drawback of the matrix organization?
4. Name three traditional kinds of organizational structures besides the functional and line-and-staff organizations. Why might they be used?
3. Jill is an assembly supervisor in a plastics novelty company. Her department receives maintenance services on its presses from a plant engineering department. A quality control department inspects the output of Jill’s department and advises her when it is not meeting standards. What common
2. Explain the part that the division of work plays in the organizing process.
1. What features distinguish a formal organization from an informal one?
10. T or F It is best to let employees discover the organization’s culture on their own and not try to shape their attitudes or behaviors.
9. T or F It is possible (and desirable) to identify an organization’s culture through reading, observation, inquiry, and experience.
8. T or F The sole purpose of delegating to others is to relieve yourself of unwanted tasks.
7. T or F Supervisors should concentrate on delegating the most important matters to others.
6. T or F Only line people have authority; staff personnel do not.
5. T or F Authority refers to the duties you have been assigned.
4. T or F Centralized organizations tend to have fewer levels in their hierarchy; decentralized ones tend to have more.
3. T or F Staff groups give counsel and advice; line groups see that products and services are produced and delivered.
2. T or F Planning comes first; then organizing helps carry out the plan.
1. T or F An organization is the process of arranging the pattern of work relationships.
4.5 Explain the concept of organizational culture, as well as identify the ways in which employees can have fun at work, and then discuss the pros and cons of doing so.
4.4 Understand the benefits derived from delegation and explain several effective approaches to it.
4.3 Define authority, responsibility , and accountability and explain their relationships.

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Supervision Managing For Results 10th Edition John Newstrom - Solutions

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