Supervision Today 7th Edition Stephen P. Robbins - Solutions

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4.2 Identify and differentiate among various organizational structures and formats, including functional, line-and-staff, divisional or product, matrix, and centralized and decentralized organizations.
4.1 Describe the organizing process and its outcome, and differentiate between formal and informal organizations.
10. The development of a learning organization may create both favorable and unfavorable working conditions. Describe them and explain what a supervisor might do to improve an employee’s ability to adapt to these conditions.
9. Which of the nine steps in the problemsolving process are most likely to benefit from supervisory creativity? Explain.
8. Describe a situation you have read about or experienced that involved an unethical action by a supervisor or manager. How could raising critical questions in advance have helped improve the outcome?
7. What requirements must be met if participation of a work group in the decision-making process is to be successful?
6. Supply some examples of how a company’s policies, rules, or standard procedures help“program” a decision for a supervisor.
5. If you were asked to decide which of five projects might be chosen for a public health care program under your supervision, what technique might you use? Why?
4. Under what circumstances might it be better for supervisors to seek help in solving a problem than to handle it all by themselves?
3. Differentiate between problem solving and decision making.
2. What is the primary cause of most problems?Why do they occur?
1. How would you recognize the existence of a problem?
10. T or F Everyone plays a role in creating a learning organization, not just the corporate training department.
9. T or F It is normal for many employees to be fearful of the impact of new management information systems.
8. T or F For open-book management to work well, employees need to be trained in how to use the shared financial and operating information wisely.
7. T or F It is important to evaluate immediately the likely success of each idea generated in a brainstorming session.
6. T or F Unless the costs exceed the benefits, there is little reason to proceed with a proposed solution.
5. T or F A decision tree is a graphic portrait of the nine steps in the problem-solving process.
4. T or F The first step in problem solving is to collect all relevant information.
3. T or F Problem solving is one part of the larger decision-making process.
2. T or F Current problems require corrective action;potential problems require preventive action.
1. T or F A problem is defined by a gap between what you expect to happen and what is predicted to happen.
3.5 Describe a management information system and explain the value of information in evidence-based management.
3.4 Increase your creativity through the free association of ideas and differentiate between creativity and brainstorming.
3.3 Discuss the rational and intuitive approaches to decision making and explain cost-benefit analysis, decision trees, and ABC analysis.
3.2 List the nine steps in problem solving and decision making that lead to the removal of a problem’s cause.
3.1 Recognize and define a problem or a potential problem.
10. Which approach is more likely to stimulate employee cooperation in cost reduction?Why? (a) “Your jobs are threatened now by price-cutting competitors.” (b) “You can help protect your jobs from price-cutting competitors if we can find a way to reduce our department’s scrap percentage
9. What do you think make continuous improvement programs such as kaizen successful? What might limit their effectiveness?
8. Compare a belt-tightening cost program with a cost-improvement program.
7. A company’s policy manual states, “It is our intention to listen with an open mind to employee complaints.” What supplementary information might a supervisor need to better interpret that policy?
6. When would it be wise for a supervisor to check with a higher-level manager before carrying out a particular policy?
5. How are plans and controls related?
4. Identify each of the following as either a standing plan or a single-use plan: a department’s monthly budget, a fire-drill procedure, this week’s production schedule, the methods prescribed for filling out a purchase order.
3. Why must establishing goals precede developing plans?
2. How are plans, goals, and policies related?
1. How do vision, values, the mission statement, and strategy concern a supervisor?
10. T or F The practices of objective-setting, participation, training, providing explanations, and progress reporting can help reduce potential resistance to cost cutting.
9. T or F Most employees are likely to welcome the opportunity to cut costs, as they share the organization’s understanding of competitive pressures.
8. T or F Overall cost reduction programs are usually introduced at the initiative of supervisors, not higher executives.
7. T or F Attacking the “crucial” cost-reduction areas is also likely to be the most obvious and easiest way to produce the fastest payback.
6. T or F The major contribution of MBO (Management by Objectives) is to make objectives more measurable.
5. T or F Supervisors are usually more concerned with short-range plans than with long-range ones.
4. T or F Good goal statements should be measurable, general, time-oriented, and achievable.
3. T or F After setting several objectives, there is little reason to prioritize them according to their relative importance.
2. T or F Policies are always put into writing so that they will be more clearly understood and more consistently administered.
1. T or F First-line supervisors are responsible for creating vision, values, mission statements, and strategies.
2.5 Identify and evaluate the principal sources of cost-improvement ideas, list some positive approaches, and explain the reasons for employee resistance to cost-reduction programs.
2.4 Understand how to select cost targets, assign priorities to them, and select appropriate strategies for cost reduction.
2.3 Explain the planning process and the differences between long-range and shortrange plans and between standing and single-use plans.
2.2 Create a properly written objective statement for a department supervisor, making sure that it is specific, measurable, attainable, relevant, and time-oriented.
2.1 Explain the importance and benefits of planning and know how to interpret a company’s policies.
10. Ralph has been asked to perform a rather nasty and undesirable task. Surprisingly, he accepts it without hesitation and does it well.Ted, when given the same assignment, tries to duck it. When forced to accept it, Ted botches the job. What factors might explain the differing responses to this
9. Have you ever witnessed, or directly experienced, workplace bullying? If so, how did it feel to the recipient? How was it resolved?
8. What factors distinguish a supervisor’s work environment from that of a higher-level manager? In particular, explain the difference in their time horizons.
7. Energy, good health, and self-control are among the characteristics looked for in a supervisor. Why are these qualities important?
6. What is most surprising to you about the characteristics of systems?
5. Give a specific example of an activity that might be included in each of the five functions of the management process.
4. What is the purpose, or objective, of the management process?
3. What characteristics of a supervisory management job are stressed by the two laws that define this position?
2. How many levels of management are there in a typical organization? At which level are supervisors found?
1. There is one clear distinction between managers and their employees. What is it?
10. T or F Telecommuting provides substantial benefits for both the employee and the organization.
9. T or F The vast majority of employees report that they do their very best on their jobs.
8. T or F Workplace bullying is quite rare, and even if present, it doesn’t usually result in substantial consequences.
7. T or F Most days in the life of a typical supervisor are highly predictable and relatively interruptionfree.
6. T or F Supervisors should be mostly concerned with outputs, not inputs.
5. T or F Most supervisors have been appointed from within the organization, rather than hired from outside.
4. T or F The most important skill set for first-line supervisors lies in the area of technical skills.
3. T or F Unity of direction and unity of command mean the same thing.
2. T or F The managerial functions of leading includes staffing, motivating, and communicating.
1. T or F Supervisors perform the same five functions that other managers and executives do.
Describe the union-organizing process.
Define union.
Explain how supervisors can stimulate innovation.
True or false? All conflict is bad.
List the typical steps in progressive discipline.
Define discipline and the four most common types of discipline problems.
Explain the existence of politics in organizations.
Define politicking.
Describe how a supervisor could stimulate conflict.
List the five basic techniques for resolving conflict.
Identify the three general sources of conflict.
Define conflict.
Some medical experts believe that regular daily exercise results in better health, improved conditioning, and greater tolerance of stressful situations.What would you think about being employed by a company that required you to work out daily on company time? Do you think this would help or hurt
“Supervisors should be concerned with helping their employees cope with both job-related stress and offthe-job stress.” Do you agree or disagree? Discuss.
Differentiate among physiological, psychological, and behavioral stress symptoms. Which are the greatest concerns for supervisors?
What is stress? How can it be positive?
How are incidence rates calculated? Give an example.
Identify three methods of preventing accidents. How can supervisors assist in ensuring that accidents are prevented?
Describe the priority of OSHA investigations.
What are the objectives of the Occupational Safety and Health Act?
What two factors must be present for stress to exist?a. Importance and uncertaintyb. Importance and certaintyc. Unimportance and certaintyd. Unimportance and uncertainty
Injuries sustained by continuous movements of a body part are calleda. musculoskeletal problemsb. carpal tunnel syndromec. eye–hand coordination diseased. none of the above
An unhealthy work environment is best described as a(n)a. OSHA violationb. sick buildingc. imminent dangerd. none of the above
Workplace homicide is the number _____ cause of work-related deaths in the United States.a. fourb. threec. twod. one
Which one of the following is not an accident prevention mechanism?a. Skills trainingb. Protectionc. Valid selection criteriad. Regulation enforcement
Laws that help to identify hazardous chemicals in the workplace and require organizations to inform employees of potential exposures are calleda. right-to-work lawsb. right-to-know lawsc. right-to-life lawsd. rights and ethics laws
The maximum fine imposed by OSHA on an organization should the violation be severe, willful, and repetitive isa. $10,000b. $25,000c. $55,000d. $70,000
A “standard” metric used to compare injuries, illness, or lost workdays in organizations is thea. incidence rateb. work-related injury logc. recordability metricd. OSHA Form 100

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Supervision Today 7th Edition Stephen P. Robbins - Solutions

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