Question 1

It is best for upper management to create ethical codes and policies without input from employees and supervisors.

Accepted Answer

A) True 
 B)False

Question 2

Infractions of rules concerning time schedules, rest periods, procedures and safety are among some of the most common situations requiring supervisory action.

Accepted Answer

A) True 
 B)False

Question 3

Where disciplinary action is concerned, which of the following is an UNCOMMON situation?

Accepted Answer

A)  Arriving to work late. 
B)  Having a bad attitude. 
C)  Calling in sick. 
D)  Consuming illegal substances on the job. 
A)  Arriving to work late. 
B)  Having a bad attitude. 
C)  Calling in sick. 
D)  Consuming illegal substances on the job.

Question 4

When disciplining an employee who is a member of a labor union, the supervisor should:

Accepted Answer

A)  Have representatives of both management and union present when disciplinary action is communicated to the employee. 
B)  Ensure that the union is notified after the disciplinary action has been communicated. 
C)  Communicate the disciplinary action through the union. 
D)  Discipline the employee in public to "show up" the union. 
A)  Have representatives of both management and union present when disciplinary action is communicated to the employee. 
B)  Ensure that the union is notified after the disciplinary action has been communicated. 
C)  Communicate the disciplinary action through the union. 
D)  Discipline the employee in public to "show up" the union.

Question 5

Supervisors who do not discipline employees consistently often create doubts among employees as to what the rules really are.

Accepted Answer

A) True 
 B)False

Question 6

At the end of the day, Jerrold sees that Mike has neglected to turn off the machine he operates. As Mike's supervisor, Jerrold knows that this is serious offense, and gives him an oral warning right away. Jerrold's action is an example of which element of the hot stove rule?

Accepted Answer

A)  Advance warning. 
B)  Impersonality. 
C)  Immediacy. 
D)  Consistency. 
A)  Advance warning. 
B)  Impersonality. 
C)  Immediacy. 
D)  Consistency.

Question 7

A supervisor should maintain self-control unless the employee's actions are severe.

Accepted Answer

A) True 
 B)False

Question 8

What is positive discipline? positive self-discipline?

Accepted Answer

Positive discipline is the condition tha

Question 9

A supervisor does not need to have "just cause" to take disciplinary action against an employee.

Accepted Answer

A) True 
 B)False

Question 10

The supervisor who feels inclined to be lenient every now and then is doing the employees no favor.

Accepted Answer

A) True 
 B)False

Question 11

If an employee is transferred to another department as part of a disciplinary action, the employee's new supervisor should not be told of the circumstances surrounding the transfer so as not to unfairly bias the supervisor against the employee.

Accepted Answer

A) True 
 B)False

Question 12

If the supervisor does not take action when required the behavior will most likely continue, but only among those employees who previously misbehaved.

Accepted Answer

A) True 
 B)False

Question 13

For serious employee offenses, discharge is usually preferable to demotion.

Accepted Answer

A) True 
 B)False

Question 14

An example of progressive discipline would be:

Accepted Answer

A)  Written warning, discharge, demotion. 
B)  Written warning, oral warning, suspension. 
C)  Oral warning, written warning, suspension, discharge. 
D)  Oral warning, disciplinary layoff, written warning. 
A)  Written warning, discharge, demotion. 
B)  Written warning, oral warning, suspension. 
C)  Oral warning, written warning, suspension, discharge. 
D)  Oral warning, disciplinary layoff, written warning.

Question 15

When confronted with disciplinary problems from employees, the supervisor should:

Accepted Answer

A)  Take immediate action to discourage other employees from demonstrating similar behavior. 
B)  Ignore the problem employee and hope that the "silent treatment" is effective. 
C)  Handle the matter in public to set an example. 
D)  Avoid taking action quickly, since some disciplinary situations can and should be overlooked. 
A)  Take immediate action to discourage other employees from demonstrating similar behavior. 
B)  Ignore the problem employee and hope that the "silent treatment" is effective. 
C)  Handle the matter in public to set an example. 
D)  Avoid taking action quickly, since some disciplinary situations can and should be overlooked.

Question 16

Organizations that have implemented discipline without punishment have reported:

Accepted Answer

A)  Improved employee morale. 
B)  Improved productivity. 
C)  Improved employee-supervisor relations. 
D)  Improved customer satisfaction. 
A)  Improved employee morale. 
B)  Improved productivity. 
C)  Improved employee-supervisor relations. 
D)  Improved customer satisfaction.

Question 17

The right to appeal gives employees the opportunity to request higher level management to review the supervisor's disciplinary action.

Accepted Answer

A) True 
 B)False

Question 18

Because individuals do not always agree on what are acceptable standards of conduct, top-level managers must rely on employees to use their better judgement.

Accepted Answer

A) True 
 B)False

Question 19

Organizations that have implemented a discipline without punishment approach have seen employee morale improve.

Accepted Answer

A) True 
 B)False

Question 20

Under extreme circumstances it may be in the supervisor's best interest to take disciplinary action in public.

Accepted Answer

A) True 
 B)False

It is best for upper management to create ethical codes and policies without input from employees and supervisors.

Infractions of rules concerning time schedules, rest periods, procedures and safety are among some of the most common situations requiring supervisory action.

Where disciplinary action is concerned, which of the following is an UNCOMMON situation?

When disciplining an employee who is a member of a labor union, the supervisor should:

Supervisors who do not discipline employees consistently often create doubts among employees as to what the rules really are.

At the end of the day, Jerrold sees that Mike has neglected to turn off the machine he operates. As Mike's supervisor, Jerrold knows that this is serious offense, and gives him an oral warning right away. Jerrold's action is an example of which element of the hot stove rule?

A supervisor should maintain self-control unless the employee's actions are severe.

What is positive discipline? positive self-discipline?

A supervisor does not need to have "just cause" to take disciplinary action against an employee.

The supervisor who feels inclined to be lenient every now and then is doing the employees no favor.

If an employee is transferred to another department as part of a disciplinary action, the employee's new supervisor should not be told of the circumstances surrounding the transfer so as not to unfairly bias the supervisor against the employee.

If the supervisor does not take action when required the behavior will most likely continue, but only among those employees who previously misbehaved.

For serious employee offenses, discharge is usually preferable to demotion.

An example of progressive discipline would be:

When confronted with disciplinary problems from employees, the supervisor should:

Organizations that have implemented discipline without punishment have reported:

The right to appeal gives employees the opportunity to request higher level management to review the supervisor's disciplinary action.

Because individuals do not always agree on what are acceptable standards of conduct, top-level managers must rely on employees to use their better judgement.

Organizations that have implemented a discipline without punishment approach have seen employee morale improve.

Under extreme circumstances it may be in the supervisor's best interest to take disciplinary action in public.

Supervising in Uncertain Times

The Managerial Functions

Communication: the Vital Link in Supervisory Management

Motivational Principles As Applied to Supervision

Solving Problems: Decision Making and the Supervisor

Supervisory Planning

Supervisory Organizing at the Departmental Level

The Supervisor and Employee Recruitment, Selection, Orientation and Training

Performance Management: Appraising, Coaching, Promoting, and Compensating

Supervisory Leadership and the Management of Change

Managing Work Groups: Teamwork, Morale and Counseling

Supervising a Diverse Workforce

Fundamentals of Controlling

Resolving Conflicts in the Workplace

Filters

Exam 6: Positive Discipline

It is best for upper management to create ethical codes and policies without input from employees and supervisors.

Infractions of rules concerning time schedules, rest periods, procedures and safety are among some of the most common situations requiring supervisory action.

Where disciplinary action is concerned, which of the following is an UNCOMMON situation?

When disciplining an employee who is a member of a labor union, the supervisor should:

Supervisors who do not discipline employees consistently often create doubts among employees as to what the rules really are.

At the end of the day, Jerrold sees that Mike has neglected to turn off the machine he operates. As Mike's supervisor, Jerrold knows that this is serious offense, and gives him an oral warning right away. Jerrold's action is an example of which element of the hot stove rule?

A supervisor should maintain self-control unless the employee's actions are severe.

What is positive discipline? positive self-discipline?

A supervisor does not need to have "just cause" to take disciplinary action against an employee.

The supervisor who feels inclined to be lenient every now and then is doing the employees no favor.

If an employee is transferred to another department as part of a disciplinary action, the employee's new supervisor should not be told of the circumstances surrounding the transfer so as not to unfairly bias the supervisor against the employee.

If the supervisor does not take action when required the behavior will most likely continue, but only among those employees who previously misbehaved.

For serious employee offenses, discharge is usually preferable to demotion.

An example of progressive discipline would be:

When confronted with disciplinary problems from employees, the supervisor should:

Organizations that have implemented discipline without punishment have reported:

The right to appeal gives employees the opportunity to request higher level management to review the supervisor's disciplinary action.

Because individuals do not always agree on what are acceptable standards of conduct, top-level managers must rely on employees to use their better judgement.

Organizations that have implemented a discipline without punishment approach have seen employee morale improve.

Under extreme circumstances it may be in the supervisor's best interest to take disciplinary action in public.

Supervising in Uncertain Times

The Managerial Functions

Communication: the Vital Link in Supervisory Management

Motivational Principles As Applied to Supervision

Solving Problems: Decision Making and the Supervisor

Supervisory Planning

Supervisory Organizing at the Departmental Level

The Supervisor and Employee Recruitment, Selection, Orientation and Training

Performance Management: Appraising, Coaching, Promoting, and Compensating

Supervisory Leadership and the Management of Change

Managing Work Groups: Teamwork, Morale and Counseling

Supervising a Diverse Workforce

Fundamentals of Controlling

Resolving Conflicts in the Workplace

Filters