Question 1

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

Accepted Answer

A) True 
 B)False

Question 2

The supervisor should always take quick action in disciplinary situations in order to make an example of the offender.

Accepted Answer

A) True 
 B)False

Question 3

If an employee violates a workplace policy after receiving a verbal warning, the next step would be to suspend the employee without pay.

Accepted Answer

A) True 
 B)False

Question 4

If an offense is relatively minor and an employee has no disciplinary record, which of the following forms of progressive discipline would be most appropriate?

Accepted Answer

A)  Informal talk 
B)  Oral warning 
C)  Written warning 
D)  Disciplinary layoff 
A)  Informal talk 
B)  Oral warning 
C)  Written warning 
D)  Disciplinary layoff

Question 5

Immediacy means that the supervisor should take disciplinary action as promptly as possible.

Accepted Answer

A) True 
 B)False

Question 6

If the supervisor does not take appropriate action when required, some of the other employees may be inclined to follow the poor examples of behavior in the workplace.

Accepted Answer

A) True 
 B)False

Question 7

Positive employee discipline requires company rules that are reasonable and well communicated.

Accepted Answer

A) True 
 B)False

Question 8

The right to appeal a disciplinary action is merely a formality and not a privilege.

Accepted Answer

A) True 
 B)False

Question 9

Employment-at-will is the legal concept that employers can dismiss employees at any time and for any reason, except for unlawful discrimination and contractual or other restrictions.

Accepted Answer

A) True 
 B)False

Question 10

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

Accepted Answer

A) True 
 B)False

Question 11

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

Accepted Answer

A)  Take appropriate action to discourage borderline employees from attempting similar violations. 
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 appropriate action to discourage borderline employees from attempting similar violations. 
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 12

In the case of insubordination, a supervisor might have a good reason to publicly discipline an employee.

Accepted Answer

A) True 
 B)False

Question 13

What is positive discipline? Positive self-discipline?

Accepted Answer

Positive discipline is the condition tha

Question 14

It important to discipline employees in private. Why is this the case? In which circumstances should a supervisor take public disciplinary action?

Accepted Answer

Any public disciplinary action can resul

Question 15

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 16

When a situation arises, before doing anything else the supervisor should investigate what happened and why.

Accepted Answer

A) True 
 B)False

Question 17

Paolo has just resolved three different disciplinary cases involving tardiness issues with three different employees. Each employee was given a different disciplinary action. One employee received a written warning, one employee received an informal talk, and another received suspension or layoff. Which of the following circumstances would warrant such action on the part of Paolo?

Accepted Answer

A)  Nothing would warrant such differences in treatment. 
B)  The employees got along differently with Paolo. 
C)  One worker was from a protected group, and Paolo didn't like one of the others. 
D)  The three employees had different records of previous offenses of the same nature. 
A)  Nothing would warrant such differences in treatment. 
B)  The employees got along differently with Paolo. 
C)  One worker was from a protected group, and Paolo didn't like one of the others. 
D)  The three employees had different records of previous offenses of the same nature.

Question 18

When conducting an investigation, the supervisor should interview:

Accepted Answer

A)  Only the employee involved. 
B)  Only fellow supervisors. 
C)  Only the employees with relevant information pertaining to the situation. 
D)  None of the above. 
A)  Only the employee involved. 
B)  Only fellow supervisors. 
C)  Only the employees with relevant information pertaining to the situation. 
D)  None of the above.

Question 19

An employee who states, "I'll show them--they can take this job and shove it!" is demonstrating the flight approach to unfair treatment.

Accepted Answer

A) True 
 B)False

Question 20

The hot stove rule includes:

Accepted Answer

A)  Advance warning. 
B)  Immediacy. 
C)  Impersonality. 
D)  All of the above. 
A)  Advance warning. 
B)  Immediacy. 
C)  Impersonality. 
D)  All of the above.

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

The supervisor should always take quick action in disciplinary situations in order to make an example of the offender.

If an employee violates a workplace policy after receiving a verbal warning, the next step would be to suspend the employee without pay.

If an offense is relatively minor and an employee has no disciplinary record, which of the following forms of progressive discipline would be most appropriate?

Immediacy means that the supervisor should take disciplinary action as promptly as possible.

If the supervisor does not take appropriate action when required, some of the other employees may be inclined to follow the poor examples of behavior in the workplace.

Positive employee discipline requires company rules that are reasonable and well communicated.

The right to appeal a disciplinary action is merely a formality and not a privilege.

Employment-at-will is the legal concept that employers can dismiss employees at any time and for any reason, except for unlawful discrimination and contractual or other restrictions.

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

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

In the case of insubordination, a supervisor might have a good reason to publicly discipline an employee.

What is positive discipline? Positive self-discipline?

It important to discipline employees in private. Why is this the case? In which circumstances should a supervisor take public disciplinary action?

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

When a situation arises, before doing anything else the supervisor should investigate what happened and why.

When conducting an investigation, the supervisor should interview:

An employee who states, "I'll show them--they can take this job and shove it!" is demonstrating the flight approach to unfair treatment.

The hot stove rule includes:

Supervising in Uncertain Times

The Managerial Functions

Communication: the Key to Effective Supervisory Management

Principles of Motivation

Solving Problems: Decision Making and the Supervisor

Supervisory Planning

Supervisory Principles for Organizing

The Supervisors Role in Preparing Employees for Success

Supervisory Leadership and the Management of Change

Managing Work Groups: Teamwork, Morale and Counseling

Supervising a Diverse Workforce

Fundamentals of Controlling

Performance Management

Resolving Conflicts in the Workplace

Filters

Exam 6: Positive Discipline

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

The supervisor should always take quick action in disciplinary situations in order to make an example of the offender.

If an employee violates a workplace policy after receiving a verbal warning, the next step would be to suspend the employee without pay.

If an offense is relatively minor and an employee has no disciplinary record, which of the following forms of progressive discipline would be most appropriate?

Immediacy means that the supervisor should take disciplinary action as promptly as possible.

If the supervisor does not take appropriate action when required, some of the other employees may be inclined to follow the poor examples of behavior in the workplace.

Positive employee discipline requires company rules that are reasonable and well communicated.

The right to appeal a disciplinary action is merely a formality and not a privilege.

Employment-at-will is the legal concept that employers can dismiss employees at any time and for any reason, except for unlawful discrimination and contractual or other restrictions.

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

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

In the case of insubordination, a supervisor might have a good reason to publicly discipline an employee.

What is positive discipline? Positive self-discipline?

It important to discipline employees in private. Why is this the case? In which circumstances should a supervisor take public disciplinary action?

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

When a situation arises, before doing anything else the supervisor should investigate what happened and why.

When conducting an investigation, the supervisor should interview:

An employee who states, "I'll show them--they can take this job and shove it!" is demonstrating the flight approach to unfair treatment.

The hot stove rule includes:

Supervising in Uncertain Times

The Managerial Functions

Communication: the Key to Effective Supervisory Management

Principles of Motivation

Solving Problems: Decision Making and the Supervisor

Supervisory Planning

Supervisory Principles for Organizing

The Supervisors Role in Preparing Employees for Success

Supervisory Leadership and the Management of Change

Managing Work Groups: Teamwork, Morale and Counseling

Supervising a Diverse Workforce

Fundamentals of Controlling

Performance Management

Resolving Conflicts in the Workplace

Filters