jimtrue.com : school : CUL137 : Midterm Topics for Supervision

Posted by Jim True on August 3, 2009 7:34 PM. Last Updated August 3, 2009 7:34 PM

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Midterm Topics for Supervision

1. List the 4 Primary Sources of Power
• Legitimate power: granted by position
• Reward power: granted by ability to give bonuses and perks
• Coercive power: granted by ability to threaten and punish
• Expert power: granted by respect or admiration from ones peers.
2. Define Boomerang Management
• Failure to adapt to a management role by continually wishing to hang out with the folks you supervise. Person is typically someone who once filled an hourly role and was made a supervisor over the people they used to work with.
3. 4 Leadership Styles
• Autocratic: Sole decision maker, dictates tasks, focused on completing goals.
• Bureaucratic: Strictly by the book, rules and regulations
• Democratic: decisions are discussed with employees, sharing the responsibilities
• Laissez-Faire: hands off approach, gives power to the employees
4. Maslow's Hiearchy of Needs
• From Top to Bottom:
• Physiological Needs: Salary
• Safety Needs: Benefits, Retirement plan
• Social Needs: Friends at work
• Ego Needs: Job Title
• Need for self-fulfillment: challenging job
5. Non exempt and exempt employees
• Nonexempt: covered by federal and stage wage and hour laws. Hourly employees that are guaranteed minimum wage and overtime (after 40 hours).
• Exempt: Not covered by federal and state wage and hour laws. If they spend 50% + managing 2 or more employees under federal law they are paid $1000 or more per month (depending on the state).
6. Know what the Human Relations Theory is
• Hawthorne plant of Western Electric Co.
• Focus shifted from the work to people
• Emphasizes the importance of workers as individuals
• Happy employees = productivity
7. Managerial Skills
• Technical Skills: ability to do the work of the people you supervise
• Human Skills: ability to handle people successfully, through treating workers as individuals, sensitivity, self-awareness (how employees perceive you), etc.
• Conceptual skills: ability to see the whole picture and the relationship of each part to the whole
8. Two types of authority
• Formal: that given to you by the position you have
• Real: that given to you by the support of your employees
9. Theory X and Theory Y People
• Theory X: counterproductive, dislike of work, must be controlled, coerced. Prefer to be led, lack ambition and want security
• Theory y: use work to fulfill their own internal need to better themselves, focused on objectives and outcomes, motivated.
10. 4 EEO Laws, What YEAR
• Equal Pay Act, 1963: Gender differences in pay
• Civil Rights Act, 1964: discrimination based on race
• Age Discrimination in Employment, 1967: discrimination those 40 and older
• Pregnancy Discrimination Act, 1978: Pregnancy must be treated as medical disability
• Immigration Reform and Control Act: Discrimination based on citizenship status and nationality
• Americans with Disabilities Act (ADA): Discrimination of disabled persons
• Family and Medical Leave Act, 1993: 12 weeks of leave for both husband and wife for birth/adoption/sickness in family
11. 4 Theories of Motivation
• Motivation through Fear: threat and punishment
• Carrot and Stick: combines fear with incentives
• Economic man: money is the only thing that motivates
• Human Relations: if you treat workers as people, they will get the job done.
• Theory Y: make work fulfilling and people will be naturally motivated
• Behavior modification: give positive reinforcement
12. Job Enrichment
13. Segments of Job Analysis (2 segments)
• position: consists of duties and responsibilities performed by one employee
• Units of work
• each unit includes a number of tasks
14. Uses of a Job Description
• Recruiting
• Interviewing
• Evaluating
• Training
• Assigning work
• Deciding on disciplinary action
15. 3 Levels of Performance
• Meets expectations
• Exceeds expectations
• Does not meet expecations or needs improvement
16. Roles between owner, employees and supervisor
17. Define Performance Standards
• Used to determine a quality of work for a particular position. Must include a metric that is attainable and realistic
18. Uses of Performance Standards
• Quality control, evaluating job performance, consistency

Illustrate and explain: draw pictures or write out

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