Free Practice Test: DSST Principles of Supervision

a. Evolution of management/supervision
b. Knowledge and skill requirements
c. Managerial roles
d. Levels of management
e. Business ethics and corporate social responsibility

In this section you will need to focus on knowing how manager/supervisor roles developed over time, how to delegate, understanding the varied roles a manager plays (supervisor, mediator, trainer, etc), determine how best to use the assets of your team, and what define business ethics and social responsibility.

You must also know about the knowledge and skills required to be a supervisor. For example, you must have the ability to maintain multiple relationships with team members simultaneously. It is also important for managers to have knowledge in all areas of the business – not just their department. A manager should have knowledge and experience in customer service, sales, marketing, shareholder relations, planning, scheduling, company structure, history of the business, working with clients, purchasing, contracts, and a myriad of other functions in the business. The skills needed include computer skills, conflict resolution, organization, strategizing, use of any and all equipment in their department, and the ability to communicate with anyone.

A good manager also has a functioning knowledge of the hierarchy of the company and his or her role in that tree. It is especially important that a manager completes his or her tasks in accordance with the vision set by upper management. It is critical that each manager understand that the full vision cannot be achieved without proper task completion at each level of management.

Business ethics and corporate social responsibility are also essential knowledge. Ethics is about doing what is best for not just the company, but the clientele, the community, and any business partners. Corporate social responsibility is the company’s commitment to maintaining environmentally safe facilities, supporting causes in the surrounding communities, and either creating a foundation for regular giving or regularly donating to an existing charity.

a. Planning
b. Organizing and staffing
c. Leading
d. Controlling

In planning, a manager must take the vision put forth by the company and complete his or her department’s tasks in achieving that vision. This calls for both short-term and long-term planning. In the short-term, a manager assigns initial tasks to team members and clarifies the purpose and execution of each job. In long-term planning, the team members are given the vision of the company and an explanation of how each of their tasks is a step in fulfilling that vision.

It takes a lot of organization to handle a team! Managers deal with diverse cultures, personalities, skill sets, and education levels. Proper staffing is necessary to keep organization intact. When managers hire new staff, they are seeking to fill holes in the team. For example, maybe the team is excellent; but, Suzy left recently, and her specialty was marketing. In replacing Suzy, the manager will screen and interview candidates who have the proper education and experience to meet the goals that Suzy was meeting.

As a leader, a manager must first be willing to do any job that those under his or her leadership are performing. In restaurant management, for example, no one is above cleaning the restroom! Part of being a great manager is this willingness to help out wherever one is needed. A leader must also be a person of integrity and patience. Managers must be honest, forthcoming, and approachable. One sign of a lousy team leader is when employees are afraid to approach the leader with questions.

As a function of controlling, managers must assess the performance of their employees, execute disciplinary actions, and create long-term goals for success. This one on one time examining an employee’s performance and how that employee is contributing to the company will give the manager a sense of where that employee needs to improve and what strengths that person brings to the team. Controlling is another way to make sure a manager has every team member in the right role.

a. Legal, political, economic and social
b. Labor-management relations (e.g. unions vs. non-union, exempt vs. non-exempt)
c. Organizational culture
d. Diversity and inclusion
e. Global
f. Sustainable environments
g. Organizational change
h. Workplace safety and security
While some managers never have to deal with legal issues in their departments, they must have basic knowledge of workplace law to be good managers. You have to know how many work hours are allowed per week, when breaks must be given, etc. Breaking these laws can bring trouble to the company!

There are two kinds of politics in business: politics of the industry and politics of the company. A savvy manager will be fully informed on both. It is often necessary, however distasteful, to “play politics” to make sure your department is functioning at 100%. You may need to butter up a member of upper management to get the new computers you need for your team. Persuasive skills are invaluable in this part of management.

The economic environment of the company will be determined by the economic success or failure of the company. A company that is doing very well will have a more laid-back, positive environment – with bonuses given and parties held! A struggling company, however, will be a stressful, potentially negative environment where every move by every employee at every level will and can be called into question.

Upper management directs the social environment of a company. Some upper managers like to have a positive, relaxing work environment, with lenient dress codes and ample perks. On the other hand, there are some companies (and these are usually ones that have been around for decades) whose leaders are stuck in old paradigms of management style and don’t believe in the strength of the “little people.”

Good labor union relations are critical if you are in a union shop. Not only does the manager need to know and follow the federal and state employment laws, but he or she must also abide by all facets of a union contract. Managers must also be familiar with the structure of the union and who acts as the contact point for the union at each level.

Upper management will define the organizational culture. Some companies, like those that have been around for 100 years or more, will take the attitude that “If it ain’t broke, don’t fix it.” However, the old management styles are leading to more turnover as newer, younger companies are generating success through more open, diverse, and relaxed working environments (like Facebook).

In this politically correct age, diversity and inclusion are matters that all managers must attend to. What is fortunate is that managers who recognize the talents of everyone on the team, regardless of their group identification, age, gender, culture, or race, are more likely to be successful. Those managers who have been around the block more than a few times have a tendency to fight against diversity and inclusion.

With our current technologically driven society, it is normal for companies to have global customers. The most important factors you must consider are cultural. For example, it is considered rude and offensive to belch at a formal dinner in Britain. However, the Japanese take that as a huge compliment to the chef!

More and more companies are looking to create sustainable environments not just around their businesses, but within. There are more and more companies taking advantage of green buildings, eco-friendly machines and services, and tips to improve the health of their employees. Yes, employees are a resource that need a positive, healthy environment to perform successfully.

All companies go through change. How the company reacts to that change says a lot about its leaders. Those that anticipate and plan for changes long-term are far more successful than those who simply react to change as it comes. A healthy organization will sail through changes with barely a hiccup.

Workplace safety and security used to be about physical protection for the employees. Now, safety and security have extended to the digital infrastructure companies access every day to get their work done. IT departments are the new security guards – of information. Of course, to keep all company premises and employees safe, physical security guards will always be needed!