Chapter 12

Which of the following misconceptions about time management may be covering up a supervisor's inability or unwillingness to train and develop staff? A. "My job as a supervisor isn't to manage time, it's to put out fires." B. "I'm the only one who can really do this task the right way." C. "My job is different every day, specific schedules won't work." D. "I get so many interruptions, time management is impossible."

B. "I'm the only one who can really do this task the right way."

Which of the following statements about time management software applications is false? A. Electronic to-do lists set all tasks as the same priority level. B. Electronic time management systems enable users to track tasks their percentage of completion. C. Electronic time management systems provide automatic prompts and reminders about tasks and scheduled meetings. D.Electronic time management systems can post regularly occurring meetings and block time on a calendar for appropriate days for several weeks into the future.

A. Electronic to-do lists set all tasks as the same priority level.

Analyzing daily time logs would help a supervisor to accomplish all of the following except: A. establish priorities. B. determine the most productive times of the workday. C. discover which tasks are consistently avoided. D. identify activities that waste time on unproductive tasks.

A. establish priorities.

After listing all of the tasks on a daily to-do list, the next step in managing your time should be to: A. prioritize tasks in terms of which are to be done first, second, third, etc. B. delegate what you can and do the rest yourself. C. file it away for a day that is not so busy. D. accomplish all the short tasks first and leave the longer tasks for later in the day.

A. prioritize tasks in terms of which are to be done first, second, third, etc.

Enrique's "can do" attitude was an important factor in his recent promotion to dining room supervisor at theFitness Club Restaurant. In his new position, Enrique is busier than ever before but seems to be accomplishingless and less. He seems pulled from one person to the next, from one problem to the next, from one crisis to the next and the work schedules are posted later and later, his reports have more and more errors, and his attitude seems to be changing for the worse. Enrique probably needs help with: A. time management skills. B. conflict management skills. C. change management skills. D. coaching skills.

A. time management skills.

Stephanie is analyzing how she actually spends time at work. She is especially interested in planning her timemore wisely in the future. She wants to find out which part of each day is typically the most productive for her.The best time management tool for Stephanie to use would be: A. job analysis forms. B. daily time logs. C. a weekly planning guide. D. a day-timer calendar.

B. daily time logs.

Which of the following cannot be delegated? A. responsibility for performing a task B. authority to complete a task C. accountability for accomplishing a task D. none of the above can be delegated

C. accountability for accomplishing a task

All of the following are time robbers except: A. procrastinating. B. setting unrealistic deadlines for tasks. C. establishing priorities. D. overloading your schedule with meetings and tasks.

C. establishing priorities.

Managing time and sticking to priorities becomes easier for supervisors when they: A. delegate the lowest priority tasks to employees. B. avoid all interruptions and follow their to-do lists. C. set priorities with the help of their boss. D. delegate the highest priority tasks to employees.

C. set priorities with the help of their boss.

Successful delegation depends on all of the following factors except: A. the supervisor's willingness to help an employee succeed at completing a task. B. the supervisor's ability to help an employee succeed at completing a task. C. the supervisor's willingness to give necessary authority to an employee to complete a task. D. the supervisor's need to get the credit for accomplishing the delegated task.

D. the supervisor's need to get the credit for accomplishing the delegated task.