Test Bank –
Umiker's Management Skills for the New
Health Care Supervisor,
By Ellison
8th edition
,TABLE OF CONTENTS
Part 1 Fundamentals for the Supervisor
Chapter 1 Do You Really Want to be a Supervisor?
Chapter 2 Customer Service
Chapter 3 Basic Management Functions
Chapter 4 Reengineering, Mergers, and the Supervisor
Chapter 5 Position Descriptions and Performance Standards
Chapter 6 Policies and Policy Making
Chapter 7 The Supervisor's Legal Environment
Chapter 8 Employee Recruitment
Chapter 9 Interviewing and Employee Selection
Chapter 10 Orientation and Training of New Employees
Chapter 11 Team Leadership
Chapter 12 Safety And Workplace Violence
Part 2 Leading People
Chapter 13 Leaders And Managers
Chapter 14 Coaching and Counseling
Chapter 15 Motivation, Reward, And Recognition
Chapter 16 Performance Feedback
Chapter 17 Disciplining: Correction of Behavior
Chapter 18 Cultural Diversity: Managing the Changing Workforce
Chapter 19 Conflict And Confrontation
Chapter 20 Employees With Problems
Chapter 21 Ethics in the Workplace
Chapter 22 Managing Difficult Employees
Chapter 23 Complaints, Grievances, And Appeals
Chapter 24 Employee Retention
Chapter 25 Privacy and Confidentiality: Employees and Customers
,Part 3 Healthcare Cost Control
Chapter 26 Managed Care
Chapter 27 Budgets And Cost Control
Part 4 Developing Employees
Chapter 28 Staff Development
Chapter 29 Change As A Way Of Life
Chapter 30 Delegation And Empowerment
Part 5 Special Supervisory Skills
Chapter 31 Spoken Communication
Chapter 32 Written Communication
Chapter 33 Holding Effective Meetings
Chapter 34 Decision Making and Problem Solving
Chapter 35 Time Management
Part 6 The Supervisor's Continuing Development
Chapter 36 Coping With Stress and Burnout
Chapter 37 The Supervisor's Future
, PART 1: FUNDAMENTALS FOR THE SUPERVISOR
Chapter 1: Do You Really Want to Be a Supervisor?
Multiple Choice
1. Which of the following best describes the primary shift in responsibility when an employee becomes a
supervisor?
A) From doing the work to ensuring the work gets done through others
B) From part-time to full-time employment
C) From clinical duties to purely financial duties
D) From individual accountability to no accountability
Answer: A
Rationale: The fundamental transition from employee to supervisor involves moving from performing
tasks personally to achieving results through the efforts of others.
2. A common misconception about becoming a supervisor in health care is that:
A) It requires less clinical knowledge
B) It automatically comes with a significant pay increase and less work
C) It eliminates the need for continuing education
D) It requires no interpersonal skills
Answer: B
Rationale: Many new supervisors mistakenly believe that promotion means significantly more money for
less hands-on work. In reality, supervisory roles carry greater responsibility, longer hours, and more
complex challenges.
3. Which of the following is a key personal characteristic of an effective health care supervisor?
A) A desire to control every detail personally
B) Emotional maturity and self-awareness
C) A preference for working alone
D) Avoidance of conflict at all costs
Answer: B
Rationale: Emotional maturity and self-awareness are essential for handling the interpersonal demands
of supervision, including conflict, discipline, and motivation.
4. The "sandwich" position of the supervisor refers to:
A) Being caught between upper management expectations and frontline employee needs
B) Working two shifts back-to-back
Umiker's Management Skills for the New
Health Care Supervisor,
By Ellison
8th edition
,TABLE OF CONTENTS
Part 1 Fundamentals for the Supervisor
Chapter 1 Do You Really Want to be a Supervisor?
Chapter 2 Customer Service
Chapter 3 Basic Management Functions
Chapter 4 Reengineering, Mergers, and the Supervisor
Chapter 5 Position Descriptions and Performance Standards
Chapter 6 Policies and Policy Making
Chapter 7 The Supervisor's Legal Environment
Chapter 8 Employee Recruitment
Chapter 9 Interviewing and Employee Selection
Chapter 10 Orientation and Training of New Employees
Chapter 11 Team Leadership
Chapter 12 Safety And Workplace Violence
Part 2 Leading People
Chapter 13 Leaders And Managers
Chapter 14 Coaching and Counseling
Chapter 15 Motivation, Reward, And Recognition
Chapter 16 Performance Feedback
Chapter 17 Disciplining: Correction of Behavior
Chapter 18 Cultural Diversity: Managing the Changing Workforce
Chapter 19 Conflict And Confrontation
Chapter 20 Employees With Problems
Chapter 21 Ethics in the Workplace
Chapter 22 Managing Difficult Employees
Chapter 23 Complaints, Grievances, And Appeals
Chapter 24 Employee Retention
Chapter 25 Privacy and Confidentiality: Employees and Customers
,Part 3 Healthcare Cost Control
Chapter 26 Managed Care
Chapter 27 Budgets And Cost Control
Part 4 Developing Employees
Chapter 28 Staff Development
Chapter 29 Change As A Way Of Life
Chapter 30 Delegation And Empowerment
Part 5 Special Supervisory Skills
Chapter 31 Spoken Communication
Chapter 32 Written Communication
Chapter 33 Holding Effective Meetings
Chapter 34 Decision Making and Problem Solving
Chapter 35 Time Management
Part 6 The Supervisor's Continuing Development
Chapter 36 Coping With Stress and Burnout
Chapter 37 The Supervisor's Future
, PART 1: FUNDAMENTALS FOR THE SUPERVISOR
Chapter 1: Do You Really Want to Be a Supervisor?
Multiple Choice
1. Which of the following best describes the primary shift in responsibility when an employee becomes a
supervisor?
A) From doing the work to ensuring the work gets done through others
B) From part-time to full-time employment
C) From clinical duties to purely financial duties
D) From individual accountability to no accountability
Answer: A
Rationale: The fundamental transition from employee to supervisor involves moving from performing
tasks personally to achieving results through the efforts of others.
2. A common misconception about becoming a supervisor in health care is that:
A) It requires less clinical knowledge
B) It automatically comes with a significant pay increase and less work
C) It eliminates the need for continuing education
D) It requires no interpersonal skills
Answer: B
Rationale: Many new supervisors mistakenly believe that promotion means significantly more money for
less hands-on work. In reality, supervisory roles carry greater responsibility, longer hours, and more
complex challenges.
3. Which of the following is a key personal characteristic of an effective health care supervisor?
A) A desire to control every detail personally
B) Emotional maturity and self-awareness
C) A preference for working alone
D) Avoidance of conflict at all costs
Answer: B
Rationale: Emotional maturity and self-awareness are essential for handling the interpersonal demands
of supervision, including conflict, discipline, and motivation.
4. The "sandwich" position of the supervisor refers to:
A) Being caught between upper management expectations and frontline employee needs
B) Working two shifts back-to-back
