DSST Principles of Supervision key terms

The relevant permitted decisions and resources assigned for a task, which should support its responsibility without eliminating the supervisor’s own accountability.

Specific evidence about an observed action and its effect, distinct from a stereotype, unsupported motive attribution or casual clinical label.

A set of relevant outcome, quality and resource indicators that reduces reliance on one local activity count which can encourage unintended behavior.

A real resource, dependency or operating limitation affecting performance, which repetition of unrelated training may not remove.

The management activity of clarifying intended outcomes, relevant actions, resources and conditions before execution, not a guarantee that forecasts will prove correct.

Comparison of relevant actual results with intended standards and justified corrective action, distinct from punishing every deviation without investigating its cause.

The number of direct reports under a supervisor in the stated organizational structure, whose workable size depends on task, support and competence.

Shared norms and assumptions affecting workplace behavior, which can support coordination or reinforce outdated practices under changed conditions.

Incompatible demands associated with a role, which can prevent meeting every stated expectation without a justified prioritization or system change.

A motivation framework relating effort-performance expectations, performance-outcome links and outcome value, not a universal clinical diagnosis or guaranteed response.

A disagreement handled through relevant evidence, fair listening and task goals so alternatives can be examined without turning it into a personal attack.

An organisational design with several layers of management and a clear chain of command from senior to junior staff. It offers clear authority and promotion paths but can slow communication and raise costs.

Removing one or more levels of management from an organisation's hierarchy to cut costs and shorten communication channels. It widens spans of control and may reduce promotion opportunities, affecting morale.

Passing authority to a subordinate to carry out a task while the manager keeps overall accountability. It develops staff and frees managers' time but risks poor decisions if training and control are inadequate.

The process of identifying a vacancy and attracting suitable applicants, through internal promotion or external methods such as advertising and agencies. The chosen method affects cost, speed and the quality of candidates.

A document stating the duties, responsibilities and reporting relationships of a post. It is used to advertise a vacancy and to set expectations, and it supports later appraisal and training decisions.

A profile of the qualifications, skills, experience and personal qualities required for a job. It helps shortlist applicants objectively and reduces bias, though poorly written criteria can exclude suitable candidates.

Choosing the best applicant for a vacancy using tools such as interviews, tests, references and assessment centres. Reliable selection reduces costly staff turnover but methods vary in validity and expense.

Introductory training given to new employees covering the organisation, its rules, health and safety and their role. It helps newcomers settle quickly and reduces early resignation, but takes time away from work.

Teaching skills while the employee performs real tasks at the workplace, often under supervision. It is relatively cheap and job-relevant but can pass on poor habits and disrupt normal output.

A framework classifying growth options by existing or new products and markets. It supports comparison of strategic changes, but the actual risk depends on capabilities, commitment and the particular situation.

The long-term plan of action a firm adopts to achieve its objectives and gain advantage over rivals, given its resources and environment. It involves choices about markets, products and methods of competing.

A review of a firm's internal strengths and weaknesses and external opportunities and threats. It informs strategy by matching capabilities to the environment, though it can become a static list if not updated.

An examination of political, economic, social and technological influences on a business. It helps anticipate external change and shape strategy, but it is descriptive and does not by itself prescribe action.

Acquiring control of another business by buying enough of its shares, often as a faster route to growth than internal expansion. It brings immediate capacity but risks overpaying and clashing cultures.

The joining of two businesses into a single organisation, usually presented as a partnership of equals. It can create synergies and market power, but integration problems often erode the expected benefits.