Contemporary Management Exam Practice Tests
Course Introduction
Contemporary Management explores the dynamic landscape of modern organizational practices, focusing on current theories, tools, and strategies used by managers to effectively lead in todays global and ever-evolving business environment. This course examines the challenges and opportunities presented by technological advancements, diversity, ethical considerations, and rapid change. Students will analyze real-world case studies, engage in collaborative projects, and develop practical skills in decision-making, communication, and leadership. Emphasis is placed on innovative management approaches, the impact of globalization, and the importance of adaptability in shaping organizational success.
Recommended Textbook Management 8th Australia Edition by Stephen Robbins
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18 Chapters
2328 Verified Questions
2328 Flashcards
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Page 2
Chapter 1: Managers in the Workplace
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139 Verified Questions
139 Flashcards
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Sample Questions
Q1) The four contemporary functions of management are: planning, organising, leading and controlling.
A)True
B)False
Answer: True
Q2) Mentoring is primarily associated with the management function of ________.
A)organising
B)systems analysis
C)controlling
D)leading
E)planning
Answer: D
Q3) The ________ role is more important for lower-level managers than it is for either middle- or top-level managers.
A)disseminator
B)negotiator
C)leader
D)spokesperson
E)entrepreneur
Answer: C
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Chapter 2: Management History
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121 Verified Questions
121 Flashcards
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Sample Questions
Q1) Henri Fayol would be classified under which of the following management approaches?
A)General Administrative
B)Scientific Management
C)Quantitative
D)Human Resource
E)Systems
Answer: A
Q2) The term learning organisations is given to those companies that have extensive in-house training programs.
A)True
B)False
Answer: False
Q3) Frank Gilbreth's best-known contribution to scientific management concerned selecting the best worker.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Managing the External Environment and Organisational Culture
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140 Verified Questions
140 Flashcards
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Sample Questions
Q1) Which of the following views of managerial impact is useful in explaining the high turnover among professional sport coaches who can be considered the 'managers' of their teams?
A)symbolic
B)omnipotent
C)generalist
D)autocratic
E)dynamic
Answer: B
Q2) Which of the following is NOT implied by the textbook's definition of 'culture'?
A)Culture is a perception.
B)Individuals tend to describe an organisation's culture in dissimilar terms.
C)There is a shared aspect of culture.
D)Organisational culture is a descriptive term.
E)Research suggests seven dimensions to an organisation's culture.
Answer: B
Q3) Strong cultures have more influence on employees than weak ones.
A)True
B)False
Answer: True
Page 5
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Chapter 4: Managing in a Global Environment
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140 Verified Questions
140 Flashcards
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Sample Questions
Q1) The Southern Common Market is also known as ________.
A)EU
B)Mercosur
C)NAFTA
D)SAFTA
E)Association of South American Countries
Q2) The primary motivation for joining the European Union was ________.
A)to reduce the economic competitiveness with other parts of the world
B)to increase the political power of European countries in worldwide peace negotiations
C)to control tax exemptions within Europe and encourage inter-member cooperation in apprehending tax cheats
D)to reduce union organisation that had threatened to make some countries less competitive
E)to reassert their economic power against America and Japan
Q3) The legal-political environment is an important factor of managing in a foreign environment.
A)True
B)False
Q4) In a short essay, describe three major regional trading alliances.
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Chapter 5: Social Responsibility and Managerial Ethics
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141 Verified Questions
141 Flashcards
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Sample Questions
Q1) What term indicates the degree of the strength of a person's convictions?
A)locus of control
B)ego strength
C)moral development
D)conviction strength
E)personality strength
Q2) The belief that business should be responsible because such actions are right for their own sake is known as which argument for social responsibility?
A)public expectation
B)ethical obligation
C)public image
D)discouragement of further government regulation
E)balance of responsibility and power
Q3) In a short essay, explain the four approaches that organisations can take to being 'green'.
Q4) According to the textbook, 'social responsibility' and 'social responsiveness' are the same thing.
A)True
B)False
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Chapter 6: Managers As Decision Makers
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143 Verified Questions
143 Flashcards
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Sample Questions
Q1) ________ includes conveying a decision to those affected and getting their commitment to it.
A)Selecting an alternative
B)Evaluation of decision effectiveness
C)Implementation of the alternatives
D)Analysing alternatives
E)Developing alternatives
Q2) Refer to Is the Picture Clear? (Scenario).Unfortunately, Sharon also faces issues that have information that is ambiguous or incomplete, such as what kind of technology to prepare for.These are known as ________ problems.
A)unstructured
B)variable
C)random
D)hit-and-miss
E)vague
Q3) The ideal situation for making decisions is low risk.
A)True
B)False
Q4) In a short essay, list and discuss five different aspects of 'intuition'.
Q5) In a short essay, discuss bounded rationality and satisficing.
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Chapter 7: Managing Change and Innovation
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112 Verified Questions
112 Flashcards
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Sample Questions
Q1) ________ is a method of changing behaviour through unstructured group interaction.
A)Organisational development
B)Team building
C)Survey feedback
D)Process consultation
E)Sensitivity training
Q2) ________ refers to the ability to combine ideas in a unique way or to make unusual associations between ideas.
A)Innovation
B)Creativity
C)Imagination
D)CQI
E)Interpretive thinking
Q3) In a short essay, list and describe five actions that managers can take to reduce resistance to change.
Q4) 'Co-optation' is a form of both manipulation and participation.
A)True
B)False
Q5) In a short essay, list and discuss six characteristics of an innovative culture.
Page 9
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Chapter 8: Foundations of Planning
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) In the Management by Objectives (MBO)system ________.
A)objectives are determined by management
B)goals are only reviewed at the time of completion
C)goals are used as controls
D)progress is periodically reviewed
E)objectives are determined by subordinates and their supervisors
Q2) Generally, operational planning dominates the planning efforts of what level in the organisation?
A)front-line staff
B)senior front-line staff
C)lower-level managers
D)middle-level managers
E)upper-level managers
Q3) What does the evidence suggest about organisations that plan compared to organisations that do not plan?
A)Planning organisations always outperform non-planning organisations.
B)Non-planning organisations always outperform planning organisations.
C)Planning organisations generally outperform non-planning organisations.
D)Non-planning organisations generally outperform planning organisations.
E)They generally perform at about the same level.
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Chapter 9: Strategic Management
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88 Verified Questions
88 Flashcards
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Sample Questions
Q1) In a short essay, list and discuss four ways in which company growth can be achieved by using the corporate level growth strategy.Include specific examples of each growth method to support your answer.
Q2) According to the textbook, ________ determines the direction that the organisation is going and the roles that each business unit in the organisation will play in pursuing that direction.
A)functional-level strategy
B)business-level strategy
C)corporate-level strategy
D)management by objectives
E)the BCG matrix
Q3) Strategic management is important because it helps coordinate the activities in complex organisations.
A)True
B)False
Q4) One method of implementing a growth strategy is by increasing production capacity.
A)True
B)False
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Chapter 10: Managerial Controls
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144 Verified Questions
144 Flashcards
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Sample Questions
Q1) What is the risk in taking immediate corrective action?
A)It lowers the standards.
B)It does not affect performance.
C)It is time-consuming.
D)It does not pinpoint and correct the causes of variance.
E)It prevents managers from perpetually 'putting out fires'.
Q2) Refer to Information Controls (Scenario).Ted also informs John and Kelly that the term ________ in MIS implies order, arrangement and purpose.
A)information
B)data
C)system
D)category
E)manage
Q3) In order to increase the ratio of outputs to inputs, a manager would have to ________.
A)decrease the selling price
B)increase productivity
C)review the organisations goals
D)increase the cost of the input
E)hire additional employees
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Chapter 11: Managing Operations
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) Refer to Felcher & Sons Goes Global (Scenario).Mr Tate and Steve have scheduled a site visit to a nearby Dell Computer assembly facility in order to see firsthand many of the technologies available to Felcher & Sons.Dell Computer uses technologies such as computer-controlled factory equipment, industrial robots, bar code scanners and logistics software that enable them to manufacture, assemble and ship custom-designed computers in a very short time.Such technologies characterise ________, which give companies the ability to quickly readjust their assembly lines to make products to order.
A)design-to-order manufacturing techniques
B)new technological techniques
C)email customer specifications input
D)flexible manufacturing techniques
E)intellectual property techniques
Q2) Which of the following is NOT a characteristic of supply chain management?
A)It is efficiency oriented.
B)It is internally oriented.
C)It is effectiveness oriented.
D)It focuses on efficient flow of incoming materials to the organisation.
E)both A and B
Q3) In a short essay, discuss technology's role in manufacturing.
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Chapter 12: Organisational Structure and Design
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124 Verified Questions
124 Flashcards
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Sample Questions
Q1) Wider spans of control may be viewed as more efficient, but eventually, wider spans tend to have what effect on organisations?
A)reduced effectiveness
B)increased turnover
C)loss of managerial power
D)customer dissatisfaction
E)rigid chains of command
Q2) To minimise or eliminate boundaries, managers might use virtual or network structural designs.
A)True
B)False
Q3) In a short essay, discuss the matrix organisational structure.
Q4) Responsibility is the rights inherent in a managerial position.
A)True
B)False
Q5) In a short essay, list and discuss the four contingency variables that should be considered in determining an appropriate structure in organisational design.
Q6) In a short essay, list and discuss the five common forms of departmentalisation.
Q7) In a short essay, explain the concept of a boundaryless organisation.
Page 14
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Chapter 13: Managing Teams
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143 Verified Questions
143 Flashcards
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Sample Questions
Q1) Refer to Conflicting Opinions (Scenario).Those in the company who view the conflict over the marketing strategy as natural and inevitable have a ________ view of conflict.
A)interactionist
B)traditional
C)conservative
D)strategic
E)human relations
Q2) Refer to The Retreat (Scenario).The stage of group development characterised by their being at the retreat for a business reason is known as ________.
A)performing
B)forming
C)storming
D)adjourning
E)norming
Q3) The human relations view of conflict holds that conflict must be avoided, because it indicates a malfunctioning within the group.
A)True
B)False
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Page 15
Chapter 14: Managing Human Resources
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131 Flashcards
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Sample Questions
Q1) Learning a job by studying under an experienced worker is known as ________.
A)job rotation
B)self-paced instruction
C)mentoring
D)apprenticeship
E)simulation
Q2) In a short essay, describe the difficulties involved in maintaining a work-life balance and solutions commonly employed by organisations.
Q3) Which of the following is a disadvantage of recruiting at universities and colleges?
A)high cost
B)generates many unqualified candidates
C)limited to entry-level positions
D)limited supply
E)may not increase workforce diversity
Q4) One disadvantage to employee referrals as a source of job candidates is that candidates tend to be minimally skilled.
A)True
B)False
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Page 16
Chapter 15: Understanding and Managing Individual Behaviour
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135 Verified Questions
135 Flashcards
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Sample Questions
Q1) Refer to Mentoring Careers (Scenario).The testing suggested that Bridget prefers rule-regulated, orderly and unambiguous activities and could be described as conforming, efficient and practical.All EXCEPT which of the following occupations is a potentially good match for her?
A)teacher
B)accountant
C)file clerk
D)bank teller
E)corporate manager
Q2) Which psychologist is associated with a well-documented personality-job fit theory?
A)Holland
B)Skinner
C)Adams
D)Bandura
E)Volker
Q3) Organisational behaviour is primarily concerned with group interactions.
A)True
B)False
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Chapter 16: Managers and Communication
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129 Verified Questions
129 Flashcards
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Sample Questions
Q1) All of the following are mentioned in the textbook as obvious variables that influence the language a person uses and the definitions he or she gives to words EXCEPT
A)gender
B)education
C)age
D)cultural background
E)both B and C
Q2) ________ refers to gestures, facial expressions and other body movement that convey meaning.
A)Body language
B)Body intonation
C)Body features
D)Body tone
E)Body gestures
Q3) In a short essay, discuss the difference between formal and informal communication.Include a specific example of each to support your answer.
Q4) In a short essay, list and discuss seven of the 12 questions that managers can use to help them evaluate the various communication methods.
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Chapter 17: Motivating Employees
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128 Verified Questions
128 Flashcards
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Sample Questions
Q1) A manager who believes that employees need constant control would be described as ________ according to McGregor.
A)a Theory X manager
B)a human relations manager
C)a Theory Y manager
D)a Theory Z manager
E)needs hierarchy
Q2) ________ is a motivational approach in which an organisation's financial statements are opened to and shared with all employees.
A)Job characteristics model
B)Equity theory
C)Expectancy theory
D)Pay-for-performance
E)Open-book management
Q3) Motivation is a result of an interaction between a person and a situation.
A)True
B)False
Q4) In a short essay, list and discuss the five core dimensions that can describe any job according to the job characteristics model.
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Chapter 18: Managers As Leaders
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119 Verified Questions
119 Flashcards
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Sample Questions
Q1) According to the textbook, the ________ theory is a contingency theory that focuses on followers' readiness.
A)active leadership
B)passive leadership
C)consideration leadership
D)situational leadership
E)inactive leadership
Q2) Refer to A Leadership Junkie (Scenario).Carrie had to tell Sharon about the findings concerning women and leadership.Sharon was interested in the fact that all but which of the following is true concerning women and leadership?
A)Women are less likely than men to use a directive style.
B)Women utilise a democratic style more than men.
C)Women tend to share power less than men.
D)Women tend to utilise an autocratic style when they are in male-dominated jobs.
E)There are differences between how men and women lead.
Q3) Fiedler assumed a person's leadership style was adjusted based on the situation.
A)True
B)False
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