Contemporary Management
Midterm Exam
Course Introduction
Contemporary Management explores the theories, principles, and practices that define effective management in todays dynamic organizational environments. This course examines the evolving roles of managers, focusing on strategic planning, decision making, leadership, and innovation in response to globalization, technological advancements, and diversity in the workplace. Students will analyze case studies and current trends to understand how successful managers adapt to challenges and leverage new opportunities while fostering ethical, sustainable, and high-performing organizations.
Recommended Textbook Management 12th Edition by Robert Kreitner
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16 Chapters
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2570 Flashcards
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Chapter 1: Managers and Entrepreneurs
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Sample Questions
Q1) Assume that both car manufacturers produce high quality vehicles. If Honda annually produces 51 cars per worker, whereas Toyota produces 69 cars per worker, it can be said that in terms of labor productivity,
A) Toyota is both more effective and more efficient than Honda.
B) Honda is both more effective and more efficient than Toyota.
C) Honda is more effective but Toyota is more efficient.
D) Toyota is more effective but Honda is more efficient.
E) both are inefficient.
Answer: A
Q2) ____ is commonly referred to as the primary management function.
A) Planning
B) Leading
C) Controlling
D) Staffing
E) Organizing
Answer: A
Q3) The global network of servers and computers is called the Internet.
A)True
B)False
Answer: True
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Chapter 2: The Evolution of Management Thought
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Sample Questions
Q1) Everything belongs to only one system 3/4 the solar system, according to general systems theory.
A)True
B)False
Answer: False
Q2) Advocates of the _______________ approach to management believe that ____________ should be the central focus of organized activity.
A) operations; quality
B) scientific management; functions
C) universal process; technology
D) quality control; suppliers
E) behavioral; people
Answer: E
Q3) Who among the following was NOT a pioneering advocate of quality?
A) Mary Parker Follett
B) Walter A. Shewhart
C) W. Edwards Deming
D) Kaoru Ishikawa
E) Joseph M. Juran
Answer: A
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Chapter 3: The Changing Environment of Management:
Diversity, Global Economy, and Technology
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Sample Questions
Q1) Tobacco companies that include statements about freedom of choice in their advertisements are relying on which political tactic?
A) PACs
B) Direct lobbying
C) Protectionism
D) Advocacy advertising
E) Social contracting
Answer: D
Q2) Business cycles have predictable ____ but variable ____.
A) impact; structure
B) structure; timing
C) outcomes; inputs
D) effects; phases
E) timing; impact
Answer: B
Q3) Managers never get embroiled in legal or political issues.
A)True
B)False
Answer: False
Page 5
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Chapter 4: International Management and Cross-Cultural Competence
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Sample Questions
Q1) In the international work goals study, job security was equally important in Israel and America.
A)True
B)False
Q2) The ritual of exchanging business cards is a social necessity in high-context Japan, and failing to read a card you have been given can be a grave insult.
A)True
B)False
Q3) Licensing agreements in foreign countries provide companies with the necessary authorization to produce and/or market a given product within a specified territory in return for a fee.
A)True
B)False
Q4) If an organization is competing successfully in a dynamic global economy, its managers do not need cross-cultural awareness.
A)True
B)False
Q5) A foreign visitor from a polychronic culture has a 10 a.m. appointment with you. Will the person probably be early or late?
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Chapter 5: Managements Social and Ethical
Responsibilities
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Sample Questions
Q1) A Taco Bell manager reinforces a(n) ____ value when emphasizing the importance of honest behavior.
A) ethical
B) terminal
C) amoral
D) cultural
E) instrumental
Q2) Research offers conclusive evidence that ethics training improves employee behavior.
A)True
B)False
Q3) "Equal access" is one of the ten general ethical principles.
A)True
B)False
Q4) The iron law of responsibility states that: "in the long run, those who do not use power in a way that society considers responsible will tend to lose it."
A)True
B)False
Q5) What does enlightened self-interest involve?
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Chapter 6: The Basics of Planning and Project Management
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Sample Questions
Q1) ____ planning is the process of determining the contributions that subunits can make with allocated resources.
A) Strategic
B) Budgetary
C) Operational
D) Intermediate
E) Contingency
Q2) A ____ is a graphic scheduling technique that helps managers determine when and where resources are needed.
A) Gantt chart
B) fishbone diagram
C) PERT network
D) decision tree
E) Break-even diagram
Q3) A properly conceived plan should tell what, when, and A) why.
B) how.
C) by whom.
D) how much.
E) where.
Page 8
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Chapter 7: Strategic Management: Planning for Long-Term
Success
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Sample Questions
Q1) "Being a leader" is a shortsighted approach to competitive advantage.
A)True
B)False
Q2) Which of the following is not an example of a social media tool that managers should be aware of?
A) Facebook
B) LinkedIn
C) Excel
D) YouTube
E) Twitter
Q3) Managers pursuing the ____ strategy have an overriding concern for keeping costs and prices lower than those of competitors.
A) differentiation
B) economies of scale
C) economies of scope
D) cost focus
E) cost leadership
Q4) Market synergy occurs when a grocery store sells food items and lottery tickets.
A)True
B)False
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Chapter 8: Decision Making and Creative Problem Solving
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Sample Questions
Q1) Refer to EMO LaCrosse, Inc., Inc. According to the general decision-making model, which of these should be the first step for Jared?
A) Making a decision
B) Conducting a stakeholder audit
C) Forecasting
D) Scanning the environment
E) Evaluating the decision
Q2) The development of tools, processes, systems, structures, and cultures explicitly to improve the creation, sharing, and use of knowledge critical for decision making refers to A) knowledge management.
B) decision development.
C) ethical rationalization.
D) collaborative computing.
E) forecasting.
Q3) According to on-the-job research, managers do not necessarily follow a logical sequence of steps when making decisions.
A)True
B)False
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Chapter 9: Organizations: Effectiveness, Design, and Cultures
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Sample Questions
Q1) ____ is the criterion for organizational effectiveness in the distant future.
A) Flexibility
B) Adaptability
C) Profitability
D) Satisfaction
E) Survival
Q2) Actual behavior is what really counts in organizational culture, not stories of past situations.
A)True
B)False
Q3) Once managers have developed the habit of delegating, the need to remember to
A) take credit for subordinates achievements
B) pay bonuses
C) micromanage
D) mismanage
E) follow-up
Q4) What are two methods an organization should use to help outsiders (new folks) transform from to accepted insiders?
Q5) How would David A. Garvin describe a learning organization?
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Chapter 10: Human Resource Management
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Sample Questions
Q1) What advice should you give to a hotel manager who wants to create a good training program for service trainees?
A) Don't waste your time with training; simply hire qualified people.
B) Make the training situation as realistic as possible.
C) Don't distract them with questions.
D) Minimize examples to avoid confusion.
E) Have the trainees themselves act as instructors.
Q2) If Mr. Songsui, a manager at PlanetCorp, asked you how to make his performance appraisals more legally defensible in the U.S., what would be your recommendation?
A) Make them trait-oriented
B) Remove measurable outcomes
C) Focus on behavior
D) Give evaluators oral instructions
E) Do not review results with those being rated
Q3) The vast bulk of today's training is remarkably low-tech, despite what is published about computer-based training and e-learning via the Internet.
A)True
B)False
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Chapter 11: Communicating in the Internet Age
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Sample Questions
Q1) Managers rely on words, gestures, or other symbols for encoding.
A)True
B)False
Q2) Essentially, communication is what type of process?
A) Personal
B) Mysterious
C) Technical
D) Social
E) Bureaucratic
Q3) Chris, the lead engineer at an alternative energy firm, wants to develop an upward communication technique that will help him harvest valuable knowledge from retiring experts. Which method is recommended?
A) Exit interviews
B) Suggestion systems
C) Arbitration
D) Open-door policy
E) Internet chat rooms
Q4) With an open-door policy, employees are free to leave work whenever they choose.
A)True
B)False
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Chapter 12: Motivating Job Performance
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Sample Questions
Q1) The definition of motivation assumes that people do not willingly pursue organizational objectives.
A)True
B)False
Q2) Goals motivate performance by doing all of these except
A) directing attention.
B) fostering action plans.
C) fostering management control
D) encouraging persistence.
E) encouraging effort.
Q3) Which of these represents the ultimate objective of employee wellness programs?
A) Minimize Department of Labor's intervention into company affairs
B) Higher profits
C) Enhancing corporate reputation as a caring and responsible organization that values its employees
D) Help employees develop healthy habits in their personal and work lives
E) Cost savings
Q4) Participative goals are less effective than goals defined by managers.
A)True
B)False
Page 14
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Chapter 13: Group Dynamics and Teamwork
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Sample Questions
Q1) How can a manager form an effective virtual team?
Q2) Destructive competition does not include sabotaging the work of a competitor. A)True
B)False
Q3) According to a recent poll, only 25 percent of adults surveyed respected CEOs. A)True
B)False
Q4) In a mature group, conflict is usually over A) who will be the leader.
B) personalities.
C) substantive issues such as goals.
D) ethical interpretations.
E) emotional issues.
Q5) One of the steps for creating a virtual team is to develop a team mission statement. A)True B)False
Q6) Roles define degrees of acceptability and unacceptability. A)True B)False
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Chapter 14: Influence, Power, and Leadership
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Sample Questions
Q1) All of the following have been identified as useful skills in acquiring power except
A) capacity to tolerate conflict
B) ability to project self-assurance
C) self-knowledge and a reflective mindset
D) financial knowledge and critical thinking skills
E) the ability to read others and empathize with their point of view
Q2) Relationship-motivated leaders tend to be effective when the situation is highly favorable, according to Fiedler's theory.
A)True
B)False
Q3) Influence is an attempt by a person to change someone else's behavior.
A)True
B)False
Q4) ____ power closely parallels formal authority.
A) Traditional
B) Referent
C) Legitimate
D) Rational
E) Functional
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Chapter 15: Change, Conflict, and Negotiation
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Sample Questions
Q1) The Japanese concept of kaizen relates to which type of organizational change in the Nadler-Tushman model? How do managers carry out this type of change?
Q2) ____ is not a practical guideline for tempered radicals stemming from Meyerson's research.
A) Be authentic
B) Think small for big results
C) Translate
D) Don't go it alone
E) Be radical
Q3) Poor timing and lack of trust are among the reasons why employees resist change. A)True
B)False
Q4) Nadler and Tushman call re-creation "frame breaking" because it is the most risky type.
A)True B)False
Q5) Tuning is the least risky, least intense, and most common type of change. A)True
B)False
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Chapter 16: Organizational Control and Quality Improvement
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Sample Questions
Q1) The slogan, "do it right the first time" encourages employees to accept responsibility for quality improvement.
A)True
B)False
Q2) The RATER service-quality dimension that relates to the provision of caring and individualized attention to customers is
A) assurance.
B) reliability.
C) responsiveness.
D) professionalism.
E) empathy.
Q3) In today's age of social media, organizations include resources such as YouTube and Twitter as part of their crisis management tool kit.
A)True
B)False
Q4) Empowering employees at all levels is an essential component of TQM.
A)True
B)False
Page 18
Q5) What important lessons does Deming management teach today's managers?
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