Contemporary Management Practice Questions
Course Introduction
Contemporary Management explores modern theories, practices, and challenges in the field of management. This course examines how organizations address current issues such as globalization, technological advancement, diversity, ethical decision-making, and sustainability. Students will develop an understanding of the evolving roles of managers and the application of innovative strategies in planning, organizing, leading, and controlling organizational resources. Through case studies and real-world examples, learners will gain critical thinking skills and practical knowledge to effectively manage in todays dynamic and complex business environment.
Recommended Textbook Management 14th Global Edition by Stephen P. Robbins
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18 Chapters
2240 Verified Questions
2240 Flashcards
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Page 2
Chapter 1: Managers and You in the Workplace
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) One of the most difficult aspects of the increasing use of technology in the workplace has been to make employees comfortable around robots.
A)True
B)False
Answer: False
Q2) A manager's job is all about personal achievement.
A)True
B)False
Answer: False
Q3) Andrew is reviewing next week's orders, scheduling orders to machines, and assigning employees to run those machines. Andrew is engaged in ________.
A) planning
B) organizing
C) leading
D) controlling
Answer: A
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Page 3
Chapter 2: Decision Making
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125 Verified Questions
125 Flashcards
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Sample Questions
Q1) Gilda has an idea that would streamline operations, reduce costs, and increase profits. Her idea requires the cooperation of several departments, some of which have demonstrated a resistance to change. By considering the context in which the changes must happen and the people in her organization, Gilda is using ________.
A) evidence-based management
B) bounded rationality
C) intuition
D) positive employee relations
Answer: A
Q2) Evelyn's Internet search for information about "vendor for machine screws" yielded more than 100,000 items. Evelyn did not have time or resources to pursue each of these so she limited her search to only vendors in her state. By doing this, Evelyn used
A) perfect rationality
B) bounded rationality
C) satisficing
D) intuition
Answer: B
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Chapter 3: Globalmanagement
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119 Verified Questions
119 Flashcards
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Sample Questions
Q1) The OECD was formed to ________.
A) settle disputes arising from trade between developed and third-world countries
B) help member countries achieve sustainable economic growth
C) raise the standard of living in South American countries
D) control interest rates and inflation in member countries
Answer: B
Q2) In 1984 Toyota and General Motors formed a company called NUMMI to build cars carrying both the General Motors and Toyota brands. NUMMI is an example of a(n)
A) equity strategic alliance
B) joint venture
C) global venture
D) nonequity strategic alliance
Answer: B
Q3) The United States is an example of a country with low power distance.
A)True
B)False
Answer: True
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Chapter 4: Valuing a Diverse Workforce
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) How does surface-level diversity differ from deep-level diversity?
A) Surface-level diversity is reflected by differences in personality and values, while deep-level diversity is influenced by age and ethnic differences.
B) Surface-level diversity can affect the way people view organizational rewards and their communication with others, while deep-level diversity does not necessarily reflect the ways people think or feel.
C) Surface-level diversity can affect the way people perceive others, especially in terms of assumptions or stereotyping, while deep-level diversity may affect general behavior of people at work.
D) Surface-level diversity becomes more important as people get to know each other, while deep-level diversity becomes less relevant with increasing familiarity between people.
Q2) What are the significant trends occurring in the composition of the global workforce? What are the likely repercussions of such trends?
Q3) Most babies born in the United States recently are whites of European descent.
A)True B)False
Q4) Give a brief description of diversity skills training in workplaces.
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Page 6
Chapter 5: Socially Conscious Management
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122 Verified Questions
122 Flashcards
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Sample Questions
Q1) The idea that businesses should eliminate discrimination with respect to employment and occupation is a Global Compact principle in the area of ________.
A) anticorruption
B) human rights
C) environment
D) labor standards
Q2) The belief that business involvement can help solve difficult social problems is the ________ argument of social responsibility.
A) public expectation
B) public image
C) better environment
D) possession of resources
Q3) The greater the probability that some action will cause harm, the greater the intensity of the issue.
A)True
B)False
Q4) Discuss the importance of an organization's culture as a factor that determines an employee's ethical behavior.
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Page 7
Chapter 6: Managing Change
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142 Verified Questions
142 Flashcards
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Sample Questions
Q1) Disruptive innovation describes ________
A) innovations in products, services, or processes that radically change an industry's rules of the game
B) the introduction of significant improvements in existing products or services
C) disruptions in the economy that require new laws or regulations
D) breakthroughs in research that lead to new medical procedures
Q2) Bob is the noon manager at a fast-food hamburger restaurant. As soon as he saw the bus pull into the parking lot, he ordered the cooks to put down as many patties as the grill would hold and shifted his people around so every cash register was open. Bob's response was ________.
A) inactive
B) proactive
C) deactive
D) retroactive
Q3) ________ creates expectations that may be hard to reconcile or satisfy.
A) Role ambiguity
B) Role conflict
C) Role overload
D) Role demand
Q4) Identify some of the external and internal forces of change.
Page 8
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Chapter 7: Constraints Onmanagers
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) Describe the characteristics of an innovative organizational culture.
Q2) People's beliefs about conditions of economic inequality illustrate how societal attitudes can constrain managers' decisions and actions.
A)True
B)False
Q3) Managers of high-performing companies tend to consider the interests of the most profitable stakeholder groups as they make decisions.
A)True
B)False
Q4) Workplace spirituality has become important in the contemporary workplace because it ________.
A) increases organizational efficiency
B) boosts company profits
C) gives employees a sense of purpose
D) brings religion into business
Q5) Define organizational culture and discuss its three primary implications.
Q6) How can managers best promote workplace spirituality within their organizations?
Q7) Discuss how culture constrains managers. Include specific examples to support your answer.
Page 9
Chapter 8: Planning and Goal-Setting
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108 Verified Questions
108 Flashcards
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Sample Questions
Q1) Several research studies have conclusively proven that planning organizations always outperform non-planning organizations.
A)True
B)False
Q2) Plans that encompass only the production or the sales goals of a company are termed ________ plans.
A) operational
B) strategic
C) informal
D) financial
Q3) Dynamic environments require a flatter organizational hierarchy in order to plan effectively.
A)True
B)False
Q4) In a short essay, discuss the three planning contingency factors that influence the choice of plans and illustrate how these factors influence planning.
Q5) Discuss the impact of planning on organizational performance.
Q6) In a short essay, describe the different classifications of plans.
Q7) In a short essay, list and discuss six characteristics of well-designed goals.
Page 10
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Chapter 9: Strategic Planning
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) Managers perform an external analysis so that they know about ________.
A) the firm's basic beliefs and ethical priorities
B) what the competition is doing
C) what vendors want
D) their organization's core competencies
Q2) Focusing on process development can lead to a successful cost leadership competitive strategy.
A)True
B)False
Q3) When conducting a SWOT analysis, threats are activities the organization doesn't do well or resources it needs but doesn't possess.
A)True
B)False
Q4) Discuss how managers can formulate e-business strategies that contribute to the development of a sustainable competitive advantage in today's environment.
Q5) List and discuss the three levels of strategy that a large organization must develop.
Q6) Discuss the corporate portfolio matrix and the Boston Consulting Group (BCG) matrix.
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Chapter 10: Fostering Entrepreneurship
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103 Verified Questions
103 Flashcards
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Sample Questions
Q1) Entrepreneurship's importance can be shown mostly in three geographic areas in the United States: the Northeast, the South, and the Southwest.
A)True
B)False
Q2) Exploring the entrepreneurial context includes scanning the economic, political/legal, social, and work environment.
A)True
B)False
Q3) The first organizing decision that an entrepreneur must make is the ________.
A) type of organizational culture
B) form of legal ownership
C) organization structure
D) assignment of duties and responsibilities
Q4) Lucille's venture is finally taking off. To make sure the business grows as she would like, Lucille should consider ________.
A) hiring a consultant to help with major decisions
B) enticing management candidates away from her competitors
C) investing in extensive training for her employees
D) stepping down as CEO in favor of someone with more experience
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Chapter 11: Organization Design
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121 Verified Questions
121 Flashcards
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Sample Questions
Q1) A(n) ________ organization is highly specialized and rigidly departmentalized.
A) organic
B) complex
C) learning
D) mechanistic
Q2) Paul Abdul Oil Corporation (PAOC) began as a relatively small oil company. As PAOC has grown, the company has gained a highly trained group of managers and analysts at the corporate headquarters. This group is highly adaptive in its structure. Members of this group do not have standardized jobs, but are empowered to handle diverse job activities and problems. PAOC seems to have a(n) ________ structure.
A) mechanistic
B) divisional
C) functional
D) organic
Q3) One significant difference between matrix and project structures is that in a project structure the employees have no formal department to which they return when the project is over.
A)True
B)False
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Page 13
Chapter 12: Organizing Around Teams
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) Which one of the following is true about social loafing?
A) It is a common phenomenon in collectivist cultures.
B) It is more common in cultures that are dominated by self-interest.
C) It is viewed as a positive characteristic in some cultures.
D) It rarely occurs in Western cultures.
Q2) Informal status is not as important as status conferred by the organization.
A)True
B)False
Q3) Strategies such as avoidance, forcing, and compromise are used to resolve high conflict levels.
A)True
B)False
Q4) When Sam draws the group's attention back to the topic of discussion related to the group's purpose, he is performing a satisfaction role
A)True
B)False
Q5) Teams with high levels of interconnectedness attain their goals better.
A)True
B)False
Q6) Describe various aspects of group structure.
Page 14
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Chapter 13: Human Resourcemanagement
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122 Verified Questions
122 Flashcards
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Sample Questions
Q1) A new employee goes through two types of orientation: work unit orientation and procedural orientation.
A)True
B)False
Q2) Steve introduces in-house technical training programs for employees, as well as a provision to reimburse the tuition fees for employees who take college courses that benefit both the employee and the organization. Steve is using ________ to motivate and retain employees.
A) performance appraisal methods
B) high-performance work practices
C) mentoring
D) affirmative action
Q3) ________ involves predicting which applicants will be successful if hired.
A) Selection
B) Recruitment
C) Orientation
D) Decruitment
Q4) Explain why human resource management (HRM) is important to organizational success.
Q5) Define decruitment and discuss the various decruitment options.
Page 15
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Chapter 14: Interpersonal and Organizational Communication
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150 Verified Questions
150 Flashcards
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Sample Questions
Q1) To increase face-to-face communication among employees, the workplace design should ________.
A) maximize visibility and density
B) maximize visibility and minimize density
C) minimize visibility and density
D) minimize visibility and maximize density
Q2) National culture influences the communication preferences of a population.
A)True
B)False
Q3) A sender initiates a message by encoding a thought.
A)True
B)False
Q4) Intonation refers to gestures, facial expressions, and other body movements that convey meaning.
A)True
B)False
Q5) Sometimes it is important to share the truth even if the truth hurts.
A)True
B)False
Q6) Explain formal and informal communication within an organization. Page 16
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Page 17
Chapter 15: Organizational Behavior
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138 Verified Questions
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Sample Questions
Q1) The one trait most likely to predict job performance is emotional stability.
A)True
B)False
Q2) The influence that models have on an individual is determined by the amount of attention the model gives to the learner.
A)True
B)False
Q3) There is ample evidence to support the validity of the Myers-Briggs Type Indicator as a measure of personality.
A)True
B)False
Q4) Edward is the cheerleader type, always smiling, never makes an unkind statement, always looks for the good in people and situations. Edward is high in ________.
A) emotional stability
B) feeling
C) agreeableness
D) perception
Q5) Explain cognitive dissonance theory in brief.
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Chapter 16: Leadership
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132 Verified Questions
132 Flashcards
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Sample Questions
Q1) Fiedler would expect that the best leadership style was a function of ________.
A) leader-member relations, task structure, and position power
B) formal authority, production orientation, and consideration
C) chain of command, relationships, and power
D) situation, personality of leader, and readiness of employees
Q2) Shaun is the manager of a warehouse operated by a department store. He is trusted by his subordinates because he shares information freely, is reliable, and shows extremely good judgment while handling any type of crisis. Shaun is also known to be very protective of his staff. Which dimensions of trust is he exhibiting?
A) integrity and loyalty
B) competence and openness
C) consistency, loyalty, and openness
D) loyalty, consistency, and competence
Q3) Discuss the five sources in which leader power has been identified. Include specific examples of each source of power to support your answer.
Q4) In a short essay, contrast the three major behavior studies on leadership.
Q5) Authentic leadership emphasizes the moral side of business.
A)True
B)False
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Chapter 17: Motivating Employees
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124 Verified Questions
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Sample Questions
Q1) As manager of a large team of engineers, you notice that your team is falling short of its goals primarily because several team members are either not motivated to put in their best or are downright dissatisfied with their jobs. You have decided to follow Herzberg's two-factor theory to motivate your employees. What steps can you take to maximize motivation?
Q2) Irene, CEO of a small company, strongly believes in Douglas McGregor's assumptions about human nature. Which one of the following management practices is Irene most likely to favor to maximize employee motivation?
A) a top-down decision-making structure
B) a stringent system of monitoring and controlling employees
C) making jobs narrower in scope and shallow in depth
D) participatory management
Q3) John knows his more experienced workers don't need him to "babysit" them; he trusts them to know what to do, how to do it, and to get it done on time. In this respect, John is a ________ manager.
A) Theory X
B) Theory Y
C) Theory Z
D) Two-factor
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Page 20
Chapter 18: Controlling Activities and Operations
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125 Verified Questions
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Sample Questions
Q1) An organization hires additional personnel as soon as they get a major contract. The organization is using ________ control.
A) feedforward
B) concurrent
C) feedback
D) management
Q2) Having a control system reduces the scope of employee empowerment and autonomy.
A)True
B)False
Q3) Management by walking around is an example of ________ control.
A) feedback
B) concurrent
C) feedforward
D) reactive
Q4) Basic corrective action corrects problems at once to get performance back on track.
A)True
B)False
Q5) Provide a few examples for feedforward strategies to reduce employee theft.
Page 21
Q6) What are the major reasons why the control function is important to managers?
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