Contemporary Management Study Guide Questions
Course Introduction
Contemporary Management explores the dynamic and evolving landscape of modern organizational practices, focusing on the theories, strategies, and skills vital to effective leadership and management today. The course examines the impact of globalization, technological advancements, workforce diversity, and ethical challenges on managerial decision-making. Students will engage with topics such as organizational culture, innovation, change management, strategic planning, and team dynamics, equipping them with practical tools to navigate and address complex business environments. Through case studies, real-world examples, and interactive discussions, learners will develop a comprehensive understanding of how managers drive organizational success in a rapidly changing world.
Recommended Textbook
Essentials of Contemporary Management 5th Edition by Gareth Jones
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Page 2
Chapter 1: The Management Process Today
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Sample Questions
Q1) Mark,a manager at Matt's Shack,monitors the work performance of workers in his department to determine if the quality of their work is meeting the standards of the company.Mark is engaging in which of the following managerial functions?
A) Planning
B) Staffing
C) Organizing
D) Leading
E) Controlling
Answer: E
Q2) _____ refers to the ease with which a company changes or alters the way it performs its activities to respond to actions of its competitors.
A) Speed
B) Flexibility
C) Innovativeness
D) Stability
E) Differentiation
Answer: B
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Chapter 2: Values, Attitudes, Emotions, and Culture: The
Manager As a Person
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Q1) Organizational socialization is the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively.
A)True
B)False
Answer: True
Q2) Stories (only factual)about organizational heroes and villains and their actions provide important clues about values and norms.
A)True
B)False
Answer: False
Q3) Studies conducted over time have suggested that critical thinking is promoted by negative moods.
A)True
B)False
Answer: True
Q4) Emotional intelligence helps managers perform their interpersonal roles.
A)True
B)False
Answer: True
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Chapter 3: Managing Ethics and Diversity
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Q1) Which of the following is LEAST likely to be a source of individual ethics?
A) Family
B) Friends
C) Personality
D) Experience
E) Managers
Answer: E
Q2) "An ethical decision is one that a typical person in a society would think is acceptable" is a statement that reflects the justice rule.
A)True
B)False
Answer: False
Q3) The ADA does not cover employees with AIDS from being discriminated against in the workplace.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Managing in the Global Environment
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Q1) The _____ environment is the set of forces and conditions that originate with global suppliers,distributors,customers,and competitors; these forces and conditions affect an organization's ability to obtain inputs and dispose of its outputs.
A) demographic
B) legal
C) task
D) societal
E) general
Q2) Demographic forces in the environment include changes in characteristics of a population,such as gender and race.
Q3) The norms of a society are written rules of codes of conduct that tell people how they are supposed to act in given situations.
A)True
B)False
Q4) Hofstede's model of national culture states five dimensions along which national cultures can be placed.Select any two of these five dimensions and discuss how each of these dimensions creates a different type of climate in which an organization can do business.
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Chapter 5: Decision Making, Learning, Creativity, and Entrepreneurship
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Sample Questions
Q1) A manager considers a limited sample of the potential alternative solutions for a problem and selects one that is acceptable instead of attempting to select the optimum solution.This type of decision is called:
A) programmed.
B) intuition.
C) certainty.
D) satisficing.
E) heuristics.
Q2) The purchasing manager for Telsa Motor Co.decides to call three suppliers of automobile windshields to ask for a bid on an order for 1,000 windshields for a new Ford car,instead of calling a hundred possible windshield suppliers for such a bid.What type of decision does this represent for the purchasing manager?
A) Nonprogrammed decision
B) Illusion of control decision
C) Certainty decision
D) Programmed decision
E) Satisficing decision
Q3) Define groupthink.Explain a technique that counteracts groupthink.
Q4) Discuss the assumptions that underlie the classical model of decision-making.
Page 7
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Chapter 6: Planning, Strategy, and Competitive Advantage
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Q1) Two divisions of a company decide to use the same manufacturing facilities to capitalize on the organization's excess capacity and to reduce the fixed costs assigned by corporate headquarters.This is an example of which of the following?
A) Unrelated diversification strategy
B) Concentration on a single business
C) International expansion
D) Focused differentiation strategy
E) Synergy
Q2) When Gallo purchased a company that makes wine bottles,it was involved in:
A) horizontal integration.
B) backward vertical integration.
C) forward vertical integration.
D) upward integration.
E) strategic alliance.
Q3) List the process of strategy implementation.
Q4) The divisions of an organization exist at the functional level of the organization.
A)True
B)False
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Chapter 7: Designing Organizational Structure
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Q1) Xpress Delivery Corporation organizes its managers according to the different regions of the world in which the managers work.This is an example of which of the following organizational structures?
A) Market structure
B) Customer structure
C) Product structure
D) Matrix structure
E) Geographic structure
Q2) The process by which managers establish the structure of working relationships among workers of the organization is known as:
A) planning.
B) leading.
C) organizing.
D) controlling.
E) directing.
Q3) A group of managers from different departments working together on an organizational task is known as a cross-functional team.
A)True
B)False
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Page 9
Chapter 8: Control, Change, and Entrepreneurship
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Sample Questions
Q1) Output control procedures are used at every management level of an organization.
A)True
B)False
Q2) In an adaptive culture,employees often receive rewards based on:
A) their performance.
B) union contracts.
C) the length of their service with the company.
D) their organizational commitment.
E) random chance.
Q3) The most commonly used financial performance measure in organizations is the debt-to-equity ratio.
A)True
B)False
Q4) List the common problems entrepreneurs have in managing their organizations.
Q5) Profit ratios measure the efficiency of the use of the organization's resources in generating profits.
A)True
B)False
Q6) Discuss the need to balance two opposing forces in the control process that influences the way organizations change.
Page 10
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Chapter 9: Motivation
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Sample Questions
Q1) Feedback on performance is essential to subordinates achieving goals.
A)True
B)False
Q2) Discuss the pros and cons of using punishment.If managers use punishment,how should they minimize the negative side effects?
Q3) Maria,a middle manager,enjoys talking over work situations with Daniel,her subordinate,who is a first-line supervisor.However,she notices that Daniel frequently brings problems to her that he expects her to solve,rather than solving them himself.Since Daniel has been a supervisor for a significant length of time,he should be more independent in his actions.She stops acting interested in the problems Daniel brings to her and makes her responses brief.Maria is practicing:
A) positive reinforcement.
B) negative reinforcement.
C) punishment.
D) extinction.
E) self-reinforcement.
Q4) Explain what is meant by a "merit pay plan" and discuss its possible advantages and disadvantages within an organization.
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Chapter 10: Leaders and Leadership
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Q1) A factory supervisor gives the responsibility to a production worker to reject any parts that that worker feels do not measure up to the required quality standards.This is an example of:
A) transformation.
B) transaction.
C) empowerment.
D) directive leadership.
E) relationship-oriented power.
Q2) Which of the following is an example of the coercive power of a manager?
A) Appraisals of subordinates
B) Monitoring subordinates
C) Respect for subordinates
D) Hiring of subordinates
E) Dismissal of subordinates
Q3) Explain the leader substitutes model.What is the advice this model offers to managers?
Q4) "Trait" models may include characteristics such as skills,abilities,knowledge,and expertise.
A)True
B)False
Page 12
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Chapter 11: Effective Team Management
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Q1) A group of employees at Swift Motors has initiated a marathon run with the aim of raising funds for the maintenance of a children's park at Chicago.This group can be defined as a(n):
A) virtual group.
B) formal group.
C) command group.
D) interest group.
E) friendship group.
Q2) In general,higher group cohesiveness is associated with:
A) large groups.
B) similarity among group members.
C) high organizational identity.
D) decreasing groupthink.
E) greater deviance.
Q3) Command groups are also known as:
A) informal groups.
B) virtual groups.
C) interest groups.
D) ad hoc committees.
E) departments.
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Chapter 12: Building and Managing Human Resources
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Q1) The component of an HRM system that focuses on helping employees to build the skills and abilities that will enable them to perform their jobs successfully is:
A) training and development.
B) education.
C) quality improvement.
D) performance appraisal.
E) feedback.
Q2) When managers hire contract employees who are not regular employees of their organization to produce goods and services,it is known as:
A) open sourcing.
B) downsizing.
C) insourcing.
D) job specification.
E) outsourcing.
Q3) Performance tests measure job applicants' performance on actual job tasks.
A)True
B)False
Q4) Discuss the 360-degree performance appraisal.
Q5) What is "collective bargaining"?
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Chapter 13: Communication and Information Technology Management
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Q1) Information is shared between two or more people in which phase of the communication process?
A) Transmission
B) Encoding
C) Filtering
D) Sending
E) Feedback
Q2) A bank that uses a computer system to record deposits and withdrawals from its customers' checking accounts is using a(n):
A) operations information system.
B) transaction-processing system.
C) expert system.
D) group decision-support system.
E) artificial intelligence system.
Q3) Distinguish between "data" and "information",and give a specific business example of each of these terms.
Q4) Discuss the meaning of a "decision support system".
Q5) What are some of the forms of e-mail abuse? What can managers do to avoid this?
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Q6) Discuss the four factors that determine how useful information is to a manager.
Chapter 14: Operations Management: Managing Vital
Operations and Processes
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Q1) Write a note on improving efficiency and the factors that help enhance this process.
Q2) Labor productivity is most commonly used to:
A) formulate individual production targets for the employees involved.
B) calculate the total cost of production.
C) set wage standards per unit of production.
D) draw efficiency comparisons between different organizations.
E) define recruiting parameters for new candidates.
Q3) In the production process,a jet airplane assembly line would be an example of which type of facilities layout?
A) Product layout
B) Process layout
C) Fixed-position layout
D) Flexible manufacturing layout
E) Hybrid layout
Q4) Write a note on the importance of improving quality and its impact on organizational performance.
Q5) Define the three stages of the manufacturing production process and give a practical business example of each of these stages.
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