Contemporary Management Test Preparation
Course Introduction
Contemporary Management explores modern approaches to managing organizations in a rapidly changing global environment. The course examines traditional and emerging management theories while emphasizing current issues such as diversity, ethical decision-making, technology integration, and globalization. Students analyze real-world case studies to develop effective leadership, strategic planning, and problem-solving skills. Emphasis is placed on communication, innovation, teamwork, and adaptability to prepare students for dynamic managerial roles in todays complex business landscape.
Recommended Textbook
Contemporary Management 9th Edition by Gareth Jones
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18 Chapters
1987 Verified Questions
1987 Flashcards
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Page 2
Chapter 1: Managers and Managing
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) First-line managers are unlikely to be affected by restructuring.
A)True
B)False
Answer: False
Q2) The measure of the appropriateness of the goals selected by management for the organization and the degree to which the organization accomplishes these goals is known as _____.
A) efficiency
B) task management
C) effectiveness
D) diversification
E) differentiation
Answer: C
Q3) Management is the planning, organizing, leading, and controlling of resources in order to achieve organizational goals both effectively and efficiently.
A)True
B)False
Answer: True
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Chapter 2: The Evolution of Management
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) In the context of management, rules refer to:
A) a reporting relationship in which an employee receives orders from only one superior.
B) the ability of an individual to act on his own accord without direction from a superior.
C) formal written instructions that specify actions to be taken under different circumstances.
D) the performance gains that result when individuals and departments coordinate their actions.
E) the methodical arrangement of positions to provide the organization with the greatest benefit.
Answer: C
Q2) The human relations movement in management theory advocates that supervisors be trained to manage subordinates in ways that elicit their cooperation and increase their productivity.
A)True
B)False
Answer: True
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Chapter 3: Values, Attitudes, Emotions, and Culture: The
Manager As a Person
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110 Verified Questions
110 Flashcards
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Sample
Questions
Q1) The attraction-selection-attrition framework suggests that the founders of organizations tend to be attracted to and select employees _____.
A) with similar educational qualifications
B) with diverse interests and skills
C) whose personalities are similar to theirs
D) whose need for power is high
E) whose need for achievement is low
Answer: C
Q2) People who tend to be sociable, outgoing, and friendly are low in _____.
A) extraversion
B) introversion
C) openness to experience
D) affiliation
E) agreeableness
Answer: B
Q3) Successful entrepreneurs are likely to be low on openness to experience.
A)True
B)False
Answer: False
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Chapter 4: Ethics and Social Responsibility
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) Though laws often change, ethical principles remain constant and do not change over time.
A)True
B)False
Q2) Standards that govern how members of a society should deal with one another in matters involving issues such as fairness, justice, poverty, and individual rights are called:
A) societal ethics.
B) occupational ethics.
C) individual ethics.
D) organizational ethics.
E) governmental ethics.
Q3) _____ have a claim on an organization because they bring to it their skills, expertise, and experience.
A) Customers
B) Entrepreneurs
C) Suppliers
D) Local communities
E) Managers
Q4) Discuss the relationship between ethics and laws.
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Chapter 5: Managing Diverse Employees in a Multicultural Environment
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111 Verified Questions
111 Flashcards
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Sample Questions
Q1) Which of the following helps ensure that diversity is managed effectively in an organization?
A) Focusing attention on individuals who are conspicuously different from us
B) Evaluating subordinates in extremes of positivity or negativity
C) Discouraging sharing of differing perspectives
D) Covering up biases and stereotypes
E) Securing top management commitment
Q2) Annie assigns interesting job assignments to employees based on their contribution to the company. Which principle is Annie's action consistent with?
A) Distributive justice
B) Restorative justice
C) Environmental justice
D) Reparative justice
E) Frontier justice
Q3) The ability to appreciate diversity does not require a manager to consider others' perspectives.
A)True
B)False
Q4) Describe the three different types of interpersonal managerial roles.
Page 7
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Chapter 6: Managing in the Global Environment
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111 Verified Questions
111 Flashcards
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Sample Questions
Q1) Jay's Furniture Factory gets its raw material from the local timber yard. The timber yard acts as Jay's _____.
A) competitor
B) distributor
C) retailer
D) supplier
E) consumer
Q2) Unlike previous generations, salespeople today can work from home offices, communicate with colleagues in different parts of the world almost instantly, and commute electronically to work. This flexibility is due to changes in_____.
A) economic forces
B) political forces
C) demographic forces
D) technological forces
E) sociocultural forces
Q3) According to Hofstede, a national culture with a long-term orientation rests on values such as thrift and persistence in achieving goals.
A)True
B)False
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Page 8
Chapter 7: Decision Making, Learning, Creativity, and Entrepreneurship
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111 Verified Questions
111 Flashcards
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Sample Questions
Q1) Which of the following is a reason for incomplete information?
A) Ambiguity
B) Complexity
C) Specificity
D) Heuristic ability
E) Satisficing ability
Q2) _____ results from overestimating one's own ability to influence actions and events.
A) Escalating commitment
B) Illusion of control
C) Prior hypothesis bias
D) Representativeness bias
E) Dialectical inquiry
Q3) Which of the following is an assumption made by the classical model?
A) There is no optimum decision.
B) There is more than one alternative.
C) There is only one alternative.
D) Managers have access to all the information they need.
E) Managers are not capable of making the right decisions.
Q4) Discuss the perils of groupthink.
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Chapter
8:
The Manager As a Planner and a Strategist
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112 Verified Questions
112 Flashcards
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Sample Questions
Q1) Corporate-, business-, and functional-level plans can all be applied over the same time horizon.
A)True
B)False
Q2) Allowing a foreign organization to take charge of manufacturing and distributing a product in its country or world region in return for a negotiated fee is referred to as:
A) licensing.
B) franchising.
C) strategic alliance.
D) exporting.
E) importing.
Q3) Cameo Ltd., a record label company, subsequently entered the airline industry to expand business. This example of a record label company entering the airline industry is an example of _____.
A) vertical integration
B) unrelated diversification
C) related diversification
D) horizontal integration
E) concentration
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Page 10
Chapter 9: Value Chain Management: Functional Strategies for Competitive Advantage
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111 Verified Questions
111 Flashcards
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Sample Questions
Q1) The development of a set of functional-level strategies that support a company's business-level strategy and strengthen its competitive advantage is known as:
A) total quality management.
B) human resource management.
C) value chain management.
D) materials management.
E) marketing management.
Q2) Which of the following is true about total quality management?
A) Output goals and targets should include only numbers.
B) The number of steps to assemble a product should be increased.
C) Employees should be asked for suggestions about improvements.
D) Incentives such as bonus pay and promotional opportunities should be eliminated.
E) A just-in-case inventory system should be introduced.
Q3) Effective process reengineering reduces the number of order fulfillment tasks that must be performed or reduces the time each task takes.
A)True
B)False
Q4) What are the requirements for a cross-functional team to be successful?
Page 11
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Chapter 10: Managing Organizational Structure and Culture
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) The extent to which a job requires that a worker perform all the activities that are required to complete a job is called:
A) skill variety.
B) task identity.
C) task significance.
D) span of control.
E) autonomy.
Q2) Which of the following organizing choices are managers most likely to make if the external environment is stable and resources are readily available?
A) Decentralize authority
B) Create a more organic organizational structure
C) Cultivate an entrepreneurial culture in the organization
D) Establish values and norms that emphasize change and innovation
E) Use detailed rules, SOPs, and restrictive norms to govern employees' activities
Q3) Managers are most likely to adopt a global geographic structure when they pursue a multidomestic strategy.
A)True
B)False
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Chapter 11: Organizational Control and Change
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) Once managers have measured actual performance, they should:
A) revise accepted standards.
B) compare actual performance to the standards.
C) establish the standards of performance.
D) initiate corrective action.
E) develop goals and objectives.
Q2) A change that is gradual, in which managers at all levels work together to develop a detailed plan for change, is called a(n) __________.
A) top-down change
B) radical change
C) bottom-up change
D) stagnation change
E) restructuring change
Q3) Assessing the need for change calls for two important activities: recognizing that there is a problem and identifying its source.
A)True
B)False
Q4) Describe the four steps of the control process.
Q5) Discuss the steps involved in the management by objective process.
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Chapter 12: Human Resource Management
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112 Verified Questions
112 Flashcards
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Sample Questions
Q1) Joe always ensures that potential job applicants are aware of both the advantages as well as the disadvantages associated with the position they are applying for. Joe's assessment of the position indicates:
A) equal employment opportunity compliance.
B) a 360-degree appraisal.
C) a focus strategy.
D) a realistic job preview.
E) a low-cost strategy.
Q2) Which of the following components of the HRM system serves a developmental purpose by providing employees valuable information about their strengths and weaknesses?
A) Recruitment and selection
B) Labor relations
C) Performance appraisal and feedback
D) Pay and benefits
E) Training and development
Q3) Discuss the advantages and disadvantages of internal recruitment. Explain how external recruitment can compensate for these disadvantages.
Q4) Describe the collective bargaining process.
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Chapter 13: Motivation Performance
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Sample Questions
Q1) The equity theory focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects.
A)True
B)False
Q2) The goal-setting theory:
A) states that to stimulate high motivation and performance, goals must be generic. B) suggests that underpayment inequity motivates employees to achieve organizational goals.
C) considers how managers can align the input of employees with organizational goals. D) examines the different types of rewards and punishments that can be used to reinforce goal-oriented behavior.
E) suggests that people are most motivated to achieve organizational goals when they have low levels of job satisfaction.
Q3) Define intrinsic, extrinsic, and prosocial motivation. With an example, show how a person can be motivated by all three at the same time.
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Chapter 14: Leadership
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) High emotional intelligence prevents leaders from developing a significant identity for their organization.
A)True
B)False
Q2) Which of the following managers has high emotional intelligence?
A) Judy, who admits to mistakes when she makes them
B) Raymond, who seldom empathizes with his employees
C) Rita, who has poor interpersonal skills
D) Anthony, who cannot motivate his employees to commit to his vision
E) Eunice, who uses coercive power frequently
Q3) Empowerment often increases workers' involvement, motivation, and commitment.
A)True
B)False
Q4) Initiating structure and consideration are dependent leader behaviors; an increase in one behavior leads to a decrease in the other behavior.
A)True
B)False
Q5) Differentiate between the five types of power that leaders use.
Q6) Differentiate between transformational leadership and transactional leadership.
Page 16
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Chapter 15: Effective Groups and Teams
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111 Verified Questions
111 Flashcards
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Sample Questions
Q1) Task forces that are relatively permanent are referred to as:
A) interest groups.
B) informal groups.
C) standing committees.
D) virtual groups.
E) working committees.
Q2) The members of a particular group are getting to know one another and attempting to reach an understanding of how each of them should act within the group. This stage of group development is called _____.
A) storming
B) norming
C) forming
D) adjourning
E) performing
Q3) Discuss the advantages of using teams for innovation. What is the role of managers in promoting innovation?
Q4) Discuss why diversity is important for top-management teams.
Q5) As group size increases, social loafing decreases.
A)True
B)False
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Chapter 16: Promoting Effective Communication
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) Douglas put together a company newsletter to talk about general topics about the company to all of the employees. This is an example of _____.
A) personal written communication
B) impersonal written communication
C) formal written communication
D) face-to-face communication
E) electronic verbal communication
Q2) A face-to-face communication technique in which a manager goes to a work area and talks informally with employees about issues and concerns is _____.
A) management by exception
B) management by objectives
C) micromanagement
D) macromanagement
E) management by wandering around
Q3) Decoding is a general term that refers to anything that hampers any stage of the communication process.
A)True
B)False
Q4) How can managers be effective as senders of messages?
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Chapter 17: Managing Conflict, Politics, and Negotiation
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112 Verified Questions
112 Flashcards
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Sample Questions
Q1) Compromise is possible when each party involved in the conflict is willing to make concessions until a reasonable resolution of the conflict is reached.
A)True
B)False
Q2) The potential for conflict does not exist whenever individuals, groups, teams, or departments are interdependent.
A)True
B)False
Q3) The structure of an organization should not be changed to resolve conflicts.
A)True
B)False
Q4) The activities that managers engage in to increase their power and use power effectively to achieve their goals are known as organizational politics. A)True
B)False
Q5) Conflict in organizations usually arises from a single source.
A)True B)False
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Chapter 18: Used Advanced Information Technology to Increase Performance
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112 Verified Questions
112 Flashcards
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Sample Questions
Q1) An executive-support system is a type of _____.
A) transaction-processing system
B) business support system
C) expert support system
D) e-commerce system
E) decision-support system
Q2) The stage of the product life cycle in which demand, and therefore sales, for a product is least is the _____ stage.
A) embryonic
B) maturity
C) growth
D) decline
E) saturation
Q3) What is a computer network? Briefly explain the different components of a network.
Q4) List the six types of management information systems. Define any three of these management information systems.
Q5) Briefly explain the four factors that determine the usefulness of information to a manager and define real-time information.
Page 20
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