Foundations of Management
Mock Exam
Course Introduction
Foundations of Management introduces students to the fundamental concepts and principles underlying the practice of management in modern organizations. The course covers essential topics such as planning, organizing, leading, and controlling, providing an overview of major management theories, decision-making processes, and the dynamic roles of managers. Students will examine the development of management thought, explore ethical considerations, and analyze case studies to understand the challenges of managing people and resources effectively in diverse business environments. This foundational knowledge equips students with the skills and perspective necessary to succeed as managers in a rapidly changing global economy.
Recommended Textbook Management The Essentials 4th Australia Edition by Stephen P. Robbins
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13 Chapters
1475 Verified Questions
1475 Flashcards
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Chapter 1: Managers and Management
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132 Verified Questions
132 Flashcards
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Sample Questions
Q1) Part of what defines an organisation is its purpose.
A)True
B)False
Answer: True
Q2) According to the World Business Council for Sustainable Development, sustainability means _________.
A)that all Earth's inhabitants cans live well with adequate resources
B)business goals will be achieved through the old ways
C)the needs of future generations are predicted and pre-emptively addressed
D)legislation and public expectations are understood and adhered to
Answer: A
Q3) The transformation process of the organisational operations system is responsible for turning inputs into goods and services.
A)True
B)False
Answer: True
Q4) Providing motivation is part of the planning function of management.
A)True
B)False
Answer: False
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Chapter 2: The Managerial Environment
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95 Verified Questions
95 Flashcards
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Sample Questions
Q1) The degree to which organisational decisions and actions emphasise maintaining the status quo is known as _________.
A)attention to detail
B)innovation and risk taking
C)labour market orientation
D)stability
Answer: D
Q2) In a short essay, describe a strong organisational culture, and provide one example for each managerial function of managerial decisions influenced by culture.
Answer: Strong cultures are those in which the key values are deeply held and widely shared.The more employees who accept the organisation's key values and the greater their commitment to those values, the stronger the culture is.Cultural values can have a very strong influence on managers' decisions.Following are examples of managerial decisions from each managerial function affected by organisational culture. Planning: The degree of risk that plans should contain. Organising: How much autonomy should be designed into employees' jobs. Leading: The degree to which managers are concerned with increasing employee job satisfaction. Controlling: Whether to impose external controls or to allow employees to control their own actions
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Chapter 3: Foundations of Decision Making
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124 Verified Questions
124 Flashcards
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Sample Questions
Q1) Briefly describe how brainstorming can help avoid groupthink and enhance creativity in group decision making.
Answer: Brainstorming is a relatively simple technique for overcoming the pressures for conformity that retard the development of creative alternatives.Brainstorming utilises an idea-generating process that specifically encourages any and all alternatives while withholding any criticism of those alternatives.In a typical brainstorming session, participants 'freewheel' as many alternatives as they can in a given time.No criticism is allowed, and all the alternatives are recorded for later discussion and analysis.
Q2) Implementing a procedure requires more judgement and interpretation than implementing a policy.
A)True
B)False
Answer: False
Q3) Ringisei is a Japanese senior-level manager.
A)True
B)False
Answer: False
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Chapter 4: Foundations of Planning
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) Strategic management is the act of figuring out how an organisation will compete in the marketplace and attract loyal customers.
A)True
B)False
Q2) Failing to discard successful plans from the past is likely to lead to _________.
A)failure because of the low quality of the plans
B)more success because conditions are unlikely to change in the future
C)success because of the high quality of the plans
D)failure because conditions are likely to change in the future
Q3) To address limited, short-term problems, a company is most likely to employ a _________ strategy.
A)retrenchment
B)turnaround
C)doomsday
D)self-critical
Q4) Core competencies include an organisation's major capabilities and its resources.
A)True
B)False
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Chapter 5: Organisational Structure and Design
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) In a short essay, list and explain the following three key elements in designing an organisation's structure: specialisation, departmentalisation and authority and responsibility.
Q2) All of the following are characteristics of a highly formalised organisation except
A)explicit job descriptions
B)little discretion for employees
C)a standardised way of doing things
D)minimum number of rules
Q3) In a short essay, describe the characteristics of a simple structure.
Q4) Which statement best summarises the difference between authority and power?
A)Power is a two-dimensional part of a three-dimensional authority
B)Power is a right, while authority is a privilege.
C)Authority is one's ability to influence decisions, while power is an informal right to make decisions.
D)Authority is a right and is part of power
Q5) In a short essay, list and discuss the following three common forms of departmentalisation: functional, product and geographical.
Q6) In a short essay, describe the characteristics of a functional structure.
Page 7
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Chapter 6: Managing Human Resources
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87 Verified Questions
87 Flashcards
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Sample Questions
Q1) Laila is responding to a candidate for the executive position who wants to know more about the job.Laila is most likely to send which of the following?
A)Human resource inventory
B)Job description
C)Job title
D)Job analysis
Q2) Which legislation deals with issues such as race, age, sex and colour?
A)Sex Discrimination Act
B)Privacy Act
C)Equal Employment Opportunity Act
D)Fair Work Act
Q3) To set pay standards, HRM employs _________.
A)outside consultants
B)a national pay scale
C)a panel of an employee's peers
D)compensation administration
Q4) .Identify two ways an organisation can ensure workplace health and safety.
Q5) Compare the critical incidents, graphic rating scales and BARS appraisal methods.
Q6) In a short essay, discuss the interview as a selection device for HRM.
Page 8
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Chapter 7: Managing Change and Innovation
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) In Lewin's calm waters metaphor, the goal of introducing change is to _________.
A)establish a new equilibrium state
B)change the current equilibrium state
C)eliminate the equilibrium state
D)reach a state of constant change
Q2) Which of the following is an external force that would cause a company to make an organisational change?
A)An organisation-wide restructuring
B)A weakening economy
C)The naming of a new CEO
D)A new operations system
Q3) Potential stress can become actual stress when the outcome of an event is uncertain and _________.
A)publicly viewed
B)important to the individual
C)hard for the individual to understand
D)has little impact on the individual
Q4) Inspiration marks the first step in the creative process.
A)True
B)False
Page 9
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Chapter 8: Foundations of Individual Behaviour
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) When a manager gives an employee a bonus for a job well done, which behaviour-shaping method is the manager using?
A)Positive reinforcement
B)Negative reinforcement
C)Extinction
D)Punishment
Q2) In attribution theory, if a person is conscientious in five separate tasks, but in the sixth task fails to be conscientious, this task is said to have _________.
A)low distinctiveness
B)high distinctiveness
C)high consensus
D)low consensus
Q3) In attribution theory, the behaviour of an individual who shows low distinctiveness and low consensus is likely to be attributed as _________.
A)externally caused
B)beyond his control
C)not his fault
D)internally caused
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10
Chapter 9: Understanding Groups and Managing Work Teams
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) When assembling a team, managers should look for individuals who _________.
A)can fulfil team roles and have team skills
B)are team players
C)have both team and job skills
D)have required job skills
Q2) In a brief essay, discuss how managers can use training to shape team behaviour.
Q3) Effective teams typically need some _________.
A)social loafing
B)dysfunction
C)distrust
D)conflict
Q4) A major benefit of global teams is _________.
A)idea diversity
B)little stereotyping
C)groupthink
D)minimal distrust
Q5) Accountability for a work team is strictly on an individual basis.
A)True
B)False
Q6) Describe how a Green Team can avoid stagnation after one year. Page 11
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Chapter 10: Motivating and Rewarding Employees
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85 Verified Questions
85 Flashcards
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Sample Questions
Q1) Across cultures, the need for achievement seems to correlate with which of the following?
A)Acceptance of risk
B)Need for money
C)Little acceptance of risk
D)Need for security
Q2) Maslow contends that lower-order needs are satisfied internally and higher-order needs are satisfied externally.
A)True
B)False
Q3) Which of the following is true of the three early theories of motivation?
A)Only McGregor focuses on human nature.
B)Both McGregor and Herzberg focus on human nature.
C)Maslow focuses on job satisfaction.
D)McGregor focuses on the needs of the individual.
Q4) The best managers tend to be low in _________.
A)need for affiliation
B)emotional intelligence
C)need for power
D)personal responsibility
Page 13
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Chapter 11: Leadership and Trust
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112 Verified Questions
112 Flashcards
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Sample Questions
Q1) Fiedler's model proposed that leadership success was determined by matching leadership style to the company's goals and values.
A)True
B)False
Q2) A(n) _________ leader in path-goal theory does little but sets challenging goals for followers.
A)supportive
B)achievement-oriented
C)participative
D)directive
Q3) Define credibility.
Q4) Trait research has given managers the ability to pick out leaders from the group.
A)True
B)False
Q5) The University of Iowa leadership studies was _________
A)one of the first studies to examine sustainable leadership
B)shut down due to ethical concerns
C)conducted by two psychologists and one corporate CEO
D)one of the first studies of leadership behaviour
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Chapter 12: Managing Communication and Information
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) Today, most organisations understand that social media is a distraction to employees and should be banned from the workplace.
A)True
B)False
Q2) Define extranets.List one advantage of this networked communication application.
Q3) The purpose of feedback is to determine whether a message was _________.
A)received
B)received and understood
C)worth sending
D)verbal or nonverbal
Q4) The communication process begins with this.
A)A thought or purpose
B)A message
C)An encoded message
D)A noise
Q5) In Australia, managers tend to prefer informal over formal communication.
A)True
B)False
Q6) Discuss the legal and security issues resulting from new Internet-based communication technology.
Page 15
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Chapter 13: Foundations of Control
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) It is important that workplace monitoring policies _________.
A)include an employee's home computer
B)control behaviour in a non-demeaning way
C)are concealed from the employees
D)evaluate employee use of smartphones and tablets
Q2) Which of the following would constitute basic corrective action for employees whose production has dropped?
A)Changing how the work is carried out
B)Taking away employee privileges
C)Looking for causes of the production drop
D)Changing the pay scale
Q3) Some control criteria, such as employee satisfaction or absenteeism, are applicable to only some management situations.
A)True
B)False
Q4) A management information system (MIS) provides managers with _________ data.
A)numerical
B)unanalysed
C)analysed and processed
D)raw
16
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