Introduction to Management
Chapter Exam Questions
Course Introduction
Introduction to Management explores the fundamental concepts, principles, and functions of management within organizations. Students will examine the roles and responsibilities of managers, including planning, organizing, leading, and controlling, as well as key topics such as decision making, motivation, leadership, and effective communication. The course emphasizes real-world applications through case studies and practical examples, providing a foundation for understanding how organizations operate and are managed in todays dynamic business environment.
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Canadian Organizational Behaviour 7th Edition by Steven McShane
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2
Chapter 1: Introduction to the Field of Organizational Behaviour
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Sample Questions
Q1) Which of the following concept is most closely associated with corporate social responsibility?
A) knowledge management
B) sociological theories
C) entrepreneurship
D) open systems perspective
E) triple bottom line philosophy
Answer: E
Q2) Employees,suppliers and governments:
A) are organizational stakeholders.
B) are rarely considered in organizational behaviour theories.
C) represent the three levels of analysis in organizational behaviour.
D) are excluded from the open systems anchor.
E) All of the answers are correct.
Answer: A
Q3) The concept of values is an important aspect of the stakeholder perspective.
A)True
B)False
Answer: True
Page 3
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Chapter 2: Individual Behaviour, Personality, and Values
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Sample Questions
Q1) Which of the following statements about values is FALSE?
A) Values help define what is right or wrong and good or bad in the world.
B) Values are arranged into a hierarchy of preferences.
C) The values that dominate a person's preferences differ across cultures.
D) Values guide our decisions and actions.
E) A person's hierarchy of values typically changes a few times each year.
Answer: E
Q2) ________ characterizes people with high levels of anxiety,hostility,depression,and self-consciousness.
A) Extroversion
B) Openness to experience
C) Conscientiousness
D) Neuroticism
E) Agreeableness
Answer: D
Q3) Individuals with higher internal locus of control tend to evaluate others less favourably.
A)True
B)False
Answer: False
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Chapter 3: Perceiving Ourselves and Others in Organizations
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Sample Questions
Q1) Negative reinforcement occurs when the introduction of a consequence increases or maintains the frequency or future probability of a behaviour.
A)True
B)False
Answer: False
Q2) Categorical thinking is mostly a conscious process of deciding what information in the environment to notice.
A)True
B)False
Answer: False
Q3) The process of assigning traits to people based on their membership in a social category refers to:
A) recency effect.
B) halo effect.
C) projection bias.
D) empathy.
E) stereotyping.
Answer: E
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Chapter 4: Workplace Emotions,attitudes,and Stress
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Sample Questions
Q1) Employees are more likely to experience stress when they lack control over their work activities.
A)True
B)False
Q2) Emotions generate a core affect that something is good or bad,helpful or harmful,to be approached or avoided.
A)True
B)False
Q3) ________ are brief physiological,behavioural,and psychological experiences directed toward someone or something that put people in a state of readiness.
A) Attitudes
B) Perceptions
C) Behavioural intentions
D) Emotions
E) Most forms of organizational commitment
Q4) In Canada,women in management jobs experience more stress than men in similar jobs.
A)True B)False
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Chapter 5: Foundations of Employee Motivation
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Sample Questions
Q1) Abraham Maslow was the first to recognize that human thoughts play a role in motivation.
A)True
B)False
Q2) Employees who believe that accomplishing a particular task will almost certainly result in a day off with pay would have:
A) an E-to-P expectancy above 100.
B) a P-to-O expectancy close to 1:0.
C) an outcome valence above 0:0.
D) an E-to-P expectancy close to minus 100.
E) a P-to-O expectancy close to 100.
Q3) Combining goal setting with monetary incentives motivates many employees to set up difficult goals.
A)True
B)False
Q4) Feedback to employees is most effective when it is frequent,credible,and general.
A)True
B)False
Q5) Compare and contrast ERG theory with McClelland's theory of learned needs.
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Chapter 6: Applied Performance Practices
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Sample Questions
Q1) Knowledge of results originates primarily from:
A) job feedback
B) skill variety
C) autonomy
D) task significance
E) task identity
Q2) Effective performance-based rewards should:
A) be based mainly on the employee's years of service with the company.
B) reward behaviours and outcomes that are under the employee's control.
C) reward only individual performance when employees have highly interdependent tasks.
D) All of the answers are correct.
E) reward behaviours and outcomes that are under the employee's control and reward only individual performance when employees have highly interdependent tasks.
Q3) Positive self-talk motivates employees by increasing their effort-to-performance expectancy.
A)True
B)False
Q4) Compare and contrast gainsharing with employee share ownership plans.
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Chapter 7: Decision Making and Creativity
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Sample Questions
Q1) Describe the four stages of the creative process.
Q2) Post-decisional justification gives people an excessively optimistic evaluation of their decisions,until they receive very clear and undeniable information to the contrary.
A)True
B)False
Q3) The contingencies of employee involvement include all of the following EXCEPT:
A) Source of decision knowledge
B) Decision quantity
C) Decision structure
D) Decision commitment
E) Risk of conflict
Q4) Art classes and improvisational theatre are two creative activities of associative play.
A)True
B)False
Q5) Creativity should be used only in cases of non-programmed problems.
A)True
B)False
Q6) Describe the rational choice paradigm of decision making.
Page 9
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Chapter 8: Team Dynamics
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Sample Questions
Q1) Which of the following is NOT a feature of nominal group technique?
A) Participants openly debate and criticize ideas constructively.
B) After the problem is described, team members silently and independently write down as many solutions as they can.
C) Nominal group technique discourages criticism or debate.
D) After ideas have been presented, participants silently and independently rank order or vote on each proposed solution.
E) Nominal group technique follows an individual, then team, then individual process.
Q2) In effective teams,members must be motivated and able to work together,as well as contribute to the team's task.
A)True
B)False
Q3) Process losses are the resources expended to develop and maintain an effective team.
A)True
B)False
Q4) Describe the distinctive features of a typical self-directed team.
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Chapter 9: Communicating in Teams and Organizations
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Sample Questions
Q1) Flaming refers to the capacity of an organization to transmit information more quickly through computer networks than through traditional paper media.
A)True
B)False
Q2) The three components of listening are encoding,decoding and interpreting.
A)True
B)False
Q3) You have completed an important presentation to several Japanese executives regarding a proposed partnership between your British company and their Japanese firm.Your presentation is greeted by a long silence with the Japanese executives continuing to look at you.This silence probably means that the Japanese executives:
A) didn't understand what you were saying.
B) disagree with your proposal and can't think of a polite way of telling you about their rejection.
C) weren't listening to your presentation.
D) are so overjoyed by the proposal that they are speechless.
E) are contemplating what you have just said and are showing respect for your presentation.
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Chapter 10: Power and Influence in the Workplace
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Sample Questions
Q1) Professions gain power in the marketplace by reducing their substitutability through the control of tasks and knowledge.
A)True
B)False
Q2) In persuasive communication,the inoculation effect involves warning listeners that others will try to influence them in the future and that they should be aware of the opponent's arguments.
A)True
B)False
Q3) Persuasion is the most common form of influence in high power distance cultures.
A)True
B)False
Q4) Establishing a free flow of information and using effective change management practices help to minimize organizational politics.
A)True
B)False
Q5) Suppose you have formal authority to allocate performance bonuses to your employees.What contingencies must exist before this source of power will translate into actual power?
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Chapter 11: Conflict and Negotiation in the Workplace
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Sample Questions
Q1) Constructive conflict tests the logic of arguments and encourages participants to re-examine their basic assumptions.
A)True
B)False
Q2) Which of the following is NOT explicitly labelled in the conflict process model?
A) Manifest conflict
B) Conflict perceptions
C) Conflict emotions
D) Conflict sources
E) Conflict zone
Q3) The process in which one party perceives that its interests are being opposed or negatively affected by another party is called:
A) mediation
B) conflict
C) negotiation
D) dialogue
E) conflict management
Q4) Comment on the accuracy of the following statement: 'Negotiators tend to bargain more effectively if they don't make concessions.'
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Chapter 12: Leadership in Organizational Settings
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Sample Questions
Q1) Which of these is NOT explicitly identified in the textbook as a leadership perspective?
A) Attitudinal.
B) Contingency.
C) Transformational.
D) Implicit.
E) Competency.
Q2) Servant leadership emphasizes the notion that:
A) employees are paid to serve their leaders.
B) leaders should have servants to perform the work.
C) employees are servants in the organization, so they should place organizational objectives above their personal needs.
D) Servant leadership emphasizes all of these.
E) Servant leadership emphasizes none of these.
Q3) Shared leadership roles are formally assigned by the team.
A)True
B)False
Q4) Transactional leaders are mainly change agents.
A)True
B)False
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Chapter 13: Designing Organizational Structures
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Sample Questions
Q1) Employees at a large call centre perform repetitive tasks (low variety)by documenting mailing addresses from customers who call the centre.The work process is the same for all inquiries to all call centre staff members (low analyzability).The best organizational structure for this work unit:
A) is an organic structure.
B) would have low formalization.
C) would coordinate mainly through informal communication.
D) is a mechanistic structure.
E) would have none of these characteristics.
Q2) Team-based organizational structures are usually found within larger divisionalized structures.
A)True
B)False
Q3) All organizational structures have the following two fundamental requirements:
A) flatter span of control and decentralization
B) division of labour and coordination
C) decentralization and divisionalization
D) coordination and decentralization
E) centralization and outsourcing
Q4) What role does organizational strategy play in designing organizations?
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Chapter 14: Organizational Culture
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Sample Questions
Q1) Organizational countercultures can potentially help the organization maintain its ethical conduct.
A)True
B)False
Q2) When estimating the content of an organization's culture,we should pay attention to:
A) the values employees actually apply.
B) the beliefs that customers have about the company's products.
C) the amount of reality shock newcomers experience when joining the company.
D) the values executives say employees should apply.
E) We should never pay attention to values or beliefs when estimating organizational culture.
Q3) The best way to determine an organization's shared assumptions is to:
A) interview executives.
B) look for evidence of its corporate value statements.
C) determine what the organization's enacted values are.
D) read public relations statements produced by the organization.
E) ask customers to evaluate the company's effectiveness.
Q4) Using attraction-selection-attrition (ASA)theory,explain how organizations tend to maintain and perpetuate their cultures.
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Chapter 15: Organizational Change
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Sample Questions
Q1) Pilot projects are usually more flexible and less risky than centralized,organization-wide programs.
A)True
B)False
Q2) By creating a sense of urgency for change,change agents are motivating employees to change towards the new conditions.
A)True
B)False
Q3) Most change agents are external consultants rather than corporate executives.
A)True
B)False
Q4) Action research is __________ activity.
A) a coercive
B) a problem-focused.
C) an autocratic
D) a parallel organization
E) a consultant-free
Q5) Employee resistance to change most often take the form of overt work behaviours.
A)True
B)False
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