Introduction to Management
Chapter Exam Questions
Course Introduction
Introduction to Management offers students a comprehensive overview of fundamental management principles, practices, and functions in contemporary organizations. The course explores core topics such as planning, organizing, leading, and controlling, while emphasizing the roles and responsibilities of managers at various levels. Students are introduced to decision-making processes, organizational structures, and the impact of culture and ethics on management. By examining real-world case studies and current trends, this course helps students develop critical thinking, problem-solving, and leadership skills essential for effective management in a dynamic business environment.
Recommended Textbook MGMT 2nd Canadian Edition by Chuck Williams
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Page 2
Chapter 1: Management
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Q1) The decisional roles consist of four subroles: entrepreneur,disturbance handler,resource allocator,and spokesperson.
A)True
B)False
Answer: False
Q2) Which of the following functions is typically performed by middle managers?
A) planning and implementing subunit strategies for achieving organizational goals
B) developing in employees the attitudes of commitment to and ownership of the company's performance
C) creating a positive organizational culture through language and action
D) monitoring the business environment
Answer: A
Q3) Which set of skills increases in importance to success as people rise through the managerial ranks?
A) human skills and technical skills
B) human skills and the motivation to manage
C) conceptual skills and the motivation to manage
D) conceptual skills and human skills
Answer: C
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Page 3
Chapter 2: History of Management
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Q1) Which management theorist would most likely have said,"The success of an enterprise generally depends much more on the administrative ability of its leaders than on their technical ability"?
A) Henri Fayol
B) Mary Parker Follett
C) Max Weber
D) Lillian Gilbreth
Answer: A
Q2) According to Chester Barnard,for many managerial requests or directives,there is a zone of indifference in which managers don't really care whether the request is met or the directive is performed.
A)True
B)False
Answer: False
Q3) For most of humankind's history,people have commuted to work.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Organizational Environments and Cultures
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Q1) Which of the following is a step in the process that managers use to make sense of their changing environments?
A) adopting perceptual re-engagement
B) engaging in environmental laddering
C) acting on threats and opportunities
D) creating strategic windows
Answer: C
Q2) After the company founders are gone,stories and heroes can help to sustain the founders' values,attitudes,and beliefs in the organizational culture.
A)True
B)False
Answer: True
Q3) Which of the following is a component of a book publisher's general environment and will indirectly influence how it does business?
A) other book publishing companies
B) pornography laws
C) an advocacy group supporting free books for children
D) a trend toward less leisure time
Answer: D
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Chapter 4: Ethics and Social Responsibility
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Q1) It would be safe to say that while it sometimes pays to be socially responsible,at other times socially responsible behaviour can create significant costs.
A)True
B)False
Q2) A female employee was passed over for a promotion that was awarded to a new and younger male employee.Disgruntled,the older female employee gives the younger employee who got the job false information,thereby making his work more difficult.What behaviour is the older female employee engaged in?
A) production deviance
B) employee shrinkage
C) political deviance
D) personal aggression
Q3) People at the postconventional level of moral development make moral decisions based on selfish reasons.
A)True
B)False
Q4) What are the three steps managers must follow to create an ethical business climate?
Q5) Identify and briefly describe Kohlberg's three phases of moral development.
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Chapter 5: Planning and Decision Making
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Q1) A manager had a goal to reduce the expenses incurred by the sales force.He examined the weekly expense sheets prepared by the individual salespeople and met with those that needed to further reduce their expenses.Which accepted method for tracking progress toward goal achievement was he using?
A) setting realistic and attainable goals
B) gathering and providing performance feedback
C) developing concrete action plans
D) making sure goals are measurable
Q2) What lists the specific steps,people,resources,and time period for accomplishing a goal?
A) a strategy
B) a proximal goal
C) a distal goal
D) an action plan
Q3) Cheryl Trump is the daughter of a well-known financier.She is currently in her first year of college,but has decided that she wants to earn an MBA as soon as possible after earning her four-year college degree.Outline the five steps in effective planning.Use the guidelines for effective planning to develop an appropriate plan for Cheryl.
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Chapter 6: Organizational Strategy
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Q1) Portfolio strategy is a corporate-level strategy that minimizes risk by diversifying investment among various businesses or product lines.
A)True
B)False
Q2) Industry-level strategy is a corporate strategy that addresses the question "How should we compete against a particular firm in our industry?"
A)True
B)False
Q3) Strategic dissonance is a discrepancy between upper management's intended strategy and the strategy actually implemented by the lower levels of management. A)True
B)False
Q4) List the four different adaptive strategies.Explain the reasons that one tends to have poorer performance than the others.
Q5) Explain the basics of portfolio strategy.Identify the best approach to diversification using this strategy.Be sure to explain your rationale for arguing that the specified approach to diversification is the best.
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Page 8
Chapter 7: Innovation and Change
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Q1) Technological innovation makes it possible not only to duplicate the benefits obtained from a company's distinctive advantage,but also quickly creates an opportunity to turn a company's competitive advantage into a competitive disadvantage.
A)True
B)False
Q2) Hewlett-Packard is exploring new products and markets through the development of digital imaging products in its plants in India,South Africa,and the United States.What can Hewlett-Packard do to jump-start this innovative process?
A) It can manage flow through the use of Gantt charts.
B) It can concentrate on dominant design and ignore incremental design.
C) It can engage in creative reciprocity.
D) It can establish creative work environments.
Q3) What are the goals of the compression approach to innovation?
A) speed, lower costs, and incremental change of dominant design
B) the development of milestones and the comparison of actual milestones with forecasts
C) the establishment of a dominant design and speed
D) absolute-time management and the creation of a dominant design
Q4) Define creativity.Explain its relationship to organizational innovation.
Page 9
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Chapter 8: Global Management
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Q1) What is the term for a direct tax on imported goods designed to make it more expensive to buy those goods,in hopes of reducing the volume of those imported goods in a given country?
A) tariff
B) nontariff barrier
C) trade roadblock
D) boycott quota
Q2) Much of China's sweater production comes from the city of Honghe.Half of the city's population produces 200 million sweaters that are distributed around the world.What does China use to distribute these sweaters?
A) franchising
B) direct investment
C) licensing
D) exporting
Q3) What are trade barriers? Identify the two general kinds of trade barriers used by governments,and give one example of each.
Q4) Define direct foreign investment.Name one of the top five countries with the largest direct foreign investment in Canada.
Q5) Briefly explain how companies can assess the growth potential of new markets.
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Chapter 9: Designing Adaptive Organizations
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Q1) Refer to the Narrative 9-1.One cause of the precipitous drop in the value of Yahoo's stock was that too many unrelated decisions were being made by unrelated people in the company without any regard for what was best for the entire company.What would be one way to solve this problem?
A) behavioural informality
B) centralization of authority
C) delegation
D) employee empowerment
Q2) Explain what is meant by the term departmentalization.List the five traditional approaches to departmentalization.
Q3) The job characteristics model (JCM)is concerned with increasing internal motivation.JCM specifies three critical psychological traits that must occur for work to be internally motivating.What are they?
Q4) Cross-departmental coordination tends to be very easy in organizations with functional departmentalization.
A)True
B)False
Q5) What is job specialization? Briefly explain its advantages and disadvantages.
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Chapter 10: Leading Teams
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Q1) A group in Great Britain has been established to improve the employment,retention,and promotion prospects of black and ethnic minorities and women in the Fire and Rescue Service,which at present has a largely white,male demographic.What is the group trying to increase within the firefighting teams?
A) group norms
B) team diversity
C) aggregated creativity
D) collectivism
Q2) Once teams have made it to the performing stage,they no longer need to fear a decline in performance.
A)True
B)False
Q3) Sincere attempts to reach agreement on a difficult issue can quickly deteriorate from cognitive to affective conflict.
A)True
B)False
Q4) List and briefly describe the three methods of compensating employees for team participation and accomplishments.
Q5) What are project teams? List the advantages associated with their usage.
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Chapter 11: Managing Human Resource Systems
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Q1) Since interviews are especially good at assessing applicants' interpersonal skills,they work especially well together with cognitive ability tests,where the combination leads to even better selection decisions than using either alone.
A)True
B)False
Q2) Former female employees of a national real-estate brokerage firm claimed that they were subjected to lewd remarks,unwanted groping,and sexual propositions by male coworkers.According to their attorney,"The firm created a frat-house culture and then failed to do anything about it." Which of the following would this suit claim the women were victims of?
A) unintentional discrimination
B) a hostile work environment
C) gender discrimination
D) quid pro quo sexual harassment
Q3) The only time that gender,age,religion,and so on can be used to make employment decisions is when they are considered a bona fide occupational qualification (BFOQ).
A)True
B)False
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Chapter 12: Managing Individuals and a Diverse Workforce
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Q1) Which program seeks to benefit both organizations and their employees by encouraging organizations to value all kinds of differences in their workforces?
A) self-monitoring
B) federal agency
C) ombudsperson
D) diversity
Q2) The glass ceiling is the so-called invisible barrier that prevents women and minorities from advancing to the top jobs in organizations.
A)True
B)False
Q3) Mentoring programs in companies generally do not help women to advance in their careers.
A)True
B)False
Q4) Research has shown that performance capabilities decline with age.
A)True
B)False
Q5) How is surface-level diversity different from deep-level diversity?
Q6) Why does diversity make good business sense?
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Chapter 13: Motivation
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Q1) According to expectancy theory,which of the following must be high in order for people to be highly motivated?
A) value added
B) reinforcement usage
C) instrumentality
D) equity
Q2) According to equity theory,objective reality,rather than employee perceptions,determines employee motivation.
A)True
B)False
Q3) In which type of reinforcement schedule do consequences follow a behaviour after different times,some shorter and some longer around a specified average time?
A) fixed interval
B) variable interval
C) fixed ratio
D) variable ratio
Q4) Describe goal-setting theory.Briefly identify the theory's basic components.
Q5) How can managers use reinforcement theory to motivate their employees?
Q6) Briefly explain the relationship between need satisfaction and motivation.
Page 15
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Chapter 14: Leadership
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Q1) What is the difference between a leader and a manager? What is the relative importance of leaders and managers to the success of organizations today?
Q2) Refer to the Narrative 14-1.Which of the following defines Tobin's ability to make these personnel changes?
A) employee orientation
B) position power
C) goal specificity
D) instrumentality
Q3) Refer to the Narrative 14-3.One reason for Beane's success is his ability to let employees know precisely what is expected of them,give specific guidelines for playing baseball (e.g.,instructing all pitchers to throw strikes on the first pitch and to throw as few pitches as possible during each inning),and make sure that players follow these standards of performance.Which of the following best describes the type of leader Beane is?
A) directive
B) participative
C) supportive
D) autonomous
Q4) Identify and define the components of visionary leadership.
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Chapter 15: Managing Communication
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Q1) Marathon runner Mariah Li noticed the San Diego Zoo was prohibiting people in motorized wheelchairs from viewing the zoo's baby panda and saw nothing wrong with this policy.Tully Smythe,who is wheelchair-bound,saw the notice and felt he was being discriminated against because he could not use his wheelchair to access the panda site.What does this scenario provide examples of?
A) selective perception
B) destructive feedback
C) faulty closure
D) selective retention
Q2) What is the term for the tendency to notice and accept objects and information consistent with our values,beliefs,and expectations while ignoring or screening out or not accepting inconsistent information?
A) selective perception
B) paralanguage
C) closure
D) attribution
Q3) E-mail and voice mail are typically used for one-on-one communication.However,they may also be used at times for organization-wide communication.Briefly explain how this is done.
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Page 17
Chapter 16: Control
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Q1) Sometimes,the costs of control exceed its benefits.
A)True
B)False
Q2) What is the term for a performance assessment whereby companies identify which customers are leaving and the rate at which customers are leaving?
A) customer subjectivity
B) customer satisfaction
C) customer defection
D) customer objectivity
Q3) A provider of computer technical support is using the balanced scorecard approach to control.Which of the following would the provider look at?
A) the percentage of its employees that have received training during the last year
B) management changes
C) its supply of parts
D) policies and procedures
Q4) Explain the term cybernetic and its relevance to the control process.
Q5) Identify and briefly define the three basic control methods.
Q6) Define benchmarking.List the three steps in this process.
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Chapter 17: Managing Information in a Global World
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Q1) What is first-mover advantage?
Q2) What are the three kinds of information technology used by executives,managers,and workers inside a company to access and share information?
A) executive information systems, portals, and intranets
B) local area networks, extranets, and management information systems
C) intranets, local area networks, and portals
D) expert systems, decision support system, and virtual private networks
Q3) Chris was the first amongst the sales group to purchase a smartphone when they were introduced to the market.This gave Chris an upper hand on other sales staff as he could stay in closer touch with current and potential customers and respond to their needs more quickly.What upper hand did the smartphone give Chris?
A) first-mover advantage
B) lower profits
C) less market adaptability
D) increased synergy
Q4) The primary difference between raw data and information is meaning to the user.
A)True
B)False
Q5) What are intranets? List four reasons why they are so popular.
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Chapter 18: Managing Service and Manufacturing Operations
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Q1) Which quality characteristic can be applied to both goods and services?
A) reliability
B) serviceability
C) durability
D) homogeneity
Q2) Which of the following is continuous improvement typically associated with?
A) low morale and reduced customer satisfaction
B) a reduction in variation and higher customer satisfaction
C) batch processing and a broad chain of command
D) a flat organizational structure and a broad chain of command
Q3) Which type of productivity is a measure of performance that indicates how much of a particular kind of input it takes to produce an output?
A) breakdown
B) segregated
C) unifactor
D) partial
Q4) Two common measures of productivity are extrinsic productivity and intrinsic productivity.
A)True
B)False
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