Introduction to Management
Pre-Test Questions
Course Introduction
Introduction to Management provides students with a comprehensive overview of the fundamental concepts and principles of management in contemporary organizations. The course explores the core functions of management planning, organizing, leading, and controlling while also examining key topics such as decision-making, motivation, leadership, organizational structure, and strategic planning. Through case studies, discussions, and practical examples, students will gain insight into the roles and responsibilities of managers, the challenges they face, and the skills necessary to be effective in diverse business environments. This foundational course equips learners with the essential knowledge required for further study in business and related fields.
Recommended Textbook
Organizational Behavior A Practical Problem Solving Approach 1st Edition by Angelo Kinicki
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16 Chapters
2094 Verified Questions
2094 Flashcards
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Chapter 1: Making Ob Work for Me
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126 Verified Questions
126 Flashcards
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Sample Questions
Q1) What is self-awareness? Why is self-awareness important for managers? How can one develop self-awareness?
Answer: To have a successful career, you need to know who you are and what you want. "When you know yourself, you are comfortable with your strengths and not crippled by your shortcomings.... Self-awareness gives you the capacity to learn from your mistakes as well as your successes." You need to know yourself in order to be authentic. This is essential to influencing others.
Q2) Which of the following is not one of the basic elements of selecting an effective solution?
A) Determining the basic criteria for the decision
B) Selecting an OB concept or topic to apply
C) Deciding who will be involved in choosing the solution
D) Considering the consequences of each alternative
E) Agreeing on a method for decision making
Answer: B
Q3) A decision is a gap between an actual and a desired situation.
A)True
B)False
Answer: False
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Chapter 2: Values and Attitudes
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131 Flashcards
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Sample Questions
Q1) The first step in combating bullying is to document the event in writing, particularly if the bully is your boss.
A)True
B)False
Answer: True
Q2) Kim lives and works in a small town, even though she prefers life in a bigger city. She is quite dissatisfied with her current job and is thinking of leaving the organization. She is worried, however, about her ability to find other employment that pays as well as her current job. Additionally, she is concerned about finding another organization that offers college tuition reimbursement. Based on this information, Kim is experiencing
A) Inequity
B) Withdrawal cognitions
C) Emotional detachment
D) Affective dissonance
E) Unmet expectations
Answer: B
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Chapter 3: Individual Differences and Emotions
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Sample Questions
Q1) Openness to experience refers to a person being trusting and good-natured.
A)True
B)False
Answer: False
Q2) What is "emotional stability"? How is emotional stability related to variables that are important for managers?
Answer: Individuals with high levels of emotional stability tend to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure. Employees with high levels of emotional stability have been found to have higher job performance, perform more organizational citizenship behaviors, and exhibit fewer counterproductive work behaviors.
Q3) If a person attributes outcomes to luck or fate, that person is likely to have:
A) An optimistic personality
B) A proactive personality
C) A high level of extraversion
D) An external locus of control
E) High emotional stability
Answer: D
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Chapter 4: Social Perception and Managing Diversity
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Sample Questions
Q1) Japanese people see apologies as an admission of wrongdoing.
A)True
B)False
Q2) To make effective hiring decisions, managers should learn to use their implicit cognitions.
A)True
B)False
Q3) The process that enables us to interpret and understand our surroundings is called:
A) Selection
B) Suppression
C) Stereotyping
D) Perception
E) Cognition
Q4) The use of implicit cognition leads people to make biased decisions.
A)True
B)False
Q5) The negativity bias tends to make us notice bad things more than good things.
A)True
B)False
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Chapter 5: Foundations of Employee Motivation
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138 Flashcards
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Sample Questions
Q1) Which of the following is not a content theory of motivation?
A) Acquired needs theory
B) Maslow's needs hierarchy of needs theory
C) Self-determination theory
D) Expectancy theory
E) Theory X and Theory Y
Q2) Distributive justice reflects the perceived fairness of how resources and rewards are allocated.
A)True
B)False
Q3) Explain expectancy theory. Discuss what a manager could do to use expectancy theory to motivate employees.
Q4) Describe self-determination theory. Contrast this with McClelland's acquired needs theory. How would a manager utilize self-determination theory to motivate employees?
Q5) Intrinsic motivation is dependent on external factors.
A)True
B)False
Q6) What is job crafting? How does it operate? Explain the effects of job crafting on employees.
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Chapter 6: Performance Management
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125 Flashcards
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Sample Questions
Q1) Behavior that is learned when one acts on the environment to produce desired consequences is known as:
A) Operant behavior
B) Consequential behavior
C) Reward behavior
D) Respondent behavior
E) Contingent behavior
Q2) Jill is a sales representative for a large pharmaceutical corporation. According to the current compensation system, if Jill meets her target for the quarterly sales projections, she will receive a bonus equivalent to 7% of her annual salary. Jill is working hard to meet the sales goal so that she can use the bonus money as a down payment on a new car for herself. Which of the following is true regarding Jill's motivation?
A) It comes from a sense of competence.
B) It comes from a sense of progress.
C) It is a consequence of job redesign.
D) It is intrinsically motivated.
E) It is extrinsically motivated.
Q3) Explain what "monitoring" and "evaluating" performance mean, and discuss how these are subject to bias.
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Page 8
Chapter 7: Positive Organizational Behavior
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128 Verified Questions
128 Flashcards
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Sample Questions
Q1) The four components of virtuous leadership are forgiveness, trust, integrity, and the "greater good."
A)True
B)False
Q2) According to Professor Fred Luthans, people with high levels of positive psychological capital have high levels of:
A) Hope, extraversion, resilience, and optimism
B) Hope, efficacy, respect, and optimism
C) Health, extraversion, respect, and optimism
D) Hope, efficacy, resilience, and optimism
E) Health, efficacy, resilience, and obstinacy
Q3) The characteristic of PsyCap that consists of sustaining effort when beset by problems and adversity is:
A) Hope
B) Efficacy
C) Optimism
D) Health
E) Resilience
Q4) How can an individual develop his or her own psychological capital?
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Chapter 8: Groups and Teams
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Sample Questions
Q1) A person in the coordinator role will:
A) Clarify pertinent values
B) Keep the group headed toward its stated goals
C) Prod the group to move along
D) Pull together ideas and suggestions
E) Suggest new goals or ideas
Q2) In the adjourning stage, group members re-commit to their dependence on the other group members.
A)True
B)False
Q3) Task roles enable a group to define, clarify, and pursue a common purpose.
A)True
B)False
Q4) Teams are task groups that have matured to the performing stage.
A)True
B)False
Q5) Encourager is a maintenance role in groups.
A)True
B)False
Q6) Discuss the competencies of being an effective team player.
Page 10
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Chapter 9: Communication in the Digital Age
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Sample Questions
Q1) Immediacy is a term used to represent openness, warmth, closeness, and availability for communication.
A)True
B)False
Q2) Harry is thinking about meeting Connie. He writes a text message to Connie, inviting her for a drink at the local bar. This is an example of __________.
A) Decoding
B) Feedback
C) Noise
D) Encoding
E) Miscommunication
Q3) Which of the following is a tip for more effective PowerPoint presentations?
A) Include questions on slides
B) Utilize lots of images
C) Make sure you have plenty of special effects
D) Use multiple font styles, sizes, and colors
E) Put everything you have to say on a slide
Q4) Describe what a "social media strategy" is. In what ways can social media be useful for organizations?
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Chapter 10: Managing Conflict and Negotiation
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Sample Questions
Q1) "Light tactics" of conflict include making threats; "heavy tactics" include violence.
A)True
B)False
Q2) The most difficult and costly of the forms of ADR to use is:
A) Ombudsmanship
B) Facilitation
C) Peer review
D) Mediation
E) Arbitration
Q3) Which of the following is not an unethical tactic to use in negotiations?
A) Showing emotions
B) Nondisclosure
C) Strengthening one's own position
D) Weakening the opponent
E) Puffery
Q4) The organizational outcomes of conflict are most positive when the intensity of the conflict is high.
A)True
B)False
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Chapter 11: Decision Making and Creativity
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Sample Questions
Q1) Individuals who are directive in decision-making style:
A) Risk being autocratic and focusing on the short term
B) Sometimes overanalyze situations
C) Rely on intuition and discussions with others to acquire information
D) Are good at finding creative solutions to problems
E) Have a tendency to avoid conflict
Q2) _______ is a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members' strivings for unanimity override their motivation to realistically appraise alternative courses of action.
A) Brainstorming
B) Brainwriting
C) Brainwashing
D) Groupthink
E) Goal displacement
Q3) What is "big data"? Why is it important for organizations?
Q4) Once a solution is chosen, it should be implemented; then, stakeholders need to evaluate how effectively the solution solves the problem.
A)True
B)False
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Chapter 12: Power, Influence, and Politics
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Sample Questions
Q1) Empowerment is an either-or proposition; either a subordinate is empowered or not-there are no "degrees" of empowerment.
A)True
B)False
Q2) Hugh tried his best to convince Irene about a new business proposal, but Irene presented some good counterarguments and stalled the proposal. This is an example of:
A) Compliance
B) Adherence
C) Allegiance
D) Resistance
E) Commitment
Q3) Reward power is a form of personal power.
A)True
B)False
Q4) Ingratiation is considered one of the "hard" influence tactics.
A)True
B)False
Q5) How can a person increase his or her own influence?
Q6) What are the three levels of political action? Describe each.
Page 14
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Chapter 13: Leadership Effectiveness
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139 Flashcards
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Sample Questions
Q1) In Fiedler's model, ________ refers to the extent that a leader has the support, loyalty, and trust of the work group.
A) Leader-member relations
B) LMX
C) Laissez-faire
D) Relationship-motivation
E) Consideration
Q2) Briefly discuss what leaders want from followers, and what followers want from leaders. What can an individual do to become a better follower?
Q3) Leaders increase psychological empowerment by engaging in behaviors that enhance perceptions of:
A) Intrinsic and extrinsic motivation
B) Meaningfulness, self-determination, competence, and impact
C) Hope, efficacy, resilience, and optimism
D) Pride, joy, and achievement
E) Leader-member relations, task structure, and leader position power
Q4) What should a manager "take away" from trait theory?
Q5) Define transactional leadership. Compare and contrast this with the initiating structure type of leader behavior.
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Chapter 14: Organizational Culture, Socialization, and Mentoring
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Sample Questions
Q1) Hierarchical structures are less likely to embed an orientation toward control and authority than a flatter organization.
A)True
B)False
Q2) Different types of organizational cultures represent opposing core values.
A)True
B)False
Q3) The two dimensions of the competing values framework are:
A) Internal-external and group-individual
B) Internal-external and anticipatory-retrospective
C) Internal-external and stable-flexible
D) Group-individual and stable-flexible
E) Group-individual and anticipatory-developmental
Q4) The levels of organizational culture are:
A) Strategy, mission, and values
B) External environment and internal environment
C) Observable artifacts, espoused values, and basic underlying assumptions
D) Espoused values and enacted values
E) Identity, commitment, and stability
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Q5) What is organizational socialization? Why is this topic important for managers?
Chapter 15: Organizational Design, Effectiveness, and Innovation
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Sample Questions
Q1) Product innovation is a change in the appearance or the performance of a product or service, or the creation of a new one.
A)True
B)False
Q2) Which of the following is a traditional organizational design?
A) Horizontal
B) Hollow
C) Modular
D) Matrix
E) Virtual
Q3) Open structures have arisen to take advantage of industrialization and mass production.
A)True
B)False
Q4) Traditional organizational designs rely on vertical hierarchy and clear departmental boundaries and reporting relationships.
A)True
B)False
Q5) Define decentralized and centralized decision making.
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Chapter 16: Managing Change and Stress
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Sample Questions
Q1) Sam has worked for the company for 30 years and is very good, although slow at his job of putting together reports on the department's performance. Recently, Susan, his new manager, talked with him about adopting a new software program that would make his job easier and quicker to accomplish, and allow him to take on additional responsibilities. Sam doesn't want to adopt this new software, because his old way of doing the reports has worked just fine. How would you describe the most likely cause of Sam's resistance?
A) Fear of failure
B) Loss of status
C) Dispositional resistance
D) Past success
E) Peer pressure
Q2) The stages of OD are, in order:
A) Diagnosis, evaluation, intervention, feedback
B) Evaluation, diagnosis, intervention, feedback
C) Feedback, evaluation, diagnosis, intervention
D) Evaluation, feedback, diagnosis, intervention
E) Diagnosis, intervention, evaluation, feedback
Q3) Describe how managers should act to overcome resistance to change.
Q4) Draw and describe the systems model of change.
Page 18
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