Introduction to Management
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Course Introduction
Introduction to Management provides students with a foundational understanding of the principles and practices that guide effective management in organizations. The course explores key management functions such as planning, organizing, leading, and controlling, while examining the roles and responsibilities of managers in various business environments. Through case studies, discussions, and applied activities, students will learn about decision-making processes, leadership styles, motivation, team dynamics, and the impact of organizational culture. Emphasis is placed on developing critical thinking and problem-solving skills essential for effective management in todays dynamic and globalized workplace.
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Management 11th Edition by Richard L. Daft
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19 Chapters
2924 Verified Questions
2924 Flashcards
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Page 2
Chapter 1: Innovative Management for a Changing World
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177 Verified Questions
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Sample Questions
Q1) Amanda Rowley, President of Autos-R-Us, recognizes the factory employees for their outstanding performance at the monthly awards banquet on the shop floor by presenting a plaque and a check for $100. She is engaging in the management function of _____.
A) bribery
B) organizing
C) technical skills
D) leading
E) controlling
Answer: D
Q2) _____ are most important at the top management level.
A) Conceptual skills
B) Human skills
C) Technical skills
D) Project skills
E) All of these
Answer: A
Q3) If a manager finds several new competitors on the horizon, he or she may need to spend more time in the _____ role.
Answer: monitor
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Chapter 2: The Evolution of Management Thinking
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Sample Questions
Q1) Positions organized in a hierarchy of authority is an important characteristic of:
A) scientific management.
B) bureaucratic organizations.
C) quantitative management.
D) the human relations movement.
E) total quality management.
Answer: B
Q2) _____ focuses on managing the whole organization to deliver quality to customers.
A) Bureaucracy
B) Theory Z
C) Management-by-objective
D) Total quality management
E) Organization-customer relationship
Answer: D
Q3) _____ refers to the field of management that specializes in the physical production of goods or services.
Answer: Operations management
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Chapter 3: The Environment and Corporate Culture
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167 Flashcards
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Sample Questions
Q1) SweetTooth Candies is a U.S.-based company that manufactures and distributes candy bars and snack foods globally. The company sources most of its cocoa and sugar from South American companies. This business relationship highlights which dimension of the task environment?
A) Customers
B) Competitors
C) Labor market
D) Culture
E) Suppliers
Answer: E
Q2) It is expected that the Hispanic population in the United States will shrink slightly over the next 30 years.
A)True
B)False
Answer: False
Q3) List the five dimensions of the general environment. Answer: Technological, sociocultural, economic, legal/political, and international.
Q4) A(n) _____ includes the elements within the organization's boundaries. Answer: internal environment
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Chapter 4: Managing in a Global Environment
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Sample Questions
Q1) _____ is the management of business operations conducted in more than one country.
Q2) Describe GATT and the World Trade Organization.
Q3) A.R.C. is a large non-profit humanitarian aid organization that has been forced to pull out of several African markets in recent years due to civil wars and large-scale violence. This demonstrates which frequently cited problem for international companies?
A) Political instability
B) Communist governments
C) Economic instability
D) Political risk
E) Financial risk
Q4) List five of the countries that make up the European Union (EU).
Q5) Political risk is defined as an organization's risk of _____ due to politically based events or actions by host governments.
A) loss of assets
B) managerial control
C) earning power
D) all of these
E) managerial control and earning power only
Page 6
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Chapter 5: Managing Ethics and Social Responsibility
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Sample Questions
Q1) Discretionary responsibility is purely voluntary.
A)True
B)False
Q2) Which approach is the ethical concept that moral behaviors produce the greatest good for the greatest number?
A) Defensive
B) Justice
C) Utilitarian
D) Individualism
E) Moral-rights
Q3) Economic, legal, ethical, and discretionary responsibilities are the four areas of social responsibility which can be used to evaluate corporate social performance.
A)True
B)False
Q4) The _____ approach to ethical decision making sidesteps debates about what is right, good, or just and bases decisions on prevailing standards of the profession and the larger society, taking the interests of all stakeholders into account.
Q5) Explain the concept of a stakeholder and list five common stakeholders.
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Chapter 6: Managing Small Business Start Ups
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Sample Questions
Q1) Social entrepreneurs are committed to both good business and:
A) swaying political opinion of consumers.
B) improving the natural environment.
C) positive social change.
D) non-profit goals.
E) big profits.
Q2) A(n) _____ is a group of companies or individuals that invests money in new or expanding businesses for ownership and potential profits.
Q3) The Swingset Company is at the stage where if financing is available and it is properly managed, rapid growth can occur. What stage is the Swingset Company experiencing?
A) Resource maturity
B) Takeoff
C) Survival
D) Success
E) Start-up
Q4) The takeoff stage is the last of the five stages of growth for an entrepreneurial company.
A)True
B)False
Page 8
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Chapter 7: Managerial Planning and Goal Setting
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Sample Questions
Q1) A project is an example of a:
A) policy.
B) standing plan.
C) procedure.
D) single-use plan.
E) rule.
Q2) Which of the following refer to specific results expected from individuals?
A) Operational goals
B) Tactical goals
C) Strategic goals
D) Operational plans
E) Mission statements
Q3) _____ refers to a broadly stated definition of the organization's basic business scope and operations that distinguishes it from similar types of organizations.
A) Mission statement
B) Goal statement
C) Management by objective
D) Goal setting
E) Corporate competitive-value statement
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Page 9
Chapter 8: Strategy Formulation and Execution
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Sample
Questions
Q1) Paramount, Inc. is particularly concerned about pending legislation in Congress that would further regulate their organization. This legislation would be classified as a(n)
A) external opportunity
B) internal strength
C) external threat
D) external weakness
E) congressional chaos
Q2) Mingles, Inc. concentrates its efforts on its target market of 18 to 25 year olds. It is using a(n) _____ strategy.
A) focus
B) differentiation
C) cost leadership
D) multidomestic
E) universal strategy
Q3) A business activity that an organization does particularly well relative to its competition is known as a(n) _____.
Q4) Briefly describe the Boston Consulting Group matrix, including its dimensions, quadrants, and strategic recommendations.
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Chapter 9: Managerial Decision Making
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Sample Questions
Q1) Satisficing behavior occurs when we choose the first solution alternative that satisfies minimal decision criteria regardless of whether better solutions are expected to exist.
A)True
B)False
Q2) Administrative and political decision making procedures and intuition have been associated with high performance in unstable environments in which decisions must be made rapidly and under more difficult conditions.
A)True
B)False
Q3) A(n) _____ is assigned the role of challenging the assumptions and assertions made by the group.
Q4) Step one in the managerial decision-making process is recognition of decision requirement.
A)True B)False
Q5) _____ exists when managers see potential of enhancing performance beyond current levels.
Q6) Briefly describe the four major personal decision styles.
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Chapter 10: Designing Adaptive Organizations
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Sample Questions
Q1) The acceptance theory of authority argues that managers have authority because employees do not have a choice in choosing to accept their commands.
A)True
B)False
Q2) All of the following are advantages of a functional structure EXCEPT:
A) economies of scale.
B) excellent coordination between functions.
C) in-depth skill specialization and development.
D) high quality technical problem solving.
E) career progress within functional departments.
Q3) Salta Communications is a global telecommunications company that has operations on four continents. The CEO's direct supervisors include VPs for the North American South American, European, and the Asian divisions. Salta can best be described as using what organizational structure?
A) Network
B) Matrix
C) Functional
D) Divisional
E) Geographic
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Page 12
Chapter 11: Managing Change and Innovation
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Sample Questions
Q1) The _____ approach to change implementation should be used when users have power to resist.
A) education
B) participation
C) coercion
D) top management support
E) domination
Q2) Describe the five characteristics of creative people and organizations.
Q3) Describe the tactics for overcoming resistance to change.
Q4) A change agent is an OD specialist who contracts with an organization to facilitate change.
A)True B)False
Q5) _____ is defined as the adoption of a new idea or behavior by an organization.
Q6) _____ change is related to the organization's production process, i.e., how the organization does its work.
Q7) The disparity between existing and desired performance levels is the need for change.
A)True B)False
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Chapter 12: Managing Human Resources
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Sample Questions
Q1) A(n) _____ is an in-house training and education facility that offers broad-based learning opportunities for employees.
Q2) _____ is part of the new social contract for employees.
A) Traditional compensation package
B) Limited information
C) Standard training programs
D) Personal responsibility
E) Routine jobs
Q3) List the four steps in attracting an effective workforce.
Q4) ____ provide more challenging assignments, prescribe new responsibilities, and help employees grow by expanding and developing their abilities.
A) Promotions
B) Appraisals
C) Evaluations
D) Endorsements
E) Coaching
Q5) Competency-based pay systems are also called skill-based pay systems.
A)True
B)False
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Chapter 13: Managing Diversity
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Sample Questions
Q1) The average U.S. worker, today, is _____ than ever.
A) more likely to be married
B) younger
C) older
D) more likely to be male
E) uneducated
Q2) Multicultural teams are made up of members from diverse national, racial, ethnic, and cultural backgrounds.
A)True
B)False
Q3) Paying a woman less than a man for the same work is an example of::
A) gender discrimination
B) ethnic discrimination
C) stereotyping
D) sexual harassment
E) prejudice
Q4) According to MANAGER'S SHOPTALK in Chapter 13, the best managers are good at leveraging the differences in their workforce.
A)True
B)False
Page 15
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Chapter 14: Understanding Individual Behavior
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Sample Questions
Q1) Teresa is highly imaginative and an artistically sensitive individual who displays a high degree of creativity. According to the Big Five personality factors, these qualities describe her openness to experience.
A)True
B)False
Q2) What are the four components of emotional intelligence? Explain.
Q3) When managers who express positive emotions such as happiness, enthusiasm, and appreciation trigger these same positive emotions in employees, _____is happening.
A) Perceptual selectivity
B) Cognitive dissonance
C) Contagious feeling
D) Self-efficacy
E) Emotional contagion
Q4) Loyalty to and heavy involvement in one's organization is called ______.
Q5) From attributions viewpoint, if the behavior is distinctive, the perceiver probably will make an internal attribution.
A)True
B)False
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Chapter 15: Leadership
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Sample Questions
Q1) Which type of leader clarifies the role and task requirements of subordinates?
A) Transactional
B) Charismatic
C) Transformational
D) Supportive
E) Team
Q2) Power is the potential ability to influence the behavior and decisions of other people.
A)True
B)False
Q3) The country club management style (1,9) stresses high service and concern for guests or customers, sometimes to the detriment of employees of the firm.
A)True
B)False
Q4) Consideration is the extent to which the leader is task oriented and directs subordinate work activities toward goal attainment.
A)True
B)False
Q5) A(n) _____ for leadership makes the leadership style unnecessary or redundant.
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Chapter 16: Motivating Employees
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Sample Questions
Q1) _____ is the application of motivational theories to the structure of work for improving productivity and satisfaction.
Q2) The implication of the two-factor theory for managers is clear. Providing hygiene factors will eliminate employee dissatisfaction but will not motivate workers to high achievement levels.
A)True
B)False
Q3) Denise has a desire to influence others, be responsible for them, and have authority over them. It can be described as her:
A) need for power.
B) need for achievement.
C) need for affiliation.
D) need for relatedness.
E) none of these.
Q4) A content theory that proposes that people are motivated by five categories of needs-physiological, safety, belongingness, esteem, and self-actualization-that exist in a hierarchical order is called the _____ theory.
Q5) Briefly explain expectancy theory.
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Chapter 17: Managing Communication
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Sample Questions
Q1) What are the key elements of communication?
A) Encoding, message, and feedback
B) Encoding, noise, and symbols
C) Message, circuit, and decoding
D) Feedback, message, and perception
E) Feedback, circuit, and perception
Q2) A centralized network is one in which:
A) team members are free to interact with any of the team members.
B) team members communicate through one individual to make decisions.
C) team members communicate with an assigned partner.
D) team members work independently and there is no need for communication.
E) none of these.
Q3) Which of these is used for solving intradepartmental problems, interdepartmental coordination, and change initiatives and improvements?
A) Downward communication
B) Horizontal communication
C) Upward communication
D) Vertical communication
E) Informal communication
Q4) Describe the three categories of horizontal communication.
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Chapter 18: Leading Teams
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Sample Questions
Q1) Stage of development, cohesiveness, norms, and conflict resolution are all part of which component of the work team effectiveness model?
A) Work team effectiveness
B) Team processes
C) Organizational conflict
D) Team composition
E) Team characteristics
Q2) List the five behaviors associated with the task specialist role.
Q3) Sylvia is a member of a team that uses e-mail, instant messaging, and blogging to communicate. Although she sees members of her team on breaks and at lunch, Sylvia does not interact with them face-to-face in a professional setting. Sylvia's team can best be described as a:
A) project team.
B) global team.
C) focus group.
D) virtual team.
E) self-managed team.
Q4) A team created outside the formal organization to undertake a project of special importance or creativity is known as a(n) _____.
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Chapter 19: Managing Quality and Performance
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Sample Questions
Q1) The income statement shows revenues coming into the organization from all sources and subtracts all expenses.
A)True
B)False
Q2) A(n) _____ ratio measures internal performance with respect to key activities defined by management.
Q3) Bottom-up budgeting is a process in which lower level managers anticipate their department's resource needs and pass them up to top management for approval.
A)True
B)False
Q4) Which of the following includes anticipated and actual expenses for a responsibility center?
A) Revenue budget
B) Cash budget
C) Capital budget
D) Expense budget
E) Operating budget
Q5) List the four major perspectives of a balanced scorecard.
Q6) List the four steps in the feedback control model.
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