Introduction to Management Test Bank
Course Introduction
Introduction to Management provides students with a foundational understanding of the core principles, processes, and functions integral to effective organizational management. The course explores key topics such as planning, organizing, leading, and controlling within various types of organizations. Students will examine the roles and responsibilities of managers, decision-making frameworks, organizational structures, motivation, and leadership theories. Through case studies and practical examples, the course aims to develop critical thinking and problem-solving skills essential for future managers in a dynamic business environment.
Recommended Textbook
Canadian Organizational Behaviour 9th Edition by Steven McShane
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15 Chapters
2919 Verified Questions
2919 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organizational Behaviour
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166 Verified Questions
166 Flashcards
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Sample Questions
Q1) According to one study,Millennials and Gen-Xers value extrinsic rewards significantly more than Boomers.
A)True
B)False
Answer: True
Q2) Which of the following is a form of knowledge acquisition?
A)Hiring job applicants.
B)Research and development.
C)Information sessions where employees describe to colleagues unique incidents involving customers.
D)All of the answers are correct.
E)Hiring job applicants and research and development.
Answer: E
Q3) Teleworking forces employers to evaluate employee performance based on ''face time'' rather than work output.
A)True
B)False
Answer: False
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Chapter 2: Individual Behaviour, Personality, and Values
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206 Verified Questions
206 Flashcards
Source URL: https://quizplus.com/quiz/53640
Sample Questions
Q1) One limitation with cross-cultural values information is that it incorrectly assumes that everyone within a specific country holds similar values.
A)True
B)False
Answer: True
Q2) One person-job matching strategy is to select applicants whose existing competencies best fit the required task.
A)True
B)False
Answer: True
Q3) Incongruence between a company's dominant values and an employee's values is known to:
A)increase employee stress.
B)increase the employee's probability of quitting.
C)increase the chance that the employee's decisions will differ from the organization's preferences.
D)affect the employee's job satisfaction.
E)All of the answers are correct.
Answer: E
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Page 4
Chapter 3: Perceiving Ourselves and Others in Organizations
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198 Verified Questions
198 Flashcards
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Sample Questions
Q1) ________ is the process of filtering information received by our senses.
A)Personal identity
B)Social learning
C)Projection
D)Stereotyping
E)Selective attention
Answer: E
Q2) Which of the following statements about stereotyping is FALSE?
A)People can improve the perceptual process by preventing the activation of stereotypes.
B)Stereotyping causes us to ignore or misinterpret behaviours that are inconsistent with the stereotype we assign to a person.
C)Stereotypes do not accurately describe everyone assigned to that stereotype.
D)Stereotypes generally have some inaccuracies.
E)Stereotyping can potentially become the foundation for prejudicE.
Answer: A
Q3) People with high self-esteem are less influenced by others.
A)True
B)False
Answer: True
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Chapter 4: Workplace Emotions, Attitudes, and Stress
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249 Verified Questions
249 Flashcards
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Sample Questions
Q1) Corporate fitness and wellness programs improve employee health,but have almost no effect on the consequences of work-related stress.
A)True
B)False
Q2) Personal goal setting and self-reinforcement practices reduce stress by changing stress perceptions.
A)True
B)False
Q3) The first stage of job burnout is:
A)feelings of reduced efficacy.
B)role ambiguity.
C)alarm reaction.
D)increased cynicism.
E)None of these statements describe the first stage of job burnout.
Q4) Tai was overjoyed when she learned that she would be promoted to a position with higher responsibility and pay.However,even before hearing about the promotion,she believed that the regional manager who made the promotion decision was fair-minded.Use the emotions,attitudes,and behaviour model to explain how Tai's emotions and beliefs influence her positive feelings towards the regional manager.
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Chapter 5: Foundations of Employee Motivation
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250 Verified Questions
250 Flashcards
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Sample Questions
Q1) In Maslow's needs hierarchy,the bottom four levels are collectively known as ___________ needs,whereas self-actualization is called a(n)______________ need.
A)belongingness;infinite
B)fictitious;factual
C)primary;secondary
D)subordinate;superordinate
E)None of the choices.
Q2) In four-drive theory,the drive to bond does not produce any emotional markers.
A)True
B)False
Q3) Overreward inequity occurs whenever other people receive less money than you do.
A)True
B)False
Q4) According to social cognitive theory,people can reinforce their own behaviour. A)True
B)False
Q5) People self-regulate by engaging in self-reinforcement. A)True
B)False
Q6) What are the A-B-Cs of behaviour modification?
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Chapter 6: Applied Performance Practices
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181 Verified Questions
181 Flashcards
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Sample Questions
Q1) Task variability refers to how many tasks can be performed using known procedures and rules.
A)True
B)False
Q2) Share option plans:
A)are illegal in CanadA.
B)give employees the right to purchase company shares at a future date at a predetermined price.
C)directly award bonuses to employees based on cost savings and increased labour productivity.
D)tend to weaken employee commitment to the organization.
E)give employees the right to purchase company shares at a future date at a predetermined price and tend to weaken employee commitment to the organization.
Q3) Job enlargement primarily changes which of the following?
A)Autonomy
B)Working conditions
C)Job feedback
D)Growth need strength
E)Skill variety
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Page 8
Chapter 7: Decision Making and Creativity
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174 Verified Questions
174 Flashcards
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Sample Questions
Q1) Which of the following would be considered employee involvement?
A)A legally mandated union-management health and safety committee.
B)A supervisor casually asking an employee whether the company should adopt a new type of work schedule.
C)A computer program that allows employees to submit information and ideas.
D)An arrangement whereby employees elect two colleagues to the company's Board of Directors.
E)All of these statements are considered employee involvement.
Q2) Creative Finance Ltd wants to introduce practices that would enhance creativity among employees in solving some of the financial institution's ongoing work process problems.Describe three types of activities that encourage creativity,including a specific example of what might be done in each practice.
Q3) When should decision makers bypass the search for alternative solutions and development of new solutions?
A)Never;bypassing these stages results in poorer decisions.
B)When the decision has ethical implications.
C)In most nonprogrammed decision situations.
D)In most programmed decision-making situations.
E)Only under conditions of bounded rationality.
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Page 9
Chapter 8: Team Dynamics
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276 Verified Questions
276 Flashcards
Source URL: https://quizplus.com/quiz/53634
Sample Questions
Q1) You have recently been appointed as head of the nine-person accounting department in a large oil company.The accounting offices are located on the 6<sup>th</sup> and 3<sup>rd</sup> floors of head office.The three accounting employees on the 3<sup>rd</sup> floor use extra office space in the purchasing department.Two accounting employees were hired a few months before you took over the unit;one was offered a job at the time she submitted her application form (i.e.hired without an interview or careful review).The employees possess the skills and resources (e.g.new computer systems)to perform effectively if they work together as a team.However,you sense that this department lacks the necessary esprit de corps that would help it achieve the highest performance.Describe four distinct strategies you would use to build the accounting department into a more cohesive unit and explain how these strategies would increase cohesiveness.
Q2) The effectiveness of teams is affected by:
A)organizational leadership.
B)reward systems.
C)communication systems.
D)organizational structure.
E)All of these conditions apply.
Q3) Describe the distinctive features of a typical self-directed team.
Q4) Identify and describe the "five C's" of member behaviour in effective teams.
Page 10
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Chapter 9: Communicating in Organizations Revised
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167 Verified Questions
167 Flashcards
Source URL: https://quizplus.com/quiz/53633
Sample Questions
Q1) People are persuaded more under conditions of high social presence than low social presence.
A)True
B)False
Q2) Mimicking the sender's behaviour is a central part of emotional contagion.
A)True
B)False
Q3) An executive returns from a business trip and tells colleagues how the airline lost his luggage and how a late arrival on one flight resulted in waiting half a day at a foreign airport for the next available flight.While retelling his experience,colleagues grimace and make sounds that the executive might make when experiencing this ordeal.The verbal and nonverbal activities of the colleagues represent:
A)extremely rude communication behaviour.
B)a lack of media richness.
C)emotional contagion.
D)evidence that they have difficulty encoding their feedback message.
E)The verbal and nonverbal activities of the colleagues represent all of thesE.
Q4) Should companies try to eliminate grapevine communication? Explain your answer.
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Chapter 10: Power and Influence in the Workplace
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182 Verified Questions
182 Flashcards
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Sample Questions
Q1) Which of the following is the LEAST forceful influence tactic?
A)Impression management (ingratiation)
B)Assertiveness
C)Upward appeal
D)Silent authority
E)Information control
Q2) Employees who engage in social networking tend to:
A)be less powerful in the long run.
B)develop their referent power.
C)have a low level of Machiavellianism.
D)develop their legitimate power.
E)develop both their referent and legitimate power.
Q3) The inoculation effect causes listeners to generate counterarguments to the anticipated persuasion attempts.
A)True
B)False
Q4) A coalition attempts to influence people outside the group by pooling the resources and power of its members.
A)True
B)False
Page 12
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Chapter 11: Conflict and Negotiation in the Workplace
Revised
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180 Verified Questions
180 Flashcards
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Sample Questions
Q1) A person's preferred conflict management style tends to depend partly on that individual's cultural values.
A)True
B)False
Q2) Two business units operate out of different buildings in a large city.They offer distinct products to customers and have their own budgets.However,they must share training facilities located at headquarters,also located in the city.This often creates conflict because both business units tend to want the training facilities at the same time.Describe the source(s)of conflict that are apparent in this situation and describe two potential solutions that would minimize this conflict.
Q3) Which of the following is NOT a benefit of moderate conflict in organizations?
A)It prevents stagnation and nonresponsiveness to the external environment.
B)It improves decision making.
C)Conflict with people outside the team can potentially increase cohesion with the team.
D)It energizes people to debate issues more thoroughly.
E)It helps regenerate employee ranks,since those who cannot manage conflict effectively tend to leave the organization and are replaced with more effective staff.
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Chapter 12: Leadership in Organizational Settings
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183 Verified Questions
183 Flashcards
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Sample Questions
Q1) Leadership prototypes are preconceived beliefs about our own abilities to lead.
A)True
B)False
Q2) Leadership prototypes refer to:
A)preconceived beliefs about the features and behaviours of effective leaders.
B)factors that substitute for ideal leadership.
C)a theoretical construct that encompasses all the qualities of leadership.
D)leadership stereotypes.
E)an amalgam of the least effective leadership characteristics we should avoid.
Q3) Transformational leadership states that effective leaders:
A)alter mundane activities such as meeting agendas to move the organization in a new direction.
B)create a vision of where the company should be going.
C)establish new goals and expectations for the organization.
D)mobilize commitment for organizational change by acting as role models.
E)Do all of these things.
Q4) Transformational leaders support a learning orientation.However,they are reluctant to accept mistakes made by their employees.
A)True
B)False
Page 14
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Chapter 13: Designing Organizational Structures
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168 Verified Questions
168 Flashcards
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Sample Questions
Q1) The more diversified the environment,the more the firm would benefit from a divisionalized form of departmentalization.
A)True
B)False
Q2) Diversified Technologies,Inc.(DTI)makes four types of products,each type to be sold to different types of clients.For example,one product is sold exclusively to automobile repair shops,whereas another is used mainly in hospitals.Customer expectations and needs are surprisingly similar throughout the world.However,the company has separate marketing,product design,and manufacturing facilities in North America,Europe,Asia,and South America because,until recently,each jurisdiction had unique regulations governing the production and sales of these products.However,several governments have begun the process of deregulating the products that DTI designs and manufactures,and trade agreements have opened several markets to foreign-made products.Which form of departmentalization might be best for DTI if deregulation and trade agreements occur?
Q3) Many companies claim to have a team-based organization,yet relatively few have actually adopted this form of departmentalization.Describe three (3)structural features that would suggest that a company has adopted a team-based organizational structure.
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15
Chapter 14: Organizational Culture
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184 Verified Questions
184 Flashcards
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Sample Questions
Q1) Which part of organizational culture is closest to the "surface" (i.e.observable indicators)?
A)Assumptions
B)Artifacts
C)Beliefs
D)Shared values
E)Stories
Q2) Moving the company or business unit into a new office that reflects a different culture is an application of which strategy to change and strengthen organizational culture?
A)Aligning artifacts
B)Transformational culture
C)Geographical transformation
D)Situational transformation
E)Transforming artifacts
Q3) In corporate cults,the culture is so strong that it focuses employees so much on one mental model that they may fail to see issues from different perspectives.
A)True
B)False
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Page 16
Chapter 15: Organizational Change
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) Organizational change is more successful if the change agent prevents its diffusion from one part of the organization to other parts.
A)True
B)False
Q2) Action research usually assumes that the change agent originates outside the system.
A)True
B)False
Q3) Employee resistance to change is a dysfunctional and irrational response to a desirable initiative which should be eliminated in modern organizations.
A)True
B)False
Q4) To reduce the restraining forces,which of the following should be applied in the most logical order presented?
A)Negotiate,involve,and communicate
B)Coerce,negotiate,and manage stress
C)Learn,involve,and communicate
D)Communicate,learn,and involve
E)Coerce,involve,and negotiate
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