Management and Organizational Principles
Chapter Exam Questions
Course Introduction
This course provides an in-depth exploration of fundamental management concepts and organizational principles critical to effective business operations. Students will examine the roles and functions of managers within diverse organizations, focusing on planning, organizing, leading, and controlling. Emphasis is placed on understanding organizational structure, culture, motivation, decision-making, and communication processes. Through case studies and practical examples, the course highlights how managers can foster innovation, manage change, and build high-performing teams, equipping students with the necessary skills to excel in dynamic organizational environments.
Recommended Textbook Management A Practical Introduction 6th Edition by
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Page 2
Angelo Kinicki
Chapter 1: The Exceptional Manager: What You Do, How You
Do It
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Q1) Studying management can be helpful even before you become a manager.List at least three of the rewards of studying management.
Answer: (1) You will understand how to deal with organizations from the outside.It helps to understand how organizations work and how the people in them make decisions.(2) You will understand how to relate to your supervisors.Since most of us work in organizations and most of us have bosses, studying management will enable you to understand the pressures managers deal with and how they will best respond to you.(3) You will understand how to interact with co-workers.Studying management can give you the understanding of teams and teamwork, cultural differences, conflict and stress, and negotiation and communication skills that will help you get along with fellow employees.(4) You will understand how to manage yourself in the workplace.Management courses give you the opportunity to realize insights about yourself-your personality, emotions, values, perceptions, needs, and goals.We help you build your skills in areas such as self-management, listening, handling change, managing stress, avoiding groupthink, and coping with organizational politics.
Q2) In recent years, white-collar crime in the United States has become very rare.
A)True B)False
Answer: False
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Chapter 2: Management Theory: Essential Background for the
Successful Manager
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Q1) Which of the following is not a component of TQM?
A)Use accurate standards to identify and eliminate problems.
B)Urge employees to strive for "zero defects."
C)Make continuous improvement a priority.
D)Get every employee involved.
E)Listen to and learn from customers and employees.
Answer: B
Q2) The essence of the classical viewpoint is that
A)resources are limited.
B)a rational approach can be used to boost productivity.
C)people are self-interested.
D)people will take on responsibility if it is offered to them.
E)workers behave how you expect them to.
Answer: B
Q3) Under the differential rate system proposed by Frederick Taylor, employees should be paid on the basis of seniority.
A)True
B)False
Answer: False
Page 4
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Chapter 3: The Managers Changing Work Environment and
Ethical Responsibilities: Doing the Right Thing
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Sample Questions
Q1) People who can claim an organization as their legal property are called
A)owners.
B)the board of directors.
C)financial institutions.
D)customers.
E)employees.
Answer: A
Q2) Political-legal forces are changes in the economic, political, legal, and technological global system that may affect an organization.
A)True
B)False
Answer: False
Q3) Demographic forces are part of the __________ environment of organizations.
A)internal
B)mechanical
C)controllable
D)task
E)general
Answer: E
Page 5
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Chapter 4: Global Management: Managing Across Borders
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Q1) One advantage of small companies over large ones is the former's ability to change direction faster.
A)True
B)False
Q2) According to management recruiters, ______ demonstrates independence, resourcefulness, and entrepreneurship to potential employers.
A)importing goods from another country
B)foreign work experience
C)holding school leadership positions
D)speaking a second language
E)studying the fine arts
Q3) The International Red Cross is an example of a
A)multinational organization.
B)multigovernment organization.
C)international social corporation.
D)multinational corporation.
E)global philanthropy.
Q4) Explain the various ways that companies can expand internationally.List them in order of lowest to highest risk and investment.
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Chapter 5: Planning: the Foundation of Successful Management
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Q1) Policies, procedures, and rules are types of single-use plans.
A)True
B)False
Q2) A policy includes more specifics than does a rule.
A)True
B)False
Q3) In this time of Internet connections and speedy-access computer databases, one typically has complete information for planning and decision making.
A)True
B)False
Q4) Megan met with her supervisor for a formal review of her job performance over the past year.Though Megan had agreed to complete five training modules during the course of the year, she only did two.At this stage, which part of the planning/control cycle would be applicable to her manager going forward?
A)Carry out the plan.
B)Improve feedback.
C)Correct deviations in the plan.
D)Benchmark against other employees.
E)Improve future plans.
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Chapter 6: Strategic Management: How Exceptional Managers
Realize a Grand Design
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Q1) After the assessment of current organizational performance, the subsequent explanation of how its mission is to be accomplished is called a comprehensive strategy.
A)True
B)False
Q2) Which of the following is not a likely source of information for competitive intelligence?
A)Competitors' press releases
B)Industry gossip
C)Competitors' annual reports
D)Competitor's customer records
E)Sales visits to customers
Q3) Daniel is assessing his company's portfolio of products.One of them is the best-selling brand of mayonnaise, although this is now a slow-growing market.If Daniel uses the BCG matrix, he would classify this product as a A)star.
B)cloud.
C)question mark.
D)cash cow.
E)dog.
Page 8
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Chapter 7: Individual and Group Decision Making: How Managers
Make Things Happen
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Q1) Give at least four reasons that it is difficult to use evidence-based decision making.
Q2) A cost-benefit matrix is a graph of decisions and their possible consequences and is used to create a plan to reach a goal.
A)True
B)False
Q3) Because Greg and Karen were having an argument about the order of their respective projects on the website, they were unable to work with the rest of the management team to come up with a staffing schedule.This is an example of what potential problem that occurs in groups?
A)Goal displacement
B)Satisficing
C)Groupthink
D)Heuristics
E)Availability bias
Q4) The conceptual style of decision making is the most people oriented of the styles.
A)True
B)False
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Chapter 8: Organizational Culture, Structure, and Design:
Building Blocks of the Organization
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Q1) Explain what centralization and decentralization of authority mean.Would you rather be a manager in a centralized or a decentralized organization? Why?
Q2) Which type of culture has an internal focus and values stability and control over flexibility?
A)Clan
B)Adhocracy
C)Market
D)Classical
E)Hierarchy
Q3) A company with a formalized, structured work environment aimed at achieving efficiency, timeliness, and reliability in the creation and delivery of products has a clan culture.
A)True
B)False
Q4) One advantage of decentralized organizations is that procedures are uniform and thus easier to control.
A)True
B)False
Page 10
Q5) Explain the four common elements of organizations proposed by Edgar Schein.
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Chapter 9: Human Resource Management: Getting the
Right People for Managerial Success
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Q1) Collective bargaining consists of negotiations between top management and shareholders about disputes over compensation and benefits.
A)True
B)False
Q2) The most commonly used employee-selection technique is interviewing.
A)True
B)False
Q3) Google's treatment of its employees is indicative of its belief that its biggest competitive advantage lies in its human resources.
A)True
B)False
Q4) Objective appraisals are harder to challenge legally than subjective appraisals.
A)True
B)False
Q5) Describe the 360-degree feedback appraisal technique.
Q6) For HR professionals, employee training is synonymous with development.
A)True
B)False
Q7) Give the advantages and disadvantages of internal and external recruiting.
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Chapter 10: Organizational Change and Innovation: Lifelong
Challenges for the Exceptional Manager
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Q1) People are generally comfortable with and embrace change, even change in apparently major matters.
A)True
B)False
Q2) Benchmarking is a technique that can be used in the refreezing stage of Lewin's change model.
A)True
B)False
Q3) The creation of products, services, or technologies that modify those that already exist is called ______ innovation.
A)incremental
B)product
C)process
D)radical
E)adaptive
Q4) One step for fostering innovation is gaining allies by communicating your vision.
A)True
B)False
Q5) Under what circumstances is OD most likely to be successful?
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Chapter 11: Managing Individual Differences and Behavior:
Supervising People As People
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Q1) Tori has been telling everyone in the sales department of her incredible skill as a salesperson, since she beat her goal this year by nearly 30%.But last year when she didn't even reach her goal, she said it was simply the economy.This is an example of the A)halo effect.
B)self-fulfilling prophecy.
C)fundamental attribution bias.
D)self-serving bias.
E)selective perception error.
Q2) People with ______ exhibit less anxiety, greater motivation, and stronger expectations that effort leads to performance.
A)high self-efficacy
B)high self-monitoring
C)internal locus of control
D)high tolerance for ambiguity
E)high self-esteem
Q3) Boredom, irritability, and nervousness can be symptoms of stress.
A)True
B)False
Q4) What can managers to do reduce stressors that lead to employee burnout?
Page 13
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Chapter 12: Motivating Employees: Achieving Superior
Performance in the Workplace
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Q1) Though research does not clearly support Maslow's theory, it reminds managers that employees have needs beyond earning a paycheck.
A)True
B)False
Q2) The process of strengthening a behavior by withdrawing something negative is called
A)positive reinforcement.
B)negative reinforcement.
C)extinction.
D)intrinsic motivation.
E)punishment.
Q3) The theory under which people make the choice that promises them the greatest reward if they think they can get it is
A)goal-setting theory.
B)expectancy theory.
C)reinforcement theory.
D)equity theory.
E)two-factor theory.
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Chapter 13: Groups and Teams: Increasing Cooperation, Reducing Conflict
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Q1) Quality circles are now known as continuous improvement teams.
A)True
B)False
Q2) Twenty-five new employees from across the Kendall Automotive Technologies organization are attending an orientation, receiving information about company policies, and filling out various forms.These employees comprise a team.
A)True
B)False
Q3) The stage during which a group sets guidelines about issues like attendance and punctuality is the ______ stage.
A)norming
B)storming
C)forming
D)adjourning
E)performing
Q4) When resources are scarce, conflict is more likely.
A)True
B)False
Q5) Why does teamwork matter? What results can it achieve?
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Chapter 14: Power, Influence, and Leadership: From
Becoming a Manager to Becoming a Leader
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Q1) Research shows that followers seek and admire leaders who create feelings of A)anticipation.
B)individualism.
C)clarity.
D)significance.
E)freedom.
Q2) According to Kotter, leadership is about coping with change.
A)True
B)False
Q3) Which of the following is a contingency approach to leadership?
A)Michigan model
B)Path-goal leadership model
C)Servant leadership model
D)Ohio State model
E)Leader-member exchange model
Q4) What is a trait theory of leadership? According to Kouzes and Posner, what are the four traits that make a credible leader? Choose a leader that you find credible and assess if that person seems to possess these traits.
Q5) What is servant leadership? What are the characteristics of a servant leader?
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Chapter 15: Interpersonal Organizational Communication:
Mastering the Exchange of
Information
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Q1) What is formal communication in organizations? Describe the various types and provide an example of how each might be used in the workplace.
Q2) The communication process begins with the transmission of a message through a medium.
A)True
B)False
Q3) Provide at least three suggestions to help a person become a good listener.Give an example from your own experience of times when either you or your listener violated these suggestions.
Q4) Top-down reading requires managers to summarize important information in reading and to share it with subordinates.
A)True
B)False
Q5) When your reader is attached to a solution other than the one you propose, your writing should order points from most controversial to least.
A)True
B)False
Q6) Describe the five steps of the top-down reading method.
Page 17
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Chapter 16: Control Systems and Quality Management:
Techniques for Enhancing Organizational Effectiveness
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Q1) Which kind of organization is most likely to try to exert too much control?
A)Clan
B)Market
C)Bureaucratic
D)Decentralized
E)Matrix
Q2) Drug tests at hiring are an example of the human resources area of organizational control.
A)True
B)False
Q3) Incremental budgeting requires setting up many budgets based on short periods, which together make up the full resource requirement.
A)True
B)False
Q4) A cash flow statement summarizes an organization's financial results over a specified period of time.
A)True
B)False
Q5) List the steps in the control process.
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