Management for Engineers Exam Preparation Guide
Course Introduction
This course introduces engineering students to the fundamental principles and practices of management with a focus on their application in engineering and technology-driven organizations. Topics include organizational structures, leadership, project management, decision-making, strategic planning, and the management of innovation and change. Students will examine the roles and responsibilities of managers in technical environments, explore techniques for effective communication and team dynamics, and learn strategies for managing resources, budgets, and schedules. Emphasis is placed on developing problem-solving and leadership skills essential for successful engineering management in todays global and competitive landscape.
Recommended Textbook
Contemporary Management 8th Edition by Gareth Jones
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Page 2
Chapter 1: Managers and Managing
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Sample Questions
Q1) During the planning process, managers lay out the lines of authority and responsibility between different individuals and groups.
A)True
B)False
Answer: False
Q2) Which of the following is true of organizational performance?
A) It increases with an increase in efficiency and effectiveness.
B) It increases with a decrease in efficiency and effectiveness.
C) It remains unchanged with a decrease in efficiency and effectiveness.
D) It decreases with an increase in efficiency and effectiveness.
E) It remains unchanged with an increase in efficiency and effectiveness.
Answer: A
Q3) The essential tasks of management include planning, organizing, leading, and controlling.
A)True
B)False
Answer: True
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Chapter 2: The Evolution of Management
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Sample Questions
Q1) The aspect of management theory that uses mathematical techniques such as modeling and simulation to help managers make better decisions is called:
A) behavioral management.
B) contingency management.
C) quantitative management.
D) administrative management.
E) human relations management.
Answer: C
Q2) According to Taylor, the production process becomes more efficient with:
A) an increase in the effort that each worker puts in to produce a unit of output.
B) an increase in the amount of time required to produce a unit of output.
C) an increase in division of labor through specialization.
D) the use of informal-rule-of thumb knowledge.
E) the use of intuitive knowledge.
Answer: C
Q3) Scientific management practices allowed workers to define their own rights.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Values, Attitudes, Emotions, and Culture: the
Manager As a Person
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Sample Questions
Q1) What are the different rites that help define organizational culture? Explain each rite with an example.
Answer: Rites are formal events that recognize events of importance to the organization and its employees.
Rites of passage mark how individuals enter, advance within, and leave the organization. Example: Induction programs held for new employees.
Rites of integration build and reinforce common bonds among members. Example: An office's Christmas party.
Rites of enhancement publicly reward and recognize employees' contributions, thus strengthening their commitment to the organization Example: A company's Award Dinner.
Q2) Managers who are low on negative affectivity tend to be highly critical of themselves and other people.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Ethics and Social Responsibility
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Sample Questions
Q1) Standards that determine how people view their responsibilities to others and how they should act in situations when their own self-interest is at stake are called _____.
A) societal ethics
B) occupational ethics
C) individual ethics
D) organizational ethics
E) governmental ethics
Q2) Bob gave a talk to his employees about standards that govern how members of their profession should conduct themselves. He was talking about _____.
A) societal ethics
B) occupational ethics
C) individual ethics
D) organizational ethics
E) governmental ethics
Q3) Stockholders play a crucial role in determining a company's ethics.
A)True
B)False
Q4) Discuss the relationship between ethics and laws.
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Page 6
Chapter 5: Managing Diverse Employees in a Multicultural Environment
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Sample Questions
Q1) Stereotypes are usually based on a visible characteristic such as a person's age, gender, or race.
A)True
B)False
Q2) Distinguish between the two types of sexual harassment that can occur in the workplace.
Q3) Describe the major provisions of Title VII of the Civil Rights Act, the Equal Pay Act, and the Americans with Disabilities Act.
Q4) Perception is a highly objective, rational process.
A)True
B)False
Q5) Schemas are abstract knowledge structures stored in memory that allow people to organize and interpret information about a person, an event, or a situation.
A)True
B)False
Q6) Explain the importance of managers in managing diversity.
Q7) The Age Discrimination in Employment Act of 1967 prohibits age discrimination.
A)True
B)False
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Chapter 6: Managing in the Global Environment
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Sample Questions
Q1) Tariffs are taxes that governments impose on goods in the domestic market that are only circulated within the nation.
A)True
B)False
Q2) Which of the following is true of regional trade agreements?
A) They enforce regional restrictions on the cross-border flow of resources and reinforce import-tariffs.
B) They expose companies based in one member country to increased competition from companies in other member countries.
C) They hinder the spread of globalization by setting up trade barriers between different countries of the same region.
D) They provide manufacturing organizations with fewer opportunities to reduce costs and provide managers with fewer threats.
E) They are created to reduce overall tariffs on goods that flow within a country and increase tariffs on goods that flow between regions.
Q3) Describe the basic building blocks of national culture briefly.
Q4) Discuss the four principal forms of capital that flow between countries.
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8
Chapter 7: Decision Making, Learning, Creativity, and Entrepreneurship
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Sample Questions
Q1) Compare and contrast programmed and nonprogrammed decision-making in organizations.
Q2) The last step in the managerial decision-making process is:
A) generating alternatives.
B) learning from feedback.
C) recognizing the need for a decision.
D) implementing the chosen alternative.
E) choosing between alternatives.
Q3) Allowing individuals to develop a sense of personal mastery is detrimental to organizational learning.
A)True
B)False
Q4) The key to a good assessment of the alternatives is to define the opportunity or threat exactly.
A)True
B)False
Q5) The higher the level of entrepreneurship in a firm, the higher the level of learning and innovation.
A)True
B)False
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Chapter 8: The Manager As a Planner and a Strategist
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Sample Questions
Q1) A standing plan that acts as a general guide to action that applies to the employees of an organization is called a _____.
A) belief
B) rule
C) policy
D) standard operating procedure
E) scenario
Q2) A furniture company is trying to keep the costs of the company low by switching its suppliers and ordering materials in larger quantities in order to reduce overall costs. The company is employing a _____.
A) focused differentiation strategy
B) low-cost strategy
C) high-cost strategy
D) unifying strategy
E) hypercompetition strategy
Q3) The first step in defining an organization's mission is to define its business.
A)True
B)False
Q4) List and briefly explain the different corporate-level strategies.
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Chapter 9: Value Chain Management: Functional Strategies for Competitive Advantage
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Sample Questions
Q1) Six Sigma shares with TQM its focus on improving value chain processes to increase
A) productivity
B) quality
C) innovation
D) flexibility
E) employee involvement
Q2) Which of the following functions can help increase customer perceptions of the utility of a company's product through brand positioning and advertising?
A) Design
B) Materials management
C) Production
D) Marketing
E) Customer service
Q3) Successful innovation gives an organization something unique about its products that can strengthen its competitive advantage.
A)True
B)False
Q4) What are the requirements for a cross-functional team to be successful?
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Chapter 10: Managing Organizational Structure and Culture
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Sample Questions
Q1) Discuss Hackman and Oldham's job characteristics model.
Q2) When managers organize divisions based solely on the type of customer they focus on, they adopt a _____.
A) product structure
B) geographic structure
C) market structure
D) functional structure
E) product team structure
Q3) Which of the following organizing choices are managers most likely to make if the external environment is stable and resources are readily available?
A) Decentralize authority
B) Create a more organic organizational structure
C) Cultivate an entrepreneurial culture in the organization
D) Establish values and norms that emphasize change and innovation
E) Use detailed rules, SOPs, and restrictive norms to govern employees' activities
Q4) Discuss why different strategies often call for the use of different organizational structures and cultures.
Q5) Discuss the advantages and disadvantages of decentralizing authority.
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Chapter 11: Organizational Control and Change
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Sample Questions
Q1) Bureaucratic control is control by means of a comprehensive system of rules and standard operating procedures.
A)True
B)False
Q2) The control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations is called:
A) output control.
B) clan control.
C) procedural control.
D) feedback control.
E) culture control.
Q3) Discuss the problems associated with bureaucratic control.
Q4) The final step in the control process is to evaluate the results and bring about change as appropriate.
A)True
B)False
Q5) Control helps managers respond more effectively to customers.
A)True
B)False
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Chapter 12: Human Resource Management
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Sample Questions
Q1) Differentiate between training and development. Provide two examples each of the different types of training and development.
Q2) Using grievance procedures, workers who believe they are not being fairly treated are allowed to voice their concerns and have their interests represented by the union.
A)True
B)False
Q3) _____ are the activities managers engage in to ensure that they have effective working relationships with the labor unions that represent their employees' interests.
A) Subjective appraisals
B) Labor relations
C) Conflict management
D) Conflict resolution
E) Objective appraisals
Q4) By regularly evaluating employee performance, managers may fail to identify their strengths and weaknesses.
A)True
B)False
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Chapter 13: Motivation Performance
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Sample Questions
Q1) Discuss Herzberg's motivator-hygiene theory. Differentiate between motivator needs and hygiene needs.
Q2) Managers who derive a sense of accomplishment and achievement from helping the organization achieve its goals and gain competitive advantages are extrinsically motivated.
A)True
B)False
Q3) Which of the following managers is extrinsically motivated?
A) Manuela, who works hard because of the sense of satisfaction that doing so gives her
B) Patrick, who works hard because his job is interesting and enjoyable
C) Kate, who works hard because her job gives her an opportunity to fulfill her potential
D) Marco, who works hard because he wants to see his organization achieve its goals
E) Jolie, who works hard because of the promotion she knows that doing so will bring her
Q4) People can be both intrinsically and extrinsically motivated at the same time.
A)True
B)False
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15
Chapter 14: Leadership
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Sample Questions
Q1) Which of the following is true of leadership styles?
A) Effective leadership styles vary with individual, culture, and country.
B) Developing an effective personal leadership style is easy for top-level managers.
C) Effective leaders frequently employ coercive power.
D) A leadership style which is effective in one country will be effective in all countries.
E) A leadership style which involves sharing power compromises effectiveness in servant leaders.
Q2) Which of the following is true of reward power?
A) Effective managers use their reward power sparingly.
B) Effective managers use rewards in a controlling manner signaling to subordinates that the manager has the upper hand.
C) Managers who exercise coercive power more often than reward power create a tension-free work environment.
D) Being able to give or withhold rewards based on performance allows managers to have a highly motivated workforce.
E) The use of reward power seldom produces high performance and is questionable ethically.
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16
Chapter 15: Effective Groups and Teams
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Sample Questions
Q1) The tendency of individuals to put in extra effort when they work in groups than when they work alone is called social loafing.
A)True
B)False
Q2) Pooled, sequential, and reciprocal are different types of task interdependencies.
A)True
B)False
Q3) Which of the following statements is true with respect to groups and teams?
A) All groups are considered as teams.
B) Teams have no restrictions on the number of members in them, unlike groups.
C) The intensity with which members work together is always higher in a team than in a group.
D) All groups are informal and all teams are formal.
E) There is a specific, overriding common goal or objective for groups but not for teams.
Q4) Discuss the advantages of using teams for innovation. What is the role of managers in promoting innovation?
Q5) Discuss why diversity is important for top management teams.
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17
Chapter 16: Promoting Effective Communication
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Sample Questions
Q1) In the _____ phase, a common understanding is ensured.
A) transmission
B) schema
C) initiation
D) simulation
E) feedback
Q2) Impersonal written communication is highest in information richness.
A)True
B)False
Q3) _____ refer(s) to companywide systems that allow managers to send and receive verbal electronic messages over telephone lines even when they are hundreds of miles away from the office.
A) Grapevine system
B) Voice mail system
C) Blog
D) Instant messaging system
E) Groupware collaborative system
Q4) Groupware is a company-wide system of computer networks.
A)True
B)False
Page 18
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Chapter 17: Managing Conflict, Politics, and Negotiation
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Sample Questions
Q1) The potential for conflict does not exist whenever individuals, groups, teams, or departments are interdependent.
A)True
B)False
Q2) David and Jose have been business partners for 8 years. While David wants to acquire one of their major competitors, Jose is keen on expanding operations to other states. After a few rounds of discussions, they decide on buying out two smaller firms in different states. David is happy with this decision because the acquisitions significantly enhance the prospect of acquiring major firms in future, and Jose's interest in expanding operations to other states is also met. Which of the following conflict resolution strategies does this situation represent?
A) Compromise
B) Distributive negotiation
C) Accommodation
D) Avoidance
E) Competition
Q3) Intragroup conflict is conflict that takes place between groups or departments.
A)True
B)False
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Page 19
Chapter 18: Used Advanced Information Technology to Increase Performance
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Sample Questions
Q1) The decline stage of a product begins when a more advanced product makes the old one obsolete.
A)True
B)False
Q2) A spin-off is an agreement in which managers share their organization's resources and know-how with a foreign company, and the two organizations share the rewards and risks of starting a new venture.
A)True
B)False
Q3) Which of the following is an example of a programmed decision?
A) Investing in a new type of production technology
B) Developing a new type of consumer product
C) Launching a new type of promotional campaign
D) Expanding sales into a new country
E) Refilling ink into a copier
Q4) The methods for acquiring, organizing, storing, manipulating, and transmitting information are known as information technology.
A)True
B)False
20
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