Management Fundamentals
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Course Introduction
Management Fundamentals introduces students to the core principles and functions of management within modern organizations. The course covers key topics such as planning, organizing, leading, and controlling, exploring how managers use these functions to achieve organizational objectives effectively and efficiently. Students learn about decision-making, organizational structure, motivation, team dynamics, and communication. Through real-world examples and case studies, the course emphasizes the development of practical management skills and provides a solid foundation for further study in business and management disciplines.
Recommended Textbook Management 8th Edition by Richard L. Daft
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Page 2
Chapter 1: Managing in Turbulent Times
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174 Verified Questions
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Sample Questions
Q1) In his job, Stephen needs to A) plan.
B) organize.
C) lead.
D) control.
E) all of these.
Answer: E
Q2) The manager performs ceremonial and symbolic duties in the figurehead role.
A)True
B)False
Answer: True
Q3) In the disseminator role, a manager forwards information to other organization members.
A)True
B)False
Answer: True
Q4) A(n) ______________________________ is responsible for a temporary work project that involves the participation of people from various functions and levels of the organization, and perhaps from outside the company as well.
Answer: project manager
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Chapter 2: The Evolution of Management Thinking
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Sample Questions
Q1) According to Fayol, similar activities in an organization should be grouped together under one manager. This administrative principle is known as
Answer: unity of direction
Q2) Fredrick Taylor's contributions were in the field of
A) scientific management.
B) human resource management.
C) human relations.
D) quantitative management.
E) total quality management.
Answer: A
Q3) The learning organization is an attitude or philosophy about what an organization can become.
A)True
B)False
Answer: True
Q4) To survive, closed systems must interact with the environment.
A)True
B)False
Answer: False
Page 4
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Chapter 3: The Environment and Corporate Culture
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Sample Questions
Q1) Two important sectors of the economic dimension of a firm's general environment are customers and competitors.
A)True
B)False
Answer: False
Q2) Industrial Instruments operates in an environment that requires fast response and high-risk decision making. Which type of culture may be appropriate here?
A) Consistency
B) Adaptability
C) Clan
D) Achievement
E) Involvement
Answer: B
Q3) Competitive intelligence professionals are really just in-house snoops who obtain information about other companies.
A)True
B)False
Answer: True
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Chapter 4: Managing in a Global Environment
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Sample Questions
Q1) Explain NAFTA.
Q2) A preference for a loosely knit social framework in which individuals are expected to take care of themselves is called ____________________.
Q3) Riots, revolutions, civil disorders, and frequent changes in government that affect the operations of an international company shows ______________________________ in a country.
Q4) Which of the following characteristics distinguish a multinational corporation?
A) Top management is expected to take a global perspective.
B) The corporation is controlled by a single management authority.
C) It is managed as an integrated worldwide business system.
D) All of these
E) Top management is expected to take a global perspective and The corporation is controlled by a single management authority only.
Q5) According to Manager's Shoptalk in Chapter 4, the polite way to give your business card to a Japanese business person is when first meeting, presenting your card with both hands.
A)True
B)False
Q6) Briefly describe two personal challenges for global managers.
Page 6
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Chapter 5: Ethics and Social Responsibility
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Sample Questions
Q1) Using the justice approach for ethical decision-making, the logic of promoting qualified men and women would be supported by
A) equal rights justice.
B) distributive justice.
C) procedural justice.
D) compensatory justice.
E) all of these.
Q2) Which of the following is NOT one of the moral rights that could be considered during decision-making?
A) The right to free consent
B) The right to invade privacy
C) The right to free speech
D) The right of freedom of conscience
E) The right to life and safety
Q3) In UNLOCKING INNOVATIVE SOLUTIONS THROUGH PEOPLE in Chapter 5, the South Mountain Company operates with a "business of place" philosophy of only taking jobs in their geographic area.
A)True
B)False
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Page 7
Chapter 6: Managing Small Business Start-Ups
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Sample Questions
Q1) Of these characteristics, which is associated with entrepreneurship?
A) A high need for power
B) A high need for affiliation
C) An internal locus of control
D) An external locus of control
E) Low energy level
Q2) By ______________________________, an entrepreneur has the advantage to develop and design the business in his/her own way.
Q3) An attractive innovation for entrepreneurs who want to start a business from scratch is to join a business incubator.
A)True
B)False
Q4) Since a corporation is a legal structure reserved for large firms, small businesses have two basic choices for legal structure of their company: proprietorship and partnership.
A)True
B)False
Q5) In the next decade, _________________________ and _________________________ businesses could end up being the emerging growth companies.
8
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Chapter 7: Managerial Planning and Goal Setting
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Sample Questions
Q1) Which of these 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
Q2) According to Unlocking Innovative Solutions Through TECHNOLOGY in Chapter 7, the computer security company Symantec deals will so much change that it needs a process, not a plan.
A)True
B)False
Q3) Which of these refer to specific results expected from individuals?
A) Operational goals
B) Tactical goals
C) Strategic goals
D) Operational plans
E) Mission statements
Q4) What are the three stages of crisis management?
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Chapter 8: Strategy Formulation and Implementation
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Sample Questions
Q1) Briefly describe the five competitive forces identified by Michael E. Porter.
Q2) The planning and decision making that lead to the establishment of the organization's goals and of a specific strategic plan is known as
A) strategy formulation.
B) strategy implementation.
C) strategy coordination.
D) strategy control.
E) SWOT.
Q3) The strategy that the BCG matrix suggests that Darla should take for this SBU is A) invest and grow.
B) liquidate while still profitable.
C) ask her astrologer for advice.
D) keep the SBU healthy and use its excess earnings to invest in other SBU's. E) divestiture.
Q4) Briefly describe the different cooperative strategies using the continuum of cooperative strategies.
Q5) Business, corporate, and global are the three levels of strategy. A)True
B)False
Q6) Briefly explain the three grand strategies for domestic operations.
Page 10
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Chapter 9: Managerial Decision Making
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Sample Questions
Q1) The ____________________ model of decision making is based on economic assumptions.
Q2) According to Unlocking Innovative Solutions Through PEOPLE in Chapter 9, Southwest Airlines uses simulation to change its freight handling system.
A)True
B)False
Q3) According to the administrative model of decision making, goals often are vague, conflicting, and lack consensus among managers.
A)True
B)False
Q4) Nonprogrammed decisions are made in response to situations that are A) unique.
B) unstructured.
C) important to the organization.
D) all of these
E) unique and important to the organization.
Q5) ____________________ exists when managers see potential of enhancing performance beyond current levels.
Q6) What are the six steps in the managerial decision making process?
Page 11
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Chapter 10: Designing Adaptive Organizations
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Sample Questions
Q1) A type of technology that involves the production of a few goods designed to customer specifications is
A) continuous process production.
B) mass production.
C) small batch production.
D) routine service production.
E) hi-tech production.
Q2) The right to advise, recommend, and counsel in the staff specialists' area of expertise is included in staff authority.
A)True
B)False
Q3) In very large companies, according to your text, a
A) functional structure is necessary.
B) matrix structure is a requirement.
C) divisional structure is essential.
D) team approach should be avoided.
E) divisional structure is inefficient.
Q4) What is the team approach to departmentalization and what are its main disadvantages?
Q5) List three disadvantages of the divisional structure.
Page 12
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Chapter 11: Managing Change and Innovation
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Sample Questions
Q1) The innovation strategy for changing products and technologies that involves creating conditions and systems to facilitate internal and external coordination and knowledge sharing is known as ____________________.
Q2) A person who sees the need for and champions productive change within the organization is called an idea champion.
A)True
B)False
Q3) One value of the idea incubator is that an employee with a good idea has somewhere to go with it, rather than having to shop the idea all over the company and hope someone pays attention.
A)True
B)False
Q4) If top managers select a goal of rapid company growth, __________ actions will have to be changed to meet that growth.
A) environmental
B) internal
C) external
D) competitive
E) facilitative
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Chapter 12: Human Resource Management
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Sample Questions
Q1) The goals of human resource management include all of these EXCEPT
A) attracting an effective work force.
B) developing an effective work force.
C) maintaining an effective work force.
D) turning over an effective workforce.
E) both attracting an effective work force and maintaining an effective work force.
Q2) __________ is a listing of job duties and desirable qualifications for a particular job.
A) A job analysis
B) A job listing
C) A job requirement
D) A job description
E) A realistic job previews
Q3) The most common form of formal corporate training is
A) on-the-job training.
B) classroom training.
C) orientation training.
D) developmental training.
E) external training.
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Page 14
Chapter 13: Meeting the Challenge of Diversity
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Sample Questions
Q1) Groups that are based on social identity, such as gender or race, and organized by employees to focus on concerns of employees from that group are called
Q2) Secondary dimensions of diversity
A) have a greater impact than do primary dimensions. B) are inborn.
C) can change throughout one's lifetime.
D) include such factors as gender.
E) none of these.
Q3) By 2050, 50 percent of the entrants into the workforce will likely be women.
A)True
B)False
Q4) __________ can be defined as the socio-cultural skills and attitudes used by racial minorities as they move back and forth between the dominant culture and their own ethnic or racial culture.
A) Ethnocentrism
B) Monoculture
C) Undecided
D) Biculturalism
E) Geocentrism
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Chapter 14: Dynamics of Behavior in Organizations
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Sample Questions
Q1) Research shows that an individual's personality has no affect on how they respond to stressors.
A)True
B)False
Q2) Job satisfaction is work behavior that goes beyond job requirements and contributes as needed to the organization's success.
A)True B)False
Q3) Enlightened companies support healthy habits to help people manage stress and be more productive.
A)True
B)False
Q4) According to Jung, people who would prefer to work with known facts and hard data and prefer routine and order in gathering information are called intuitive-type people.
A)True B)False
Q5) ____________________ is a change in behavior or performance that occurs as the result of experience.
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Chapter 15: Leadership
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Sample Questions
Q1) __________ power is based in the ability of the leader to do such things as recommend promotions.
A) Coercive
B) Expert
C) Reward
D) Referent
E) Personal
Q2) The seven interpersonal influence tactics for leaders include all of the following EXCEPT:
A) use rational persuasion
B) rely on the rule of reciprocity
C) develop allies
D) do not worry about people liking you
E) reward the behaviors you want
Q3) ____________________ leadership is about distinguishing right from wrong and choosing to do right.
Q4) Power coming from a formal management position in an organization and the authority granted to it is called _________________________.
Q5) Describe the seven interpersonal influence tactics for leaders.
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Chapter 16: Motivation
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Sample Questions
Q1) List the four content theories discussed in your text.
Q2) Which of the following compensation strategies perpetuates inequity in the workplace?
A) Cafeteria-style benefits
B) Incentive pay systems
C) Two-tier wage systems
D) Gain-sharing
E) None of these
Q3) The variable-ratio schedule is based on a random number of desired behaviors.
A)True
B)False
Q4) The satisfaction a person receives in the process of performing a particular action is called the extrinsic rewards.
A)True
B)False
Q5) List the three needs proposed by Clayton Alderfer.
Q6) ____________________ refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action.
Q7) Briefly describe Maslow's hierarchy of needs theory.
Page 18
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Chapter 17: Communication
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Sample Questions
Q1) ____________________ can exist within the individual or as part of the organization.
Q2) Which of the following is(are) part of keys to effective listening?
A) Listen for facts
B) Listen for ideas
C) Be passive, laid back
D) Have preconceptions
E) All of these
Q3) ________ exist when low-power people may be reluctant to pass bad news up the hierarchy.
A) status and power differences
B) differences across departments in terms of needs and goals
C) absence of formal channels
D) communication flow
E) semantics
Q4) In the new workplace, learning occurs when managers use evaluation and communication to help individuals and the organization learn and improve.
A)True
B)False
Q5) List the four individual level barriers to communication.
Page 19
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Chapter 18: Teamwork
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Sample Questions
Q1) All of these behaviors are consistent with the role of a task specialist except A) seek information.
B) initiation.
C) summarize.
D) compromise.
E) energize.
Q2) Which of the following conflict resolution styles is best when maintaining harmony is important?
A) Competing style
B) Collaborating style
C) Accommodating style
D) Avoiding style
E) Comprising
Q3) Team context which include the presence of competition, and team success and the favorable evaluation of the team by outsiders. Consequences of team cohesiveness also fall into two categories:
Q4) A ________________________ is a team member who attains benefits from team membership but does not actively participate in and contribute to the team's work.
Q5) Discuss the determinants of team cohesiveness and its consequences.
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Chapter 19: Managerial and Quality Control
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Sample Questions
Q1) To reduce the organization's cycle time is to reduce the number of A) of committees in the organization.
B) layers of management.
C) steps in an organizational process.
D) staff employees in the organization.
E) none of these.
Q2) Compare bureaucratic control with decentralized control.
Q3) Decentralized control is the use of cultural values, traditions, shared beliefs and trust to increase compliance with goals.
A)True
B)False
Q4) Feedback control is sometimes called A) output control.
B) concurrent control.
C) preventive quality control. D) preliminary control.
E) precaution control.
Q5) Feedback control focuses on the quantity of an end product or service. A)True
B)False
21
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Chapter 20: Information Technology and E-Business
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Sample Questions
Q1) __________ systems typically support the strategic decision-making needs of higher-level managers.
A) Management information
B) Geographic information
C) Expert
D) Operations information
E) Process control
Q2) ____________________ refers to business exchanges that occur electronically.
Q3) Charles is a production manager at a local potato chip company. He needs data on the anticipated number of orders and the current inventory. He is using a computer-based information system to help him make production decisions. What type of system is he using?
A) A transaction processing system
B) An executive information system
C) A production information system
D) A management information system
E) None of these
Q4) A system that organizes information in the form of pre-specified reports that managers use in day-to-day decision making is called a(n)
22
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Chapter 21: Operations and Value Chain Management
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Sample Questions
Q1) CAM refers to a production technology in which computers perform new-product design.
A)True
B)False
Q2) __________ is the recognition of the importance of operations to the firm's success and the involvement of operations managers in the organization's strategic planning.
A) Operations strategy
B) Process layout
C) Operations awareness
D) Product layout
E) None of these
Q3) __________ is not a manufacturing organization.
A) Ford Motor Company
B) McDonald's
C) General Motors
D) Levi Strauss
E) All of these are manufacturing organizations.
Q4) A production technology in which computers perform new-product design is called ____________________.
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