Course Introduction
Management Principles Exam Practice Tests
Management Principles introduces students to the fundamental concepts, theories, and practices of management within organizations. This course covers key functions such as planning, organizing, leading, and controlling, while emphasizing decision-making, organizational structure, and effective communication. Students will explore both classical and modern management approaches, gain insight into leadership styles and team dynamics, and develop an understanding of ethical and global issues in management. Through practical examples and case studies, the course equips students with essential skills for managing people and processes in diverse organizational settings.
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Contemporary Organizational Behavior 1st Edition by Kimberly D. Elsbach
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14 Chapters
357 Verified Questions
357 Flashcards
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Page 2
Chapter 1: Introduction to Organizational Behavior
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25 Verified Questions
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Sample Questions
Q1) A bakery is evaluating several new product ideas. They conducted focus groups and conducted individual participant interviews. What is the bakery's approach to researching their new products?
A) Interview method
B) Group evaluation method
C) Qualitative method
D) Quantitative method
Answer: C
Q2) Which of the following behaviors does organizational behavior seek to understand, solve, or prevent?
A) Absenteeism
B) Effectiveness
C) Job satisfaction
D) Organizational citizenship behaviors
Answer: A
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Page 3
Chapter 2: Individual Characteristics
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25 Flashcards
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Sample Questions
Q1) Which of the following statements about competencies is true?
A) Employees should independently seek out ways to continually develop their competencies and not rely on the organization to provide the developmental opportunities
B) Employers are responsible for providing developmental opportunities, but only for competencies you did not have when you were hired
C) Most employers will pay for any fees for courses or activities to develop your competencies if you are in a managerial position
D) Once you reach your desired job or position, your employer won't expect you to continue developing your competencies because you are not seeking further advancement
Answer: A
Q2) Which of the following is not a result of the MBTI?
A) IMTP
B) ESTJ
C) INTP
D) ENFP
Answer: A
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Page 4
Chapter 3: Learning
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27 Verified Questions
27 Flashcards
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Sample Questions
Q1) Studying behavioral changes and mental processes are the key aspects of ________.
A) Behavioral learning
B) Cognitive learning
C) Social learning
D) Experiential learning
Answer: B
Q2) Research has shown that intelligence accounts for about ________ of success in management and leadership positions.
A) 25%
B) 50%
C) 75%
D) 95%
Answer: A
Q3) As children progress through grade levels at school, their ________ increases.
A) Intelligence
B) Cognitive complexity
C) Learning goal orientation
D) Performance goal orientation
Answer: B
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Chapter 4: Perception
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Sample Questions
Q1) What concept describes overestimating bias in others' decisions and underestimating the bias in our own decisions?
A) Self-serving bias
B) Hindsight bias
C) Selective perception
D) Bias blind spot
Q2) How long has research found first impressions last?
A) Less than an hour of interaction
B) Until new perceptions conflict with the initial judgments
C) Until the person joins your in-group
D) Initial judgments persist for months
Q3) What do our perceptions consist of?
A) Our experience combined with current stimuli
B) Our current reality
C) The stimuli that surrounds us
D) A portion of the stimuli that surrounds us
Q4) As a manager, could you use the self-fulfilling prophecy to improve your subordinate's performance? Why or why not?
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Chapter 5: Leadership
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Sample Questions
Q1) Which leadership approach requires leaders to shift their behaviors to address different situations as they arise in order to be successful?
A) Transformational
B) Transactional
C) Situational
D) Personalized
Q2) Situational leaders deliver the support and direction an employee needs to accomplish a given task. How does the leader determine what support and direction the employee will require for the specific task?
A) Whether the employee is intrinsically or extrinsically motivated for the task
B) The employee's motivation and competence for the specific task
C) How the task relates to the employee's development plan
D) Preferences on leadership factors such as need for control and autonomy
Q3) Authentic leadership emphasizes ________ and de-emphasizes the importance of ________.
A) Leadership; management
B) Justice; demagogues
C) Integrity; power
D) Ethics; trust
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Page 7
Chapter 6: Motivation
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Sample Questions
Q1) Maslow's theory is now used ________.
A) By managers wanting to motivate without the need for tangible rewards
B) To motivate employees quickly with minimal effort
C) In public, but not private, organizations
D) Despite the lack of empirical evidence for its validity
Q2) When would your motivation for a task be the highest?
A) Working under a Theory X manager
B) Working under a Theory Y manager
C) You are in flow
D) You perceive equity
Q3) Which tenet of Maslow's theory has been refuted by modern research?
A) Fulfilling lower order needs is required for the pursuit of higher order needs
B) Everyone is driven to achieve self-actualization
C) Once met, lower goals cease to motivate
D) Lower needs must be satisfied externally
Q4) Upon graduation, you get your dream job at a firm making $500k annually which is highly motivating and extraordinarily satisfying to you. Basing your prediction entirely on your maintaining your current salary level, what will happen to your satisfaction and motivation in 5 years' time? Explain.
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Chapter 7: Persuasion, Influence, and Impression Management
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Sample Questions
Q1) In what way is motivation involved in social proof?
A) Those with extrinsic motivation persuade others effectively
B) Those with intrinsic motivation are highly vulnerable to persuasion
C) People are motivated to follow the crowd even when they know for certain that the group is making the wrong choice
D) In social proof, people look to others' actions when they aren't motivated or don't have the time to carefully think about what to do and follow the crowd
Q2) How are social power and persuasion tactics related?
A) Social power provides the basis for persuasion tactics
B) Social power only provides leverage for the social persuasion tactics
C) Social power is the ability to effectively use persuasion tactics
D) Social power comes from position and persuasion tactics
Q3) Which of the following is not a primary factor in an individual's choice to exert influence?
A) Nature of the influence target
B) Objectives one wants to achieve
C) Impression one wants to convey
D) One's ability to influence
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Chapter 8: Decision Making
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Sample Questions
Q1) Which type of decision do you make most frequently during a typical day?
A) Naturalistic
B) Rational
C) Programmed
D) Non-programmed
Q2) Why do time constraints cause errors in decision making?
A) Your performance is being judged, placing far more pressure on you to quickly solve the problem successfully
B) Effective managers can quickly assess the situation and make a decision. Taking more time provides the impression that you aren't a good manager
C) Time constraints limit your ability to gather information
D) Time is money
Q3) Which decision making approach incorporates emotions, politics, practical considerations, and the systematic weighing of options?
A) Rational decision making
B) Naturalistic decision making
C) Organizational psychology-based decision making
D) Behavioral economics decision making
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Chapter 9: Groups and Teams
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Sample Questions
Q1) Which of the following is a major criticism of Tuckman's five-stage model of group development?
A) It only explains the psychological factors that impact group development
B) It doesn't describe how psychological norms develop in groups
C) Group development doesn't conform to a specified timeline
D) Groups may get stuck at the Storming stage
Q2) A group that embraces the individual diversity of its members and encourages each member to contribute their own ideas is least likely to experience which effect?
A) Peer pressure effect
B) Polarization effect
C) Common-knowledge effect
D) Groupthink effect
Q3) Individuals change their behavior to conform to group norms because norms serve an important ________ and ________ function.
A) Group; social
B) Psychological; social
C) Interactive; influential
D) Physiological; belonging
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11
Chapter 10: Conflict and Negotiation
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Sample Questions
Q1) Which of the following statements about cognitive framing is true?
A) Individuals have unique cognitive frames
B) Individuals working in the same department will have similar cognitive frames
C) Individuals with good working relationships will have similar cognitive frames
D) Individuals working on different teams but in the same department will have similar cognitive frames
Q2) Negotiation is ________ to resolve conflicts.
A) The worst way
B) The best way
C) One way
D) The relationship-oriented way
Q3) Process conflict by definition affects the work process and results negatively. Does that mean that this type of conflict should be limited as much as possible in organizations? Explain and justify your answer.
Q4) All conflict should be approached with the ultimate goal of ________.
A) Eliminating conflict from the workplace completely
B) Reducing interpersonal conflict but encouraging task conflict
C) Only having conflict that ends well
D) Creating functional conflict while minimizing dysfunctional conflict
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Chapter 11: Diversity and Communication
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Sample Questions
Q1) When might understanding generational differences in the workplace be useful?
A) Understanding others' perspectives
B) Deciding how and when to provide motivation and feedback
C) Forming teams or workgroups
D) All of the above
Q2) Are the benefits from workplace diversity reserved for medium to large businesses or can small organizations also benefit? Provide at least three reasons to support your choice.
Q3) Learning style, personality, and cognitive processes are examples of which type of diversity?
A) Demographics
B) Organization-based
C) Traits and characteristics
D) Beliefs and values
Q4) How are diversity and communication related?
A) Diversity of experience must be maximized for effective communication
B) Communication about diversity should be minimized
C) Communication is easier when the target is very diverse
D) Effective communication requires understanding how individual diversity is associated with the communication process
Page 13
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Chapter 12: Culture
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Sample Questions
Q1) Ideally, an organization's culture should be linked to an organization's ________.
A) Culture
B) Workforce
C) Strategy
D) Socialization
Q2) Which is true of an organization's culture?
A) It is explicitly stated in the organization's mission statement
B) It is more pronounced in publicly traded companies
C) New employees learn it during their orientation
D) It underlies the values, beliefs, and assumptions that are shared by individuals in an organization
Q3) Which of the following is not a primary subculture found in organizations?
A) Productive
B) Executive
C) Operational
D) Professional
Q4) Is it possible for two people working on the same team to have different perceptions of the organization's culture? Why or why not?
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Chapter 13: Change, Innovation, and Stress
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Sample Questions
Q1) Which of these would not be found in Lewin's third step?
A) Analyze driving and constraining forces
B) Hire new employees with the values/skills/abilities needed in the changed environment
C) Use positive reinforcement and feedback for employees demonstrating changed behavior
D) New routines become habit and changes are normalized
Q2) What is disrupted in disruptive innovation?
A) The status quo
B) The innovative process
C) Consumer acceptance
D) Introduction to consumers
Q3) Can organizations change more than one thing at a time?
A) Yes; internally and externally driven forces dictate that changes have to occur, not wait in a queue
B) No; the models can't work together or employees will get confused
C) Yes; they can only work on changes following one model at a time
D) No; managing one change is hard enough. More than one change would place undue stress on an already taxed management team
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Page 15
Chapter 14: Corporate Social Responsibility, Ethics, and Sustainability
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Sample Questions
Q1) The business case for CSR justifies initiatives ________.
A) Through a cost benefit analysis of the financial impact. Net loss means the initiative is not strategically serving the organization and they shouldn't engage in CSR. Net gain means the company will benefit financially from engaging in CSR and should proceed with their initiatives
B) Through the resulting benefits for the organization that serve a strategic purpose and provide stability and sustainability
C) By providing evidence that the initiatives benefit the company in at least two ways. For example: installing solar panels to help power the organization shows environmental sustainability and an economic return on their investment by reduced electric costs, which will pay for the panels in a relatively short time
D) For the company's ethical responsibility to engage in CSR activities. These actions make a contribution to and reflect company values that CSR is their ethical responsibility and is prompted by their values and integrity to be a good steward
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