Management Principles
Exam Preparation Guide
Course Introduction
Management Principles provides a comprehensive overview of the fundamental concepts, theories, and practices of management within organizations. This course covers the key functions of management, including planning, organizing, leading, and controlling, and explores how effective management strategies contribute to organizational success. Students will analyze the roles and responsibilities of managers, examine ethical considerations, and apply decision-making and problem-solving techniques in real-world scenarios. Through case studies and practical exercises, learners will develop the skills essential for effective team leadership and organizational communication in a dynamic business environment.
Recommended Textbook
Leadership Theory Application and Skill Development 6th Edition by Lussier and Achua
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12 Chapters
1754 Verified Questions
1754 Flashcards
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Page 2
Chapter 1: Who Is a Leader and What Skills Do Leaders
Need?
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140 Verified Questions
140 Flashcards
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Sample Questions
Q1) A successful sales manager was promoted to being CEO of a large conglomerate.Shortly afterward,the manager decided that her style of leadership was inappropriate,and altered the way that she practiced leading.This is an example of:
A)contingency leadership.
B)performing the figurehead role.
C)organizational learning.
D)influencing.
Answer: A
Q2) List the ten managerial roles starting with the three categories under which each belongs.
Answer: Leaders perform the interpersonal role when they act as leader,figurehead, and liaison.
Leaders perform the informational role when they act as monitor,disseminator,and spokesperson.
Leaders perform the decisional role when they act as entrepreneur,disturbance-handler,resource-allocator,and negotiator.
Q3) Should leadership be the manager's job,or should leadership be a shared process?
Answer: Successful leaders share leadership with their followers.
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Chapter 2: Leadership Traits and Ethics
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154 Verified Questions
154 Flashcards
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Sample Questions
Q1) Select a present or past manager,and state whether he or she has any of the six traits of derailment.Give specific examples of weaknesses.
Answer: I choose John Smith, a former manager at our company. John had a tendency to micromanage his team, which often led to a lack of trust and autonomy among his employees. This micromanaging behavior is a trait of derailment known as "inability to delegate effectively." Additionally, John struggled with communication, often being too vague or unclear in his instructions, leading to misunderstandings and inefficiency within the team. This is an example of the derailment trait "poor communication skills." Overall, John exhibited some of the traits of derailment, which ultimately impacted his effectiveness as a manager.
Q2) Managers with Theory X attitudes tend to:
A)display more participative leadership styles.
B)use internal motivation and rewards.
C)use external means of controls.
D)have a positive, optimistic view of employees.
Answer: C
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Chapter 3: Leadership Behavior and Motivation
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147 Verified Questions
147 Flashcards
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Sample Questions
Q1) In an extensive empirical research study testing the outcomes of the high-high leader, Blake and Mouton claim that team leadership usually result in all of the following EXCEPT:
A)low absenteeism.
B)improved performance.
C)empowerment.
D)low turnover.
Answer: C
Q2) Which of the following is NOT one of the contributions of behavioral leadership theory?
A)The manager does not have to perform both production and people functions.
B)It led to the shift in paradigm to contingency leadership theory.
C)Organizations need both production and people leadership.
D)Task and relationship behavior tend to correlate strongly with subordinate performance.
Answer: D
Q3) Like traits,a person's motives can be observed.
A)True
B)False
Answer: False
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Chapter 4: Contingency Leadership Theories
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140 Verified Questions
140 Flashcards
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Sample Questions
Q1) What are the differences between the time-driven model and the development-driven model?
Q2) The normative leadership model uses decision trees that are:
A)time-driven and development-driven.
B)leader-driven and follower-driven.
C)task-driven and people-driven.
D)goal-driven and decision-driven.
Q3) The leadership continuum model is used to determine which one of seven styles to select,based on the use of ____________,to meet the situation to maximize performance.
A)boss-centered versus subordinate-centered leadership
B)task-centered versus relationship-centered leadership
C)subordinate-centered versus environment-centered leadership
D)time-driven versus development-driven leadership
Q4) To use the normative leadership model,you must do all of the following EXCEPT:
A)have a specific decision to make.
B)have the authority to make a decision.
C)have specific followers.
D)ask each follower's opinion.
Q5) Identify the path-goal leadership model style and variables.
Page 6
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Chapter 5: Influencing: Power, Politics, Networking, and Negotiation
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150 Verified Questions
150 Flashcards
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Sample Questions
Q1) Giving employees praise,recognition,pay raises or bonuses are examples of reward power.
A)True
B)False
Q2) Write three questions to ask during a networking interview.
Q3) Do people really need a written networking list?
Q4) Which one or two suggestions for increasing your power base are the most relevant to you? Explain.
Q5) The use of referent power is appropriate for:
A)higher-level managers.
B)experts.
C)people with no position power.
D)people with no personal power.
Q6) How would you rate your relationship with your current or past boss? What will you do differently in the future to improve your relationship with your boss?
Q7) The first step in the networking process is to create your one-minute self-sell.
A)True B)False
Q8) State two or three of your accomplishments and set a goal. Page 7
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Page 8
Chapter 6: Communication, Coaching, and Conflict Skills
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159 Verified Questions
159 Flashcards
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Sample Questions
Q1) Define the five conflict management styles.
Q2) What are the three parts of a written outline?
Q3) The ____ conflict style user assertively attempts to jointly resolve the conflict with the best solution agreeable to all parties.
A)forcing
B)collaborating
C)accommodating
D)negotiating
Q4) The process of conveying information and meaning is ____.
A)organization
B)understanding
C)communication
D)decoding
Q5) What percentage of the time do you think a manager can actually use the collaborating conflict management style? Give detailed examples of when managers have used collaboration at work.
Q6) Select two or three of the tips that you can use to improve your written communication.Explain how using the tip will improve your writing.
Q7) What is meant by maintaining ownership of the problem?
Page 9
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Chapter 7: Leader-Member Exchange and Followership
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140 Verified Questions
140 Flashcards
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Sample Questions
Q1) A leader-follower relationship in which the leader's concern for some members does not extend beyond the formal employment contract. Which concept is described by this statement?
A)vertical dyadic linkage theory
B)leader-member exchange theory
Q2) My boss helps me fulfill some of my social or personal goals. This statement from a subordinate identifies the group the person aligns with. Choose the group and A)in-group
B)out-group
Q3) Delegating refers to telling employees to perform the tasks that are part of their job design.
A)True
B)False
Q4) Recall a work situation in which you were required to do something that was beyond your employment contract. How did you respond to your manager's request,and what consequences did it have on your relationship with him or her?
Q5) What are the differences between in-groups and out-groups?
Q6) Describe the two subgroups that can form under Vertical Dyadic Linkage Theory.
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Chapter 8: Team Leadership and Self-Managed Teams
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160 Verified Questions
160 Flashcards
Source URL: https://quizplus.com/quiz/5831
Sample Questions
Q1) According to the team-centered decision-making model,the role of the leader should be to serve as a consultant,advisor,teacher,and facilitator.
A)True
B)False
Q2) One of the potential disadvantages of cross-functional teams is that there is always a lack of coordination given the many problems that can occur when people from different functions come together to work on a project at the same time.
A)True
B)False
Q3) Individual satisfaction is the degree to which the team's output (product or service)meets the needs and expectations of those who use it.
A)True
B)False
Q4) Describe which of the SMT Facilitator's team-building activities (see Exhibit 8.5)have been employed in a team that you are or had been a member.
Q5) What is the key to creating cross-functional teams in which team members put the good of the team ahead of functional self-interest?
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Page 11
Chapter 9: Charismatic and Transformational Leadership
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140 Verified Questions
140 Flashcards
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Sample Questions
Q1) The hallmark of a servant leader is the desire to help others.
A)True
B)False
Q2) Suggested strategies for acquiring charismatic qualities are to develop visionary skills in college courses and to practice being candid and forthright.
A)True
B)False
Q3) Describe the leading characteristics of charismatic leaders.
Q4) Transactional leaders seeks to maintain stability within an organization through regular exchanges,achieving specific goals along the way.
A)True
B)False
Q5) Which of the following is a difference between a charismatic leader and a transformational leader?
A)The degree of risk each faces by opponents to their vision.
B)Their ability to inspire trust.
C)Their ability to empower followers.
D)Their communication skills.
Q6) What is stewardship?
Page 12
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Chapter 10: Leadership of Culture, Ethics, and Diversity
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143 Verified Questions
143 Flashcards
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Sample Questions
Q1) In an adaptive culture,management thinking is based on the belief that organizational success is influenced more by events outside the organization than by internal factors.
A)True
B)False
Q2) ____ is the inclusion of all groups at all levels in an organization.
A)Ethnocentrism
B)The glass ceiling
C)Diversity
D)Group dynamics
Q3) The strongest sign that management is truly committed to creating a new culture is by:
A)celebrating achievements.
B)replacing employees who are unwilling to change with a "new breed" of employees.
C)interacting face-to-face with rank-and-file.
D)recruiting as many diverse employees as possible.
Q4) Based on your knowledge of the Enron case,what part did culture play in its actions and ultimate demise?
Q5) Explain the benefits of embracing diversity.
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Chapter 11: Strategic Leadership and Change Management
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141 Verified Questions
141 Flashcards
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Sample Questions
Q1) All of the following are recommendations leaders can employ for minimizing resistance to change,EXCEPT:
A)show relentless support and unquestionable commitment to the change process.
B)avoid micromanaging and empower people to implement the change.
C)coerce holdouts to accept change through rewards and/or punishment.
D)create and organizational climate that supports change.
Q2) For any change to become permanent and accepted into the everyday practices of an organization,the leader must follow through to the final stage of __________ the new change.
A)implementing
B)unfreezing
C)refreezing
D)transforming
Q3) Strategy evaluation has been described as the most important and most difficult part of the strategic management process.
A)True
B)False
Q4) The vision statement answers the question,"What business are we in?"
A)True
B)False
Page 14
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Chapter 12: Crisis Leadership and the Learning Organization
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140 Verified Questions
140 Flashcards
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Sample Questions
Q1) The best indicator of an organization's readiness to respond to a crisis is how it rates in five areas of assessment.What are these five areas?
Q2) The five-step crisis risk assessment model is a scenario analysis and planning tool used in creating a crisis management action plan.
A)True
B)False
Q3) Developing a crisis plan such as the one introduced above is a cross-functional activity that affects different departments.
A)True
B)False
Q4) Describe the five-step process for crisis risk assessment.
Q5) In the event of a crisis,the leader must be in their office,undisturbed,allowing the crisis team to do their job.
A)True
B)False
Q6) Explain whether where you work or have worked is more of a traditional organization or a learning organization.Identify some of the characteristics of the organization to justify your response.
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