Management Principles
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Course Introduction
Management Principles explores the foundational concepts, theories, and practices that guide effective management within organizations. This course covers key topics such as planning, organizing, leading, and controlling, while emphasizing decision-making processes, communication, motivation, and teamwork. Students will analyze real-world case studies, develop problem-solving skills, and gain insights into the roles and responsibilities of managers in diverse settings. By understanding the core principles of management, students will be equipped to address organizational challenges and contribute to the achievement of organizational goals.
Recommended Textbook
Leadership Enhancing the Lessons of Experience 7th Edition by Richard L. Hughes
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16 Chapters
813 Verified Questions
813 Flashcards
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Chapter 1: What Do We Mean by Leadership
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55 Verified Questions
55 Flashcards
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Sample Questions
Q1) Define the emotional approach to leadership.
Answer: Good leadership is more than just calculation and planning or following a checklist. Good leadership also involves touching others' feelings.
Q2) Schein's classic study of sex roles
A)evidenced the fact that being a woman and being a manager are a contradiction in terms.
B)found a high correlation between the ways both male and female respondents perceived "female" and "manager".
C)demonstrated how bias in sex role stereotypes created problems for women moving up through managerial roles.
D)found no correlation between the ways the respondents perceived "males" and "managers".
Answer: C
Q3) In Bennis's definition of leadership, the word 'subordinate' seems to
A)include informal leadership.
B)confine leadership to downward influence in hierarchical relationships.
C)emphasize the emotional aspects of leadership.
D)exclude coercion of any kind as a leadership tool.
Answer: B
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Page 3
Chapter 2: Leader Development
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53 Verified Questions
53 Flashcards
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Sample Questions
Q1) Informal coaching
A)begins with the manager's completion of an extensive battery of personality instruments.
B)is used to diagnose why behavioral change is not occurring and what can be done about it.
C)is more effective for high-performing followers than for low-performing followers.
D)is a one-on-one relationship between the manager and the coach.
Answer: B
Q2) Confronting one's beliefs, inviting others to challenge you and working on personal blind spots are aspects of the process of A)attribution.
B)double-loop learning.
C)self-fulfilling prophecy.
D)single-loop learning.
Answer: B
Q3) Experience is just a matter of what events happen to you.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Skills for Developing Yourself As a Leader
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43 Verified Questions
43 Flashcards
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Sample Questions
Q1) Which of the following is not an example of behaviors that could be considered a "10% stretch"?
A)Using a motivational practice that has been very successful in the past.
B)Conversing informally with everyone in the office at least once each day.
C)Being more assertive or quieter than usual in a meeting.
D)Seeking an opportunity to be chair of a committee.
Answer: A
Q2) Having a good or bad supervisor is a product of luck on the part of followers.
A)True
B)False
Answer: False
Q3) During the first two weeks new leaders will want to have one-on-one meetings with their direct reports. Which of the following is a topic that should be discussed in that meeting?
A)What can the team do better?
B)What advice do team members have for the new leader, and what can the new leader do to help team members?
C)Who are the "stars" a level or two down in the organization?
D)All of these are topics that should be discussed in that meeting.
Answer: D
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Chapter 4: Power and Influence
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55 Flashcards
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Sample Questions
Q1) There is a strong tendency for people to resort to _____ whenever they have an advantage in clout if other tactics fail to get results.
A)exchanges
B)ingratiation
C)legitimizing tactics
D)rational appeals
Q2) A judge who gives a convicted prisoner a suspended sentence but tells him to consider the suspension a "sword hanging over your head" if he breaks the law again is using
A)legitimizing tactics.
B)coalition tactics.
C)pressure tactics.
D)rational persuasion.
Q3) Which of the following statements is true?
A)The head of an organization is always a true leader.
B)Legitimate authority and leadership are similar.
C)Holding a position and being a leader are synonymous.
D)Effective leaders intuitively realize they need more than legitimate power to be successful.
Q4) Write a short discussion on expert power and provide some examples.
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Chapter 5: Values, Ethics, and Character
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58 Verified Questions
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Sample Questions
Q1) A recent study about ethical role models at work resulted in identification of four general categories of attitudes and behaviors. Which of the following is NOT one of these general categories?
A)Articulating ethical standards
B)Basic fairness
C)Interpersonal behaviors that show care and concern for others
D)All of these are categories that were identified.
Q2) Individuals who have an implicit prejudice tend to:
A)be aware of its existence.
B)include their prejudice consciously in their judgements.
C)be unaware of its existence.
D)Both A and B above
Q3) One of the primary leadership action "fronts" required to sustain an ethical climate is a proactive public relations program.
A)True
B)False
Q4) Describe the differences between instrumental and terminal values and give an example of each.
Q5) Identify and describe the four generations of workers as illustrated by Zemke.
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Chapter 6: Leadership Attributes
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59 Verified Questions
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Sample Questions
Q1) Smart but inexperienced leaders were more effective in stressful situations than less intelligent, experienced leaders.
A)True
B)False
Q2) The OCEAN personality variable of conscientiousness corresponds with which attribute of emotional intelligence according to Goleman?
A)Emotional awareness
B)Achievement
C)Understanding others
D)Self-control
Q3) List and briefly describe the components of the OCEAN Model of Personality and describe the characteristics a person high in each of the component categories would exhibit.
Q4) Stress is often defined as the result of conflicts with superiors or the apprehension associated with performance evaluation.
A)True
B)False
Q5) Describe at least three major definitions of emotional intelligence.
Q6) List and define the three aspects of the Triarchic Theory of Intelligence.
Page 8
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Chapter 7: Leadership Behavior
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Sample Questions
Q1) The Leadership Grid can be considered an extension of the Ohio State and University of Michigan studies. Describe the Leadership Grid model and explain why it can be considered an extension of these studies.
Q2) The leadership competency of helping a group or community recognize and define its opportunities and issues in ways that result in effective action is known as: A)framing.
B)building social capital.
C)mobilization.
D)interaction facilitation.
Q3) Which of the following statements about 360-degree feedback systems is true?
A)360-degree feedback results affect behavioral change per se.
B)360-degree feedback are the only sources of "how" feedback for leadership practitioners.
C)360-degree feedback should be built around an organization's competency model.
D)It is mandatory for all leaders to receive 360-degree feedback.
Q4) Personality traits, values or intelligence must be inferred from behavior.
A)True
B)False
Q5) What is framing and how does it help a community?
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Chapter 8: Skills for Building Personal Credibility and Influencing Others
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Sample Questions
Q1) Name five of the helpful tips for running meetings provided by Guth and Shaw that were described in the textbook.
Q2) Which of the following is not mentioned in the text as a way to increase our assertiveness?
A)Use "I" statements.
B)Learn to say yes.
C)Monitor your inner dialogue.
D)Be persistent.
Q3) Which of the following is the correct sequence of events according to the systems view of communication?
A)Intention, reception, expression, feedback, interpretation, new intentions.
B)Intention, expression, reception, interpretation, feedback, new intentions.
C)New intentions, reception, expression, intention, interpretation, feedback.
D)Expression, new intention, feedback, interpretation, reception, intention.
Q4) All of the following are ways leaders can improve communication skills except:
A)knowing the purpose.
B)using appropriate medium.
C)using constructive sarcasm.
D)sending clear signals.
Page 10
Q5) Briefly describe the components of credibility.
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Chapter 9: Motivation, Performance, and Effectiveness
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60 Verified Questions
60 Flashcards
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Sample Questions
Q1) Procedural justice involves the process in which rewards or punishments are administered.
A)True
B)False
Q2) Self-esteem is not linked to motivation and performance.
A)True
B)False
Q3) Performance
A)is the likelihood behavior an individual will initiate and continue exhibiting.
B)involves making judgments about the adequacy of behavior with respect to certain criteria such as organizational goals.
C)concerns those behaviors directed toward the organization's goals resulting from those behaviors.
D)describes choosing a task to engage in establishing the level of effort to put forth on it and determining the degree of persistence in it over time.
Q4) Explain organizational citizenship behaviors with examples.
Q5) Compare and contrast performance and effectiveness.
Q6) List and define the three components of organizational justice.
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Chapter 10: Satisfaction, Engagement, and Potential
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51 Verified Questions
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Sample Questions
Q1) Groups are characterized by mutual interaction and reciprocal influence.
A)True
B)False
Q2) Ollieism occurs when people in a highly cohesive group become more concerned with striving for unanimity than in objectively appraising different courses of action.
A)True
B)False
Q3) An outsider to a group often is able to learn more about norms than an insider.
A)True
B)False
Q4) Education systems relate to
A)authority dynamics.
B)control systems.
C)interpersonal behaviors.
D)group dynamics.
Q5) Greater cohesiveness does not always lead to higher performance.
A)True
B)False
Q6) Define a group. How is a group different from the organization as a whole?
Page 12
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Chapter 11: Groups, Teams, and Their Leadership
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Sample Questions
Q1) All of the following are principles of effective delegation except A)deciding who to delegate to.
B)assigning a procedure, not an objective.
C)give credit for a job well done, but take the responsibility when things go wrong.
D)All of the above.
Q2) Leaders often avoid delegation because the task is a desirable one.
A)True
B)False
Q3) Which of the following aspects was not mentioned concerning norms for the Rocket Model of Team Effectiveness?
A)If the team or team leader is not explicit about setting the rules that govern team behavior, they will simply evolve over time.
B)The decisions the team makes, the way in which it makes decisions, how often and how long the team meets, should all be driven by the team's purpose and goals.
C)There are many team norms.
D)All of the above were mentioned concerning norms.
Q4) Briefly describe the notion of providing constructive feedback.
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Chapter 12: Skills for Developing Others
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Sample Questions
Q1) Explain how organizational culture impacts organizational climate.
Q2) Competitive advantage in one generation of a product's life is no guarantee of success for future generations of that product.
A)True
B)False
Q3) Autonomy is the degree to which a job provides an individual with some control over what he does and how he does it.
A)True
B)False
Q4) The organizational structure is
A)a tangible reality.
B)an end in itself.
C)sacrosanct and permanent.
D)a tool for getting things done in organizations.
Q5) Organizational climate
A)is highly related to job satisfaction.
B)is wider in scope.
C)has more to do with task perceptions of work.
D)is a system of shared beliefs among members of a group.
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Chapter 13: The Situation
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Sample Questions
Q1) Write a short note on follower readiness giving an example.
Q2) The only situational consideration in situational leadership is A)decision making.
B)readiness.
C)knowledge of the task.
D)goal setting.
Q3) The highest levels of situational favorability occur when leader-member relations are good, the task is structured and the position power is high.
A)True
B)False
Q4) Acceptance of a decision is not always critical for implementation.
A)True
B)False
Q5) The normative decision model has been established to be an all-encompassing theory.
A)True
B)False
Q6) Explain the Leader-Member Exchange theory and its unique contribution.
Q7) What are some of the problems with the normative decision model?
Q8) List the four leader behaviors of path-goal theory.
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Chapter 14: Contingency Theories of Leadership
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Sample Questions
Q1) The D and M components of the change model are the hardest for leadership practitioners to accomplish.
A)True
B)False
Q2) This component of the change model is where the change initiative becomes tangible and actionable because it consists of the development and execution of the change plan.
A)Amount of change
B)Dissatisfaction
C)Resistance
D)Process
Q3) In this stage of coping with change, you start to question whether the company really knew what it was doing by letting you go and perhaps rationalize that they will probably be calling you back.
A)Acceptance
B)Rejection
C)Anger
D)Shock
Q4) Write a short note on Bass's theory of transformational and transactional leadership.
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Chapter 15: Leadership and Change
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52 Verified Questions
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Sample Questions
Q1) Briefly contrast managerial incompetence with managerial derailment.
Q2) One of the reasons a leader is unable to build teams is potentially having dark side personality traits.
A)True
B)False
Q3) Contrast episodic managerial incompetence and chronic managerial incompetence.
Q4) Poor followership was one of the root causes of managerial derailment identified in the Leader-Follower-Situation model which is classified as being under which group of causes?
A)Causes related to the followers
B)An overlap of causes related to the leader and the follower
C)Causes related to the leaders
D)An overlap of causes related to the follower and the situation
Q5) Bad leadership is very clear-cut and easily identified.
A)True
B)False
Q6) Bad leadership can occur in many levels in the organization. A)True
B)False
17
Q7) Name and briefly describe the four managerial derailment patterns.
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Chapter 16: The Dark Side of Leadership
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Sample Questions
Q1) Winning a negotiation at your counterpart's expense will usually result in a long-term gain.
A)True
B)False
Q2) Correctly administered punishment does not cause emotional side effects.
A)True
B)False
Q3) Name and describe the components of the model of performance commonly used to diagnose performance problems.
Q4) Researchers have found that _________ can cause a radical change in political power.
A)communication
B)conflict
C)negotiation
D)none of the above
Q5) Which of the following is not a component of the leadership vision?
A)Ideas
B)Edge
C)Operating principles
D)Expectations
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