Management Skills Development
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Course Introduction
Management Skills Development is a practical course designed to equip students with the essential skills required for effective leadership and management in contemporary organizations. The course focuses on developing competencies such as communication, decision-making, conflict resolution, team building, time management, and strategic thinking. Through interactive activities, case studies, simulations, and self-assessment exercises, students will gain insights into their personal management styles and learn best practices for motivating teams, delegating tasks, and navigating organizational challenges. By the end of the course, students will be prepared to apply core management principles in real-world settings, enhancing their professional effectiveness and career prospects.
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Modern Management Concepts and Skills 12th Edition by Samuel C. Certo
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Chapter 1: Introducing Modern Management: Concepts and Skills
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Q1) According to Katz, conceptual skills involve ________.
A) working with people, both individuals and groups, to achieve organizational goals
B) working with processes or physical objects dealing with production
C) working with groups, but not individuals, to achieve organizational goals
D) applying specialized knowledge and expertise to work-related techniques
E) understanding how various functions of the organization complement one another
Answer: E
Q2) Green Energy Inc. (GEI) is involved in obtaining energy from natural resources. As a manager at this organization, Jim must use his resources and strive to be both effective and efficient. To be an effective manager Jim must ________.
A) focus on GEI's monetary resources more than its human resources
B) expand GEI's capital and help the organization's growth, even if that is not their goal
C) update knowledge by organizing training for all managers
D) use GEI's resources to attain the organization's goals
E) maximize the use of GEI's human and capital resources
Answer: D
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Chapter 2: Managing: History and Current Thinking
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Q1) Lynn is a manager in an organization that produces optical fiber cables. She follows the Fayol principle of "esprit de corps" in her interactions with the team. Which of the following does this imply?
A) Lynn's team members are independent.
B) Lynn's team members are fiercely competitive.
C) Lynn's team members enjoy working in a centralized hierarchical system.
D) Lynn's team members receive orders only from her.
E) Lynn's team members are harmonious and upbeat.
Answer: E
Q2) One of the primary characteristics present in situations in which management science techniques are applied is ________.
A) that the management problems have only a few variables
B) that the situation deals with quantifiable factors such as sales
C) that the situation deals with the physiological, safety, social, esteem, and self-actualization needs of organization members
D) that the situation deals with assessing qualitative factors of the workplace or environment
E) that social implications are the guidelines for making a particular decision
Answer: B
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Chapter 3: Corporate Social Responsibility, Ethics, and Sustainability
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Q1) Controlling in the area of social responsibility does not entail assessments or measurements.
A)True
B)False
Answer: False
Q2) ________ can be categorized as "outside" stakeholders of an organization.
A) Stockholders
B) Managers
C) Employees
D) Customers
E) Shareholders
Answer: D
Q3) The Sarbanes-Oxley Act prohibits retaliation by employers against whistle-blowers.
A)True
B)False
Answer: True
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Chapter 4: Management and Diversity
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Q1) ________ refers to an environment in which cultural, group, and individual differences are acknowledged, accepted, and viewed as significant contributors to the entirety.
A) Biculturalism
B) Pluralism
C) Xenocentrism
D) Ethnocentrism
E) Tokenism
Q2) In the area of diversity, influencing organization members means that the managers must ________.
A) establish task forces or committees to explore issues and provide ideas
B) carefully choose the work assignments to support the career development of all the employees
C) encourage and support employees to participate constructively in a diverse work environment
D) set diversity goals for hiring of employees within a department
E) select the diversity training programs for the organization
Q3) What is diversity and what are the advantages of a diverse workforce?
Q4) Define diversity training. What are the basic components of diversity training?
Q5) How can diversity be promoted through equal employment and affirmative action?
Page 6
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Chapter 5: Managing in the Global Arena
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Q1) The ________ organization transcends any single home country, with ownership, control, and management being from many different countries.
A) pan-national
B) transnational
C) multinational
D) international
E) domestic
Q2) Adam & Sons is a fifty-year-old watch company based in Alabama. The major bulk of its sales has always taken place within the U.S. Adam & Sons recently became the sole U.S. distributors for Japanese watch manufacturer TLC. Adam & Sons would therefore be classified as a(n) ________.
A) international organization
B) multinational organization
C) transnational organization
D) global organization
E) domestic organization
Q3) Define the different categories of organizations by extent of international involvement.
Q4) What can managers in multinational corporations do to influence employees?
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Chapter 6: Management and Entrepreneurship
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Questions
Q1) Bank financing occurs when an entrepreneur obtains financing from a financial institution in the form of a loan.
A)True
B)False
Q2) Opportunities may sometimes arise from the discovery of new geographical markets in which new customers will value the new product or service.
A)True
B)False
Q3) ________ is the process in which an individual or group of individuals in an existing corporation create a new organization or instigate renewal or innovation within that corporation.
A) Corporate social entrepreneurship
B) Intrapreneurship
C) Intrepreneurship
D) Corporate entrepreneurship
E) Social entrepreneurship
Q4) Explain feasibility analysis.
Q5) Define social entrepreneurship.
Q6) Who is an entrepreneur?
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Chapter 7: Principles of Planning
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Q1) After identifying the alternative ways in which the organization can reach its objectives, a manager should ________.
A) develop plans for each alternative
B) choose the best alternative for reaching objectives
C) rank each alternative according to complexity
D) develop premises on which to base each alternative
E) choose the alternative which is most cost effective
Q2) Which of the following statements is true regarding the primary qualifications of organizational planners?
A) They can be good communicators, though such a qualification is not mandatory.
B) They should be able to work independently, as planning is mostly a solitary task.
C) They should have a theoretical understanding of planning rather than practical experience.
D) They should be aware of the social, political, technical, and economic trends that can affect the firm.
E) They should have a narrower, more focused understanding of the organization.
Q3) What is planning? What are the advantages and potential disadvantages of planning?
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Chapter 8: Making Decisions
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Q1) If (I) = $57,500 and (P) is .3, what is the expected value (EV)?
A) $17,250
B) $191,666
C) $74,750
D) $40,250
E) $131,466
Q2) The formula for expected value (EV) is ________.
A) interest rate x probability
B) income x probability
C) cost of risk x probability
D) cost of risk / probability
E) income / probability
Q3) The group decision-making process that involves the circulation of questionnaires on a specific problem among group members is known as ________.
A) groupthink
B) brainstorming
C) the Delphi technique
D) the nominal group technique
E) the devil's advocate technique
Q4) Discuss the advantages of group decision-making.
Page 10
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Chapter 9: Strategic Planning: Strategies, Tactics, and Competitive Dynamics
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Q1) ________ is the strategy through which management attempts to strengthen or protect the amount of business an SBU is generating.
A) Differentiation
B) Divestiture
C) Retrenchment
D) Growth
E) Focus
Q2) The Forrester Group of companies has many products, including a fertilizer manufacturing unit. While this unit has never been a source of high revenues in the past, the SBU has increasingly become an area of concern. For the last few years, this SBU has not generated enough business for the Forrester Group and the parent company does not see things changing in the future without substantial investment. In a market with low growth potential, its already low market share has declined further. Which of the following strategies is the Forrester Group likely to choose for this SBU?
A) stability
B) focus
C) retrenchment
D) growth
E) divestiture
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Chapter 10: Plans and Planning Tools
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Q1) A budget is a single-use financial plan that covers a specified length of time.
A)True
B)False
Q2) The salesforce estimation method is a ________ method of sales forecasting.
A) quantitative
B) focus group
C) hall test
D) survey
E) qualitative
Q3) When selecting a site for their new plant, company management is interested in gaining information about the competitive situation that exists at the site. Which area of consideration is management looking into when selecting the new site?
A) operating costs
B) investment cost
C) profit
D) community relations
E) transportation
Q4) A policy is a single-use plan that furnishes broad operating guidelines.
A)True
B)False
Page 12
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Chapter 11: Fundamentals of Organizing
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Q1) Which of the following modes of departmentalization contradicts the principle of the unity of command?
A) customer
B) functional
C) geographic
D) matrix
E) product or service
Q2) Gizmo Sales, a company that sells office supplies to companies in Atlanta, GA, has organized the business horizontally into departments named North Atlanta, South Atlanta, and Downtown Atlanta. This indicates that Gizmo has departmentalized on the basis of ________.
A) products
B) projects
C) customers
D) territories
E) functions
Q3) Should a manager always adhere to established organization structure and related chain of command? Outline Fayol's stand on this question.
Q4) What are the forces influencing formal structure?
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Chapter 12: Responsibility, Authority, and Delegation
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Q1) In terms of their attitude toward and conduct with subordinates, responsible managers ________.
A) share the responsibility of managing their work groups with other employees
B) pass praise and credit along to subordinates
C) avoid terminating poor performers at all costs
D) always prioritize their subordinates' needs above everything else
E) stay close to problems, but distance themselves from routine work activities
Q2) Which of the following is an advantage of delegation?
A) It helps supervisors to hide their professional inadequacies.
B) It significantly reduces the amount of time taken to complete a task.
C) It frees up the supervisor to perform other organizational tasks.
D) It allows the supervisor to forgo personal responsibility for delegated tasks.
E) It provides employees with a false sense of authority.
Q3) Explain the concepts of line, staff, and functional authority.
Q4) Describe the viewpoints of both line and staff personnel in terms of the reasons that lead to a conflict in line-staff relationships.
Q5) Describe the characteristics of a responsible manager and explain the method used to determine the degree of responsibility a manager possesses.
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Chapter 13: Human Resource Management
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Q1) ________ is an on-the-job training technique that involves moving an individual from job to job to enable the person to gain an understanding of the organization as a whole.
A) Position rotation
B) Declarative learning
C) Coaching
D) Overlearning
E) Sequence learning
Q2) Which of the following is the first step in providing appropriate human resources for an organization?
A) selection
B) orientation
C) recruitment
D) training
E) performance appraisal
Q3) A job description refers to the characteristics of the individual who should be hired for the job.
A)True
B)False
Q4) Write a short note on the process of recruitment and its importance.
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Chapter 14: Organizational Change: Stress, Conflict, and Virtuality
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Q1) Which of the following is an observable symptom of undesirably high stress levels?
A) low to moderate levels of anxiety
B) higher energy levels
C) reduced work hours
D) working without many breaks
E) increased aggression
Q2) Organizational changes typically affect the established lines of organizational communication.
A)True
B)False
Q3) Briefly describe the four strategies used to manage conflicts.
Q4) Workers who have some mobility but are expected to report to the office on a regular basis are called tethered workers.
A)True
B)False
Q5) Cost reduction is the most commonly cited reason for designing and implementing virtual offices.
A)True
B)False
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Chapter 15: Influencing and Communication
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Q1) Good communicators consult with others when planning communications.
A)True
B)False
Q2) How can managers promote formal organizational communication?
A) by listening attentively to messages that come through formal channels
B) by eliminating informal communication channels in the organization
C) by instituting a circular pattern of organizational communication
D) by strictly regulating employee access to formal communication channels
E) by using low involvement channels instead of high involvement channels
Q3) Describe formal communication and explain the three basic types of formal communication.
Q4) Which of the following is a formal organization communication pattern that involves passing information from one individual to another in a sequence?
A) lateral communication
B) parallel conversations
C) serial transmission
D) grapevine
E) chainmail
Q5) What is emotional intelligence? Why is it important in organizations?
Q6) What is the importance of non-verbal messages in a communicative process?
Page 17
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Chapter 16: Leadership
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Q1) The trait approach to leadership proposes that leaders are made, not born.
A)True
B)False
Q2) A manager makes sure the job gets done whereas a leader cares about and focuses on the people who do the job.
A)True
B)False
Q3) When most individuals join an organization, they are unable to solve task-related problems independently. According to life cycle theory, what is the appropriate leadership style for these individuals?
A) low task and low relationship
B) low task and high relationship
C) high task and high relationship
D) high task and low relationship
E) moderate task and relationship behavior
Q4) Transformational leaders instruct followers on how to meet the special organizational challenges they face.
A)True
B)False
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Chapter 17: Motivation
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Q1) Which of the following theories is a content theory of motivation?
A) needs-goal theory
B) equity theory
C) Argyris's maturity-immaturity continuum
D) Vroom expectancy theory
E) Porter-Lawler theory
Q2) Meg recently graduated from law school and joined Smith & Sons, a prestigious law firm that she has always wanted to be a part of. Like every other new research associate, she is assigned to a senior member of the firm whom she is required to assist. This typically involves spending several hours researching case histories and preparing briefs. She is well-paid and feels that her boss is supportive. However, Meg leaves the firm within two months. Which of the following, if true, would best explain this contradiction?
A) Meg is motivated by extrinsic rewards.
B) Smith & Sons recently acquired a competitor.
C) Meg's boss exemplifies Theory Y.
D) Meg has a low need for achievement.
E) Meg is more comfortable working in a team setup.
Q3) List the categories of needs identified by Alderfer in his ERG theory.
Q4) What is flextime? What are the advantages and disadvantages of using flextime?
Page 19
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Chapter 18: Groups and Teams
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Q1) The stage of formal group development in which group members attempt to maximize the group's success by matching individual abilities with group activities by assisting one another is the group control stage.
A)True
B)False
Q2) Once the interest or concern that caused an interest group to form has been eliminated, the group tends to disband.
A)True
B)False
Q3) Which of the following statements about a task groups is true?
A) they typically handle routine organizational activities
B) they are a formal group outlined in the chain of command on an organizational chart
C) they are usually made up of members on the same organizational level
D) they cannot consist of people from different levels in the organizational hierarchy
E) interest group is a task group often established in organizations
Q4) Distinguish between a formal and an informal group within an organization.
Q5) List the five stages of team development.
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Chapter 19: Managing Organization Culture
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Q1) The establishment and growth of culture within an organization can be influenced by specific actions taken by management.
A)True
B)False
Q2) Write a short note on the importance of organization culture.
Q3) Andrew is three months into his new job with Schezny and Co. Which of the following statements made by Andrew about his company will support his claim that the company has a market culture?
A) The firm's culture reflects values that emphasize stability and control along with a strong internal focus.
B) The firm's leaders are hard-driving, focus on winning, achieving stretch goals, and outpacing the competition.
C) The firm encourages activities that reflect shared values and goals, teamwork, and organization commitment to employees.
D) The firm's culture is characterized by a simple structure or a lack of structure.
E) The firm has no formal set of rules or procedures in place for employees and encourages creativity in the workplace.
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Chapter 20: Encouraging Creativity and Innovation
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Q1) Which of the following firms is considered as the most innovative company?
A) General Electric
B) LG Electronics
C) Apple
D) Sony
E) Amazon
Q2) Creative thinking pertains to work-related techniques and procedures as well as a thorough understanding of overall work circumstances.
A)True
B)False
Q3) An individual can be driven to be creative either intrinsically through organizational rewards and punishments, or extrinsically through personal interest and passion related to a situation.
A)True
B)False
Q4) What are the three components of creativity in an individual?
Q5) How are innovation and creativity connected?
Q6) What is the "innovation process"? Briefly describe the different steps involved in the innovation process.
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Chapter 21: Controlling, Information, and Technology
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Q1) Which of the following is a way in which a manager can develop a sense of identification with subordinates?
A) by moving up the organizational hierarchy
B) by enhancing his position power
C) by creating a perception that subordinates are dependent on the manager
D) by demonstrating his control over organizational resources
E) by espousing goals, values, and ideals commonly held by his subordinates
Q2) Information required for decisions related to operational control should ________.
A) emphasize the future
B) be well defined and narrow
C) come largely from external sources
D) primarily contain historical data
E) provide an aggregate without going into the details
Q3) Appropriate information for one manager within an organization is usually also appropriate for another.
A)True
B)False
Q4) Outline the steps involved in the controlling process.
Q5) Define the terms technology, information technology, and information systems.
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Chapter 22: Production and Control
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Q1) The assets available to managers for production are called ________.
A) managerial structures
B) organizational layouts
C) process structures
D) organizational resources
E) functional layouts
Q2) Furntech Corporation manufactures and markets traditional and computer-related office products and supplies. The company is looking for ways to improve its productivity to become more competitive. Which of the following actions of the company will be least effective in improving organizational productivity?
A) It makes necessary changes to product design.
B) It provides additional training to its workforce.
C) It automates some of its lengthy processes.
D) It attempts to improve its recruitment procedures.
E) It reduces its level of production to focus on product quality.
Q3) Explain how managers should use ratio analysis to assist in effectively controlling an organization.
Q4) Compare and contrast quality assurance and quality control. Which one do you think is preferable to organizations? Explain your answer.
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