Contemporary Management
Exam Questions
Course Introduction
Contemporary Management explores modern theories, practices, and challenges in the field of management, preparing students to lead organizations in a dynamic global environment. The course covers key managerial functions such as planning, organizing, leading, and controlling, while emphasizing topics like ethical decision-making, innovation, technology, team dynamics, diversity, and strategic change. Through case studies and real-world examples, students develop critical thinking, communication, and problem-solving skills essential for effective management in todays complex and rapidly evolving workplaces.
Recommended Textbook Management 8th Australia Edition by Stephen Robbins
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18 Chapters
2328 Verified Questions
2328 Flashcards
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Page 2
Chapter 1: Managers in the Workplace
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139 Verified Questions
139 Flashcards
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Sample Questions
Q1) Understanding building codes would be considered a(n)________ skill for a building contractor.
A)empirical
B)functional
C)technical
D)human
E)conceptual
Answer: C
Q2) Refer to The Busy Day (Scenario).When Don was conducting the tour for the head office managers, he was operating in which of the management roles?
A)evaluator
B)leader
C)liaison
D)figurehead
E)monitor
Answer: D
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Page 3
Chapter 2: Management History
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Sample Questions
Q1) Hugo Munsterberg was a pioneer in the field of industrial psychology.
A)True
B)False
Answer: True
Q2) Which of the following individuals became known as the 'father' of scientific management?
A)Michael Porter
B)Frederick Taylor
C)Frank Gilbreth
D)Geert Hofstede
E)Abraham Maslow
Answer: B
Q3) Munsterberg's work in industrial psychology is easily connected with what other management approach?
A)General Administrative
B)Classical Management
C)Systems
D)Scientific Management
E)Quantitative
Answer: D
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Chapter 3: Managing the External Environment and Organisational Culture
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140 Verified Questions
140 Flashcards
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Sample Questions
Q1) What view suggests that managers are directly responsible for an organisation's success or failure?
A)symbolic view of management
B)autocratic view of management
C)omnipotent view of management
D)linear view of management
E)quality view of management
Answer: C
Q2) In the textbook, a company's computer hardware and software supplier would NOT be considered a critical stakeholder.
A)True
B)False
Answer: True
Q3) If an organisation subscribes to the symbolic view of managers, it is unreasonable to expect managers to have a significant effect on the organisation's performance.
A)True
B)False
Answer: True
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Chapter 4: Managing in a Global Environment
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Sample Questions
Q1) Which of the following is a challenge to global management because of the openness required for global management to work?
A)the increase in global trade
B)the breakdown of geographical barriers that previously separated countries
C)the development of global terrorism networks
D)the resiliency of the world economy
E)the manipulation of exchange rates by the World Trade Organization
Q2) According to Hofstede, people in cultures with a long-term orientation would
A)find current events and leisure time important
B)value maintaining personal stability and happiness
C)believe the most important life events occur now or in the past
D)value thrift and persistence in achieving goals
E)both B and C
Q3) The primary motivation for the creation of the Association of South East Asian Nations (ASEAN)was to accelerate economic progress and increase stability in the Asian region.
A)True
B)False
Q4) In a short essay, describe three major regional trading alliances.
Page 6
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Chapter 5: Social Responsibility and Managerial Ethics
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141 Verified Questions
141 Flashcards
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Sample Questions
Q1) Many companies have ________ to encourage whistleblowers to come forward.
A)paid more attention to employees' behaviour
B)posted the Sarbanes-Oxley Act
C)set up ethics hotlines
D)paid spotters fees or rewards to whistleblowers
E)shared their values
Q2) Which argument for social responsibility puts forth the belief that an imbalance between the large amount of power held by firms and their responsibility is harmful to the public good?
A)public expectation
B)ethical obligation
C)public image
D)discouragement of further government regulation
E)balance of responsibility and power
Q3) At the third stage of the four approaches to being green, the 'stakeholder approach' represents the organisation's expansion of environmental responsibility, and the manager will promote the shareholder's interest by seeking to minimise costs and maximise profits.
A)True
B)False
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Chapter 6: Managers As Decision Makers
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Sample Questions
Q1) Refer to Managing Your Career (Scenario).Michelle finds a situation that instructs her in specific, interrelated, sequential steps to respond to a problem.This is referred to as a
A)rule
B)policy
C)broad guideline
D)satisficing
E)procedure
Q2) Which of the following terms is associated with non-programmed decisions?
A)unique
B)recurring
C)routine
D)repetitive
E)well defined
Q3) The decision-making process is a simple process of choosing among alternatives.
A)True
B)False
Q4) The use of programmed decision making is based on readily available information.
A)True
B)False
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Chapter 7: Managing Change and Innovation
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Sample Questions
Q1) 'Buying off' the leader of a resistance group in order to get his/her endorsement is an example of what kind of tactic for reducing change resistance?
A)negotiation
B)co-optation
C)facilitation and support
D)coercion
E)education and commitment
Q2) A state government purposely misrepresenting public employee wages to the citizens in order to apply downward wage pressure in the collective bargaining process would be an example of what kind of tactic for reducing change resistance?
A)manipulation
B)negotiation
C)education and communication
D)coercion
E)co-optation
Q3) Change threatens the investment you have already made in the status quo.
A)True
B)False
Q4) In a short essay, list and discuss six characteristics of an innovative culture.
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Chapter 8: Foundations of Planning
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Sample Questions
Q1) Refer to Developing Plans (Scenario).You should probably assign yourself and other top executives to help develop the ________ plan.
A)operational
B)specific
C)overall
D)financial
E)strategic
Q2) Managers have ________ success in forecasting trends and outcomes accurately.
A)very low
B)low
C)mixed
D)good
E)excellent
Q3) 'Qualitative forecasting' uses the judgment and opinions of knowledgeable individuals.
A)True
B)False
Q4) A top-down chain is an integrated network of objectives.
A)True
B)False
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Chapter 9: Strategic Management
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Sample Questions
Q1) A successful strategy will be one that tells managers how to succeed in spite of an organisation's environment.
A)True
B)False
Q2) When a university cuts back on the number of courses they offer students, what type of renewal strategy is it employing?
A)retrenchment
B)acquisition
C)turnaround
D)stability
E)either A or C
Q3) Which of the following is NOT part of the organisation's external environment?
A)what the competition is doing
B)pending legislation that might affect the organisation
C)consumer trends
D)employees' education level
E)labour supply
Q4) In a short essay, list and discuss three strategies where organisations might use e-business to gain a competitive advantage.Give examples of each.
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Chapter 10: Managerial Controls
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Sample Questions
Q1) 'Leadership' is one of the functions of controlling.
A)True
B)False
Q2) 'Corporate governance' is ________.
A)another name for executive management
B)a system used to protect the rights of shareholders
C)a new level of security instigated by companies around the world after the US 9/11 disaster
D)a term that refers to legal agreements made between two or more partner firms
E)primarily a problem facing US firms
Q3) Which of the following is NOT mentioned in the textbook as a type of control?
A)feedforward control
B)concurrent control
C)cross-sectional control
D)feedback control
E)both A and B
Q4) Revising unrealistically high standards is one method of managerial action in the control process.
A)True
B)False
Page 12
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Chapter 11: Managing Operations
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) 'Value chain management' is the process of managing the entire sequence of integrated activities and information about product flows along the entire value chain.
A)True
B)False
Q2) According to the textbook, value chain management radically changes ________.
A)mission statements
B)corporate visions
C)corporate goals and objectives
D)ethical issues
E)organisational processes
Q3) According to the textbook, 'how a product looks and feels' is a description of the aesthetics dimension of product quality.
A)True
B)False
Q4) In a short essay, define 'value chain management' and compare it to 'supply chain management'.Next, discuss the goals of value chain management.
Q5) List and summarise six product quality and six service quality dimensions.
Q6) In a short essay, discuss technology's role in manufacturing.
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Chapter 12: Organisational Structure and Design
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Sample Questions
Q1) If lower-level employees provide input or are actually given the discretion to make decisions, the organisation is more ________.
A)formalised
B)centralised
C)decentralised
D)mechanistic
E)organic
Q2) Decentralisation describes the degree to which decision making is concentrated at a single point in the organisation.
A)True
B)False
Q3) Refer to Consultants R Us (Scenario).If Custom Leather produces couches for individual orders, this is termed ________ production.
A)mass
B)process
C)unit
D)environmental
E)procedural
Q4) In a short essay, explain the concept of a boundaryless organisation.
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Chapter 13: Managing Teams
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Sample Questions
Q1) Effective team leaders are increasingly taking the role of coach and facilitator.
A)True
B)False
Q2) Which of the following is an accurate statement about the progression of groups through their development stages?
A)Groups in the conforming stage are more effective than in the norming stage.
B)Groups develop in a linear manner.
C)Several stages may be happening simultaneously.
D)Groups will always regress to previous stages, if only for a short time.
E)Conflict inhibits group effectiveness.
Q3) The pressure to conform in groups is known by which of the following terms?
A)group freeloading effect
B)TQM
C)shirking
D)groupthink
E)management by objectives
Q4) To be considered a group, there must be at least five people.
A)True
B)False
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Chapter 14: Managing Human Resources
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) Refer to The Internal Hire (Scenario).Over the course of the year, Dan had taken some time to compile and write down a series of anecdotes about his employees.Some reflect particularly superior or ineffective performance, others are just plain funny.All the anecdotes describe specific behaviours of his employees.During the national sales meeting, time is provided for a break-out session for each region to meet separately.Wade presents these stories, not revealing the identity of the salesperson.The salespeople all enjoy the funny stories.Dan makes a point of commending the superior performance behaviours.After each of the anecdotes reflecting ineffective behaviours, he asks the group to suggest ideas for handling the situation differently.This is most reflective of what appraisal technique?
A)critical incident
B)MBO
C)multi-person comparison
D)written essays
E)360-degree feedback
Q2) Teaching an employee to read would be considered a general form of employee training.
A)True
B)False
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Page 16
Chapter 15: Understanding and Managing Individual Behaviour
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Sample Questions
Q1) Employees with high self-esteem tend to be more satisfied with their jobs than those with low self-esteem.
A)True
B)False
Q2) Operant conditioning argues that behaviour is a function of its consequences.
A)True
B)False
Q3) ________ theory explains how we judge people differently depending on what meaning we attribute to a given behaviour.
A)Perception
B)Social contrast
C)Attribution
D)Behaviour
E)Intuitive meaning
Q4) According to Holland's Typology, enterprising types tend to be self-confident, ambitious, energetic and domineering.
A)True
B)False
Page 17
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Chapter 16: Managers and Communication
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Sample Questions
Q1) Refer to The Importance of Communication (Scenario).Keith, a new manager at the company, was a bit confused about the employees communicating with their managers.He asked John to explain with an example.John replied that examples of ________ communication include performance reports prepared by employees, suggestion boxes, employee attitude surveys and grievance procedures.
A)upward
B)lateral
C)downward
D)virtual
E)diagonal
Q2) Communication that takes place among any employees on the same organisational level is called ________ communication.
A)upward
B)theoretical
C)downward
D)lateral
E)diagonal
Q3) In a short essay, list and discuss five suggestions for managers to overcome barriers to communication.
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Page 18
Chapter 17: Motivating Employees
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Sample Questions
Q1) Flexitime is a scheduling system in which employees work four 10-hour days.
A)True
B)False
Q2) The job characteristics model suggest that managers should reorganise work by
A)expanding jobs horizontally
B)opening feedback channels
C)establishing client relationships
D)both B and C
E)all of the above
Q3) What theory provides a conceptual framework for analysing jobs by analysing five core dimensions?
A)job characteristics model
B)job design
C)reinforcement theory
D)equity theory
E)expectancy theory
Q4) In a short essay, list and discuss the three-needs theory according to David McClelland.Next, identify which of these needs has been studied most extensively and discuss the findings of this research.
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Chapter 18: Managers As Leaders
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Sample Questions
Q1) Refer to Jack and Jill (Scenario).The overall validity of the Fiedler model seems to be
A)generally positive
B)generally negative
C)overwhelmingly negative
D)inconclusive
E)overwhelmingly positive
Q2) In House's path-goal theory, which of the following is included in the class of contingency variables termed 'follower'?
A)formal authority system
B)employee satisfaction
C)task structure
D)locus of control
E)performance
Q3) In a short essay, list and discuss the four specific team leadership roles that focus on the priorities of the leader's job.
Q4) Empowering employees enables quick decisions to be made in the organisation.
A)True
B)False
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