Contemporary Management
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Course Introduction
Contemporary Management explores the dynamic landscape of modern organizational leadership and decision-making. The course covers foundational management theories and how they have evolved in response to globalization, technological advancements, and shifting organizational cultures. Students will analyze current trends and challenges faced by managers, including diversity, ethical dilemmas, innovation, and sustainability. Emphasis is placed on strategic planning, effective communication, and the development of critical thinking and problem-solving skills necessary for managing teams and projects in today's rapidly changing business environment.
Recommended Textbook Management 1st Edition by Ranjay Gulati
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Page 2
Chapter 1: Introduction to Management
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Q1) Which of the following statements about the three pillars of management is true?
A) The interaction between the three pillars of management is a linear process.
B) The strategic perspective involves developing and aligning the organizational components to achieve strategic objectives.
C) The interplay of strategy,organizational design,and individual action operates within a broad contextual landscape.
D) Individual leadership addresses the impact of globalization on competitive positioning of a business.
Answer: C
Q2) A stakeholder is any group or individual who can affect or is affected by the achievement of an organization's purpose.
A)True
B)False
Answer: True
Q3) The human relations movement emphasized the importance of informal social relations at work.
A)True
B)False
Answer: True
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Page 3
Chapter 2: The Global Business Environment
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Q1) A firm's employees are the people who make the products and provide the services that allow the firm to exist.
A)True
B)False
Answer: True
Q2) The responsibility of James and Henry in an organization is to direct and oversee managers to ensure that the jobs are properly done.Both were elected by the shareholders of the organization to serve as an intermediate group.From this scenario it can be inferred that James and Henry are the _____ of the organization.
A) employees
B) board of directors
C) institutional shareholders
D) owners
Answer: B
Q3) Fuel and mining products are increasingly important components of MERCOSUR's export base.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Ethics and Corporate Social Responsibility
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Q1) A whistle-blower usually reports a problem with the firm because:
A) they believe the firm will lose profits.
B) they believe it is their ethical duty to report the problem.
C) the firm needs to be more socially responsible.
D) they will receive extra compensation from the government.
Answer: B
Q2) Someone who has been entrusted to make decisions on behalf of another party is called a ____.
A) mentor
B) principal
C) fiduciary
D) subordinate
Answer: C
Q3) Research shows that people are most likely to join or continue in an organization that promotes CSR because:
A) these companies aim to improve shareholder value and maximize economic gains.
B) they consider themselves an integral part of the society.
C) these organizations are generally perceived as attractive places to work.
D) these organizations always offer a higher pay-scale than others.
Answer: C
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Chapter 4: Introduction to Strategy
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Q1) Outline the features of exporting.
Q2) According to Milton Friedman,the primary goal of a business is to _____.
A) satisfy customers
B) expand globally
C) make profits
D) provide employment
Q3) Identify a benefit provided by an effective mission statement.
A) It outlines the history of the organization.
B) It communicates the firm's rules and regulations.
C) It states the different levels of authority within the firm.
D) It defines the purpose of the company.
Q4) Define vision,mission and objectives.What are the benefits provided by effective mission statements?
Q5) A global strategy:
A) attempts to provide a standardized product to all markets.
B) attempts to be responsive and sensitive to local needs and tastes.
C) focuses on local responsiveness and organizational learning.
D) is a cross between international and multinational strategies.
Q6) What are the three elements a manager should consider while developing a strategy?
Page 6
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Chapter 5: Business-Level Strategy
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Q1) Managers must view the firm's value chain in the context of a larger value system that includes the value chains of suppliers and distribution channels.
A)True
B)False
Q2) John signed a two year contract with Z-Gadget to get a subsidized price on his new iPhone.He had Z-Gadget's service for only 6 months and has been dissatisfied with its service and wanted to cancel the contract.However,he did not do so because he will have to spend a lot for canceling his Z-Gadget contract and signing up for another alternative.Which of the following characteristics of a powerful supplier group does Z-Gadget have with respect to its contract with John?
A) The supplier industry is more concentrated than the industry it sells to B) Industry participants face switching costs in changing suppliers
C) Suppliers offer differentiated products
D) No substitutes exist for what the supplier group provides
Q3) Which of the following firm's can be referred to as being "stuck in the middle"?
A) A firm that masters both low-cost and differentiation focused approach
B) A firm that employs only a single strategy to achieve competitive advantage
C) A firm that engages in numerous strategies but fails to master any one
D) A firm that is in the second stage of strategy formulation
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Page 7
Chapter 6: Corporate-Level Strategy
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Q1) Define vertical integration and its types.
Q2) Define diversification and describe its types?
Q3) In a single-product diversification strategy:
A) a firm attempts to develop core competencies in a specific market.
B) a firm owns numerous businesses that are linked in some manner.
C) a firm manages several businesses with no reasonable connection.
D) a firm's main focus is on establishing customer recognition and loyalty.
Q4) The test a manager uses to determine the viability of international diversification involves _____ test.
A) industry attractiveness
B) an ownership
C) cost of entry
D) a market power
Q5) According to one key study,a firm's performance decreases as it shifts from single-business strategies to related diversification.
A)True
B)False
Q6) Discuss the results of diversification.
Q7) Briefly explain the international scope test.
Q8) Why do managers pursue diversification strategies?
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Chapter 7: Organizational Design
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Q1) The process by which firms impact the nature of their overarching industrial environment and alter their organization in response to evolving contextual factors is called _____.
A) business process reengineering
B) vertical specialization
C) mutual adaptation
D) horizontal specialization
Q2) Along the horizontal dimension of decision rights,a manager must decide whether decisions are made in a centralized or decentralized manner.
A)True
B)False
Q3) Fine Gadgets,a gadgets manufacturing company,has an organizational structure where the employees have to strictly follow rules and regulations stated by the management.Moreover,only the top management is allowed to make key decisions regarding organizational activities.Fine Gadgets is an example of a _____ organization.
A) decentralized
B) global
C) diversified
D) centralized
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Page 9
Chapter 8: Organizational Culture
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Q1) The process of understanding how work gets done and how individuals should interact is called _____.
A) socialization
B) internalization
C) identification
D) adaptation
Q2) Which of the following statements is true of adapting culture to a new contextual landscape?
A) In times of crisis,a company's culture cannot change quickly.
B) Culture tends to be a competitive differentiator.
C) External adaptation addresses how work is accomplished in a firm.
D) Culture cannot be a strong inhibitor to change.
Q3) Analyze the ways in which a strong culture can affect a firm's performance.
Q4) The elements that constitute organizational commitment are:
A) Artifacts,beliefs and values,and assumptions
B) Compliance,identification,and internalization
C) Job descriptions,strategic planning,and socialization
D) Vision,mission and objectives
Q5) Discuss the role of founders in influencing a firm's culture.
Q6) Describe any three elements that help to better understand a firm's culture.
Page 10
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Chapter 9: Managing Human Capital
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Q1) Realistic job preview provides information to job candidates highlighting the most important conditions of a job including its positive and negative aspects.
A)True
B)False
Q2) In switching jobs,individuals should always be going "from" rather than "to".
A)True
B)False
Q3) Which of the following statements is an advantage of external recruiting?
A) External candidates often make a quicker impact in the new role.
B) Companies know better about the skills of external candidates.
C) Many employers find new talent through external recruiting.
D) External candidates tend to perform better than existing candidates.
Q4) Progressive organizations view human resources as a valuable resource that can be optimized to create competitive advantage.
A)True
B)False
Q5) What are the guidelines to be followed by managers while downsizing?
Q6) Outline the different methods of training.
Q7) What is management by objectives? Identify its components.
Page 11
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Chapter 10: Performance Management
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Q1) Which of the following questions should the managers address as they design control systems?
A) What it is?
B) Who should design?
C) How to design?
D) Is it relevant?
Q2) ColorZone,a cosmetics manufacturing company,introduced a new range of cosmetics targeting the younger population.The company spent a lot on advertisements in an attempt to reach more customers and increase sales.However,the money invested on promotion overweighed the sales profit in the initial months.From this scenario it can be inferred that the company is in the _____ of business.
A) final phase
B) growth stage
C) strategic phase
D) harvest stage
Q3) Which of the following statements about the balanced scorecard is true?
A) Balanced scorecard can be adapted to align with unique company goals.
B) It does not enable managers to make any qualitative measurements.
C) A company with many business units needs only a single balanced scorecard.
D) Company mission plays an instrumental role in the balanced scorecard.
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Chapter 11: Organizational Change
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Q1) Color Cosmetics manufacturers,whose target market comprised only female customers,have now introduced a new range of products for the male population.They came up with new strategies and advertisements to reach the new target market.They did so to maintain a competitive advantage in the industry.Which of the following strategies did the company apply to compete more effectively?
A) Globalization
B) Environmental scanning
C) Organizational change
D) Strategic review process
Q2) The management of an organization realized that their employees' performance kept deteriorating and many employees decided to quit due to unknown reasons.After probing,they realized that their competitors were offering a better compensation which attracted most of the employees.Therefore,the management made reasonable changes to the compensation system that enabled good performers to get more incentives and recognition.Identify the change that has been implemented.
A) Organic change
B) Reactive change
C) Transformative change
D) Incremental change
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Chapter 12: Leadership in Organizations
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Q1) Which of the following statements is true about Fiedler's contingency model?
A) A low least-preferred-coworker score indicates a leader who is more relationship-oriented.
B) Depending on the favorability of the situation,a different style of leadership is required.
C) Fiedler suggests that leaders should adapt themselves to match the situation.
D) Relationship-oriented leaders are more successful at the extremes of leadership situations.
Q2) Which of the following aspects characterizes transformational leaders?
A) Extreme task orientation
B) Time and resource management
C) Passive management-by-exception
D) Individualized consideration
Q3) Technical skills of leadership refer to:
A) a leader's ability to make decisions with sound reasoning.
B) a leader's knowledge about an organization and job-related activities.
C) a leader's ability to understand the internal and external environments.
D) a leader's ability to interact with others.
Q4) Define transactional and transformational leadership styles.Identity their components.
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Chapter 13: Becoming a Leader: Knowing Yourself
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Q1) Briefly explain Howard Gardner's multiple intelligences.
Q2) High self-monitors are able to adapt and change their style according to the dictates of the situation.
A)True
B)False
Q3) Based on their sense of personal control,externals prefer participatory supervisors who delegate.
A)True
B)False
Q4) James and Jacob are working on an important project for which the deadline is approaching.James to quickly analyzes the situation and organizes the activities such that the project is completed on time.However,Jacob begins by experimenting with new methods by gathering extra information and prefers not to be rushed.In the context of the psychological dimensions of personality,it can be inferred that:
A) Jacob is more of a thinker than an intuitor.
B) James is more judging than perceiving.
C) Jacob is more sensing than feeling.
D) James is more of a perceiver than a thinker.
Q5) Outline the components of emotional intelligence.
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Chapter 14: Power and Influence
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Q1) Which of the following is a component of personal power according to Whetton and Cameron?
A) Flexibility
B) Relevance
C) Expertise
D) Visibility
Q2) A type of interpersonal power that gives someone the ability to punish another for his or her behavior is referred to as _____ power.
A) referent
B) coercive
C) reward
D) expert
Q3) In the context of positional power,relevance is specific to those individuals who are engaged in activities that are closely aligned with an organization's priorities.
A)True
B)False
Q4) Describe the different influence styles.
Q5) Outline the different forms of interpersonal power.
Q6) List some of the factors that are required for sustaining power.
Page 16
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Chapter 15: Decision Making
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Q1) Under _____,individuals have information about objectives,priorities,and potential courses of action,but they do not have all the information about the possible outcomes for each course of action.
A) conditions of certainty
B) conditions of rationality
C) conditions of risk
D) conditions of unambiguity
Q2) Programmed decisions generally do not require a manager or higher-level employee to execute.
A)True
B)False
Q3) Intuitive decision making often emerges from subconscious activity.
A)True
B)False
Q4) Which of the following models should managers use while making tough calls?
A) Garbage can model
B) SCRIPTS model
C) Administrative model
D) Political model
Q5) List the actions that can help managers "de-bias" their judgements.
Page 17
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Chapter 16: Conflict and Negotiation
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Q1) An arbitrator is an individual who listens to both sides of a disagreement and makes a final decision based on the arguments.
A)True
B)False
Q2) Collaborating is an appropriate response to conflict when both parties' views are too important to abandon.
A)True
B)False
Q3) Conflict escalation occurs when:
A) the teams are not diverse or there is no history of antagonism among individuals.
B) one person's negative behaviors encourage another person's negative behaviors.
C) individuals who are in conflict perceive a common enemy.
D) time elapses and the conflict is reduced or eliminated.
Q4) The first step in preparing to negotiate is to assess the other party's best alternative to a negotiated agreement.
A)True
B)False
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Chapter 17: Leading Teams
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Q1) _____ refers to the extent to which individuals engage in the process of generating solutions and articulating their opinions and perspectives.
A) Participation
B) Conformity
C) Influence
D) Social loafing
Q2) For teams to be considered effective:
A) they must follow a set of standard rules and procedures.
B) they must enhance the ability of other teams.
C) they must enable team members to work independently.
D) they must satisfy team members.
Q3) Describe manager-led teams.
Q4) The success of diverse teams increases when their members possess a shared understanding of each other's strengths and limitations.
A)True
B)False
Q5) It is not necessary for effective teams to satisfy their team members.
A)True
B)False
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Chapter 18: Motivation
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Q1) Which of the following in an intrinsic reward?
A) Recognition
B) Interesting task
C) Employee benefits
D) Incentives
Q2) Which of the following statements about Maslow's hierarchy of needs theory is true?
A) Job security and fringe benefits are considered belongingness needs in organizations.
B) Most people can easily arrive at the level of self-actualization.
C) Lower-order needs must be satisfied before higher-order needs can be addressed.
D) The second level in Maslow's hierarchy encompasses physiological needs.
Q3) _____ refers to the desire,stimulus,or incentive to pursue a particular course of action.
A) Participation
B) Influence
C) Motivation
D) Reinforcement
Q4) Discuss the process theories of motivation.
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Chapter 19: Communication
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Q1) In supportive communication,deflecting involves:
A) offering advice and suggestions.
B) asking follow-up questions for clarification.
C) relating similar experiences.
D) reiterating the main points.
Q2) _____ refers to the amount of control an individual attempts to exercise in communication situations.
A) Motivation
B) Negotiation
C) Persuasion
D) Directness
Q3) Which of the following statements about verbal communication is true?
A) Verbal communication consists of giving physical attention to a communication partner.
B) Listening and reading are the modes by which verbal communication is sent.
C) Verbal communication consists of sounds,letters,words,pictures,and symbols.
D) In verbal communication,speaking and writing are both driven by sensing information.
Q4) Define interpersonal communication.List the core components of communication.
Q5) Define persuasion.List the principles for enhancing persuasion.
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Chapter 20: Networking
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Q1) Social capital is not only beneficial to individuals within organizations but also to those organizations themselves.
A)True
B)False
Q2) Advice networks in organizations allows employees to:
A) share sensitive information and support one another in times of crisis.
B) get help from others to solve problems and to receive information.
C) formally exchange work-related information with others to achieve their goals.
D) transfer information from one department to another following standard procedures.
Q3) Which of the following statements about interpersonal networks is true?
A) Interpersonal networks are valuable to the individuals they link but not to the organizations that employ them.
B) Interpersonal relationships can be applied to personal but not to business relationships.
C) Interpersonal networks are always depicted on a formal organizational chart.
D) Interpersonal networks are networks of relationships that develop across functions to accomplish tasks quickly.
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