Contemporary Management Issues
Review Questions
Course Introduction
This course explores the latest challenges and opportunities facing managers in todays dynamic organizational environments. Students engage with topics such as globalization, technological innovation, diversity and inclusion, ethical leadership, crisis management, and the impact of social and environmental responsibility on business practices. Through case studies, discussions, and practical assignments, the course encourages critical thinking and problem-solving skills, preparing students to navigate and address complex management issues in contemporary workplaces.
Recommended Textbook
Understanding Management 10th Edition by Richard L. Daft
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Chapter 1: The World of Innovative Management
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Sample Questions
Q1) Jessica was recently praised by her supervisor for displaying superior customer service during an encounter with a problem customer.This is an example of organizational:
A)information processing.
B)efficiency.
C)effectiveness.
D)structure.
E)goal-setting.
Answer: C
Q2)
Customerrelationshipmanagementsystemscollectandmanagelargeamountsofdataabo utcustomersandmakethemavailabletoemployees.
A)True
B)False
Answer: True
Q3) ______ refers to the sequence of suppliers and purchasers,covering all stages of processing from obtaining raw materials to distributing finished goods to consumers.
Answer: Supply chain management
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3
Chapter 2: The Environment and Corporate Culture
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Sample Questions
Q1) List three visible artifacts of an organization's culture. Answer: Possible responses would include dress,heroes,office layout,symbols,slogans,and ceremonies.
Q2) Ally's Applesauce is in the process of hiring sixty new workers.The personnel department has a large pool of unskilled labor to draw from due to the high unemployment rate in the local area.Which dimension of the external environment is involved here?
A)Sociocultural
B)Competitors
C)Technological
D)Labor market
E)Legal-political
Answer: D
Q3) If Johnson Lumber provides trees for Westvaco Paper Manufacturing,then Johnson Lumber is considered a supplier for Westvaco.
A)True
B)False
Answer: True
Q4) Steve Jobs exemplified the _____ figure in corporate culture.
Answer: hero
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Chapter 3: Managing in a Global Environment
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Sample Questions
Q1) As a first step into international business,which two countries are most companies going to today?
A)Russia and Japan
B)Sweden and Germany
C)China and India
D)Brazil and Philippines
E)Indonesia and Brazil
Answer: C
Q2) Collectivism means a preference for a tightly knit social framework in which individuals look after one another and organizations protect their members' interests.
A)True
B)False
Answer: True
Q3) A country's physical facilities that support economic activities make up its infrastructure.
A)True
B)False
Answer: True
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Chapter 4: Managing Ethics and Social Responsibility
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Sample Questions
Q1) Social responsibility covers a narrow range of issues,many of which are unambiguous with respect to right or wrong.
A)True
B)False
Q2) At the _____ level of personal moral development,individuals are most concerned with external rewards and punishments.
Q3) The _____ approach asserts that human beings have fundamental rights and liberties that cannot be taken away by an individual's decision.
Q4) The _____ leadership style matches with the preconventional level of personal moral development.
A)autocratic
B)team oriented
C)servant leadership
D)guiding/encouraging
E)transforming
Q5) If something is ethical,it must not be illegal.
A)True
B)False
Q6) List the four responsibilities of corporate social performance.
Page 6
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Chapter 5: Planning and Goal Setting
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Sample Questions
Q1) Front-line managers have the final responsibility for strategic planning.
A)True
B)False
Q2) Mingles,Inc.concentrates its efforts on its target market of 18 to 25 year olds.It is using a(n)_____ strategy.
A)focus
B)differentiation
C)cost leadership
D)multidomestic
E)universal
Q3) Research has shown that strategic thinking and planning positively affect a firm's performance and financial success.
A)True
B)False
Q4) A business activity that an organization does particularly well relative to its competition is known as a(n)_____.
Q5) List the five characteristics of effective goals.
Q6) _____ assess what is important to the organization and how well the organization is progressing toward attaining its strategic goal.
Page 7
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Chapter 6: Managerial Decision Making
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Sample Questions
Q1) Point-counterpoint is a decision-making technique in which people are assigned to express competing points of view.
A)True
B)False
Q2) Explain the difference between programmed and nonprogrammed decisions and give an example of each.
Q3) Melissa is a manager at InStylez Clothing.Her job is very complex and she feels that she does not have enough time to identify and/or process all the information she needs to make decisions.Melissa's situation is most consistent with which of the following concepts?
A)Bounded rationality
B)The classical model of decision making
C)Satisficing
D)Brainstorming
E)Scientific management
Q4) The behavioral style is often adopted by managers who like to consider complex solutions based on as much data as they can gather.
A)True
B)False
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Chapter 7: Designing Organization Structure
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Sample Questions
Q1) Describe service technology.
Q2) Service firms include banks,hotels,and law firms. A)True
B)False
Q3) When an organization uses a differentiation strategy,it strives for internal efficiency. A)True
B)False
Q4) The _____ combines aspects of both functional and divisional structures simultaneously,in the same part of the organization.
Q5) _____ is the formal and legitimate right of a manager to make decisions,issue orders,and allocate resources to achieve organizationally desired outcomes.
Q6) _____ production involves the production of goods in batches of one or a few products designed to customer specifications.
Q7) List the advantages of the virtual network structure.
Q8) A(n)_____ structure has a wide span,is horizontally dispersed,and has fewer hierarchical levels.
Q9) List three disadvantages of the divisional structure.
Page 9
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Chapter 8: Managing Change and Innovation
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Sample Questions
Q1) Confrontation,authoritarianism,and disciplined exploration are characteristics of the creative individuals.
A)True
B)False
Q2) The _____ role in organizational change involves providing a "reality test."
Q3) Some companies are practicing _____ innovation by creating innovative,low-cost products for emerging markets and then quickly and inexpensively repackaging them for sale in developed countries.
Q4) A change agent is an OD specialist who contracts with an organization to facilitate change.
A)True
B)False
Q5) _____ change is related to the organization's production process,i.e.,how the organization does its work.
Q6) In the unfreezing step,participants must be made aware of problems and be willing to change.
A)True
B)False
Q7) Explain the concept of force-field analysis.
Page 10
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Chapter 9: Managing Human Resources and Diversity
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Sample Questions
Q1) Research shows that realistic job previews lower employee satisfaction and increase turnover.
A)True
B)False
Q2) Many people believe that men make better managers because of their more collaborative,less hierarchical,relationship-oriented approach that is in tune with today's global and multicultural environment.
A)True
B)False
Q3) List and describe the five forms of sexual harassment.
Q4) Wage and salary surveys show what other organizations pay incumbents in jobs that match a sample of "key" jobs selected by the organization.
A)True
B)False
Q5) List the most frequently used selection devices.
Q6) _____ is the hiring or promoting of applicants based on criteria that are not job relevant.
Q7) _____ are people who work for an organization,but not on a permanent or full-time basis.
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Chapter 10: Understanding Individual Behavior
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Sample Questions
Q1) ______ are stressors associated with relationships in the organization.
Q2) Uncertainty about what behaviors are expected of a person in a particular role is referred to as ______.
Q3) Describe Carl Jung's four functions related to gathering and evaluating information for problem solving and decision making.Which problem solving style would be appropriate for an accounting profession? Why?
Q4) Research shows that _____are predisposed to being pragmatic,capable of lying to achieve personal goals,more likely to win in win-lose situations,and more likely to persuade than be persuaded.
A)high introverted individuals
B)high authoritarians
C)high Machs
D)low extroverted individuals
E)low Machs
Q5) Errors in perceptual judgment that arise from inaccuracies in any part of the perception process are called ______.
Q6) When managers who express positive emotions such as happiness,enthusiasm,and appreciation trigger positive emotions in employees,this is known as ______.
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Chapter 11: Leadership
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Sample Questions
Q1) Legitimate,reward,and expert powers are all forms of position power.
A)True
B)False
Q2) Ian does not have much of a relationship with his subordinates.They feel obligated to do as he says because he's the boss.This is an example of:
A)referent power.
B)legitimate power.
C)coercive power.
D)reward power.
E)expert power.
Q3) _____ means being unpretentious and modest rather than arrogant and prideful.
A)Humility
B)Egotism
C)Altruism
D)Reserved
E)Assurance
Q4) A situational variable that counteracts a leadership style is known as a(n)_____.
Q5) The ability to influence people toward the attainment of goals is known as _____.
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Chapter 12: Motivating Employees
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Q1) _____ theories emphasize the needs that motivate people.
Q2) List the three needs proposed by Clayton Alderfer.
Q3) _____ is the application of motivational theories to the structure of work for improving productivity and satisfaction.
Q4) Employee engagement means that people enjoy their jobs and are satisfied with their work conditions,contribute enthusiastically to meeting team and organizational goals,and feel a sense of belonging and commitment to the organization.
A)True
B)False
Q5) In David McClelland's acquired needs theory,what are the three acquired needs most commonly discussed and which is(are)not dependent on relationships with other people?
Q6) The job characteristic of autonomy influences the worker's experiencing meaningfulness of work.
A)True
B)False
Q7) _____ is the value of outcomes,or attraction for outcomes,for the individual.
Q8) The assumption that positively reinforced behavior tends to be repeated is the basis for the _____.
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Chapter 13: Managing Communication
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Sample Questions
Q1) Briefly describe the communication process.
Q2) Which of the following is the most familiar and obvious flow of formal communication?
A)Downward communication
B)Gossips
C)Horizontal communication
D)Upward communication
E)Vertical communication
Q3) Most executives now believe that important information flows from the:
A)top down.
B)bottom up.
C)diagonal level.
D)horizontal level to diagonal level.
E)internal to external.
Q4) To _____ a message is to select the symbols used to compose a message.
Q5) Face-to-face discussion is the richest channel,in terms of channel richness.
A)True
B)False
Q6) Describe the concept of channel richness,specify the richest channel,and explain why it is so rich.
Page 15
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Chapter 14: Leading Teams
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Sample Questions
Q1) List the five stages of team development.
Q2) During the _____ stage of team development,the major emphasis is on problem solving and accomplishing the assigned task.
Q3) As a general rule,large teams makes it harder to interact and influence others.
A)True
B)False
Q4) The term _____ refers to a team member who attains benefit from team membership but does not do a proportionate share of the work.
Q5) Which of the following teams are created outside the formal organization structure to undertake a project of special importance or creativity?
A)Vertical
B)Command
C)Special-purpose
D)Cross-functional
E)Functional
Q6) Discuss the differences between distributive and integrative negotiation.Describe the steps for achieving a win-win solution with integrative negotiation.
Q7) What are the three key components of the author's definition of a team?
Page 16
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Chapter 15: Managing Quality and Performance
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Sample Questions
Q1) All of the following are key steps of setting up feedback control systems,except:
A)comparing performance to standards.
B)establishing standards.
C)getting employee opinions.
D)measuring performance.
E)making necessary corrections.
Q2) _____ standards represent an international standard for quality management.
A)ISO 9000
B)Six Sigma
C)TQM
D)Kaizen
E)Foreign Economy Index
Q3) Most organizations measure and control performance using qualitative financial measures.
A)True
B)False
Q4) List the four major perspectives of a balanced scorecard.
Q5) A(n)_____ includes anticipated and actual expenses for each responsibility center and for the total organization.
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