Contemporary Management Practice Questions
Course Introduction
Contemporary Management explores the dynamic and evolving practices, theories, and skills necessary for effective management in modern organizations. The course examines the roles and responsibilities of managers, emphasizing decision-making, ethical leadership, innovation, and the impact of globalization and technology on managerial functions. Students engage with real-world case studies to analyze how contemporary organizations adapt to change, manage diverse teams, foster organizational culture, and implement strategic planning. By integrating classic managerial concepts with current trends and challenges, the course prepares students to become agile leaders capable of navigating complex business environments.
Recommended Textbook Management 8th Edition by Angelo Kinicki
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16 Chapters
1513 Verified Questions
1513 Flashcards
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Page 2
Chapter 1: The Exceptional Manager: What You Do How You
Do It
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106 Verified Questions
106 Flashcards
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Sample Questions
Q1) Tanesha works for a line of sporting goods stores.In her role,she makes strategic long-term decisions about her company's overall direction,and she creates the overall corporate goals,policies,and strategies.In light of these tasks,Tanesha must be a middle manager.
A)True
B)False
Answer: False
Q2) Rebecca,a department manager,has been dealing with two workers in her department who do not get along.Due to family problems for both employees,today they had a loud argument in the break room.Rebecca is meeting with both to resolve the issues.Which managerial role is Rebecca playing?
A)monitor
B)resource allocator
C)disturbance handler
D)negotiator
E)spokesperson
Answer: C
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Chapter 2: Management Theory: Essential Background for the
Successful Manager
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85 Verified Questions
85 Flashcards
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Sample Questions
Q1) The new chief information officer of a national pizza chain is using mathematical tools to aid in product ordering and scheduling decisions.The CIO is using
A)statistical management.
B)scientific management.
C)behavioral science.
D)management science.
E)goal management.
Answer: D
Q2) During a manager's meeting,Paula,a district manager,discussed how to handle sensitive employee issues and indicated correctly that management is really just an art.
A)True
B)False
Answer: False
Q3) The idea that two or more forces combined create an effect that is greater than the sum of their individual effects is called syncretism.
A)True
B)False
Answer: False
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Chapter 3: The Managers Changing Work Environment and
Ethical Responsibilities: Doing the Right Thing
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) As the CEO of a company that produces products for schools,Hannah believes that her company needs not only to produce a profit but also to do things that benefit society._______ guides Hannah's beliefs.
A)Individual responsibility
B)The desire for sustainability
C)Social responsibility
D)A sense of moral rights
E)Corporate lobbying
Answer: C
Q2) Sustainable economic development
A)meets future needs without compromising present needs.
B)always generates greater profitability.
C)produces greater diversity in the workforce.
D)meets present needs without compromising the ability of future generations to meet their needs.
E)is an idea proposed by Frank and Lillian Gilbreth to cut costs and increase efficiency.
Answer: D
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Page 5
Chapter 4: Global Management: Managing Across Borders
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Sample Questions
Q1) This question has two parts;be sure to answer both.
Q2) The WTO
A)oversees mergers between large multinational corporations.
B)monitors business start-ups globally.
C)monitors and enforces trade agreements.
D)ensures that multinational organizations are behaving ethically.
E)keeps an eye on suspected terrorists.
Q3) Tops Burger,a _____________ based in Amarillo,Texas,has restaurants in 25 countries.
A)multinational corporation
B)conglomerate
C)multinational organization
D)foreign partner
E)foreign firm
Q4) NAFTA is a trading bloc consisting of the United States,Canada,Panama,and Mexico.
A)True
B)False
Q5) Describe NAFT
Q6) This question has two parts;be sure to answer both.
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Chapter 5: Planning: the Foundation of Successful Management
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) The planning/control cycle has two planning steps.They are A)(1)research planning,then (2)receive feedback.
B)(1)make the plan,then (2)set it aside for a period of time.
C)(1)make the plan,then (2)carry out the plan.
D)(1)review previous plans,then (2)evaluate plans.
E)(1)research planning,then(2)look for ways to cut costs.
Q2) Which of the following is NOT a step in the process of management by objectives (MBO)?
A)Managers determine each employee's strengths and weaknesses.
B)Managers and employees jointly set objectives for the employee.
C)Managers develop action plans.
D)Managers and employees periodically review the employee's performance.
E)The manager makes a performance appraisal and rewards the employee according to results.
Q3) When utilizing MBO,the manager and employee jointly set objectives for the employee,the manager develops action plans,the manager and employee periodically review the employee's performance,and the manager makes performance appraisals and rewards the employee according to the results.
A)True
B)False
Page 7
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Chapter 6: Strategic Management: How Exceptional Managers Realize
a Grand Design
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91 Verified Questions
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Sample Questions
Q1) The managers of a small bakery,Butter & Batter,decided to do a SWOT analysis to study the strengths and weaknesses within the organization and the external environment.A key benefit of conducting a SWOT analysis is being able to better formulate strategies in pursuit of the firm's mission.
A)True
B)False
Q2) Michael Porter proposed that business-level strategies originate with the primary competitive forces in the firm's environment;these forces are A)the threats of new entrants and the bargaining power of buyers and suppliers. B)the threats of substitute products and the services and competitive rivalries.
C)the threats of new entrants and substitute products or services,the bargaining power of suppliers and buyers,and competitive rivalries.
D)the threats of government paperwork and tax increases,the bargaining power of suppliers,and competitive rivalries.
E)the bargaining power of suppliers.
Q3) The strategic-management process is often touched off by a crisis.
A)True
B)False
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Chapter 7: Individual and Group Decision Making: How Managers
Make Things Happen
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) ABC Medical Technology,a fast-growing global research firm,has accumulated so much client information that conventional database management systems cannot handle its customers' needs.Therefore,ABC purchased very sophisticated analysis software and supercomputing-level hardware.For the company's work with hospitals and university medical schools,ABC has been noted in The Wall Street Journal as a "real pioneer in innovation and productivity." ABC Medical Technology is tapping the power of A)cyber-age databases.
B)mega IT.
C)super data.
D)new age computing.
E)Big Data.
Q2) _____ causes people to view events as being more predictable than they really are.
A)Framing bias
B)Hindsight bias
C)Sunk-cost bias
D)Narrow focus bias
E)The fog effect
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Chapter 8: Organizational Culture, Structure, and Design:
Building Blocks of the Organization
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89 Verified Questions
89 Flashcards
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Sample Questions
Q1) "To do more in a day,____," according to productivity expert Odette Pollar.
A)do not delegate,but be more focused
B)you must do more-not do everything faster
C)you must do more-not do everything slower
D)hire more employees
E)you must do less-not do everything faster
Q2) Jean-Paul,the store manager at an H&M outlet,was speaking with Patty,his new assistant manager,about the store's system of job relationships;he also explained whom she will report to and who will report to her.Jean-Paul said,"This structure is one of the things that motivates our employees to work together to achieve our company's goals."
Jean-Paul was telling Patty about the store's
A)organizational structure.
B)organizational culture.
C)code of ethics.
D)diversity plan.
E)values statement.
Q3) Distinguish between a mechanistic organization and an organic organization.Think about a company you have worked with (or currently work with).Is it more mechanistic or more organic? Give three reasons for your response.
Page 10
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Chapter 9: Human Resource Management: Getting the
Right People for Managerial Success
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Explain what human resource management is,state its purpose,and list the five steps in the strategic human resource management process.
Q2) As a sales manager,Danyce is conducting performance appraisals for her team members.To do so,she tracks each person's sales calls,amount of sales,and revenues on a quarterly basis.Danyce is using a(n)______ system of appraisal.
A)subjective
B)behavioral
C)trait
D)objective
E)360-degree
Q3) A job specification describes the minimum qualifications a person must have to perform the job successfully.For example,a job specification for an editor may require all editors to have flawless grammar skills.
A)True
B)False
Q4) Open shop: Workers may choose to join or not join an union (applies in 22 states,called right-to-work states).
Q5) Explain the three types of dismissals.
Page 11
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Chapter 10: Organizational Change and Innovation: Lifelong
Challenges for the Exceptional Manager
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84 Verified Questions
84 Flashcards
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Sample Questions
Q1) Links Cable Network has decided to offer a one-hour appointment window for customers needing installation or repair of its service,which will require the company to have several technicians on call.Links hopes this practice will give it an advantage over the competition,none of which have adopted such a practice.Links Cable Network is introducing a(n)______ change.
A)reactive
B)innovative
C)radically innovative
D)adaptive
E)active
Q2) Reactive change involves making carefully thought-out changes in anticipation of possible or expected problems or opportunities.
A)True
B)False
Q3) Keurig created a new category of coffee/tea preparation by offering one-cup-at-a-time pod-style brewing with its "K-cups." Keurig's product is an example of a transformational innovation.
A)True
B)False
Page 12
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Chapter 11: Managing Individual Differences and Behavior:
Supervising People As People
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Sample Questions
Q1) ________________ is the extent to which employees have positive or negative feelings about various aspects of their work.
A)Job involvement
B)Job satisfaction
C)Organizational commitment
D)Job performance
E)Job enrichment
Q2) Which of the following is not one of the Big Five personality dimensions?
A)tolerance for ambiguity
B)extroversion
C)agreeableness
D)conscientiousness
E)emotional stability
Q3) If you have a(n)____________,you believe you control your own destiny.
A)tolerance for ambiguity
B)low level of self-efficacy
C)external locus of control
D)internal locus of control
E)high level of learned helplessness
Q4) Define the five types of distortion in perception.Give an example of each.
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Chapter 12: Motivating Employees: Achieving Superior
Performance in the Workplace
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Sample Questions
Q1) Maslow's levels of needs,in order from lowest (most basic)to highest level,are
A)self-actualization,esteem,love,safety,and physiological.
B)safety,love,esteem,self-actualization,and physiological.
C)physiological,safety,self-actualization,esteem,and love.
D)safety,physiological,esteem,love,and self-actualization.
E)physiological,safety,love,esteem,and self-actualization.
Q2) According to equity theory,employees who feel they are being underrewarded are more likely to support organizational change,more apt to cooperate in group settings,and less apt to turn to arbitration and the courts to remedy real or imagined wrongs.
A)True
B)False
Q3) ____________ is the theory that attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated while behavior with negative consequences tends not to be repeated.
A)Acquired needs theory
B)Equity theory
C)Expectancy theory
D)Reinforcement theory
E)Two-factor theory
Page 14
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Chapter 13: Groups and Teams: Increasing Cooperation, Reducing Conflict
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91 Verified Questions
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Sample Questions
Q1) In all but the worst weather,Beth and three coworkers met each day at 12:15 to walk the wilderness trail behind their office building.The four co-workers are an example of a(n)
A)continuous improvement team.
B)formal group.
C)self-managed team.
D)virtual team.
E)informal group.
Q2) Twenty-six new employees from Global Technologies Inc.are attending orientation,receiving information about company policies,and filling out various forms.These employees comprise a group.
A)True
B)False
Q3) Collaborating-devising solutions that benefit both parties;appropriate for complex issues plagued by misunderstanding.
Q4) Devil's advocacy is the process of assigning someone to play the role of critic to voice possible objections to a proposal.
A)True
B)False
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Chapter 14: Power, Influence, and Leadership: From
Becoming a Manager to Becoming a Leader
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92 Verified Questions
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Sample Questions
Q1) Trina is outgoing,warm,and truly inspirational when she talks about where she wants to lead her division.Her employees seem eager to do anything she asks.Because of her personality and not her position,Trina has ______ power.
A)legitimate
B)coercive
C)reward
D)referent
E)expert
Q2) According to Fiedler's contingency model,______ situation control favors a leader who is ______-oriented.
A)low;relationship
B)low;transformational
C)moderate;task
D)moderate;relationship
E)high;transformational
Q3) Strategic skills-to draft an organization's mission,vision,strategies,and implementation plans
Q4) What is a transactional leader? What is a transformational leader? Explain how the two types of leadership differ.
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Chapter 15: Interpersonal Organizational Communication:
Mastering the Exchange of Information
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Sample Questions
Q1) Which of the following indicates how official communications should be routed?
A)organizational chart
B)grapevine
C)lateral networks
D)corporate culture
E)personnel files
Q2) Tyrone was recently promoted to manager.Although he used to take advice from his peers,he seems no longer willing to listen to any input from them or his boss,and he is determined to run the project how he thinks best.Which personal barrier to communication is Tyrone exhibiting?
A)an oversized ego
B)variable skills in communicating effectively
C)a tendency to judge others' messages
D)an inability to listen with understanding
E)variation in interpreting information
Q3) Lynn had many spelling and grammar mistakes in her report,some of which made the content difficult to understand.Lynn's report is an example of poor encoding.
A)True
B)False
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Chapter 16: Control Systems and Quality Management:
Techniques for Enhancing Organizational Effectiveness
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Sample Questions
Q1) Which of the following is not a financial control?
A)budgets
B)financial statements
C)income statement
D)audits
E)ISO 14000
Q2) Productivity is defined by the formula of outputs divided by inputs for a specified period of time.
A)True
B)False
Q3) Which of the following best describes ERP systems?
A)popular recruiting systems that help maximize diversity in the workplace
B)comprehensive systems for identifying and measuring changes in productivity
C)software information systems that integrate all aspects of business,helping managers stay on top of the latest developments
D)training systems for employees that allow self-discovery and correction of weaknesses
E)control systems in which managers are made aware of all deviations from standards
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