Contemporary Management Test Questions
Course Introduction
Contemporary Management explores modern theories, practices, and challenges faced by managers in todays dynamic organizational environments. The course covers fundamental management functions including planning, organizing, leading, and controlling, while emphasizing innovation, globalization, diversity, ethical decision-making, and digital transformation. Students analyze case studies and real-world scenarios to develop strategic problem-solving and critical-thinking skills, preparing them to effectively lead teams, navigate change, and drive organizational success in the 21st century.
Recommended Textbook Management 9th Edition by Angelo Kinicki
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1697 Verified Questions
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Chapter 1: The Exceptional Manager: What You Do, How You
Do It
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108 Verified Questions
108 Flashcards
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Sample Questions
Q1) Even for nonprofits, sooner or later there will be no organization without A) ethical standards.
B) good laws.
C) the Employee Rule.
D) customers.
E) synergy focus.
Answer: D
Q2) At times, to be efficient in management means NOT using resources in the most cost-effective way.
A)True
B)False Answer: False
Q3) Telecommuting has been found to enhance employee satisfaction and performance.
A)True
B)False
Answer: True
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Chapter 2: Management Theory: Essential Background for the
Successful Manager
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Sample Questions
Q1) Frank and Lillian Gilbreth identified 17 basic units of motion that they called A) movements.
B) time frames.
C) therbligs.
D) units.
E) action works.
Answer: C
Q2) Nikita is the manager of a local small hotel. Just today Nikita received word that a major convention will be coming to town next month, and the demand for hotel rooms is expected to skyrocket. In a conversation with the owner, she asked, "What should our approach to pricing be for the week of the convention? Should we require payment in full at the time of the reservation?" Which management method is Nikita using?
A) the devil's advocate method
B) scientific management
C) the synergy method
D) the contingency viewpoint
E) the systems viewpoint
Answer: D
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Chapter 3: The Managers Changing Work Environment and
Ethical Responsibilities: Doing the Right Thing
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Sample Questions
Q1) North West Jacket Company has a policy that each employee volunteer at the local elementary school reading or helping with math for 2 hours a month. They also donate coats for all children who need them in the winter and give a financial contribution to the school. North West is demonstrating its social responsibility through
A) operating with integrity.
B) 1/1/1 charitable giving.
C) fostering employee success.
D) a journey toward sustainability.
E) natural capital.
Answer: B
Q2) The macroenvironment, also known as the ________ includes six forces.
A) economic environment
B) ethical environment
C) microenvironment
D) task environment
E) general environment
Answer: E
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Chapter 4: Global Management Managing Across Borders
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Sample Questions
Q1) A nation's culture is
A) the shared set of beliefs, values, knowledge, and patterns of behavior common to its people.
B) synonymous with its religious beliefs.
C) a shared set of business traditions common to the nation.
D) its constitution and written codes of behavior.
E) embedded in its laws that are accepted as moral imperatives by most of the citizens.
Q2) Kishore owns an international grocery store, the Global Market, where customers can purchase foods and canned goods from other countries. Global Market is an example of a company that
A) exports.
B) globalizes.
C) inputs.
D) imports.
E) countertrades.
Q3) Discuss the purpose of each of these organizations: The World Trade Organization, World Bank, and International Monetary Fund.
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Chapter 5: Planning: the Foundation of Successful Management
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Q1) Cascading is essential to promoting consistency in goals. Which three criteria must be met for goal cascading to be successful? Describe and explain each criterion.
Q2) Harriet, the store manager, asked Lou to organize the prize giveaways for the store's grand reopening. Lou is organizing a(n)
A) program.
B) agenda.
C) policy.
D) project.
E) development.
Q3) Which of the following is an example of a mission statement?
A) "to create a world where the family farm is valued over the large-scale production of agribusiness"
B) "to become a beacon of hope for those suffering from mental hardship"
C) "to make education accessible to everyone in the world"
D) "to engage in business practices that are not only legal but also ethical"
E) "to offer the lowest prices on new hardcover books, anywhere in the world"
Q4) Describe the four types of objectives used in MBO and give examples of each type.
Q5) Describe the components of a business model.
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Chapter 6: Strategic Management: How Exceptional Managers Realize a Grand Design
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Sample Questions
Q1) Effective execution requires managers to build a foundation for execution within which three core processes found in any business?
A) leading, planning, and recruiting
B) people, strategy, and operations
C) diversity, people, and profitability
D) people, planning, and leading
E) leading, synergy, and diversity
Q2) You have been asked by a new a hair salon, Twist & Braid, to identify whether or not they should expand the business either by opening a new salon or expanding the current salon to offer new services. As a first step, you interview the owner and clients as they come in for their appointments. You also visit a few other local businesses and conduct interviews of people as they pass by. You also review Yelp and Facebook for reviews of the salon. Which of the following best describes the process you are implementing?
A) re-envisioning
B) branding
C) VRIO
D) MBO
E) SWOT
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Chapter 7: Individual and Group Decision Making: How Managers Make
Things Happen
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Sample Questions
Q1) Scott and his partner, Greg, have decided to update their computer network, although they have no expertise in this area. During a meeting with Greg, Scott commented that "Our decision is limited by numerous constraints, such as our understanding of the complexity of technology, time and money, imperfect information, and our conflicting goals." These limitations are hindrances to
A) satisficing.
B) rational decision making.
C) intuitive decision making.
D) MBO.
E) nonrational decisions.
Q2) ________ are difficulties that inhibit the achievement of goals. For example, the lack of parking may be the main reason why a new restaurant is failing.
A) Objectives
B) Synergies
C) Values
D) Problems
E) Alternatives
Q3) Describe how knowledge of the decision-making styles will influence your own decisions.
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Chapter 8: Organizational Culture, Structure, and Design:
Building Blocks of the Organization
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Sample Questions
Q1) As you start a new job, it is important to focus on your personal adaptability. Which of the following suggestions would increase a person's adaptability?
A) View career changes as challenges.
B) Hold on to the old as it was a lesson learned.
C) Look for solutions.
D) Ask narrow questions, so that the answers are focused.
E) Act like you already know everything so as to impress the boss.
Q2) During weekly conference calls, Zeke, a sales manager for a national chain of clothing stores, and the other managers in his district explain to their district manager the reasons for different decisions; they also explain why certain costs and sales were higher or lower than they were the previous week. ________ is the explanation of their decisions and work results.
A) Accountability
B) A stepped decision
C) A hierarchy of authority
D) Touching
E) Power
Q3) How can you prepare for you a job interview?
Q4) Explain the importance of learning office politics.
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Chapter 9: Human Resource Management: Getting the Right People
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Sample Questions
Q1) 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
Q2) Which piece of legislation first established the U.S. federal minimum wage?
A) Age Discrimination in Employment Act (ADEA)
B) Social Security Act
C) Civil Rights Act
D) Occupational Safety and Health Act
E) Fair Labor Standards Act of 1938
Q3) What is the final step in the strategic human resource management process?
A) Plan future human resources needs.
B) Recruit and select people.
C) Assess success of the recruitment process.
D) Perform appraisals of people.
E) Orient, train, and develop people.
Q4) Define internal and external recruiting, and give the advantages and disadvantages of each.
Q5) Define forced ranking. What are its benefits and drawbacks?
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Chapter 10: Organizational Change and Innovation: Lifelong Challenges
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Sample Questions
Q1) An example of innovative change is a department store deciding to adopt a new practice used by competitors by staying open 24 hours a day and requiring employees to work flexible schedules, a change that employees are likely to see as moderately threatening.
A)True
B)False
Q2) This question has two parts; be sure to answer both.
First, explain the three steps in the OD process.
Next, suppose you are a student ambassador at your college or university. A new activity for the ambassadors is to become peer mentors to student's high absenteeism. Give examples of activities the ambassadors might take in each stage of its OD process.
Q3) This question contains two parts; be sure to answer both.
First, describe the seven components in creating an effective innovation system. Next, explain how you would implement each of the seven components at the company you manage, Apps For All, which specializes in creating easy-to-use smartphone apps that help business people manage their daily schedule, contacts, and sales leads.
Q4) Describe how self-affirmations are used to enhance self-compassion.
Q5) Describe what OD is and what it can be used for.
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Chapter 11: Managing Individual Differences and Behaviour:
Supervising People As People
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Sample Questions
Q1) Describe the four layers of diversity in Gardenswartz and Rowe's diversity wheel. Provide a definition of the center layer and an example of each of the other layers.
Q2) This question has two parts; be sure to answer both.
First, name and describe at least four ways managers can reduce stressors that lead to employee burnout.
Next, describe how you might use these techniques to cope with the following situation: You are the CEO of Gray Enterprises, a highly successful advertising firm located in Boston. Your agency represents major clients worth tens of millions of dollars each year. Because the stakes are so high, account executives and creative directors work 70 to 80 hours a week, and they are stressed out most of the time. You want to do something to help your workers remain productive and focused while helping to prevent burnout.
Q3) Absenteeism, drug and alcohol abuse, and disciplinary problems are examples of A) organizational citizenship behaviors.
B) self-efficacy.
C) causal attribution.
D) self-serving bias.
E) counterproductive work behaviors.
Q4) Using examples, define role overload, role conflict, and role ambiguity.
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Chapter 12: Motivating Employees: Achieving Superior
Performance in the Workplace
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Sample Questions
Q1) As a maintenance person for the air force, Clint services aircraft engines, which protects the lives and safety of military personnel and increases their ability to conduct missions. Clint's job has a high level of
A) task significance.
B) task identity.
C) skill variety.
D) autonomy.
E) feedback.
Q2) Peyton's management professor just told her class that the final exam is optional for students like Peyton who currently have an A. Peyton decides to take the exam anyway because she likes the subject and wants to master the material. Peyton is motivated to take the exam by a(n)
A) hygiene factor.
B) physiological need.
C) high need for power.
D) extrinsic reward.
E) intrinsic reward.
Q3) Define the self-determination theory and explain the three innate needs that influence behavior and well-being.
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Chapter 13: Groups and Teams: Increasing Cooperation, Reducing Conflict
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100 Verified Questions
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Sample Questions
Q1) During the ________ stage of team development, close relationships develop as unity and harmony emerge.
A) norming
B) storming
C) performing
D) forming
E) adjourning
Q2) This question contains two parts; be sure to answer both. First, define conflict and distinguish between dysfunctional conflict (bad) and functional conflict (good).
Second, imagine that you manage a high-volume bar/restaurant with many different types of employees: servers, hosts and hostesses, bartenders, bussers, cooks, porters, and so on. Explain two types of dysfunctional conflict that you might encounter in the restaurant, as well as two types of functional conflict. How would you resolve the dysfunctional conflict and use the functional conflict to the advantage of the employees and the restaurant?
Q3) List and explain the three main types of conflict in the workplace.
Q4) What are the differences between groups and teams? Provide an example of each in order to illustrate their differences.
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Chapter 14: Power, Influence, and Leadership: From
Becoming a Manager to Becoming a Leader
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Q1) ________ is the questionnaire used in Fiedler's model to determine leadership orientation.
A) Myers-Briggs Type Indicator
B) Least preferred coworker (LPC) scale
C) Tolerance of ambiguity
D) Type-A behavior scale
E) Path-goal survey
Q2) Think about a person who has been in a leadership position above you (perhaps a teacher or a boss). How well did that person meet each of the criteria that followers want in their leaders?
Q3) ________, which include acting friendly or making someone feel good or important before making a request, are influence tactics.
A) Coalition tactics
B) Inspirational appeals
C) Consultations
D) Personal appeals
E) Ingratiating tactics
Q4) What is a transactional leader? What is a transformational leader? Explain how the two types of leadership differ.
Page 16
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Chapter 15: Interpersonal and Organizational
Communication: Mastering the Exchange of Information
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Q1) Communication is
A) speaking or writing so that another is able to comprehend the meaning.
B) interpretation of messages sent via any media.
C) the combined activities of speaking and listening.
D) a process involving only the sender, message, and receiver.
E) the transfer of information and understanding from one person to another.
Q2) This question contains two parts; be sure to answer both.
First, what is the grapevine, and when does the grapevine flourish and thrive? Second, suppose that you manage a small laboratory that develops fragrances (men's colognes, women's perfumes, unisex deodorants). The office grapevine is thriving; employees believe that the company is about to be purchased by a much larger firm, and that the result will be a move to another state, decreased benefits, and massive layoffs. While the company is under negotiations to be purchased, there will be no move or change in benefits based on the purchase. Layoffs could occur, but it's hard to say at this point. Describe several ways that you might get the grapevine under control.
Q3) When a supervisor is afraid to voice an idea because she or he fears criticism, the result is a receiver barrier.
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) Dermot just learned that his company is closing, and all the employees will be laid off. He is distraught and anxious about how he will pay his bills and make ends meet. He is meeting with a head hunter later in the week. As Dermot prepares for the meeting, what should he say about his former company?
A) "My time there was time wasted. They kept us so isolated that we never even met the clients."
B) "I was able to learn from this experience. I now know what not to do in my next job."
C) "I am so glad that job is over. I am surprised they were able to stay in business that long."
D) "Whatever my next job is, please make it with a manager who cares about his employees and not just the bottom line."
E) "Have you ever wished that you could just erase a line from your résumé? Well that is the line I would erase."
Q2) Controls allow top management to decentralize decision making at lower levels within the organization.
A)True
B)False
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Chapter 17: Entrepreneurship
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Q1) List and explain at least four possible sources of funding for start-ups.
Q2) Research has uncovered several important differences between managers and entrepreneurs. One of these differences is that
A) managers possess a greater need for autonomy than entrepreneurs do.
B) entrepreneurs tend to be more agreeable than managers.
C) managers tend to have a stronger internal locus of control than managers do.
D) managers are more motivated by promotions and organizational perks than entrepreneurs are.
E) managers are generally more innovative and creative than entrepreneurs.
Q3) Briefly explain each of the seven key components of a business plan and what you should include in each.
Q4) List at least four positive effects of entrepreneurship (including small firms and start-ups) on society. For each positive effect, choose a company that illustrates that effect. You do not have to give specific numbers; a discussion of the general effects will suffice. (You may use the same company more than once; you may even choose to use that company for all four effects. Choose the examples that best make your point.)
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