Essentials of Management
Textbook Exam Questions
Course Introduction
Essentials of Management provides students with a comprehensive introduction to the principles and practices of modern management. The course examines key functions such as planning, organizing, leading, and controlling, highlighting how managers leverage these functions to achieve organizational goals. Students will explore the roles and responsibilities of managers, effective decision-making processes, motivation strategies, team dynamics, and ethical considerations in management. Through case studies and practical examples, the course equips learners with critical skills necessary for leadership and understanding how organizations operate efficiently in a dynamic business environment.
Recommended Textbook Management 1st Edition by Luis
R. Gomez Mejia
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Page 2
Chapter 1: Management and Its Evolution
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Sample Questions
Q1) When an organization recognizes that they can reach the same goals through a number of different routes, they are demonstrating
A) synergy.
B) a closed system.
C) a subsystem.
D) equifinality.
Answer: D
Q2) John, the marketing manager overseeing the launch of his company's new product, is considered a strategic manager.
A)True
B)False
Answer: False
Q3) The percentage of unionized workers
A) has increased in the manufacturing sector.
B) has declined to less than 10% in 2012.
C) has focused very successfully on white collar workers.
D) continues to remain about the same since the 1940s.
Answer: B
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Chapter 2: The Culture of Management
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Sample Questions
Q1) A major disadvantage of a strategic alliance is that
A) the firm runs the risk of quality control standards not being uniformly met and thus hurting the reputation of the firm.
B) the firm runs the risk of losing its competitive advantage by giving away proprietary know-how to the partner.
C) demand will be reduced as other firms develop manufacturing facilities.
D) the firm may lose its cost advantage.
Answer: B
Q2) When a firm is going global, its attention to the size of the market, the future wealth of consumers, and the purchasing power of the population are components of which factor affecting international business?
A) The legal system
B) Cultural norms
C) Economic norms
D) The general business environment
Answer: D
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Chapter 3: Managing Social Responsibility and Ethics
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Sample Questions
Q1) Those groups or individuals with a vested interest in the performance of a firm are referred to as
A) stockholders.
B) stakeholders.
C) employees.
D) customers.
Answer: B
Q2) Which type of justice asks whether an employee received compensation equitable with performance?
A) Distributive
B) Utilitarianism
C) Procedural
D) Individualism
Answer: A
Q3) What is social responsibility?
Answer: Social responsibility is the belief that corporations have a responsibility to conduct their affairs ethically to benefit both employees and the larger society.Caring for the natural environment is one of several dimensions of social responsibility that must be considered in the allocation of a firm's resources.
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Page 5
Chapter 4: Managing Organizational Culture and Change
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Sample Questions
Q1) Which type of culture is fast-paced, competitive and high risk and is typically found in rapidly changing environments with short product cycles?
A) Baseball team culture
B) Club team culture
C) Academy team culture
D) Fortress team culture
Q2) Which type of resistance to change is most likely to occur when previous changes were not well understood or resulted in negative consequences?
A) Uncertainty
B) Different goals
C) Self-interest
D) Lack of trust
Q3) What is one of the most effective way to overcome resistance to change?
Q4) Which of the following statements is not true concerning resistance to change?
A) Resistance to some change is based on legitimate concerns.
B) Resistance to change can be fairly dramatic and can involve acts of sabotage.
C) Understanding the causes of resistance does little to manage change.
D) Employees resist change when they fear losing something they value.
Q5) Describe force-field analysis and explain how change is implemented.
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Chapter 5: Managing the Planning Process
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Sample Questions
Q1) Since the planning process prioritizes goals, desired objectives seldom work at cross-purposes.
A)True
B)False
Q2) Which of the following is true of opportunistic and formal planning?
A) Firms that use only opportunistic planning will have no clear sense of direction.
B) Formal planning should allow for creative responses within the organized framework.
C) Jack Welch, formerly of GE, was a strong proponent of formal planning over opportunistic planning.
D) Firms should carefully choose either formal or opportunistic planning after thoughtful consideration.
Q3) An obsession with paperwork, technical reports, statistical tables and other supporting documentation causes
A) escalation of commitment.
B) a "pie in the sky" perspective of corporate strengths.
C) paralysis by analysis.
D) opportunistic planning.
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Chapter 6: Decision Making
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Sample Questions
Q1) Which of the following is not true of non-programmed decision making?
A) It is important to develop creative alternative solutions and to suspend judgment of their worth until all possible alternatives have been developed.
B) Lower quality solutions may result if solutions are evaluated too soon.
C) Seldom are groups used to generate solutions.
D) Novel situations require non-programmed decision making.
Q2) Which decision-making technique helps a group generate and select solutions while letting group members think independently?
A) The nominal group technique
B) Brainstorming
C) Storyboarding
D) The Delphi technique
Q3) Explain the difference between optimizing and satisficing.
Q4) ________ occurs when people who are affected by a decision agree with what is to be done.
A) Decision quality
B) Decision acceptance
C) Decision effectiveness
D) Decision feasibility
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Chapter 7: Strategic Management
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Sample Questions
Q1) 3M's ability to leverage its knowledge of adhesive and thin-film technology is an example of which strategic management viewpoint?
A) Competitor analysis
B) Resource-based view
C) Functional analysis
D) Value-chain analysis
Q2) The McKinsey-General Electric Portfolio Analysis Matrix and the Boston Consulting Group's Growth-Share Matrix are techniques of
A) portfolio analysis.
B) five-forces analysis.
C) business-level strategy.
D) value-chain analysis.
Q3) When Procter and Gamble partnered with General Electric to develop a jet engine for Boeing's new jumbo jet, they engaged in which strategy?
A) concentric diversification strategy
B) cooperative strategy
C) diversification strategy
D) portfolio strategy
Q4) Discuss the four components of an external environmental analysis.
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Chapter 8: Entrepreneurship and Innovation
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Sample Questions
Q1) An entrepreneurial venture begins with
A) the development of a business plan.
B) obtaining financing.
C) the selection of the most appropriate type of legal structure to operate under.
D) an idea.
Q2) What are some of the key characteristics of entrepreneurs?
Q3) Pat and Jim are founding an entrepreneurial venture. They want to leverage their complementary skills and raise as much capital as possible. Which business form would you recommend for their venture?
A) Proprietorship
B) Corporation
C) Partnership
D) Advisory board
Q4) As opposed to a small business, one of the important goals of an entrepreneurial venture is
A) social responsibility.
B) profit.
C) growth.
D) innovation.
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Chapter 9: Managing the Structure and Design of Organizations
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Sample Questions
Q1) What is span of control? How does it impact management levels?
Q2) A change in organization structure might be triggered by a A) merger.
B) acquisition.
C) divestiture.
D) all of the above
Q3) Standardized products using an assembly line with a heavy reliance on automated machines is
A) mass production technology.
B) continuous process technology.
C) small-batch technology.
D) digital technology.
Q4) An organization with high formalization
A) concentrates decisions at the top of the organizational hierarchy.
B) pushes decision making to lower levels in the organization.
C) has a large number of management levels in the organization.
D) provides employees with many documents that specify the right way to conduct business through such things as policy manuals.
Q6) What is authority? How is it different from accountability? Page 11
Q5) What are the symptoms of a malfunctioning organization design?
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Chapter 10: Human Resource Management
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Sample Questions
Q1) The two forms of sexual harassment are
A) disparate impact and adverse impact.
B) quid pro quo and hostile environment.
C) hostile environment and BFOQ.
D) voluntary and adversarial.
Q2) To avoid liability against sexual harassment, a company must
A) develop an affirmative action program
B) develop an explicit policy against sexual harassment and a system to investigate allegations.
C) demonstrate job relatedness.
D) use the defense of a BFOQ.
Q3) An HR consultant advised the local bakery to ensure that the hiring process was job-related in case of a legal challenge by recommending they conduct a
A) job analysis.
B) realistic job preview.
C) BFOQ.
D) all of the above
Q4) What is the difference between disparate treatment and adverse impact?
Q5) Discuss the difference between external and internal equity.
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Chapter 11: Managing Employee Diversity
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Sample Questions
Q1) Women face sexual harassment at work far more often than men.
A)True
B)False
Q2) A diverse team may be able to find better solutions because of
A) the homogeneity of personality types.
B) similar mindset.
C) divergent thinking processes.
D) similarity in conceptualizing problems.
Q3) Studies indicate that most foreign-born immigrants
A) have a higher standard of living than do native-born Americans.
B) do not create an economic threat to those who are native born.
C) are driving the trend of offshoring.
D) are undocumented.
Q4) Lower-level managers and employees are likely to take diversity seriously if senior executives are
A) giving diversity management a high priority.
B) taking an active role in diversity management.
C) attending multiple meetings on diversity issues.
D) all of the above
Q5) What is the difference between affirmative action and diversity?
Page 14
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Chapter 12: Leadership in Management
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Sample Questions
Q1) According to Fiedler, what are the determinants of a situation to identify which leader behavior is suitable?
Q2) What are the five needs identified in Maslow's hierarchy of needs? How is the highest level need different from the other four?
Q3) The approach to leadership that attempts to identify what good leaders do is
A) the behavioral approach.
B) the trait approach.
C) the situational approach.
D) the production-centered approach.
Q4) According to House's path-goal theory, what are the four leadership behaviors?
Q5) Jessica is warm and friendly and shows concern about the problems and needs of subordinates. According to House's path-goal theory, which leadership style is Jessica using?
A) Participative leader
B) Directive leader
C) Achievement-oriented leader
D) Supportive leader
Q6) What are the behavioral dimensions of leadership identified in the Ohio State University and University of Michigan studies?
Page 15
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Chapter 13: Managing Teams
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Sample Questions
Q1) When team members have a disagreement over ideas, plans, and projects, it is referred to as
A) relationship conflict.
B) dysfunctional conflict.
C) task conflict.
D) avoidance.
Q2) Describe the stages of team development.
Q3) What are the benefits of using teams?
Q4) One way to ensure that team members have high performance norms is
A) to increase the cohesiveness of the group.
B) to select high performing individuals as team members.
C) to tolerate loafers.
D) all of the above
Q5) The team with high time durations and low team member time commitments is the A) project team.
B) self-managed team.
C) parallel team.
D) virtual team.
Q6) Discuss the four types of teams.
Q7) What is the difference between a team and a work group?
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Chapter 14: Managing Communication
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Sample Questions
Q1) Emoticons
A) are generally used only by virtual teams.
B) are not universally understood.
C) cannot communicate emotion.
D) all of the above
Q2) In the communication process, the sender ________ the message.
A) receives
B) encodes
C) decodes
D) feeds back
Q3) The smiley :-> communicates A) winking.
B) sarcasm.
C) frowning.
D) indifference.
Q4) Lean communication channels
A) provide opportunities for feedback.
B) are impersonal.
C) personalize the message for the receiver.
D) all of the above
17
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Chapter 15: Operation and Information System Management
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Sample Questions
Q1) The firm's ability to produce the product during a given period is referred to as A) capacity.
B) input.
C) conversion.
D) MRP.
Q2) The process of analyzing the design to determine the materials and parts that it requires in the production process is known as
A) MRP.
B) facilities layout design.
C) make-buy analysis.
D) JIT.
Q3) Which of the following is not a component of the Deming wheel?
A) Plan
B) Do
C) Convert
D) Act
Q4) Explain the three steps in kaizen and the circular nature of the process.
Q5) How does total factor productivity differ from partial productivity?
Q6) What is MRP?
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