Fundamentals of Management Exam Practice Tests
Course Introduction
Fundamentals of Management introduces students to the core principles and practices essential to effective management in organizations. The course covers key topics such as planning, organizing, leading, and controlling, while examining the roles and functions of managers at various levels. Through real-world examples and case studies, students explore decision-making processes, strategic planning, organizational structure, motivation, teamwork, communication, and ethical considerations in management. This course provides a solid foundation for understanding how managers contribute to organizational success and prepares students for more advanced studies in business and management.
Recommended Textbook Management The Essentials 4th Australia Edition by
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13 Chapters
1475 Verified Questions
1475 Flashcards
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Page 2
Stephen P. Robbins
Chapter 1: Managers and Management
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132 Verified Questions
132 Flashcards
Source URL: https://quizplus.com/quiz/50890
Sample Questions
Q1) What does a company's prompt, courteous and helpful answering of a telephone with a human operator signal to the customer who is calling?
A)The company has high prices
B)The company is responsive to the customer's needs
C)The company has low prices
D)The company is wasting resources on telephone operators
Answer: B
Q2) All of the following are examples of informational roles according to Mintzberg except _________.
A)spokesperson
B)disseminator
C)entrepreneur
D)monitor
Answer: C
Q3) The controlling management function is largely a matter of _________.
A)defining goals and establishing strategies
B)resolving conflicts
C)monitoring to see that tasks are accomplished
D)determining what needs to be done
Answer: C
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Chapter 2: The Managerial Environment
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95 Verified Questions
95 Flashcards
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Sample Questions
Q1) Which of the following most accurately reflects the difference between strong cultures and weak cultures?
A)Strong cultures tend to encourage employee innovation, while weak cultures do not.
B)Strong cultures have less of an influence on employee behaviour than do weak cultures.
C)Company values are more deeply held and widely shared in strong cultures than in weak cultures.
D)Weak cultures are found in most successful organisations, whereas strong cultures are relatively rare.
Answer: C
Q2) Environmental uncertainty is affected by environmental complexity.
A)True
B)False
Answer: True
Q3) Describe and give an example of GLOBE's cultural dimension power distance. Answer: Power distance indicates the degree to which members of a society expect power to be unequally shared.This can be reflected in managers having a higher status than employees in terms of pay, respect and benefits.
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4
Chapter 3: Foundations of Decision Making
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124 Verified Questions
124 Flashcards
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Sample Questions
Q1) Why do decision makers often escalate their commitment to a bad decision?
A)They do not want to admit that their initial decision may have been flawed.
B)They have reached cognitive overload.
C)They have allowed themselves to be influenced by the organisation's culture.
D)They were not able to find a reasonable alternative.
Answer: A
Q2) A basketball coach makes the decision to bench or not bench his aggressive defence player based on the number of fouls he accumulated.Which decision-making method does the coach use?
A)A hunch
B)A procedure
C)A rule
D)A policy
Answer: C
Q3) A basketball coach who takes a very good shooter out of a game because she missed her last two shots has availability bias.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Foundations of Planning
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) You are thinking of buying a bread factory in a nearby state.This action would be an example of _________.
A)vertical integration
B)diversification
C)horizontal integration
D)concentration
Q2) Studies of planning show that the key to successful planning is to make sure that the plans _________.
A)are high in quality and appropriately implemented
B)are only shared with top level managers
C)cover every possible detail
D)are easily achievable
Q3) Which of the following is a competitive strategy?
A)Differentiation
B)Growth
C)Renewal
D)Stability
Q4) 'Build a better mousetrap' is a way of describing a competitive advantage.
A)True
B)False
Page 6
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Chapter 5: Organisational Structure and Design
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) Organisational design means that a manager engages in _________.
A)changing the branding of the organisation
B)organising groups within an organisation
C)changing or developing the structure of an organisation
D)gathering feedback from all employees
Q2) Power is a right that a manager has when he or she has a higher rank in an organisation.
A)True
B)False
Q3) Line authority gives a manager the ability to direct the work of _________.
A)other managers
B)any subordinate
C)only subordinates one level down
D)any subordinate, after consulting with the next higher level
Q4) Organisational learning cannot take place without _________.
A)a stable structure or hierarchy
B)a shared vision of the future
C)complete privacy for employees
D)a clear chain of command
Q5) What is effective delegation?
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Chapter 6: Managing Human Resources
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87 Verified Questions
87 Flashcards
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Sample Questions
Q1) The best way to measure the effectiveness of job training is to find out how stressful the process was for trainees.
A)True
B)False
Q2) The first three activities of the human resource management (HRM) process are about measuring and rewarding staff.
A)True
B)False
Q3) With regard to maintaining a low recruitment cost, which choice would be best for Soraya?
A)Employee leasing
B)Private employment agency
C)Internal search
D)Advertisement
Q4) In a short essay, discuss the written test as a selection device for HRM.
Q5) Human resource management involves training, motivating and retaining competent employees.
A)True
B)False
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Chapter 7: Managing Change and Innovation
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) Stress in the workplace is an adverse reaction that people have in response to
A)having too much confidence in themselves
B)lack of ambition
C)demands, constraints and opportunities
D)too much ambition
Q2) Change threatens the investments already made in the status quo.
A)True
B)False
Q3) The effects of employee assistance programs (EAPs) _________.
A)increase job satisfaction, morale and reputation as a good employer
B)help employees deal with their personal problems
C)help employees complete their tasks on time
D)help employees decide on the appropriate training for them
Q4) A technique that helps employees deal with change that appeals to their sense of logic is _________.
A)influence and persuasion
B)manipulation
C)coercion or threats to employees
D)education and communication
Page 9
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Chapter 8: Foundations of Individual Behaviour
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) Define employee engagement.
Q2) High self-esteem individuals tend to _________.
A)make excuses for themselves
B)avoid risks
C)take risks
D)avoid making excuses for themselves
Q3) The fundamental attribution error states that individuals tend to overestimate the influence of external factors in others.
A)True
B)False
Q4) Social learning theory maintains that models who are different from ourselves have the greatest influence on our behaviour.
A)True
B)False
Q5) Define turnover.
Q6) Perception is defined as a unique combination of behavioural, emotional and thinking patterns that each person has.
A)True
B)False
Page 10
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Chapter 9: Understanding Groups and Managing Work Teams
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) Effective teams typically need some _________.
A)social loafing
B)dysfunction
C)distrust
D)conflict
Q2) Rewards for team members should be distributed strictly on team performance.
A)True
B)False
Q3) A Japanese manager with the biggest office is likely to have the most power within an organisation.
A)True
B)False
Q4) A team that lacks new, interesting and exciting ideas needs which of the following to fulfil this team role?
A)Creator-innovator
B)Thruster-organiser
C)Upholder-maintainer
D)Linker
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Q5) How does social loafing affect a group? How can managers help combat this tendency?
Chapter 10: Motivating and Rewarding Employees
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85 Verified Questions
85 Flashcards
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Sample Questions
Q1) In Maslow's system, a person takes care of social needs before worrying about personal safety.
A)True
B)False
Q2) In the JCM, autonomy and feedback are core dimensions for a job.
A)True
B)False
Q3) Which of the following holds that intrinsic factors are related to job satisfaction, and extrinsic factors are related to job dissatisfaction?
A)Maslow's hierarchy of needs
B)McGregor's Theory X and Theory Y
C)Herzberg's motivation-hygiene theory
D)Vroom's expectancy theory
Q4) Describe the three key elements of motivation.
Q5) Which of the following is true of the three early theories of motivation?
A)Only McGregor focuses on human nature.
B)Both McGregor and Herzberg focus on human nature.
C)Maslow focuses on job satisfaction.
D)McGregor focuses on the needs of the individual.
Q6) What are the assumptions of Theory Y?
Page 12
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Chapter 11: Leadership and Trust
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112 Verified Questions
112 Flashcards
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Sample Questions
Q1) Tannenbaum and Schmidt suggested that in the long run, managers should move towards an employee-centred leadership style.
A)True
B)False
Q2) The leader-participation model contends that leader behaviour should
A)be consistent from task to task
B)never vary
C)be dependent on the traits of the leader
D)adjust to the structure of the task involved
Q3) A leader who pretty much leaves employees on their own is assuming this SLT role.
A)Delegating
B)Selling
C)Participating
D)Telling
Q4) Visionary leadership must involve _________.
A)powerful images
B)undetermined goals
C)dynamic presence
D)social equity
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Chapter 12: Managing Communication and Information
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) Selective perception involves deception on the part of the person receiving a message.
A)True
B)False
Q2) Verbal intonation is a form of _________.
A)body language
B)facial expression
C)nonverbal communication
D)verbal communication
Q3) What are the four essential elements of active listening?
A)Concentration, intensity, willingness to take responsibility for actions, receptivity
B)Summarising, integrating, empathy, concentration
C)Intensity, empathy, acceptance, willingness to take responsibility for completeness
D)Intensity, concentration, empathy, acceptance
Q4) In order to be sent, a message needs to be filtered first.
A)True
B)False
Q5) Describe the purpose and principle of knowledge management.
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Page 14
Chapter 13: Foundations of Control
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) _________ is a measure of how readily a company can use its assets to generate profits.
A)Leverage
B)Activity
C)Liquidity
D)Profitability
Q2) Explain why what managers choose to measure can be more important than how they measure.
Q3) Performance feedback should focus on general rather than specific employee work behaviours.
A)True
B)False
Q4) This kind of performance measurement method is fast and is a good platform for feedback, yet it can be private and scheduled for a single employee ahead of time.
A)MBWA
B)Statistical report
C)Oral report
D)Written report
Q5) How do managers compare actual performance to planned goals?
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