Fundamentals of Management Exam Solutions
Course Introduction
Fundamentals of Management introduces students to the core concepts and practices essential to effective organizational leadership. This course explores topics such as planning, organizing, leading, and controlling within various business environments. Students will examine decision-making processes, motivational strategies, team dynamics, and the impact of ethical and global considerations on management. Through case studies, group discussions, and practical exercises, learners will develop an understanding of how managers drive organizational success and adapt to changing environments. The course provides a foundation for further study in business and equips students with skills relevant to a wide range of careers.
Recommended Textbook Management 6th Asia Pacific Edition by John
R. Schermerhorn Jr
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21 Chapters
2700 Verified Questions
2700 Flashcards
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Chapter 1: The Changing World of Management
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) The cognitive ability to see the organisation as a whole and the relationship between its parts is considered a:
A) human skill
B) conceptual skill
C) technical skill
D) scanning skill.
Answer: B
Q2) Sustainable development includes all the following activities,except:
A) using materials that can be effectively recycled
B) conducting energy and water audits and reducing energy use
C) providing employees with flexible working conditions
D) working proactively with suppliers and customers on issues such as reducing the amount of packaging required
E) a clear focus on the short term.
Answer: E
Q3) Effectiveness refers to the amount of resources used to achieve an organisational goal.
A)True
B)False Answer: False
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Chapter 2: The Evolution of Management Thinking
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121 Flashcards
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Sample Questions
Q1) Which of the following would qualify as employee-empowerment?
A) The ability to make decisions autonomously
B) The creation of self-directed work teams
C) The opportunity for 'job enlargement'
D) All of these choices
E) Both A and B
Answer: E
Q2) Identify and define the types of systems inherent to effective customer relationship management (CRM).Be sure to include examples to illustrate your answer.
Answer: Student should identify systems that help companies keep in close touch with customers (for example,social media websites),collect and manage customer data (for example,frequent shopper programs and related databases),and collaborate with customers to provide the most valuable products and services (for example,focus groups).
Q3) The scientific management perspective and the bureaucratic organisation approach are both subfields of the classical perspective.
A)True
B)False
Answer: True
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Page 4
Chapter 3: The Environment and Corporate Culture
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133 Verified Questions
133 Flashcards
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Sample Questions
Q1) A(n)________________is a planned activity that makes up a special event and is conducted for the benefit of an audience.
Answer: ceremony
Q2) The ________________ dimension of the external environment consists of events originating in foreign countries,as well as opportunities for local organisations in other countries.
Answer: international
Q3) If managers do not have sufficient information about environmental factors to understand and predict environmental needs and changes,then they are working under conditions of uncertainty.
A)True
B)False
Answer: True
Q4) The 'achievement culture' emerges in an environment that requires fast response and high-risk decision making.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Managing in a Global Environment
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122 Verified Questions
122 Flashcards
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Sample Questions
Q1) Franchising is a form of direct investment.
A)True
B)False
Q2) ___________________ refers to a cultural preference for achievement,whereas ________________ refers to a cultural preference for cooperation.
Q3) Licensing refers to an entry strategy whereby an organisation in a host country provides license to organisations in other countries to trade in the host country.
A)True
B)False
Q4) List the four stages of globalisation.
Q5) ____________ is an entry strategy in which the organisation maintains its production facilities within its home country,and transfers its products for sale in foreign markets.
A) Franchising
B) Licensing
C) Exporting
D) Greenfield venture
E) Joint venture
Q6) List the three examples of direct investing mentioned in the text.
Page 6
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Chapter 5: Ethics,Social Responsibility and Sustainable Development
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128 Verified Questions
128 Flashcards
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Sample Questions
Q1) Four areas of social responsibility can evaluate corporate social performance: economic,legal,ethical and discretionary responsibilities.
A)True
B)False
Q2) All of the following are examples of special interest groups,except:
A) Australian Shareholders Association
B) Miscellaneous Workers Union
C) Doctors for Forests
D) consumerists
E) The High Court of Australia
Q3) The distributive justice concept suggests that people should not be based on arbitrary characteristics.
A)True
B)False
Q4) A proactive response means that the organisation accepts social responsibility for its actions,although it may do so in response to external pressure.
A)True
B)False
Page 7
Q5) List and define the criteria of corporate social responsibility.
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Chapter 6: Managing Start-Ups and New Ventures
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) Briefly define and compare internal and external locus of control.
Q2) A(n)____________ is an unincorporated business owned by two or more people.
A) partnership
B) proprietorship
C) corporation
D) association
E) co-existence
Q3) List the five stages of growth for an entrepreneurial company.
Q4) An entrepreneur recognises a viable idea for a business product or service and carries it out.
A)True
B)False
Q5) Which of these offers the advantage that the entrepreneur has the ability to develop and design the business in the entrepreneur's own way?
A) Participate in a business incubator
B) Start a new business
C) Buy a franchise
D) Buy an existing business
E) All of these choices.
Q6) What is the difference between an entrepreneur and an intrapreneur?
Page 8
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Chapter 7: Organisational Planning and Goal Setting
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133 Verified Questions
133 Flashcards
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Sample Questions
Q1) The fourth step in the MBO process is:
A) setting goals
B) developing action plans
C) appraising overall performance
D) reviewing progress
E) reliant on the objectives, which should be laid down first.
Q2) Compare the four levels of goals and plans.
Q3) The three essential stages of crisis management are ________________________.
Q4) Identify and define the five characteristics that are common to all effective goals.Using examples,illustrate how effective goal setting will likely fail if any one of these criteria are not satisfied.
Q5) Differentiate between the terms 'strategic goal','tactical goal' and 'operational goal'.
Q6) In logical order,the four major activities that make management by objectives successful are: set goals,review progress,develop action plans,a prize overall performance.
A)True
B)False
Q7) List the five reasons explicit goals and plans are important.
Q8) In what ways do plans and goals benefit an organisation?
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Chapter 8: Strategy Formulation and Implementation
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139 Verified Questions
139 Flashcards
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Sample Questions
Q1) A(n)____________________ strategy seeks to achieve both global integration and national responsiveness.
Q2) The _______ ______________ strategy involves seeking efficient facilities,cutting costs and using tight cost controls to be more efficient than competitors.
A) cost leadership
B) differentiation
C) focus
D) internal growth
E) liquidation
Q3) According to the BCG matrix,a _________________ (two words)has a low market share in a rapidly growing industry.
Q4) The stage of strategic management that involves the planning and decision making that lead to the establishment of the organisation's goals and of a specific strategic plan is known as _____________________ (two words).
Q5) Using the Australian consumer market for petrol as your example,define and discuss Porter's 'five forces'.
Q6) List,in a logical order,the stages of the strategic management process
Q7) Briefly discuss Porter's three competitive strategies.
Page 10
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Chapter 9: Managerial Decision Making
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124 Verified Questions
124 Flashcards
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Sample Questions
Q1) Statistical analyses of probabilities are a useful tool in conditions of:
A) certainty
B) ambiguity
C) risk
D) uncertainty
E) conflict.
Q2) The term ambiguity refers to situations where managers know what they wish to achieve,but information about any alternatives and future events is incomplete.
A)True
B)False
Q3) ____________________ means that the goals to be achieved or the problem to be solved is unclear,alternatives are difficult to define,and information about outcomes is unavailable.
Q4) To choose the first solution available is the essence of:
A) bounded rationality
B) creativity
C) decision maximisation
D) satisficing
E) the neoclassical model of decision making.
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Chapter 10: Designing Organisation Structure
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134 Verified Questions
134 Flashcards
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Sample Questions
Q1) The cross-functional team approach assumes:
A) workers must be in teams to be motivated
B) centralisation of authority is good
C) all employees, regardless of function, can contribute and help to solve problems
D) ideal organisational structure to be tall structure
E) management cannot function without them.
Q2) All of the following are advantages of a divisional structure,except:
A) faster response in an unstable environment
B) foster's concerned to customer needs
C) emphasis on overall product and vision goals
D) development of general management skills
E) less top management control.
Q3) The matrix structure violates which of the following principles of management?
A) Unity of direction
B) Unity of command
C) Work specialisation
D) Division of labour
E) Span of management
Q4) Identify and explain the three characteristics of 'authority'.
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Chapter 11: Managing Change and Innovation
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126 Verified Questions
126 Flashcards
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Sample Questions
Q1) The top-down process for change does not generally work for changes in technology because:
A) people need to team up for these changes
B) top managers lack the expertise in technological changes
C) employee dissatisfaction is a force for change
D) technological changes are designed to make the product more efficient
E) None of these choices.
Q2) A change agent is an organisational development specialist who contracts with an organisation to facilitate change.
A)True
B)False
Q3) All the following are characteristics of the creative organisation,except:
A) seeks immediate returns on investment
B) open channels of communication
C) assigns non-specialists to solve problems
D) decentralised
E) playful culture.
Q4) Define Edward de Bono's six thinking hats concept.Describe the perspective that each hat brings to the innovation process.
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Chapter 12: Managing Human Resourcess
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125 Verified Questions
125 Flashcards
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Sample Questions
Q1) An employee selection approach in which the organisation and the applicant attempt to match each other's needs,interests and values is known as an interview.
A)True
B)False
Q2) All of the following are elements of strategic human resource management,except:
A) finding the right people
B) social managing talent
C) maintaining an effective workforce
D) a link the company strategy
E) All of these choices.
Q3) The concept of employer branding aims to make an organisation a more desirable place to work for highly sought after employees.
A)True
B)False
Q4) Incentive pay the ties at least part of a person's compensation to their effort and performance is known as rightsizing.
A)True
B)False
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Chapter 13: Managing Diversity
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108 Verified Questions
108 Flashcards
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Sample Questions
Q1) Research indicates that as the level of diversity between team members increases,so does the quality of the team's work in relation to the development of creative solutions.
A)True
B)False
Q2) ____________________ (two words)represents any unwanted or unwelcome behaviour which makes a person feel offended,humiliated,or intimidated in the workplace.
Q3) Define the terms 'glass ceiling' and 'affirmative action'.
Q4) The ability to interact effectively with people of different cultures is known as:
A) effective stereotyping
B) cultural competence
C) inclusion
D) adaptation
E) All of these choices.
Q5) In terms of the stages of diversity awareness model,the use of negative stereotyping is associated with the 'defence' stage.
A)True
B)False
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Chapter 14: Individual Behaviour in Organisations
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121 Verified Questions
121 Flashcards
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Sample Questions
Q1) ____________________ is the degree to which a person is focused on a few goals,dependable,persistent and achievement oriented.
Q2) Perception refers to the way people make sense of their environment by selecting,organising and interpreting information.
A)True
B)False
Q3) Projection refers to the tendency for people to see their own personalities and motivations in others,while the ___________________________________ (two words)refers to a situation whereby a person formulates a holistic perception of another based on just one of their attributes.
Q4) _________________________ is the belief that power and status differences should exist within the organisation.
Q5) A condition in which two attitudes or a behaviour and an attitude conflict is called cognitive dissonance.
A)True
B)False
Q6) Describe any three common perceptual errors that managers make.Give an example of each.
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Chapter 15: Leadership
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137 Verified Questions
137 Flashcards
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Sample Questions
Q1) A leader distinguished by a special ability to bring about innovation and change is called a transactional leader.
A)True
B)False
Q2) One of the least understood characteristics of power is a need to be unpretentious and modest rather than arrogant and prideful.
A)True
B)False
Q3) Charismatic leaders are often __________ than transactional leaders.
A) less emotional
B) more predictable
C) less predictable
D) more directive
E) None of these choices.
Q4) All successful ____________________ leaders are excellent transactional leaders,however not all excellent transactional leaders will be successful transformational leaders.
Q5) Distinguish between the five levels of leadership ('the Level 5 hierarchy').
Q6) List the five key characteristics of an authentic leader.
Page 17
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Chapter 16: Motivating Employees
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136 Verified Questions
136 Flashcards
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Sample Questions
Q1) Goal-setting theory proposes that managers can increase motivation by setting specific,challenging goals that are accepted as valid by subordinates,then helping people track their progress toward goal achievement by providing timely feedback.
A)True
B)False
Q2) John Citizen is primarily driven by a need to establish close social relationships with other people.Alderfer would say he is motivated by:
A) growth needs
B) relatedness needs
C) existence needs
D) self-actualisation needs
E) physiological needs.
Q3) According to goal-setting theory,the four key components of effective motivation are:
goal specificity,goal difficulty,goal acceptance and feedback.
A)True
B)False
Q4) List the three types of acquired needs in Alderfer's ERG theory.
Q5) Define the terms 'goal specificity','goal difficulty' and 'goal acceptance'.
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Chapter 17: Communication in Organisations
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130 Flashcards
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Sample Questions
Q1) A poor listener is one that judges the content of the message and skips over delivery errors.
A)True
B)False
Q2) The term 'channel richness' refers to the expense an organisation must incur when choosing between media channel alternatives.
A)True
B)False
Q3) Identify and define the personal communication channels available to a manager.Using examples,indicate how a manager might use each of these channels to encourage the adoption of an innovative technology that is likely to result in job-reassignments for existing employees.
Q4) Dialogue across boundaries and hierarchical levels about the organisation's vision,critical strategic themes and the values that help achieve important goals is known as a(n): ____________________( two words).
Q5) Identify the four individual level barriers to communication and the ways to overcome them.
Q6) To ____________________ a message is to select the symbols used to compose a message.
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Chapter 18: Leading Teams
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Sample Questions
Q1) Productive output pertains to the team's ability to meet the personal needs of its members.
A)True
B)False
Q2) Which of the following conflict resolution styles is best when maintaining harmony is important?
A) Competing style
B) Collaborating style
C) Accommodating style
D) Avoiding style
E) Assertive style
Q3) As a general rule,large teams make need satisfaction for individuals more difficult.
A)True
B)False
Q4) A role in which an individual contributes little to either the task or members' socio-emotional needs is known as a 'dual role'.
A)True
B)False
Q5) Identify the four ways the team norms developed.
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Chapter 19: Managerial and Quality Control
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Sample Questions
Q1) ____________________ control uses cultural values,traditions,shared beliefs and trust to generate compliance with organisational goals.
Q2) Hierarchical control is most consistent with which of the following budget processes?
A) Bottom-up budgeting
B) Revenue budgeting
C) Operational budgeting
D) Top-down budgeting
E) Horizontal budgeting
Q3) An example of a feedback control would be to hire only college graduates because of their previous success in your organisation.
A)True
B)False
Q4) A set of international standards of quality management,setting uniform guidelines and processes to ensure the products perform to customer requirements is known as _____________________ (two words).
Q5) In terms of time horizon,there are three options for organisational control focus.One is feedback control.Name the other two and briefly compare each of the three.
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Chapter 20: Managing the Value Chain, Information
Technology and E-Business
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132 Verified Questions
132 Flashcards
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Sample Questions
Q1) Identify and discuss the six criteria by which an organisation can evaluate its information systems.
Q2) List the four most common facility layouts used for the actual production of a good or service.
Q3) In which of the following layouts is staffing flexibility enhanced?
A) Process layout
B) Product layout
C) Cellular layout
D) Fixed-position layout
E) One-position layout
Q4) In a cellular layout machines dedicated to sequences of production are grouped together in accordance with group technology principles.
A)True
B)False
Q5) An organisation's ______________________(two words)consists of the hardware,software,telecommunications,database management and other technologies it uses to store data and make them available in the form of information for organisational decision making.
Q6) What is the difference between data and information?
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Chapter 21: Making Effective Management Happen
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) Each of the following are considered leadership practices,except:
A) effectively setting the organisation's vision and strategy
B) integrity
C) delegation and trust
D) building relationships with key customers
E) All of these choices are fundamental practices in winning organisations .
Q2) The earnest and persistent application of hard work to required task is known as _____________.
Q3) List the five characteristics of a dynamic capability.
Q4) According to the resource-based view of the organisation,a specific resource is considered _______________ when it is in limited supply and/or not to be available to competitors.
Q5) 'Measuring innovation is a prime dimension of value' and 'recognising and rewarding staff for their contribution to innovation efforts' are both practices considered part of innovation management.
A)True
B)False
Q6) List the practices of effective quality management practices.
Q7) List the practices of successful leaders.
Q8) List the six practices of leading organisations.
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