Fundamentals of Management Practice Questions
Course Introduction
Fundamentals of Management introduces students to the essential principles and practices involved in managing organizations effectively. The course explores foundational concepts such as planning, organizing, leading, and controlling, alongside topics like decision-making, organizational structure, motivation, and team dynamics. Through real-world examples and case studies, students gain an understanding of the challenges managers face and develop the analytical and interpersonal skills needed to address them. This course provides a solid groundwork for further study in business and management-related fields.
Recommended Textbook
Management 1st Edition by Luis R. Gomez Mejia
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15 Chapters
1199 Verified Questions
1199 Flashcards
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Page 2
Chapter 1: Management and Its Evolution
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Which approach to management would suggest that if Marcus has more knowledge of the work process than his manager, then the manager should act more in the role of coach than monitor or supervisor?
A) The administrative perspective
B) The bureaucratic perspective
C) The behavioral perspective
D) The quality perspective
Answer: C
Q2) MRP is a useful tool to
A) recover fixed and variable costs.
B) minimize total inventory costs.
C) improve product quality.
D) reduce inventory costs.
Answer: D
Q3) Which of the following is not considered a shortcoming of scientific management?
A) It did not appreciate the social context of work.
B) It paid too much attention to the needs of workers beyond pay.
C) It often led to dehumanizing working conditions.
D) It prohibited employee initiative.
Answer: B
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Chapter 2: The Culture of Management
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) The rules of the International Convention for the Protection of Industrial Property have enabled countries to agree on what constitutes industrial espionage.
A)True
B)False
Answer: False
Q2) The legal system in which the interpretation of meaning and intent of legal statutes is based on past decisions is referred to as
A) civil law.
B) common law.
C) Muslim law.
D) Anglo-Saxon law.
Answer: B
Q3) Which of the following countries is not a member of the EU?
A) The United Kingdom
B) Ireland
C) China
D) France
Answer: C
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Chapter 3: Managing Social Responsibility and Ethics
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Describe the key features that should be included in a whistleblower policy.
Answer: Whistleblower policies should include the following elements:
Encourage reporting unethical conduct and procedures to deal fairly with reported violations.
Protection from retaliation for those who report violations.
Alternative procedures when the employee's supervisor is the one being reported for wrongdoing.
Provision for anonymous reporting.
Feedback on violations to employees so they are aware that the policy is being taken seriously.
Top management support and involvement.
Q2) Organizational stakeholders
A) are only those in the external environment such as customers.
B) are stockholders.
C) may be part of both the internal or external environment of an organization.
D) are only those internal who have an interest in the organization such as employees.
Answer: C
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Page 5
Chapter 4: Managing Organizational Culture and Change
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80 Flashcards
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Sample Questions
Q1) IBM, Coca-Cola, and Procter & Gamble are examples of academy cultures.
A)True
B)False
Q2) A strong culture always provides a competitive advantage.
A)True
B)False
Q3) PepsiCo's phrase "We take eagles and teach them to fly in formation" is an example of which approach to reinforcing culture?
A) Symbols
B) Stories
C) Leadership
D) Language
Q4) The two perspectives of organizational change are
A) unplanned change and external environmental jolts.
B) planned and unplanned changes.
C) planned and market changes.
D) economic downturns and planned change.
Q5) Mary Kay's pink Cadillacs are examples of cultural symbols.
A)True
B)False
Page 6
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Chapter 5: Managing the Planning Process
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Sample Questions
Q1) When the Acme Company anticipates what may happen in the future by planning four different views of the future and then spells out what to do in each of these future views, they are using
A) escalation of commitment.
B) contingency planning.
C) a control system.
D) opportunistic planning.
Q2) 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.
Q3) Opportunistic planning
A) is a system designed to identify objectives and to structure the major tasks of the organization to accomplish them.
B) is derailed by unexpected events.
C) involves programmatic actions triggered by unforeseen circumstances.
D) seldom has discretionary resources.
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Page 7
Chapter 6: Decision Making
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Which decision-making technique tabulates and summarizes anonymous questionnaires then returns them to group members again for solutions until a consensus is reached?
A) The nominal group technique
B) Brainstorming
C) Storyboarding
D) The Delphi technique
Q2) What are the assumptions of rational decision making?
Q3) Emotions and personal preferences may result in poor decisions. The two emotions that are the most disruptive to quality decision making are
A) anger and frustration.
B) anger and depression.
C) egotism and anger.
D) egotism and frustration.
Q4) Which management type is always dealing with the most urgent problems and putting out fires?
A) Devil's advocate manager
B) Proactive manager
C) Reactive manager
D) Opportunistic manager
Page 8
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Chapter 7: Strategic Management
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80 Flashcards
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Sample Questions
Q1) The strategic management viewpoint that bases business strategy on what the firm is capable of doing, providing a more sustainable competitive advantage than basing it on external opportunities, is the
A) competitor analysis.
B) resource-based view.
C) functional analysis.
D) value-chain analysis.
Q2) It is essential that the executive team assess the short-range outcomes as part of the strategic management process. The long-term outcomes need not be assessed since they are constantly changing and the plan adapts to them.
A)True
B)False
Q3) Strategic intent and mission
A) can restrict how managers view the environment.
B) can easily be changed in search of new opportunities in the environment.
C) seldom become incongruent with the firm's environment.
D) are the result of the SWOT analysis.
Q4) What is conglomerate diversification? What are its advantages and disadvantages?
Q5) What is benchmarking?
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Chapter 8: Entrepreneurship and Innovation
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) What are the advantages and disadvantages of forming a partnership?
Q2) Entrepreneurship has provided an alternative career path for many minorities in the United States.
A)True
B)False
Q3) Entrepreneurship
A) creates jobs.
B) stimulates innovation.
C) provides opportunities for diverse people in society.
D) all of the above
Q4) The small business owner is often focused on stability and profitability while the entrepreneur is focused on growth and greater presence in the market.
A)True
B)False
Q5) Which of the following is not an alternative to entrepreneurship?
A) Intrapreneurship
B) Partnership
C) Spin-offs
D) Franchising
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Chapter 9: Managing the Structure and Design of Organizations
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Sample Questions
Q1) What is authority? How is it different from accountability?
Q2) A(n)________ manager coordinates work on scientific, aerospace, or construction project.
A) integrating B) project
C) product
D) brand
Q3) The matrix organization structure utilizes ________ managers.
A) integrating
B) project
C) product
D) brand
Q4) Which of the following is a symptom of a malfunctioning organization design?
A) The organization design focuses employees on work that uses noncritical skills rather than emphasizing the opportunity to use their strengths.
B) The organization design has too few levels in the hierarchy.
C) The organization design is too flexible to deal with changes in strategy or the environment.
D) all of the above
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Chapter 10: Human Resource Management
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Discuss the career development process.
Q2) ________ means that the selection process represents the actual activities or knowledge required to successfully perform the job.
A) Reliability
B) Recruitment
C) Content validity
D) Empirical validity
Q3) Human resource issues are crucial at all but entry-level supervisory positions in organizations.
A)True
B)False
Q4) The law considered to be the most important addressing discrimination is A) the Occupational and Safety Act.
B) the Fair Labor Standards Act.
C) Title VII of the Civil Rights Act.
D) The Age Discrimination in Employment Act.
Q5) How can an employer defend against allegations of adverse impact?
Q6) How has workforce diversity impacted the human resource department?
Q7) What are the phases of the training process?
Q8) What is the role of the human resource department in organizations?
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Chapter 11: Managing Employee Diversity
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) The homogeneous organizational culture that results from turnover of dissimilar employees is referred to as a(n)
A) segmented communication channel.
B) glass ceiling.
C) monoculture.
D) ethnocentric culture.
Q2) What are the potential problems with increasing employee diversity?
Q3) Stereotyping
A) dates back to Egyptian hieroglyphs.
B) allows one group to feel superior to another.
C) helps us simplify reality.
D) all of the above
Q4) The differences between diverse groups are smaller than the differences within groups.
A)True
B)False
Q5) What are some options available to organizations to help employees handle family and career simultaneously?
Q6) What are the advantages of employee diversity?
Q7) What are the myth and the reality of the "American melting pot"?
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Chapter 12: Leadership in Management
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79 Flashcards
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Sample Questions
Q1) ________ exercise influence in a more informal manner while ________ occupy formal decision-making positions.
A) Managers; supervisors
B) Leaders; managers
C) Managers; leaders
D) Top executives; managers
Q2) Describe the four reinforcement techniques. Provide an example of each.
Q3) According to Fiedler, the better the leader-member relations, the more highly structured the job, and the stronger the position power, the more control or influence a leader enjoys.
A)True
B)False
Q4) The view that having the strength to act in a particular way depends on people's beliefs that their actions will produce outcomes they find valuable and attractive is the basis of
A) equity theory.
B) attribution theory.
C) expectancy theory.
D) path-goal theory.
Q5) Describe the five power bases identified by French and Raven.
Page 14
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Chapter 13: Managing Teams
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80 Flashcards
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Sample Questions
Q1) When the only rewards are for individual performance
A) team members are likely to compete with each other for the incentive pay.
B) the employees' willingness to collaborate is undermined.
C) the team's cohesiveness is undermined.
D) all of the above
Q2) 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.
Q3) Parallel teams require only part-time commitment from team members while the remainder of the time is spent working in a functional department.
A)True
B)False
Q4) The win-win style of negotiation is also referred to as
A) distributive bargaining.
B) compromising.
C) smoothing.
D) integrative bargaining.
Page 15
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Chapter 14: Managing Communication
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Sample Questions
Q1) A disadvantage of e-mail is that it can
A) present a long menu of options that waste time.
B) contribute to information overload.
C) not be motivated by the company.
D) all of the above
Q2) Cliques can
A) create social tension between the members of the clique and those excluded.
B) can be disruptive to employee morale.
C) form as a result of friendships between employees.
D) all of the above
Q3) When the manager gives his employee her performance evaluation, he is using A) horizontal communication.
B) downward communication.
C) upward communication.
D) feedback.
Q4) Which of the following is a source of noise?
A) A receiver's poor vision that makes him unable to read a memo
B) Time pressures that reduce availability to listen to a message
C) An employee's thick accent that is difficult to understand
D) all of the above
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Chapter 15: Operation and Information System Management
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Sample Questions
Q1) The foundation of operations management is
A) acquiring inputs.
B) delivering the output.
C) planning.
D) determining the customer.
Q2) Discuss the traditional, Western management approach to quality as compared to the quality management philosophy.
Q3) Releasing orders so that the work is evenly distributed is referred to as
A) partial productivity.
B) ORR.
C) load leveling.
D) customer fulfillment.
Q4) The source of standards for defining quality today is the A) customer.
B) operations department.
C) strategic planning team.
D) internal standards set.
Q5) What is the role of a firm's suppliers in quality?
Page 17
Q6) Which type of control would have been most helpful to BP in averting the oil spill in the Gulf of Mexico? Why?
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Page 18