Fundamentals of Management Practice Questions
Course Introduction
Fundamentals of Management offers an introduction to the essential principles and practices involved in effectively managing organizations. The course covers key topics such as planning, organizing, leading, and controlling, while also examining the roles and responsibilities of managers in various business environments. Students will explore decision-making processes, ethical considerations, teamwork, motivation, and communication within management contexts. Through real-world case studies and practical examples, this course provides a solid foundation for understanding how managers contribute to organizational success and prepares students for further study or future careers in management.
Recommended Textbook Management A Practical Introduction 7th Edition by
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16 Chapters
2379 Verified Questions
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Page 2
Angelo Kinicki
Chapter 1: The Exceptional Manager: What You Do,how You
Do It
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147 Verified Questions
147 Flashcards
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Sample Questions
Q1) Having required technical skills is most important among managers at the lower levels.
A)True
B)False
Answer: True
Q2) Gregson Production is keenly aware of the need to daily strive to produce goods and services more effectively than its competitors.Therefore,to achieve this standard,Gregson's management strives to ____.
A)maintain a diverse workforce
B)be responsive to employees
C)stay involved with the community
D)maintain quality and efficiency
E)increase its global presence
Answer: D
Q3) The intranet is a global network of independently operating but interconnected computers,linking hundreds of thousands of smaller networks around the world.
A)True
B)False
Answer: False
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Chapter 2: Management Theory: Essential Background for the
Successful Manager
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136 Verified Questions
136 Flashcards
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Sample Questions
Q1) Understanding theoretical perspectives of management will help you understand why some practices are still favored,whether for right or wrong reasons.
A)True
B)False
Answer: True
Q2) To develop a learning organization,managers must build a commitment to learning,work to generate ideas with impact,and work to generalize ideas with impact.
A)True
B)False
Answer: True
Q3) The classical viewpoint of management emphasized ways to ___.
A)manage work more efficiently
B)build more synergy
C)vary according to the environment
D)include MBO
E)increase diversity
Answer: A
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Page 4
Chapter 3: The Managers Changing Work Environment and
Ethical Responsibilities: Doing the Right Thing
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129 Verified Questions
129 Flashcards
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Sample Questions
Q1) Rebecca and Donna,owners of Fine Coffee and Pastry Shop,are concerned because Panera Bread is opening a new store just one mile from their shop.Rebecca and Donna know that Panera will be offering similar products;therefore,Panera Bread will be a ____ to Rebecca and Donna.
A)competitor
B)competitive ally
C)strategic ally
D)distributor
E)internal stakeholder
Answer: A
Q2) The justice approach to deciding ethical dilemmas is guided by _____.
A)increasing profits and workplace diversity
B)respect for the fundamental rights of human beings
C)respect for impartial standards of fairness and equity
D)respect for society and the environment
E)what will result in the individual's best long-term interests
Answer: C
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Chapter 4: Global Management: Managing Across Borders
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Sample Questions
Q1) Tom,who owns a successful business with two locations and a few international clients,was approached by a large organization about dramatically expanding his company.Tom later told his wife that he is happy with his success,but he wants to stay small because if he decides to add new products,small companies ____.
A)take more time to start new endeavors
B)typically maneuver slowly with new ideas
C)can get started more easily and maneuver faster
D)tend to not change due to inexperienced management
E)can adjust more easily to capital shortages
Q2) Out of GATT came a series of "rounds," or negotiations,that resulted in the lowering of barriers,such as the Uruguay Round.
A)True
B)False
Q3) Discuss the purpose of each of these organizations: the World Trade Organization,World Bank,and International Monetary Fund.
Q4) Describe NAFTA.What is its purpose? What benefits and problems have resulted from this agreement?
Q5) Contrast a multinational corporation and a multinational organization.
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Chapter 5: Planning: The Foundation of Successful Management
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Sample Questions
Q1) Corporate has decided that each of the store managers needs to develop clear goals for next year on how to increase revenue,cash flow,and market share.Geoff,like the other store managers,is also required to develop a specific plan of action on how he plans to accomplish these objectives in his local market.This is an example of an operating plan.
A)True
B)False
Q2) The management of Quality Carpet Cleaning finalized the company's action plan for increasing its market share over the next few years.The management then set up a 12-month plan that defines how the organization will conduct its business based on the action plan,including clear sales targets for each week.The second plan is an example of a(n)_____ plan.
A)dependent
B)strategic
C)operating
D)facilities
E)tactical
Q3) What the organization wishes to become is expressed in a mission statement.
A)True
B)False
Page 7
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Chapter 6: Strategic Management: How Exceptional Managers Realize
a Grand Design
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133 Verified Questions
133 Flashcards
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Sample Questions
Q1) Mountain Rescue Incorporated sells emergency safety and rescue products to ski patrols and rescue workers at prices that are below those of its competitors,who offer a larger line of products and focus on broader markets.Mountain Rescue Incorporated is pursuing a ____ strategy.
A)cost-focus
B)cost-leadership
C)differentiation
D)narrow
E)focused-differentiation
Q2) Sandra and her partner are involved in the time-consuming,yet vital process of choosing among different strategies and altering them to best fit the long-term goals of their preschool for the next three years.This process is known as goals formulation.
A)True
B)False
Q3) In the retail industry,time-series forecasts,a type of trend analysis,are used to predict long-term trends such as seasonal variations,as in Christmas sales versus summer sales.
A)True
B)False
Page 8
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Chapter 7: Individual and Group Decision Making: How Managers
Make Things Happen
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) Doug is using rational decision making,and the chosen alternative that was implemented does not appear to be working.To correct the situation,the possibilities Doug should consider _____.
A)give it more time,change it slightly,try another alternative,or start over
B)give it more time or do not change anything
C)do nothing
D)give it more time,cut costs,or increase organization synergy
E)do nothing or start over
Q2) A technique used to help groups generate multiple ideas and alternatives for solving problems is known as _____.
A)groupthink
B)Big Data
C)MBO
D)brainstorming
E)framing
Q3) Define and describe analytics.Give an example of an organization using analytics and how they are using it.
Q4) Summarize the two things needed for the successful implementation of a decision when using the rational model of decision making.Give examples.
Page 9
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Chapter 8: Organizational Culture,Structure,and Design:
Building Blocks of the Organization
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129 Verified Questions
129 Flashcards
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Sample Questions
Q1) Organizational design is concerned with an organization developing ____.
A)the best structures of costs and efficiency that an organization uses to meet goals
B)optimal structures of accountability and responsibility to execute its strategies
C)important decisions that are suggested by employees
D)new MBO goals
E)the most favorable methods of accomplishing both the diversity and synergy plans
Q2) There are two kinds of spans of control are _____.
A)tall and short
B)flat and broad
C)tall and hollow
D)hierarchy and nonhierarchy
E)narrow and wide
Q3) Define span of control.Contrast the two kinds of spans of control.
Q4) The arrangement of having discrete parts of a task done by different people is known as division of labor.
A)True
B)False
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Chapter 9: Human Resource Management: Getting the
Right People for Managerial Success
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168 Verified Questions
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Sample Questions
Q1) There are fewer risks with internal recruiting because internal candidates are already known and are familiar with the organization.
A)True
B)False
Q2) The point of the performance appraisal is to __________.
A)provide a paper trail of manager-employee interactions
B)avoid legal problems,especially discrimination complaints
C)demonstrate correct methods for work procedures
D)make sure that the subordinate's behavior is tightly controlled
E)stimulate better job performance
Q3) Google's treatment of its employees is indicative of its belief that its biggest competitive advantage lies in its personnel department.
A)True
B)False
Q4) A behaviorally anchored rating scale (BARS)rates employee gradations in performance according to scales of specific behaviors.
A)True
B)False
Q5) Define bullying.
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Chapter 10: Organizational Change and Innovation: Lifelong
Challenges for the Exceptional Manager
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156 Verified Questions
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Sample Questions
Q1) In the freezing stage,employees need to be helped to integrate the changed attitudes and behavior into their normal ways of doing things.
A)True
B)False
Q2) Employees are likely to see an adaptive change as __________.
A)highly threatening
B)moderately threatening
C)least threatening
D)significantly complex,costly,and uncertain
E)totally unacceptable
Q3) Describe what OD is and what it can be used for.
Q4) Describe the three factors that companies can use to encourage innovation.
Q5) Employees may resist change to its disruption of cultural traditions or group relationships,personality conflicts,lack of tact or poor timing and nonreinforcing reward systems.
A)True
B)False
Q6) An organizational culture that celebrates failure helps foster innovation.
A)True
B)False Page 12
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Chapter 11: Managing Individual Differences and Behavior:
Supervising People As People
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Sample Questions
Q1) Diversity encompasses both differences and similarities in age,gender,race,religion,ethnicity,sexual orientation,capabilities,and socioeconomic background.
A)True
B)False
Q2) People high in ______ are responsive to others' social and interpersonal cues.
A)self-esteem
B)external locus of control
C)emotional intelligence
D)self-efficacy
E)agreeableness
Q3) The way students typically analyze their performance on exams shows self-serving bias,with students earning Ds blaming factors such as bad luck,unclear lectures,and unfair testing.
A)True
B)False
Q4) People tend to prefer male bosses and generally view women leaders as being less effective than men,an example of sex-role stereotyping.
A)True
B)False
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Chapter 12: Motivating Employees: Achieving Superior
Performance in the Workplace
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Sample Questions
Q1) Ted's manager required him to give up his company car since he had missed sales goals for four consecutive quarters.Ted's manager used _____.
A)punishment
B)negative reinforcement
C)extinction
D)intrinsic motivation
E)feedback
Q2) Fulfilled needs motivate people to perform specific behaviors to receive rewards that feedback and satisfy the original need.
A)True
B)False
Q3) Joe has a summer job hand-dyeing shirts that will be sold on the boardwalk.He is paid $5.00 per shirt.This is an example of a ______ compensation plan.
A)profit-sharing
B)pay-for-knowledge
C)bonus
D)pay-for-performance
E)gainsharing
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Chapter 13: Groups and Teams: Increasing
Cooperation,reducing Conflict
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167 Verified Questions
167 Flashcards
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Sample Questions
Q1) Which of the following is not considered an essential consideration in building a group into an effective team?
A)trust
B)cohesiveness
C)cooperation
D)unanimity
E)size
Q2) A group that is created to do something productive for the organization and is headed by a leader is called a(n)_____.
A)dynamic group
B)informal group
C)normative group
D)formal group
E)network group
Q3) Teamwork improves quality,speed,workplace cohesiveness,and productivity.
A)True
B)False
Q4) The tendency of a group or team to stick together is known as cohesiveness.
A)True
B)False
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Chapter 14: Power,Influence,and Leadership: From
Becoming a Manager to Becoming a Leader
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Sample Questions
Q1) The approach to leadership that suggests that effective leadership behavior depends on the situation at hand is the ______ approach.
A)contingency
B)transformational
C)circumstantial
D)behavioral
E)trait
Q2) Stogdill's 1948 study identified extroversion,intelligence,charisma,high-energy,and task-related knowledge as the five traits typical of successful leaders.
A)True
B)False
Q3) Reward power results from managers' authority to punish their employees.
A)True
B)False
Q4) List and describe the three dimensions of situational control.
Q5) Managers applying a situational theory should identify important outcomes and situational conditions.
A)True
B)False
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Chapter 15: Interpersonal and Organizational
Communication: Mastering the Exchange of Information
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160 Verified Questions
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Sample Questions
Q1) Effective teams have been found to have more face-to-face than digital encounters.
A)True
B)False
Q2) Doug gave some people street directions,but since they only nodded their heads and didn't repeat the directions back to him,he doesn't really know whether the directions were understood.This is an example of what type of barrier?
A)feedback
B)sender
C)encoding
D)medium
E)decoding
Q3) Noise is any disturbance that interferes with the transmission of a message and it can occur in any medium.
A)True
B)False
Q4) Encoding the message is the first step of the communication process.
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) Involving employees in both the planning and execution of control systems can bring legitimacy to the process and heighten employee morale.
A)True
B)False
Q2) Control systems cannot help managers anticipate,monitor,and react to environmental changes and uncertainties.
A)True
B)False
Q3) All four management functions affect one another and in turn affect an organization's productivity.
A)True
B)False
Q4) The point of an audit is to provide a yardstick against which managers can measure performance and make comparisons as with other departments or previous years.
A)True
B)False
Q5) Describe the purpose of the RATER scale and its dimensions.
Page 19
Q6) Define a strategy map and describe its purpose.
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