Fundamentals of Management Question
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Course Introduction
Fundamentals of Management introduces students to the essential concepts, principles, and practices of management within organizations. The course covers the key managerial functions of planning, organizing, leading, and controlling, emphasizing how managers use strategic thinking and decision-making skills to achieve organizational goals. Topics include the evolution of management theories, ethical and social responsibilities, effective communication, motivation, team dynamics, leadership styles, and modern challenges in diverse business environments. Through case studies and real-world examples, students gain practical insights into management roles and develop foundational skills necessary for future leadership positions.
Recommended Textbook
Management The Essentials 4th Australia Edition by Stephen P. Robbins
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13 Chapters
1475 Verified Questions
1475 Flashcards
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Chapter 1: Managers and Management
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132 Verified Questions
132 Flashcards
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Sample Questions
Q1) All of the following are potential risks for companies resulting from social media except
A)managers identifying employees with a strong interest in environmental causes
B)employees bragging about their accomplishments hurts company image
C)employees using social media platform to engage in bullying or harassment
D)managers publishing one-way messages to employees reduces employees' perception of organisational responsiveness
Answer: A
Q2) Compared to for-profit businesses, not-for-profit organisations _________.
A)use funds provided by governments, sponsors or donors
B)fund their operations using capital that investors provide
C)have higher operating costs
D)charge higher prices for their products
Answer: A
Q3) Identify two characteristics of well-managed organisations.
Answer: Organisations that are well managed develop loyal customers and employees, and find ways to prosper even in economically challenging times.When you deal with a well-managed organisation, you are likely to have a far better experience of being a customer or an employee.
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Page 3
Chapter 2: The Managerial Environment
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95 Verified Questions
95 Flashcards
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Sample Questions
Q1) In a short essay, describe the sociocultural dimension of the general environment, and how it relates to managers.
Answer: The sociocultural dimension of the general environment includes two aspects: the cultural characteristics of the society, and the demographic conditions of the society in which the organisation operates.Cultural characteristics include the customs, values, tastes, attitudes and behaviours in a particular society.Demographic conditions are the physical characteristics of the population such as gender, average age, level of education, geographic dispersal, income and household composition.Sociocultural elements determine the standards of conduct and organisational offerings that the society is likely to value and the ways in which the organisation can operate.They dictate which values and issues the company should adhere to.
Q2) Managers today realise that long-term success is largely achieved by _________.
A)focusing on goals
B)satisfying the customer
C)focusing on costs
D)hiring highly educated managers
Answer: B
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Page 4
Chapter 3: Foundations of Decision Making
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124 Verified Questions
124 Flashcards
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Sample Questions
Q1) Define rule and provide an example of a decision rule.
Answer: A rule is an explicit statement that tells a manager what he or she must - or must not - do.Rules are frequently used by managers who confront a structured problem because they are simple to follow and ensure consistency.
Q2) Managerial decisions are likely to become more programmed as managers rise in an organisational hierarchy.
A)True
B)False
Answer: False
Q3) Which of the following defines a problem in the decision-making process?
A)A discrepancy between the ideal and the practical
B)A hindsight bias has been identified
C)A discrepancy between what exists and what the decision-maker desires to exist
D)When 'rules of thumb' are not used
Answer: C
Q4) Rational decision making is logical, consistent, and aims for the best outcome.
A)True
B)False
Answer: True
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Chapter 4: Foundations of Planning
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117 Flashcards
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Sample Questions
Q1) An egg-producing company decided to expand and open its own retail outlets.This is an example of _________.
A)horizontal integration
B)sideway integration
C)concentration
D)vertical integration
Q2) How does a load chart differ from a Gantt chart?
Q3) Real goals are official statements of what an organisation says, and what it wants its stakeholders to believe, its goals are.
A)True
B)False
Q4) Strategic management is the act of figuring out how an organisation will compete in the marketplace and attract loyal customers.
A)True
B)False
Q5) In MBO, or management by objectives, it is critical that managers and subordinates mutually agree on goals.
A)True
B)False
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Chapter 5: Organisational Structure and Design
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118 Flashcards
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Sample Questions
Q1) A significant advantage of the matrix structure is the clear chain of command from top to bottom of the organisation.
A)True
B)False
Q2) Horizontal boundaries separate employees by the specialisation of their job.
A)True
B)False
Q3) Which statement best summarises the difference between authority and power?
A)Power is a two-dimensional part of a three-dimensional authority
B)Power is a right, while authority is a privilege.
C)Authority is one's ability to influence decisions, while power is an informal right to make decisions.
D)Authority is a right and is part of power
Q4) Which of the following is an example of a virtual organisation?
A)Second Life
B)Boeing
C)Kraft Foods
D)Ericsson
Q5) In a short essay, describe the characteristics of a divisional structure.
Q6) Explain how line authority is often a link in a chain of command.
Page 7
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Chapter 6: Managing Human Resources
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87 Verified Questions
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Sample Questions
Q1) As one of his first tasks in a new job, Steve's boss asks him to develop a database that lists the educational level, special capabilities and specialised skills of all the employees in his firm.This is known as a _________.
A)human resource inventory
B)job analysis
C)lengthy process
D)job description
Q2) In a short essay, discuss the interview as a selection device for HRM.
Q3) If employment planning shows a large surplus of employees, management may want to _________.
A)downsize
B)expand
C)continue with current employment levels
D)train and develop employees
Q4) Which of the following is a main goal of orientation?
A)To introduce employees to the job description
B)To help employees feel they are receiving a fair salary
C)To facilitate the outsider-insider transition
D)To familiarise new employees with human error
Q5) .Identify two ways an organisation can ensure workplace health and safety.
Page 8
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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) An effective way to reduce workplace stress is to make sure that employees are appropriately matched to their jobs.
A)True
B)False
Q2) A key element of organisational development is its reliance on
participation.
A)managerial
B)employee
C)community
D)technological
Q3) Define eustress and distress.
Q4) In Lewin's calm waters metaphor, the goal of introducing change is to
A)establish a new equilibrium state
B)change the current equilibrium state
C)eliminate the equilibrium state
D)reach a state of constant change
Q5) Define and discuss creativity and innovation in the workplace.
Q6) In a short essay, explain organisation development (OD).
Q7) Who is Kurt Lewin? List two major lessons from his work.
Q8) Describe an organisational change in structure.
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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) Which of the following may be used by managers to shape employee behaviour?
A)Attentional processes
B)Negative reinforcement
C)Halo effect
D)Selective perception
Q2) Individuals tend to attribute their own successes to external factors.
A)True
B)False
Q3) People from the Middle East tend to believe that life is not predetermined and they can control their own destiny.
A)True
B)False
Q4) Which of the following is a dimension of emotional intelligence?
A)Empathy
B)Coordination
C)Memory
D)Introversion
Q5) Define social learning.
Q6) Describe how locus of control can help explain individual behaviour in organisations.
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Chapter 9: Understanding Groups and Managing Work Teams
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107 Verified Questions
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Sample Questions
Q1) High cohesiveness combined with a very weak alignment between group goals and organisational goals typically results in this.
A)A productivity decrease
B)A large productivity increase
C)No productivity change
D)Moderate productivity increase
Q2) High levels of conflict _________.
A)are never a factor in group effectiveness
B)increase social loafing
C)can contribute to group effectiveness
D)always lead to greater group efficiency
Q3) Amazon's 'two-pizza' rule holds that work teams should _________.
A)include a homogeneous group of people who all like just one or two kinds of pizza
B)be small enough to be fed by two pizzas
C)have sixteen people or two, eight-slice pizzas
D)always have two alternatives when they make a decision
Q4) Informal groups tend to occur naturally in the workplace.
A)True
B)False
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Chapter 10: Motivating and Rewarding Employees
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85 Flashcards
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Sample Questions
Q1) What are the three variables of expectancy theory?
Q2) According to Maslow, a person stranded on a desert island would
before she is worried about making weapons.
A)start a family
B)look for other people
C)look for food
D)establish her status on the island
Q3) Describe how Maslow's hierarchy of needs theory explains motivation.What does the research tell us about the theory's validity?
Q4) Talia is what type of manager?
A)Autocratic
B)Theory Y-oriented
C)Dictatorial
D)Theory X-oriented
Q5) In a short essay, list and discuss the three needs theory according to David McClelland.Then identify which of these needs has been studied most extensively and discuss the findings of this research.
Q6) Describe the three key elements of motivation.
Q7) Compare how managers might motivate professional workers and contingent workers.
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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) The University of Iowa leadership studies was _________
A)one of the first studies to examine sustainable leadership
B)shut down due to ethical concerns
C)conducted by two psychologists and one corporate CEO
D)one of the first studies of leadership behaviour
Q2) The Michigan studies suggested that the most successful leaders were employee oriented.
A)True
B)False
Q3) Which of the following is an accurate statement about transformational leaders?
A)Their organisations are highly productive
B)They are poor motivators
C)Their organisations suffer from high turnover rates
D)Their organisations are not productive
Q4) The primary criticism with Fiedler's model is _________.
A)it assumes a situation cannot be changed to fit the leader
B)it assumes tasks cannot be restructured
C)it assumes a person can't change their leadership style to fit the situation
D)it assumes task-oriented leaders cannot formalise job assignments
Q5) Define credibility.
Page 13
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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) _________ is the deliberate manipulation of information by the sender to make it appear more favourable to the receiver.
A)Filtering
B)Information overload
C)Noise pollution
D)Selective perception
Q2) The channel is the _________.
A)medium that the messages travels through
B)noise filtering mechanism in the communication process
C)actual physical product from the source that conveys a purpose
D)capacity for different communication media to facilitate shared meaning
Q3) Active listening is enhanced by developing _________ with the speaker.
A)telepathy
B)apathy
C)sympathy
D)empathy
Q4) Compare and contrast integrative and distributive bargaining.
Q5) One disadvantage of written communication is that it is hard to get feedback.
A)True
B)False
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Chapter 13: Foundations of Control
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118 Flashcards
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Sample Questions
Q1) Basic corrective action focuses on identifying the cause of a performance deviation.
A)True
B)False
Q2) Briefly describe the three different views of conflict
Q3) A law firm manager finds that one lawyer constitutes a significant deviation because she consistently outperforms other lawyers at the firm.Which immediate corrective action should the manager take?
A)Make a compensation change
B)Disciplinary action
C)Study to see why she outperformed others
D)None
Q4) What is the third step in the control process?
Q5) A basic corrective action for addressing unemployment is _________.
A)government pensions
B)a task force to see why jobs were lost
C)a job training program
D)unemployment fines
Q6) Identify the non-formal sources of information available to managers.
Q7) How do managers compare actual performance to planned goals?
Page 15
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