General Management Question
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Course Introduction
General Management is a foundational course designed to introduce students to the core principles, concepts, and practices involved in effectively managing organizations. The course explores key managerial functions such as planning, organizing, leading, and controlling, while examining the roles and responsibilities of managers in diverse business environments. Through the study of topics like decision-making, organizational structure, leadership, communication, and strategic management, students gain a comprehensive understanding of how managers drive organizational success. Real-world case studies and practical examples further illustrate how effective management techniques can be applied to address contemporary business challenges.
Recommended Textbook Management 7th Edition by Angelo Kinicki
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Page 2
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) In business, innovation is defined as seeking ways to deliver less costly goods but in similar ways because change can hurt employee morale.
A)True
B)False
Answer: False
Q2) The departments in a retail department store are managed by the general manager.
A)True
B)False
Answer: True
Q3) Synergy computing involves using state-of-the-art computer software and hardware to help people work better together.
A)True
B)False
Answer: False
Q4) Unsustainable business practices have resulted from an often accepted notion that natural resources are limitless.
A)True
B)False Answer: True
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Chapter 2: Management Theory: Essential Background for the
Successful Manager
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136 Flashcards
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Sample Questions
Q1) The Hawthorne studies succeeded in drawing attention to the importance of "social man" and how managers using good human relations could improve worker productivity.
A)True
B)False
Answer: True
Q2) The management approach that emphasized ways to manage work more efficiently is the ___ viewpoint.
A) classical
B) quality-management
C) systems
D) contingency
E) MBO
Answer: A
Q3) 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
Page 4
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Chapter 3: The Managers Changing Work Environment and
Ethical Responsibilities: Doing the Right Thing
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) A formal written set of ethical standards guiding an organization's actions is a(n)
A) moral compass
B) business plan
C) dilemma document
D) ethical plan
E) code of ethics
Answer: E
Q2) Research has shown that students who don't actually do the assigned work and cheat are more likely to commit felonies and develop depression disorders.
A)True
B)False
Answer: False
Q3) International forces represent a huge grab bag of influences that may affect an organization, such as the economic integration of the European Union, which has developed threats and opportunities for American companies.
A)True
B)False
Answer: True
Page 5
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Chapter 4: Global Management: Managing Across Borders
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Sample Questions
Q1) A company that produces boats, which is headquartered in Japan, formed a new company in the United States to avoid paying a tariff on its boats manufactured for the U.S. market. This new company is an example of a subsidiary.
A)True
B)False
Q2) Donald enjoys the excitement and challenge of forming a firm in Europe that is totally owned and controlled by his company because he knows that although the investment will be substantial, it could result in a large return. This type of organization is an example of a ____.
A) joint venture
B) total investment agreement
C) strategic alliance
D) wholly-owned subsidiary
E) maquiladoras
Q3) Canada is the top nation the United States exports to, and Mexico is the country it imports the most from.
A)True
B)False
Q4) Contrast ethnocentric, polycentric, and geocentric managers.
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Chapter 5: Planning: The Foundation of Successful Management
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Sample Questions
Q1) Getting a college degree is not only a big goal, it's a hard goal-difficult, stressful, expensive, and time-consuming.
A)True
B)False
Q2) A company's mission and vision is the foundation of an organization's planning and strategic management.
A)True
B)False
Q3) A single-use plan encompassing a variety of projects or activities is an example of a(n) ___.
A) program
B) rule
C) policy
D) project
E) procedure
Q4) When Joseph, a restaurant manager, plans, he sets goals and then decides how to achieve them. This is the definition of planning.
A)True
B)False
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Chapter 6: Strategic Management: How Exceptional Managers Realize
a Grand Design
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Sample Questions
Q1) Mona, the CEO of an auto dealership, told her managers that "based on the high sales for this year, the forecast for next year looks very good." So after completing their budget for the upcoming year, based on the forecast that predicts continued strong sales, Mona and her managers are developing a plan in case sales drop unexpectedly. This type of planning is known as contingency planning.
A)True
B)False
Q2) Instructor Services is a technology company that offers many IT services in highly populated southern Ohio. Services and products include computer training, support, monitoring, repair, network design, virus removal, and software upgrades. It even sells refurbished computers. The source of Instructor Services' strategic position is _____.
A) low-profit margin and many customers
B) broad needs and few customers
C) broad needs and many customers
D) high-profit margin and many customers
E) high-profit margin and few customers
Q3) Explain how strategic management works well for small as well as large organizations.
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Chapter 7: Individual and Group Decision Making: How Managers
Make Things Happen
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Sample Questions
Q1) Leon is an investment portfolio manager. While sitting in a training workshop, the facilitator mentioned that "your female investors make trades much less often than men because they ____."
A) take longer to make decisions because of their busy lives
B) do more research, and tend to base their investment decisions on considerations other than just numbers
C) rely strictly on intuition
D) are overcoming problems with the glass ceiling
E) endeavor to involve their family in decisions and it takes longer to get agreement
Q2) As a manager evaluates alternative solutions to a problem, that is the time to identify opportunities.
A)True
B)False
Q3) The rational model of decision making explains how managers should make decisions.
A)True
B)False
Q4) Summarize some of the hindrances to perfectly rational decision making.
Page 9
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Chapter 8: Organizational Culture, Structure, and Design:
Building Blocks of the Organization
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Sample Questions
Q1) Contrast centralized and decentralized authority. Give an advantage and example of each.
Q2) The elements that drive an organization's culture also vary, representing the values of the founder, the industry and business environment, the national culture, the organization's vision and strategies, and the behavior of leaders.
A)True
B)False
Q3) A company with authority centralized in a single person, a flat hierarchy, few rules, and low work specialization is a characteristic of an organization with a _____.
A) team-based design
B) simple structure
C) hollow structure
D) functional structure
E) horizontal design
Q4) The control mechanism utilized for making sure the right people do the right things at the right time is known as the mechanism for authority.
A)True
B)False
Page 10
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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) Interviewing is the most commonly used employee-selection technique.
A)True
B)False
Q2) Which of the following is a typical off-the-job training method?
A) coaching
B) job rotation
C) computer-assisted instruction
D) role-playing
E) planned work activities
Q3) Which of the following is the most effective source of new employees?
A) private employment agencies
B) newspaper ads
C) employee referrals
D) college recruiters
E) unions
Q4) An orientation helps a newcomer fit smoothly into the job and the organization.
A)True
B)False
Q5) Describe the 360-degree feedback appraisal technique.
Q6) Describe two ways in which performance feedback can be affected. Page 11
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Chapter 10: Organizational Change and Innovation: Lifelong
Challenges for the Exceptional Manager
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Sample Questions
Q1) Appliance America customer complaints have increased because its drivers became lost when attempting deliveries and arrived late. The drivers have resisted using GPS systems, claiming they knew their territories. But managers are now encouraging them to look for the best solution. Appliance America is in the ________ stage of Lewin's change model.
A) changing
B) unfreezing
C) evaluation
D) learning
E) refreezing
Q2) Whether organizational change is administrative or technological, it can be adaptive, innovative, or radically innovative, depending on (1) the degree of complexity, cost, and uncertainty and (2) its potential for generating employee resistance.
A)True
B)False
Q3) Trust between change agents and employees can reduce resistance to change.
A)True
B)False
Q4) The three types of change depend on what three criteria?
Page 13
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Chapter 11: Managing Individual Differences and Behavior:
Supervising People As People
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178 Flashcards
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Sample Questions
Q1) Surveys show that employees are more interested in ______ rather than just earning a paycheck.
A) advancement opportunity
B) recognition
C) benefits
D) status
E) work-life balance
Q2) ______ is the personality dimension that describes how intellectual, imaginative, curious, and broad-minded a person is.
A) Inquisitiveness
B) Openness to experience
C) Emotional stability
D) Extroversion
E) Inventiveness
Q3) A student carrying a full course load plus working full time plus trying to have a social life may experience role overload.
A)True
B)False
Q4) Is there any way to raise your own emotional intelligence, and if so, how?
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Chapter 12: Motivating Employees: Achieving Superior
Performance in the Workplace
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Sample Questions
Q1) Which of the following is not an advisable criterion for an effective incentive plan?
A) The rewards are believable and achievable.
B) Measureable rewards are linked to performance.
C) The rewards require rarely attainable performance.
D) The rewards satisfy individual needs.
E) The rewards are agreed on by the manager and employees.
Q2) Your motivation, according to expectancy theory, involves the relationship between your effort, your personality, and the desirability of the outcomes (such as pay or recognition) of your performance.
A)True
B)False
Q3) If you are happy with accomplishment of a task being its own reward, you may have a high need for power.
A)True
B)False
Q4) Explain expectancy theory, and discuss how managers can use this model to help motivate employees.
Q5) List and define each of the five core job characteristics.
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Chapter 13: Groups and Teams: Increasing Cooperation, Reducing Conflict
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Sample Questions
Q1) Workplace performance is maximized when _____.
A) conflict is at a moderate level
B) conflict is at a very low level
C) conflict is absent
D) conflict is at a high level
E) conflict occurs only at nonmanagerial levels
Q2) The tendency of people to go along with others for the sake of avoiding conflict is called the Abilene paradox.
A)True
B)False
Q3) Ken, whose primary job is supervising a small production group, is not getting cooperation from all members on the cross-functional team he leads. In particular, Bethany, a senior marketing manager, seems to resist his direction and tries to influence team members to go in another direction. The source of conflict in this cause may be
A) status differences
B) a personality clash
C) communication failure
D) time pressure
E) ambiguous jurisdictions
Page 16
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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) Which of the following is not a behavioral leadership approach?
A) trait
B) task-oriented
C) relationship-oriented
D) transformational behavior
E) passive behavior
Q2) Managers try to achieve their vision by setting a direction, aligning people, motivating and inspiring others.
A)True
B)False
Q3) Path-goal theory implies that managers should help employees achieve their goals, modify their leadership style to fit employee and task characteristics and use more than leadership style.
A)True
B)False
Q4) The primary purpose of task-oriented leadership behaviors is to ensure that people, equipment, and other resources are used efficiently to accomplish a mission.
A)True
B)False
Page 17
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Chapter 15: Interpersonal and Organizational
Communication: Mastering the Exchange of Information
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Sample Questions
Q1) A person's characteristic speaking patterns, such as the use of pacing, pausing, questions, and stories, is known as _____.
A) horizontal communication
B) a communication device
C) a formal message
D) a linguistics style
E) multicommunication
Q2) A manager needs to inform employees that the quarterly project management training will start on May 1, about two months from now. Generally, which of the following should the manager use in this situation?
A) videoconference
B) newsletter
C) personal note
D) face-to-face meeting
E) telephone
Q3) The right of people to reveal information about themselves is known as privacy.
A)True
B)False
Q4) Describe at least six barriers of communication.
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Chapter 16: Control Systems and Quality Management:
Techniques for Enhancing Organizational Effectiveness
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160 Verified Questions
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Sample Questions
Q1) Paying attention to the feedback is important because of its dynamic nature while progressing through the steps in the control process.
A)True
B)False
Q2) Britta is trying to measure her salon's productivity during the first quarter. For this period, she should divide _______ by the costs of her staff, loans, materials and utility bills.
A) the number of clients
B) the average daily receipts
C) her budgeted costs
D) the total salon services and products sold
E) her projected revenue
Q3) Control systems cannot help managers anticipate, monitor, and react to environmental changes and uncertainties.
A)True
B)False
Q4) What is control, what is its purpose, and why do organizations need it?
Q5) Describe at least three TQM techniques. For each, describe how a company would implement this technique.
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