Introduction to Management Exam
Answer Key
Course Introduction
Introduction to Management offers students a foundational understanding of the principles, functions, and roles of management within organizations. The course explores key topics such as planning, organizing, leading, and controlling, while examining the challenges faced by managers in both traditional and contemporary business environments. Students will learn about decision-making processes, motivation, team dynamics, and organizational structure, gaining insights into how effective management contributes to organizational success. By the end of the course, students will be equipped with practical skills and theoretical frameworks essential for aspiring managers in a variety of professional settings.
Recommended Textbook Essentials of Contemporary Management 7th Edition by Gareth JonesS
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Page 2
Chapter 1: The Management Process Today
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Sample Questions
Q1) Which of the following is true of effectiveness?
A) Organizational performance increases in direct proportion to increase in effectiveness.
B) It is a measure of how productively resources are used to achieve a goal.
C) Organizations are effective when managers minimize the amount of input resources.
D) Effectiveness is related to performance but not efficiency.
Answer: A
Q2) The goals chosen by the management of Dino's Cafe seemed inappropriate for the store, but the management did make good use of the various resources in pursuing these goals. Dino's Cafe is said to have ________.
A) low efficiency and high effectiveness
B) high efficiency and high effectiveness
C) low efficiency and low effectiveness
D) high efficiency and low effectiveness
Answer: D
Q3) Today, the term "chief operating officer" refers to the chief executive officer.
A)True
B)False
Answer: False
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Page 3
Chapter 2: Values, Attitudes, Emotions, and Culture: the
Manager As a Person
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Sample Questions
Q1) The collection of feelings and beliefs that managers have about their organization as a whole is known as organizational ________.
A) commitment
B) climate
C) citizenship
D) socialization
E) culture
Answer: A
Q2) What is socialization? How does it help an organization?
Answer: Organizational socialization is the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively. As a result of their socialization experiences, organizational members internalize an organization's values and norms and behave in accordance with them not only because they think they have to but because they think these values and norms describe the right and proper way to behave.
Q3) People who are low on extraversion still experience positive moods.
A)True
B)False
Answer: True
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Chapter 3: Managing Ethics and Diversity
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Sample Questions
Q1) Which of the following employment opportunity laws prohibits discrimination and allows for the awarding of punitive and compensatory damages, in addition to back pay, in cases of intentional discrimination?
A) Equal Pay Act
B) Age Discrimination in Employment Act
C) Pregnancy Discrimination Act
D) Civil Rights Act
Answer: D
Q2) Stockholders are interested in the way that a company operates because they ________.
A) use the company's products
B) believe in being ethical
C) want to maximize the return on their investment
D) want to take all risks
Answer: C
Q3) Customers are stakeholders of an organization, but managers are not.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Managing in the Global Environment
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Sample Questions
Q1) The routine data entry tasks for a California-based software company are done by a company based in the Philippines. This is an example of ________.
A) global outsourcing
B) power distance
C) inverted sourcing
D) shared services
Q2) Building customer awareness of the newcomer's product is very costly in the face of which of the following sources of barriers to entry?
A) Economies of scale
B) Technological barriers
C) Government regulations
D) Brand loyalty
Q3) It is easier to obtain customers and keep prices high in a task environment where there are few ________.
A) competitors
B) customers
C) suppliers
D) distributors
Q4) With reference to Hofstede's model of national culture, explain power distance.
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Chapter 5: Decision Making, Learning, Creativity, and Entrepreneurship
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Sample Questions
Q1) Patrick, a manager, is assessing possible alternatives for the solution of a problem. Patrick performs a cost-benefit analysis of several alternatives in order to determine the net financial payoff of each alternative. Which of the following criteria of decision making is Patrick implementing?
A) Economic feasibility
B) Practicality
C) Ethicalness
D) Legality
Q2) Based on the work of March and Simon's administrative model of decision making, the first step in the managerial decision-making process is to _________.
A) choose among alternatives
B) assess alternatives
C) implement the chosen alternative
D) recognize the need for a decision
Q3) When a manager chooses an acceptable alternative instead of the optimum alternative, we say that a satisficing decision has occurred.
A)True
B)False
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Chapter 6: Planning, Strategy, and Competitive Advantage
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Sample Questions
Q1) The organizational strategy that specifies the activities of managers at the departmental level of the organization is a _____________-level strategy.
A) functional
B) business
C) corporate
D) divisional
Q2) A strategic alliance among two or more companies that agree to jointly establish and share the ownership of a new business is called a ________.
A) joint venture
B) franchise
C) portfolio management
D) wholly owned foreign subsidiary
Q3) The industries and national markets an organization intends to compete in and the reasons why are specified in a company's _______-level strategy.
A) divisional
B) departmental
C) functional
D) corporate
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Chapter 7: Designing Organizational Structure
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Q1) Which of the following structures is an organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer?
A) Divisional
B) Transitional
C) Organic
D) Functional
Q2) The degree to which programmed solutions are available to people or functions to solve the problems they encounter is task ________.
A) uncertainty
B) stability
C) analyzability
D) creativity
Q3) The extent to which a job gives the worker direct and clear information about how well the worker is performing the job is known as ________.
A) task identity
B) feedback
C) autonomy
D) task significance
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Page 9
Chapter 8: Control, Change, and Entrepreneurship
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Sample Questions
Q1) The CEO of a company would like to know whether his managers can pay off claims of short-term creditors without selling inventory. What ratio will help him understand the company's liquidity?
A) Inventory turnover ratio
B) Quick ratio
C) Current ratio
D) Debt-to-assets ratio
Q2) In companies that have an adaptive culture, employees are ________.
A) content to be told what to do during work hours
B) not motivated to perform beyond minimum requirements
C) closely supervised within a hierarchical authority
D) likely to have long-term career paths to follow
Q3) The company PinnTaxx has opted for a control system policy that deals with problems after they arise. What type of control should they be using and at what stage?
A) Feedforward control at the input stage
B) Concurrent control at the feedback stage
C) Feedback control at the output stage
D) Feedforward control at the conversion stage
Q4) List the common problems entrepreneurs have in managing their organizations.
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Chapter 9: Motivation
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Sample Questions
Q1) Austin was often late to work, despite his manager, Ben, warning him against it several times. As a last resort, Ben reduced Austin's salary in proportion to the hours he missed at work by being late. It turned out to be the right thing to do, as Austin was never late to work after the incident. This scenario is explained by ________.
A) instrumentality
B) valence
C) positive reinforcement
D) negative reinforcement
Q2) Discuss the three major factors in expectancy theory and explain their possible impact on the motivation of a worker.
Q3) Ethan, a middle manager, schedules tasks and allows his employees to utilize their skills and special abilities to the maximum possible extent. According to Maslow's hierarchy of needs, Ethan is trying to help his employees satisfy their ________ needs at work.
A) esteem
B) self-actualization
C) safety
D) belongingness
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11
Chapter 10: Leaders and Leadership
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Sample Questions
Q1) Based on gender, research on leader behaviors has found that ________.
A) male and female managers tend to differ in their effectiveness as leaders
B) female managers engage in more consideration and initiating structure than male managers
C) male and female managers do not differ significantly in their propensities to perform different leader behaviors
D) women engage in more consideration than men
Q2) Integrity and honesty help managers become effective leaders by helping them
A) understand complex issues and solve problems
B) make good decisions and discover ways to increase efficiency and effectiveness
C) deal with uncertainty and make difficult decisions
D) behave ethically and earn their subordinates' trust and confidence
Q3) Which of the following is a characteristic of a transformational manager?
A) Awareness of the importance of their jobs and high performance
B) Engaging in developmental consideration of others
C) Awareness of their own needs for growth, development, and accomplishment
D) Working for the good of the organization and not just their own personal benefit
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Chapter 11: Effective Team Management
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Sample Questions
Q1) A group of college professors from the Jackson Business School meets once a week for lunch to discuss the college's accreditation efforts. This is an example of a(n)
A) formal group
B) virtual team
C) interest group
D) command group
Q2) A member of a task force does not do much work related to the goals of the task force. This member is confident that the other members of the task force "will take up the slack." This group member is exhibiting ________.
A) social facilitation
B) social loafing
C) groupthink
D) self-serving bias
Q3) When a member's deviant behavior leads to a positive change in the group norm, it suggests that some deviant behavior can be functional for groups.
A)True
B)False
Q4) Explain the reasons why group members need to conform to norms.
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Chapter 12: Building and Managing Human Resources
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Sample Questions
Q1) An appraisal of a subordinate by a manager in terms of that manager's perceptions of the traits, behaviors, and results produced by that subordinate is known as
A) an objective appraisal
B) a subjective appraisal
C) management by objectives
D) a 360-degree appraisal
Q2) Karen is a manager in a large restaurant chain, and she wants to use situational interview questions while interviewing server candidates. A situational interview question Karen can ask is ________.
A) "What are your strengths and weaknesses as a server?"
B) "Tell me something about your last job as a server"
C) "What do you like about being a server?"
D) "What would you do if a customer wanted to be seated away from small children?"
Q3) Describe collective bargaining.
Q4) Trait appraisals have both advantages and disadvantages for the organization. Explain what is meant by this term and discuss three disadvantages of this technique.
Q5) Explain the role of classroom instruction in training programs.
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Page 14
Chapter 13: Communication and Information Technology Management
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Sample Questions
Q1) What is a characteristic of a personally addressed written communication?
A) It is addressed to multiple persons at the same time.
B) It ensures receivers' questions are addressed promptly.
C) It is the highest medium of information richness.
D) It demands that the receivers pay attention.
Q2) Hank, a sales manager, consults with his production manager and finance manager before rolling out his plan for increasing the sales of smartphones. To achieve his organizational goals, Hank is ________.
A) establishing measurable standards of performance and goals
B) coordinating with other departments and divisional activities
C) comparing actual performance against established goals
D) evaluating the results and taking corrective action to increase sales
Q3) How can managers increase efficiency to take advantage of new and more efficient technologies?
A) By making work more autonomous
B) By comparing performance with goals
C) By managing by wandering around
D) By updating the production process
Q4) Describe how networks enhance computing power.
Page 15
Q5) Write a note on expert systems and artificial intelligence.
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Chapter 14: Operations Management: Managing Vital
Operations and
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Sample Questions
Q1) "The actions taken to meet the needs of customers" refers to ________.
A) efficiency
B) quality
C) quality control
D) responsiveness
Q2) Improving product quality increases the operating costs of the organization.
A)True
B)False
Q3) A fixed-position layout is most likely to be used in production of ________.
A) aircraft carriers
B) custom furniture
C) beer bottling
D) clothing
Q4) The operations management technique that attempts to reduce machine setup costs in the production system is called ________.
A) a facilities layout
B) inventory management
C) quality circles
D) flexible manufacturing
Q5) Describe a just-in-time (JIT) inventory system.
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