Introduction to Management Exam Practice Tests
Course Introduction
Introduction to Management provides students with a foundational understanding of the key principles and practices involved in effectively leading organizations. The course covers core management functions such as planning, organizing, leading, and controlling, while also exploring essential topics like organizational structure, decision-making, motivation, and communication. Students will analyze real-world scenarios and case studies to develop a critical understanding of the roles and responsibilities of managers in diverse settings. By the end of the course, learners will be equipped with practical skills and theoretical knowledge that form the basis for further study in business and management.
Recommended Textbook
Managing Organizational Behavior What Great Managers Know and Do 2nd Edition by Timothy
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Chapter 1: Organizational Behavior and Your Personal
Effectiveness
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Sample Questions
Q1) Describe the Management Skills Assessment Test (MSAT).What is its objective?
Answer: The Management Skills Assessment Test (MSAT)is a management assessment tool.It consists of eight common fundamental management scenarios presented on an electronic interface via an Internet web browser.For each of the eight items in the MSAT,candidates must respond by: identifying the important issues; describing the actions they would take to be most effective;and actually taking those actions where appropriate.
The objective of MSAT is to assess the knowing-doing gap in management practice.MSAT achieves this by specifically testing for skill application and decision making in management instead of testing for cognitive aptitude and knowledge of management principles.
Q2) When learning through observation,punishment and reinforcement work equally well.
A)True
B)False
Answer: False
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Chapter 2: Managing Stress and Time
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Q1) Focused automated behavior is one of the antidotes for choking.
A)True
B)False
Answer: True
Q2) Research has shown that with respect to burnout,the only gender differences seem to be that men experience more emotional exhaustion symptoms,while women experience slightly more cynicism symptoms.
A)True
B)False
Answer: False
Q3) Why do organizations often make accommodations for large stressful events?
A)These events occur infrequently.
B)Most individuals expect these events.
C)These events are not accepted as a source of trauma.
D)The role of these events as stressors is overestimated.
E)Families and friends help with these events.
Answer: D
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Chapter 3: Solving Problems
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Q1) A shirt manufacturer lost 45 percent of its market share last year.The CEO put together a committee to find out what was wrong.He included office staff and vendors.He did not include any current or former customers.Did the CEO make a mistake?
A)Yes.He did not include key stakeholders.
B)No.That action would slow down the process.
C)Yes.He failed to find the facts.
D)No.That action would narrow the focus.
E)Yes.He should have hired an outside consultant.
Answer: A
Q2) Managers can often spot bad decision making in others,but they may fail in identifying their own poor decisions.Psychologists refer to this as:
A)bounded rationality.
B)bias blind spot.
C)synthesis.
D)persuasive justice.
E)satisficing.
Answer: B
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Chapter 4: Making Ethical Decisions
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Q1) A racial minority interest group has recently gone to press saying that the government is discriminating against members of that race by infringing on their individual and privacy rights in the name of national security.What kind of a "right-versus-right" scenario does this ethical dilemma reflect?
Q2) _____ justice is perceived when people know that those with power in an organization are suspending their personal biases and relying on objective data to the best possible extent.
A)Interpersonal
B)Interactional
C)Informational
D)Procedural
E)Distributive
Q3) Ethical ______________ involves a thoughtful consideration of ethics in each stage of the problem-solving process.
A)attitude
B)competency
C)attribution
D)commitment
E)consciousness
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Page 6
Chapter 5: Communication
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Q1) What are the various components of a traditional model of the communication process? Based on this model,analyze the different ways a communication breakdown can happen.
Q2) Milt gives lots of persuasive speeches for his lobbying group.He is known for announcing "The End" and walking off the platform before the audience has time to ask questions.Which of the "5 Stages" of persuasive speech does Milt skip?
A)Systems
B)Strategy
C)Supplement
D)Support
E)Structure
Q3) Good listening is hard work.
A)True
B)False
Q4) Arguments based on laws,rules,or widely accepted principles are best expressed inductively.
A)True
B)False
Q5) Identify a few of the common communication myths.
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Chapter 6: Motivating Others
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Q1) Low performance is always attributable to low motivation.
A)True
B)False
Q2) McClelland's learned needs theory:
A)has limited application in a global environment.
B)acknowledges that managers are primary motivators.
C)replaces expectancy and equity theories.
D)is the central theory from an applied perspective.
E)addresses the person as the source of motivation.
Q3) McClelland argues that a high need for affiliation can often be problematic for managers.
A)True
B)False
Q4) __________________ is the process of linking consequences with voluntary behaviors.
A)Need for achievement
B)Operant conditioning
C)Organizational behavior modification
D)Self-esteem
E)Managerial modeling
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Chapter 7: Managing Employee Performance
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Q1) The central tendency error in observing performance refers to consistently rating groups of employees as all high performers,or as all low performers.
A)True
B)False
Q2) Affective commitment is a desire to stay with the organization because the costs of leaving outweigh the benefits.
A)True
B)False
Q3) Effective feedback includes a statement regarding ways to improve the behavior toward performance.
A)True
B)False
Q4) Maintaining a persistent focus on fairness in the performance management process is a hallmark of a good manager.
A)True
B)False
Q5) Efficiency refers to the results an employee achieves.
A)True B)False
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Chapter 8: Using Power and Influence
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Q1) George stacked some old tires at the end of his driveway with a red sign,"Free tires.Some good tread left." The tires remained there for months,without anyone buying them.He replaced the red sign with a black sign,"Last set of original Model QZ tiresAvailable for only $100 through month end.Knock on first green door on the right for details or leave your telephone number." The next morning,the tires had been stolen.George had inadvertently used the social influence weapon of: A)liking.
B)scarcity.
C)anonymity.
D)reciprocity.
E)appeals to authority.
Q2) Which of the following theories proposes that whenever free choice is limited,the need to retain our freedom makes us want it more than before?
A)Psychological reactance theory
B)Regulatory focus theory
C)Self-determination theory
D)Behavioral constraint theory
E)Rational-emotive theory
Q3) Describe any four of the nine most common influence tactics.
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Page 10
Chapter 9: Leading Others
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Q1) Great managers know that without intellectual stimulation,employees become cogs in the wheel.
A)True
B)False
Q2) Jane notices that a few of her subordinates in the assembly line are openly violating safety norms.This is creating a dangerous work environment for everyone in the line.She must use the transactional leader behavior of contingent punishment.Advise her on how to effectively provide contingent punishment.
Q3) Action learning is a key feature of successful leadership development.
A)True
B)False
Q4) Bernard Bass suggests two of the most effective transactional leader behaviors.What are they?
Q5) Describe the two primary behaviors that effective leadership involves.
Q6) Employees who have positive relationships with their leader are referred to as members of an elite group.
A)True
B)False
Q7) Discuss a few myths of leadership.
Page 11
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Chapter 10: Team Effectiveness
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Q1) Divergent thinking emphasizes speed,accuracy,and logic.
A)True
B)False
Q2) Technical expertise is the most important team skill.
A)True
B)False
Q3) Kara's MBA class had to work in groups for a semester-long project involving some aspects of organizational culture.Her group gave their first presentation tonight.Everyone was tense,checking that the other group members were doing their assigned roles,not leaving early,or saying the wrong thing.The major shared goal was that the group "be nice" to each other during the presentation.Kara's group is in the _____ stage of team development.
A)recruiting
B)forming
C)norming
D)storming
E)performing
Q4) Communication skills are necessary for good teamwork.
A)True
B)False
Page 12
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Chapter 11: Resolving Conflict Through Negotiation and Mediation
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Q1) Which of the following statements is a negative effect of conflict?
A)People are forced to challenge their thinking and assumptions.
B)Conflict discourages people from voicing new ideas,thus reducing the chances of innovation.
C)Conflict brings problems into the open.
D)Quality of decisions made reduces.
E)Leaders tend to rely on authoritarian decisions.
Q2) The trial balloon tactic should be avoided because it is inherently dishonest,but this does not mean that others will not try it when you are negotiating with them.
A)True
B)False
Q3) To help the parties involved trust the mediator,he/she must pick sides and support one party.
A)True
B)False
Q4) Collaboration is known as the win-win conflict management style.
A)True
B)False
Q5) When is it appropriate to use the compromising style of managing conflict?
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Chapter 12: Recruiting, Selecting, and Retaining Talent
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Q1) _____ turnover occurs when separation is initiated by the organization due to poor performance or downsizing.
A)Dysfunctional
B)Unavoidable
C)Involuntary
D)Functional
E)Avoidable
Q2) In a selection process,one standardized method is always appropriate for all jobs.
A)True
B)False
Q3) What benefits does a company enjoy if it establishes the decision-making process before it decides to hire an employee?
Q4) Face validity is the degree to which applicants believe the selection method fairly measures requirements for the job.
A)True
B)False
Q5) List the key guidelines to avoid disparate treatment and adverse impact under the employment law.
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Chapter 13: Culture and Diversity
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Q1) Aggressiveness is the degree to which organizational activities emphasize maintaining the status quo in contrast to growth.
A)True
B)False
Q2) Sheldon has been offered employment by two equally superior and competitive companies.What procedure of assessment will help Sheldon overcome his dilemma of choosing between the companies?
Q3) Teams composed of individuals with diverse backgrounds have potential advantages that can enhance their performance.Justify.
Q4) Which of the following characteristics is true about high individualism?
A)An enjoyment of challenges,and an expectation of rewards for hard work.
B)Disregard for privacy.
C)Emphasis on mastery and competence.
D)Work for intrinsic rewards.
E)Harmony more important than honesty.
Q5) Elucidate how a hierarchical culture works in an organization.
Q6) Greg,a manager at Loop & Holes Inc. ,decides to introduce storytelling to communicate values the organization seeks to embody.What techniques should Greg employ to instill great storytelling skills?
Page 15
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Chapter 14: Making Change
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Q1) What is Kotter's assertion about creating a sense of urgency?
Q2) Which of the following is true about using multiple methods to collect data?
A)It is too expensive.
B)It provides multiple data points.
C)It generates a single-point perspective.
D)The results are subject to high degrees of disagreement.
E)It makes it difficult to obtain consensus.
Q3) Discuss how the role of smart change agents varies in the change process.
Q4) Don,a Florida citrus grower,has been advised to remove and destroy infected trees across the 10 acres of his groves and construct psyllid (a pest)proof structures to house the healthy citrus trees.Don wants the entire community to be aware of the problem.He hosts a growers' council next week wherein he has invited a government official and his buddy,Manuel,to speak.Manuel used to own a grove in Arizona that was destroyed by this same disease.According to Kotter's model,which stage of change is Don in?
A)Unfreezing the status quo
B)Framing a jungle
C)Forming a guiding coalition
D)Creating a vision
E)Empowering action
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