Introduction to Management Exam Practice Tests

Course Introduction

Introduction to Management provides students with a foundational understanding of the principles, concepts, and functions that underpin effective management practices in organizations. The course covers key topics such as planning, organizing, leading, and controlling, while exploring the roles and responsibilities of managers in todays dynamic business environments. Students will analyze real-world case studies and current management trends to develop essential skills in decision-making, teamwork, communication, and strategic thinking, preparing them for further studies in business or entry-level management positions.

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Contemporary Management 10th Edition by

Gareth Jones

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18 Chapters

1786 Verified Questions

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Page 2

Chapter 1: Managers and Managing

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Sample Questions

Q1) Which of the following managerial tasks does a manager perform when he/she articulates a clear organizational vision for the organization's members to accomplish?

A)organizing

B)leading

C)staffing

D)controlling

E)planning

Answer: B

Q2) ______ is the process of creating new or improved products that customers want.

A)Competitive advantage

B)Total quality management

C)Turnaround management

D)Innovation

E)Core competency

Answer: D

Q3) First-line managers typically supervise middle managers.

A)True

B)False

Answer: False

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Page 3

Chapter 2: The Evolution of Management

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Q1) ____ is the aspect of management theory that uses mathematical techniques such as modeling and simulation to help managers make better decisions.

A)Behavioral management

B)Contingency management

C)Quantitative management

D)Administrative management

E)The human relations movement

Answer: C

Q2) The idea that employees who stay with the organization for many years develop skills on the job which can help the organization to become more efficient is consistent with Fayol's principle of

A)unity of command.

B)unity of direction.

C)order.

D)discipline.

E)stability of tenure.

Answer: E

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Chapter 3: Values, Attitudes, Emotions, and Culture: The

Manager As a Person

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Sample Questions

Q1) People with an external locus of control

A)believe that outside forces are responsible for what happens to and around them.

B)believe that their actions always make a difference.

C)believe that they themselves are responsible for the events in their life.

D)tend to solve problems easily.

E)tend to be highly ethical and extremely helpful.

Answer: A

Q2) Which of the following is true about value systems?

A)They are the terminal and instrumental values that are guiding principles in an individual's life.

B)They are reward systems that encourage valued employees to set high standards for themselves.

C)They highlight valuable contributions employees have made toward organizations in the past.

D)They are the rules valued by organizations by which employees are expected to abide.

E)They are the personality traits of employees valued by organizations.

Answer: A

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Chapter 4: Ethics and Social Responsibility

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Sample Questions

Q1) Some websites offer free streaming and downloading of movies, games, and music.Websites like these demonstrate that the pursuit of self-interest can lead to a collective disaster when one or more people start to profit from being unethical because this encourages other people to act in the same way.This exemplifies a situation known as the

A)moral dilemma.

B)"tragedy of the commons."

C)ethical dilemma.

D)credo.

E)war of attrition.

Q2) Companies that go out of their way to learn about the needs of different stakeholders and use organizational resources to promote their interests are using the _____ approach.

A)accommodative

B)proactive

C)defensive

D)obstructionist

E)offensive

Q3) What products does TOMS provide? Explain why Blake Mycoskie, the founder of TOMS, chose to create each of these products.

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Chapter 5: Managing Diverse Employees in a Multicultural Environment

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Sample Questions

Q1) Making sexually oriented remarks about one's physical appearance is an example of A)hostile work environment sexual harassment.

B)low gender egalitarianism.

C)quid pro quo sexual harassment.

D)reverse discrimination.

E)the glass ceiling effect.

Q2) Sarah is currently a manager at a fabric manufacturing company.The company has arranged for Sarah to complete a four-week community internship to improve her diversity awareness and management skills.She will experience social challenges such as unemployment, homelessness, and illiteracy.Sarah will also have an opportunity to interact with people from different cultures and learn about different approaches to work and life.The manufacturing company periodically offers diversity training, such as group exercises and role-plays, so what is the advantage of Sarah completing the internship?

A)Sarah will learn how to communicate with other people.

B)Sarah will learn about several aspects of diversity.

C)Sarah will learn about different cultures.

D)Sarah will experience the diversities firsthand.

E)Sarah will learn about social challenges.

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Chapter 6: Managing in the Global Environment

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Sample Questions

Q1) The Republic of Karibo has been losing capital steadily over the last five years.As a result of this

A)its rate of unemployment has decreased.

B)the standard of living has fallen.

C)the impact of the recession has lessened.

D)the gap between the rich and poor has narrowed.

E)its economy has stabilized.

Q2) Which of the following is true about values?

A)Values are static and are resistant to change.

B)Values are abstract concepts invested with emotional significance.

C)Values are universally held beliefs and are the same across all societies.

D)Values are easily changed and the changes are easily accepted.

E)Values play a superficial role in a society's belief system.

Q3) Deregulation, privatization, and the removal of legal barriers to trade are examples of changing _____ forces.

A)sociocultural

B)political

C)technological

D)ethnographic

E)demographic

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Chapter 7: Decision Making, Learning, Creativity, and Entrepreneurship

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Sample Questions

Q1) The reason skunkworks are separated from the normal operation of an organization is to

A)encourage them to devote all of their attention to developing new products.

B)have them take ownership of a project.

C)encourage them to bear the uncertainty and risk associated with the hard work.

D)promote team learning and group creativity.

E)allow them to start new ventures of their own.

Q2) ________ is an organization in which managers enable subordinates to think creatively in order to maximize the potential for organizational learning.

A)A learning organization

B)A dialectical organization

C)Skunkworks

D)An intuitive organization

E)A heuristic organization

Q3) When _____ exists, managers are working blind.

A)risk

B)ambiguous information

C)incomplete information

D)bounded rationality

E)uncertainty

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Chapter

8:

The Manager As a Planner and a Strategist

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Sample Questions

Q1) Which of the following can be defined as a threat according to the five forces model?

A)The level of rivalry among organizations in an industry is low.

B)Brand loyalty is very high.

C)There are a large number of suppliers.

D)Only a few large customers are available to buy an industry's output.

E)Products are unique and cannot be substituted.

Q2) Explain why scenario planning is one of the most widely used planning methods or techniques.Also, explain how scenario planning improves the planning process.

Q3) _____ strategy is a plan of action to improve the ability of each of an organization's functions to perform its task-specific activities in ways that add value to an organization's goods and services.

A)Business-level

B)Divisional-level

C)Corporate-level

D)Functional-level

E)Top-level

Q4) Discuss the necessity and the importance of the planning process.

Q5) List and describe the different corporate-level strategies.

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Chapter 9: Value Chain Management: Functional

Strategies for Competitive Advantage

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Q1) What is total quality management (TQM)? List the 10 steps necessary to implement a successful TQM program.

Q2) What does a cross-functional team need to be successful?

Q3) Which of the following statements is true about total quality management (TQM)?

A)There are three steps in the TQM program.

B)Suggestions for improvements come from lower-level managers.

C)All managers in every function must cooperate and develop goals for the organization.

D)Adding steps for the production process increases quality.

E)A just-in-time inventory is not compatible with the program.

Q4) Inputs from an organization's members are sufficient for successful product development.

A)True

B)False

Q5) The implementation of customer relationship management (CRM) is a method of A)managing inventory.

B)changing the organizational structure.

C)getting close to customers and understanding their needs.

D)improving an organization's product development plan.

E)rearranging the facility layout.

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Chapter 10: Managing Organizational Structure and Culture

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Sample Questions

Q1) In a flat, decentralized structure, people can be creative and courageous and take risks.

A)True

B)False

Q2) At the Highway Department, Dev is assigned to a team to develop a new Route 70 river bridge.Dev reports to both the Engineering Manager and the Route 70 Project Manager.The Highway Department is utilizing a ________ structure.

A)matrix

B)functional

C)customer

D)product

E)market

Q3) ________ is the extent to which a job requires the worker to use a wide range of knowledge and abilities.

A)Task identity

B)Task significance

C)Autonomy

D)Skill variety

E)Span of control

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Page 12

Chapter 11: Organizational Control and Change

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Sample Questions

Q1) How does company e-mail affect employee effectiveness and efficiency?

Q2) Once managers have measured actual performance, they should A)revise accepted standards.

B)compare actual performance to the standards.

C)establish the standards of performance.

D)initiate corrective action.

E)develop goals and objectives.

Q3) As the regional manager, Ted's performance is evaluated on the difference between the sales revenues generated by his region and the cost of making those goods and services.Ted is being evaluated using a(n) ________ approach.

A)profit budget

B)revenue budget

C)cash flow budget

D)cost budget

E)expense budget

Q4) Clan control relies on values and norms to keep organization members goal-directed.

A)True

B)False

Q5) Describe Lewin's force-field theory.

Page 13

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Chapter 12: Human Resource Management

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Sample Questions

Q1) Human resource management (HRM) includes all the activities managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals.

A)True

B)False

Q2) Diego applied for a job at a construction company.The job includes climbing ladders and scaffolding, lifting and carrying heavy items, digging, and operating hand and power tools.The construction company requires that Diego has a(n) _____ test to confirm that he has the body strength and stamina required for the job.

A)ability

B)physical ability

C)trait

D)personality

E)performance

Q3) Discuss the advantages and disadvantages of internal recruitment.Explain how external recruitment can compensate for these disadvantages.

Q4) Discuss the five major components of a human resource management system.

Q5) What are reliability and validity in the context of selection tools?

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Chapter 13: Motivation Performance

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Sample Questions

Q1) Harry has a strong desire to perform challenging tasks well and to meet personal standards for excellence, even at the expense of maintaining good interpersonal relationships with his employees.According to McClelland's three-needs theory, Harry has a

A)high need for affiliation and high need for achievement.

B)low need for affiliation and high need for achievement.

C)high need for affiliation and low need for power.

D)high need for power and high need for affiliation.

E)low need for achievement and low need for power.

Q2) According to the expectancy theory, the term _____ refers to how desirable each of the outcomes available from a job or organization is to a person.

A)instrumentality

B)self-actualization

C)valence

D)equity

E)autonomy

Q3) A merit pay plan is a compensation plan that bases pay on performance.

A)True

B)False

Q4) Explain how instrumentalities affect employee motivation.

Page 15

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Chapter 14: Leadership

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Sample Questions

Q1) Which of the following managers is effective?

A)Dorothy, who uses coercive power sparingly because it robs employees of their dignity

B)Marcus, who uses reward power sparingly when trying to motivate employees

C)Vanessa, who uses reward power in a controlling manner

D)Felix, who ignores the opinions of other people because he has considerable expert power

E)Annis, who uses coercive power frequently to keep her employees in line

Q2) Which type of power is based on the specialized knowledge and skills of a leader?

A)positional power

B)referent power

C)expert power

D)coercive power

E)reward power

Q3) Elmer has the ability to give Jordan an annual raise.Elmer has reward power.

A)True

B)False

Q4) Define leadership and differentiate between a leader and a manager.

Q5) Differentiate between transformational leadership and transactional leadership.

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Chapter 15: Effective Groups and Teams

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Sample Questions

Q1) _____ is when groups experience conflict within the group.

A)Intragroup conflict

B)Intergroup conflict

C)Group cohesiveness

D)Group deviation

E)Group polarization

Q2) The idea-creation team for Universal-Smile Cards includes an artist whose job is to create and draw the illustrations that will accompany new cards.The artist's job of creating and drawing illustrations for her development team is called a

A)virtual role.

B)group norm.

C)group role.

D)person specification.

E)charismatic role.

Q3) Differentiate groups from teams and also discuss how the use of groups and teams can help an organization gain a competitive advantage.

Q4) As group size increases, social loafing decreases.

A)True

B)False

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Chapter 16: Promoting Effective Communication

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Sample Questions

Q1) Like wheel networks, chain networks also exist in teams.

A)True

B)False

Q2) _______ is a face-to-face communication technique in which a manager goes to a work area and talks informally with employees about issues and concerns.

A)Management by exception

B)Management by objectives

C)Micromanagement

D)Macromanagement

E)Management by wandering around

Q3) Each week Douglas updates an online newsletter to share information about general topics related to the company.All of the company employees have access to the website.This is an example of _________ communication.

A)personal written

B)impersonal written

C)formal written

D)face-to-face

E)electronic verbal

Q4) List and define each of the four types of communication media.

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Chapter 17: Managing Conflict, Politics, and Negotiation

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Q1) Which of the following is true about emphasizing superordinate goals?

A)It helps parties in conflict to keep in mind that they are working together for a larger purpose despite their disagreements.

B)It is inconsistent with integrative bargaining and can easily lead both parties into a distributive negotiation mode.

C)It helps parties in conflict to focus on getting the majority share of the available resources.

D)It helps parties in conflict to meet their demands instead of their interests.

E)It helps parties in conflict to take a competitive, adversarial stance.

Q2) Creating new options for joint gain occurs by focusing on a(n) _____ scenario.

A)win-win

B)win-lose

C)confrontational

D)lose-lose

E)avoidance

Q3) What are status inconsistencies? Provide an example.

Q4) Define negotiation.Describe the two major types of negotiation that managers can use within organizations to resolve conflicts.

Q5) Define organizational conflict.How can conflict benefit the organization?

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Chapter 18: Used Advanced Information Technology to Increase Performance

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Q1) Which of the following statements is true about the factors affecting the usefulness of information?

A)Irrelevant information is useless and may actually hurt the performance of a busy manager who has to spend valuable time determining whether information is relevant.

B)Managers constantly have access to complete information.

C)Accuracy and reliability seldom determine the quality of information.

D)Real-time information is information that reflects changes in business conditions that have occurred in the past.

E)In today's rapidly changing world, the need for timely information has decreased.

Q2) Supermarket managers who use scanners at the checkout counters, which are installed with computer software to track inventory levels of their products, are using a(n) _______ system.

A)group decision-support

B)artificial intelligence

C)expert

D)executive-support

E)transaction-processing

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