Introduction to Management
Midterm Exam
Course Introduction
Introduction to Management provides an overview of the fundamental concepts, principles, and functions involved in managing organizations. The course examines key managerial roles such as planning, organizing, leading, and controlling, and explores topics such as decision-making, motivation, communication, and organizational structure. Students will learn how managers use resources efficiently and effectively to achieve organizational goals and adapt to the dynamic business environment. Through case studies and practical examples, the course emphasizes the development of critical thinking and problem-solving skills necessary for successful management in a variety of settings.
Recommended Textbook
Organizational Behaviour Concepts Controversies Applications 6th Canadian Edition by Nancy
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Page 2
Chapter 1: What Is Organizational Behaviour
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134 Verified Questions
134 Flashcards
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Sample Questions
Q1) Whereas ________ requires organizations to be flexible in working with organizations and people from different countries, ________ requires employees to be flexible when working with others within the organization.
A)workforce diversity; globalization
B)globalization; workforce diversity
C)culture; diversity
D)culturization; workforce diversity
E)globalization; culturization
Answer: B
Q2) Change and stress affect individual, group and organizational dynamics and require attention from all levels of managers in order to maintain a critical balance between efficiency and effectiveness.
A)True
B)False
Answer: True
Q3) Workplace diversity occurs because organizations are becoming more homogeneous.
A)True
B)False
Answer: False
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Chapter 2: Perception Personality and Emotions
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Sample Questions
Q1) The perception shortcut that involves evaluation of a person based on how they compare to other individuals recently encountered.
A)selective perception
B)contrast effects
C)halo effect
D)prejudice
E)projection
Answer: B
Q2) Samir is a self-proclaimed "hot head"; when he is angry with others, he communicates this by screaming at them.This is an example of Samir's A)perception.
B)moods.
C)emotions.
D)self-esteem.
E)proactivity.
Answer: C
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4
Chapter 3: Values, Attitudes, and Diversity in the Workplace
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137 Verified Questions
137 Flashcards
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Sample Questions
Q1) When it comes to workplace stress, research confirms
A)most workplace stress is caused by individual factors such as values and personality.
B)companies can do very little to limit or manage the stress their employees feel.
C)frontline workers experience more stress than any other level within the organization.
D)executives have a higher predisposition to serious illnesses because of stress.
E)a single stressor may be unimportant in itself, but it can be the "additive" factor that pushes people beyond their ability to cope with high stress.
Answer: E
Q2) It is easier to change a person's attitude if he or she isn't strongly committed to it.
A)True
B)False
Answer: True
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5
Chapter 4: Theories of Motivation
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Sample Questions
Q1) In equity theory, if perceived inputs and outcomes are not balanced, an individual will make adjustments to correct the imbalance.
A)True
B)False
Q2) Historically, equity theory focused on ________ justice.
A)distributive
B)procedural
C)organizational
D)interactional
E)relative.
Q3) Weekly paychecks are an example of what type of schedule of reinforcement
A)continuous
B)fixed-interval
C)fixed-ratio
D)variable-interval
E)variable-ratio
Q4) In MBO, goals should be tangible and measurable.
A)True
B)False
Q5) Using examples, compare and contrast ERG theory and Maslow's hierarchy of needs.
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Chapter 5: Motivation in Action
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Sample Questions
Q1) In flextime, all employees are expected to be at work during the common core period.
A)True
B)False
Q2) SCENARIO 5-1
Your corporation has decided to let employees purchase stock in an employee stock ownership plan (ESOP).Each employee will have the opportunity to have a certain percentage of his or her pay put into an account to purchase stock in the company. An ESOP is part of the employee benefit program.
A)True
B)False
Q3) Sweeping hospital floors is an example of
A)low task significance.
B)low skill variety.
C)low task identity
D)low autonomy.
E)low feedback.
Q4) Identify and describe the five core job dimensions.
Q5) Discuss the downsides of telework.
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Chapter 6: Groups and Teamwork
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Sample Questions
Q1) How might team members having different mental models hinder team's performanceCreate an example to illustrate your answer.
Q2) SCENARIO 6-4
Your work group is newly formed and you are interested in understanding the various stages it might go through in its development so that you can be prepared and understand the group dynamics.Your group has not known one another prior to this work assignment and they expect that the project will last for several years. The team is in the performing stage and the leader phones to say that he can't be at the regularly scheduled meeting because of an emergency; he asks you to lead the team.You don't want to, because you believe this change will upset the team and it will definitely regress to the storming stage.
A)True
B)False
Q3) Virtual teams can suffer from the absence of information about tone, attitude and other nonverbal cues as well as the social isolation of working only through technology.
A)True
B)False
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Chapter 7: Communication
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Sample Questions
Q1) Lateral communications break the chain of command in an organization.
A)True
B)False
Q2) Identify and describe the forms of nonverbal communications which affect how we interpret verbal communications.Provide examples to support your response.
Q3) It is easy to tell when Donald isn't listening by the way he looks away when you are speaking to him and when he begins to tap his pen.Donald is communicating through A)proxemics.
B)social distance.
C)nonverbal communication.
D)lateral communication.
E)selective perception.
Q4) Who is decoding a message
A)Jenny, who is initiating downward communication.
B)Bill, who is preparing blueprints.
C)Mary, who is preparing a speech.
D)Agnes, who is waiting to send an email message.
E)Nancy, who is studying a financial statement.
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Chapter 8: Power and Politics
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Sample Questions
Q1) Which of the following is true of sexual harassment
A)It includes a single request for a date when a person.
B)Sexual harassment is accepted in western business cultures.
C)Higher-ranking women can sexually harass junior male colleagues.
D)It cannot occur between co-workers.
E)A man cannot be sexually harassed by a woman.
Q2) When your organizational behaviour professor employs flattery prior to making a request she/he is
A)making a personal appeal.
B)making an inspirational appeal.
C)using consultation tactics.
D)using ingratiation tactics.
E)using legitimating tactics.
Q3) Power tactics are one way in which managerial employees influence others.Identify and describe, using examples, seven tactical strategies a manager could use and the conditions under which one tactic is selected over another.
Q4) Describe two strategies for managing office politics at work; give an illustration of how you might, as a manager, implement this strategy.
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Page 10
Chapter 9: Conflict and Negotiation
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Sample Questions
Q1) In third-party negotiations, a third party who provides an informal communication link between the negotiator and the opponent is known as a(n)
A)mediator.
B)arbitrator.
C)consultant.
D)conciliator.
E)liaison.
Q2) The lowest value acceptable to you for a negotiated agreement is determined by your
A)best alternative to a negotiated agreement (BATNA).
B)margin of error.
C)bid price.
D)asking price.
E)negotiating stance.
Q3) Lino is looking for a negotiation approach that would preserve the long-term relationships of the parties involved in the negotiation.The best approach would thus be distributive bargaining.
A)True
B)False
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Page 11
Chapter 10: Organizational Culture
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Sample Questions
Q1) The time when a new employee sees what the organization is really like and realizes that expectations and reality may diverge is called
A)encounter stage.
B)exploration stage.
C)establishment stage
D)metamorphosis stage.
E)smoothing stage.
Q2) Ron was struck by the fact that everyone in his new organization seemed to clearly understand how objects and ideas of interest fit together for the organization.The organization's culture is exhibited through its A)beliefs.
B)assumptions.
C)artifacts.
D)values.
E)stability.
Q3) Using examples, identify and describe the three stages of socialization.
Q4) The most critical socialization stage is the metamorphosis stage.
A)True
B)False
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Chapter 11: Leadership
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Sample Questions
Q1) SCENARIO 11-4 For the past twenty years you have been working for a large corporation and have recently lost your job because the corporation reduced its workforce.You have just been hired by Acme Inc.Your new supervisor is a woman who has been at Acme for seven years.One of your colleagues has said, "Oh, she's typical of women leaders." You have never worked for a woman before. You should expect your supervisor to do all of the following except A)be more democratic than you are accustomed to.
B)lead through inclusion.
C)attempt to enhance your self-worth.
D)use a directive style of control.
E)encourage participation and share power.
Q2) Everyone was in tears when David decided to leave the organization because he was a leader who had a profound effect on the lives of his staff members.Thus, David can be called a transactional leader.
A)True
B)False
Q3) Managers ask "how" and "when"; whereas leaders ask "why" and "what."
A)True
B)False
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Page 13
Chapter 12: Decision Making, Creativity, and Ethics
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Sample Questions
Q1) Looking for a solution that is satisfactory and sufficient is called
A)suboptimizing.
B)seeking an implicit favourite.
C)simplifying.
D)satisficing.
E)optimizing.
Q2) Sammy has noticed a tendency of his staff to become overconfident when working in a group, leading them to take more risks than they normally would on their own.This is a symptom of
A)bounded rationality.
B)groupshift.
C)groupthink.
D)perceptual bias.
E)randomness error.
Q3) Using the ethical criteria of utilitarianism in decision making might mean overlooking the rights of individuals.
A)True
B)False
Q4) Identify and explain each of the six symptoms of the groupthink phenomena.
Q5) Identify and describe the three stages of moral development.
Page 14
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Chapter 13: Organizational Structure
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Sample Questions
Q1) The more that lower-level personnel provide input or are actually given the discretion to make decisions, the more ________ there is.
A)centralization
B)decentralization
C)work specialization
D)departmentalization
E)functional specialization
Q2) Raghib just started working for a new organization, and he asked the person training him "To whom do I go if I have a problem " Raghib wants to understand the company's
A)peer pressure.
B)organizational structure.
C)chain of command.
D)departmentalization.
E)centralization.
Q3) Identify and describe, using examples, the six key questions managers need to answer in designing the proper organizational structure.
Q4) Using examples, define and describe the advantages and disadvantages of the boundaryless organization.
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Chapter 14: Organizational Change
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Sample Questions
Q1) Individuals within an organization who control sizable resources tend to be content with the status quo.
A)True
B)False
Q2) SCENARIO 14-1 Your small company has discovered that other companies are able to outbid you; your entire operation and product are in need of complete reorganization and redesign.
When the production department workers say "no one else can run these machines" and "no one else knows how make the product like us" the type of organizational resistance is
A)structural inertia.
B)limited focus of change.
C)group inertia.
D)threat to expertise.
E)threat to power.
Q3) Using examples, define and describe steps organizations can take to overcome the resistance to change.Discuss both the positive and negative aspects.
Q4) Using examples, define and describe the six major sources of organizational resistance to change.
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