Introduction to Management
Pre-Test Questions
Course Introduction
Introduction to Management provides students with a foundational understanding of the principles, functions, and roles of management within organizations. This course covers essential topics such as planning, organizing, leading, and controlling, while examining how managers solve problems, make decisions, and motivate employees in a dynamic business environment. Through case studies, real-world examples, and interactive activities, students will explore effective management strategies, the impact of organizational culture, and global trends shaping the modern workplace. The course aims to equip students with the analytical, interpersonal, and leadership skills necessary for success in various management roles.
Recommended Textbook
Organizational Behavior V 1.1 by Talya Bauer and Berrin Erdogan
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15 Chapters
2330 Verified Questions
2330 Flashcards
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Chapter 1: Organizational Behavior
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144 Flashcards
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Sample Questions
Q1) A recent National Association of Colleges and Employers survey indicated all of the following are important skills for evaluating job candidates EXCEPT
A)communication skills.
B)demographics.
C)honesty/integrity.
D)strong work ethic.
Answer: B
Q2) Maurice is trying to understand why Mary agrees with him about the cost of the manufacturing program when he talks with her on the phone,but is vehemently opposed when they are in a department meeting.Maurice needs to analyze this issue at the ____________ level.
Answer: group
Q3) Discuss the kinds of questions researchers utilize on surveys.
Answer: Researchers use both open- and close-ended questions.Close-ended questions are those that have a series of responses supplied by the researcher.The study participant chooses the response that most closely matches his position. Open-ended questions have no responses offered,leaving it up to the survey participant to supply responses.
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Chapter 2: Managing Demographic and Cultural Diversity
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Sample Questions
Q1) Managing diversity effectively may have different meanings in different cultures.
A)True
B)False
Answer: True
Q2) One suggestion for building a culture that respects diversity is that managers should be accountable for diversity-related goals.
A)True
B)False
Answer: True
Q3) Research indicates that groups with faultlines exhibit which of the following characteristics?
A)teams with faultlines make more effective decisions.
B)teams with faultlines are more creative.
C)teams with strong faultlines have the potential to perform well if they can establish certain norms.
D)all diverse teams exhibit faultlines.
Answer: C
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Page 4
Chapter 3: Understanding People at Work: Individual
Differences and Perception
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) Important __________ affect the decisions people make,how they perceive their environment and their behavior.
Answer: values
Q2) You are a manager who believes that all young employees "goof off at work." You therefore limit the number of assignments you give to your young employees.Lately you have noticed that the young employees in your department are texting on their cell phones,playing computer games and just talking to each other quite a bit.This situation is an example of a __________ ____________.
Answer: self-fulfilling prophecy
Q3) Self-monitoring is
A)the degree to which a person has overall positive feelings about himself.
B)the extent to which a person is capable of monitoring his/her actions and appearance in social situations.
C)the belief that one can perform a specific task successfully.
D)a person's inclination to fix what is perceived as wrong,change the status quo,and use initiative to solve problems.
Answer: B
Q4) People with high __________ are often effective sales representatives.
Answer: extraversion
Page 5
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Chapter 4: Individual Attitudes and Behaviors
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Sample Questions
Q1) The importance of higher general mental ability for high performance is stronger for manual labor positions than management positions.
A)True
B)False
Q2) The job characteristics of autonomy and high skill variety are related to organizational commitment.
A)True
B)False
Q3) Work/family conflict lowers job satisfaction in collectivistic cultures.
A)True
B)False
Q4) _______ ___________ are meetings with departing employees.
Q5) Discuss the dilemma companies face in trying to prevent their employees from behaving unethically by monitoring employees.
Q6) Helping new employees and working voluntary overtime are examples of ______________ _____________ ____________.
Q7) Jobs with high complexity need to have employees with high ___________.
Q8) What is meant by person/job fit?
Q9) Why does how an employee is treated in a firm predict citizenship behavior?
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Chapter 5: Theories of Motivation
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Sample Questions
Q1) Michele is being considered for a managerial position at Halliburton.She completes a TAT as part of an assessment center exercise for prospective managers.Facilitators will examine the results carefully for their manager choices knowing that
A)individuals high in need for achievement may find it difficult to delegate authority to subordinates.
B)individuals high in need for affiliation are especially effective at providing critical feedback to employees.
C)individuals high in need for power have difficulties disciplining poor performers.
D)individuals high in need for achievement are especially effective at coaching and meeting with subordinates.
Q2) Which of the following is true about motivation?
A)Being motivated is the same as being a high performer.
B)Motivation is the sole reason why people perform well.
C)Motivation is a key influence over an employee's performance level.
D)Motivation is usually the most critical factor in a person's performance.
Q3) Herzberg's two-factor theory of motivation suggests factors that are part of the context in which the job is performed are called _______factors.
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Chapter 6: Designing a Motivating Work Environment
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Sample Questions
Q1) Leaving employees free to choose job performance methods is an important element of scientific management techniques.
A)True
B)False
Q2) Which of the following statements regarding SMART goals is correct?
A)Easy goals are the most effective goals.
B)When goals are specific,stress is higher
C)Adding a time limit into a goal leads to short term decision making and leads to ignoring the long term consequences.
D)Effective goals tend to be aggressive.
Q3) Research on performance incentives suggest all of the following EXCEPT
A)employees report lower levels of pay satisfaction under pay-for-performance systems.
B)firms with pay-for-performance systems have higher customer service.
C)eighty percent of all American companies use merit pay.
D)pay-for-performance systems are more effective at retaining higher performing employees than praise or recognition systems.
Q4) Are there any downsides to goal setting?
Q5) What is the difference between felt empowerment and structural empowerment?
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Chapter 7: Managing Stress and Emotions
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Sample Questions
Q1) When an individual is displaying emotions he does not feel,he is engaging in A)deep acting.
B)surface acting.
C)genuine acting.
D)cognitive dissonance.
Q2) Jennifer strongly dislikes her next-door neighbors,yet every time she sees them she stops to pleasantly chat with them for a few moments.Jennifer is engaging in A)genuine acting.
B)surface acting.
C)deep acting.
D)cognitive acting.
Q3) General Adaptive Syndrome is
A)how events on the job cause different kinds of people to feel different emotions.
B)the hypothesis that stress plays a general role in disease.
C)the body's response to good news.
D)the mismatch among emotions,attitudes,beliefs and behavior.
Q4) Positive emotions include __________,_______ and ___________.
Q5) Differentiate between a Type A personality and a Type B personality.
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Chapter 8: Communication
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Sample Questions
Q1) Discussions that are high stakes and where opinions vary and emotions run strong are ____________ ______________.
Q2) Written communication is best utilized when the ideas are simple.
A)True
B)False
Q3) A memo is an example of
A)verbal communication.
B)direct communication.
C)nonverbal communication.
D)written communication.
Q4) A message that can be read at any time is ____________ unlike a conversation,which is carried on in real time.
Q5) Crucial conversations are discussions where the stakes are high,so opinions need to be in line with the majority in the group.
A)True
B)False
Q6) The distance between two people,like a mother and child,usually in the zero to eighteen inch range is called the ___________ distance.
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Chapter 9: Managing Groups and Teams
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Sample Questions
Q1) Which of the following statements related to fundamental factors affecting a group's cohesion is correct?
A)The larger a group,the more cohesive it is likely to be.
B)The more similar group members are,the more cohesive the group is likely to be.
C)The more coaching group members receive,the less cohesive the group is likely to be.
D)The less time a group has stayed together,the more cohesive a group is likely to be.
Q2) Process loss is any aspect of group interaction that inhibits group functioning. A)True
B)False
Q3) The adjourning stage of groups is seldom met with any emotional feelings or concern.
A)True
B)False
Q4) A second assignment for the Fundamentals of Business Communication is to be the leader of a team meeting held for a project.Offer some advice to a student taking the Fundamentals class on how to make his meeting the most effective possible.
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Page 11
Chapter 10: Conflict and Negotiations
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154 Flashcards
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Sample Questions
Q1) The first step to an integrative approach to negotiation is
A)listening.
B)exploring options to achieving goals.
C)adopting a cooperative stance.
D)adopting an adversarial stance.
Q2) Which conflict handling style is indicated by an individual who says,"Maybe we can both agree to give in a little."?
A)compromise
B)collaboration
C)accommodation
D)avoidance
Q3) Making a concession during negotiation is a sign of weakness.
A)True
B)False
Q4) The collaborative conflict handling style is
A)low in cooperativeness and low in competitiveness.
B)low in competitiveness and high in cooperativeness.
C)high in cooperativeness and high in competitiveness.
D)high in competitiveness and low in cooperativeness.
Q5) List the steps in the negotiation process.
12
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Chapter 11: Making Decisions
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Sample Questions
Q1) The rational decision-making process is best used when the decision is important and you are trying to maximize outcomes.
A)True
B)False
Q2) Research suggests that _____________ decision making offers fewer ideas than ________ decision making.
Q3) What are two basic questions that can be asked to assess the ethics of a decision?
Q4) The old adage,"Don't throw good money after bad" is another way to describe the decision-making trap of ____________ _______ ____________ also known as the "sunken costs fallacy."
Q5) The tendency for decision makers to be influenced by the way that a situation or problem is presented is
A)escalation of commitment.
B)anchoring.
C)overconfidence bias.
D)framing bias.
Q6) Compare the rational decision-making and the bounded rationality model.
Q7) The generation of new,imaginative ideas is ___________.
Page 13
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Chapter 12: Leading People Within Organizations
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Sample Questions
Q1) The ________________ experiments,where those participating provided electric shocks to others answering questions incorrectly,are an example of unethical behaviors by people in positions of authority.
Q2) All employees want a high-quality relationship with their manager.
A)True
B)False
Q3) Malcolm is the manager of his department.After performance evaluations,he gives those who have met their goals for the year a pay raise.He gives his employees their assignments and leaves them to do their work but does monitor them so that if he notices a potential problem,it gets resolved before causing difficulties.What kind of contemporary leadership style is Malcolm demonstrating?
A)directive leadership
B)transformational leadership
C)transactional leadership
D)laissez-faire leadership
Q4) Under what conditions would a task-oriented manager be most successful?
Q5) Differentiate between mental intelligence and emotional intelligence.What impact does either have on leadership in an organization?
Q6) What contribution to building effective leaders does the trait theory offer?
Page 14
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Chapter 13: Power and Politics
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Sample Questions
Q1) All of the following are individual antecedents of political behavior EXCEPT
A)political skill.
B)role ambiguity.
C)expectations of success.
D)internal locus of control.
Q2) The ability to grant an increase in pay,a perk,or an attractive job assignment is ___________ power.
A)referent
B)legitimate
C)expert
D)reward
Q3) _______________ is the ability to influence the behavior of others to get what you want.
Q4) If employees feel their organizations are too driven by politics,they are less committed to the organization and perform worse on the job.
A)True
B)False
Q5) Identify two bases of power.
Q6) What is conformity? Give an example of an instance where people conformed.
Page 15
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Chapter 14: Organizational Structure and Change
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Sample Questions
Q1) Resistance to change is never a positive force for an organization.
A)True
B)False
Q2) What are two key steps in refreezing for change?
Q3) Which of the following statements regarding the second stage of planned change is INCORRECT?
A)Early success gives change planners credibility.
B)Employees will be stressed; support them.
C)Create big wins because people need to see that things are happening.
D)Ensure that management keeps alert to and deals with obstacles that arise.
Q4) The degree to which decision-making authority is concentrated at higher levels in an organization is _____________.
Q5) Ensuring that change becomes permanent and the new procedures become the norm is what stage of Lewin's model of planned change?
A)refreeze
B)unfreeze
C)assess
D)change
Q6) Describe some forms that organizational change takes.
Page 16
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Chapter 15: Organizational Culture
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Sample Questions
Q1) Which of the following statements regarding founder's values is INCORRECT?
A)Founder values continue to be reflected in a firm only to the extent they continue to aid the firm's success.
B)The difficulty in changing firm culture can be,at least,partially attributed to the shaping provided by founder values.
C)Founder values can provide a competitive advantage for a firm.
D)Founder values lay the cornerstone of the firm's culture,but values have a rapidly decreasing impact as the firm grows and ages.
Q2) Employee perceptions of subcultures have little impact on employee performance or commitment to the organization.
A)True
B)False
Q3) What impact does culture have on the organization?
Q4) Outcome-oriented cultures hold managers accountable for performance but not employees.
A)True
B)False
Q5) What is employee onboarding?
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