Introduction to Management Question Bank
Course Introduction
Introduction to Management provides an overview of fundamental management principles, functions, and roles within organizations. The course explores topics such as planning, organizing, leading, and controlling, while examining the skills required for effective decision making and problem solving. Students learn about contemporary issues in management, including organizational structure, motivation, team dynamics, and communication. Through case studies and real-world examples, the course emphasizes the application of management concepts in diverse business environments, preparing students to understand and address managerial challenges in a rapidly changing world.
Recommended Textbook Management 8th Edition by Angelo Kinicki
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Page 2
Chapter 1: The Exceptional Manager: What You Do How You
Do It
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Q1) When the manager of a local restaurant sets goals and then develops a blueprint for how to achieve them,she is
A)planning.
B)monitoring.
C)delegating.
D)organizing.
E)staffing.
Answer: A
Q2) You have just taken a job as an entry-level manager for a company that provides house-cleaning services.The company has a large national presence,with offices in 40 U.S.states.You know you are starting at the bottom of the management ladder,but you hope to grow and rise through the ranks to become a senior manager.What is your likely salary range when you first take the job?
A)$45,000 - $120,000
B)$35,000 - $60,000
C)$80,000 - $100,000
D)$14,000 - $20,000
E)$26,000 - $29,000
Answer: B
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Chapter 2: Management Theory: Essential Background for the
Successful Manager
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Q1) The systems viewpoint regards the various parts making up the whole system as A)microsystems.
B)macrosystems.
C)subsystems.
D)management collections.
E)organizational sets.
Answer: C
Q2) A pay structure in which more efficient workers earn higher wages,as suggested by Frederick W.Taylor,is known as a(n)_____ system.
A)scale
B)increasing wage
C)differential rate
D)wide wage
E)merited pay
Answer: C
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Chapter 3: The Managers Changing Work Environment and
Ethical Responsibilities: Doing the Right Thing
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Q1) Paul,the vice president of marketing in an international sales organization,is considering opening an office in a new country.He is looking at the current economic,political,legal,and technological global forces in that country that can affect the success of his company's expansion into the new area.These forces that Paul is studying are international forces.
A)True
B)False
Answer: True
Q2) When a food distributor considers changing the products it markets in the southern states because of an increasing percentage of customers from Central and South America,it is examining the ____ forces at work in the southern United States.
A)economic
B)demographic
C)technological
D)political
E)legal
Answer: B
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Chapter 4: Global Management: Managing Across Borders
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Q1) John,a construction manager,has been having problems finding quality employees in some of the company's foreign offices.While speaking with his attorney,Alisha,he mentioned that "in our locations overseas,many of our good employees have been quitting,and as you know,we have numerous lawsuits over personnel policies." Alisha explained that historically,problems with employee turnover and lawsuits are a result of ____ policies.
A)geocentric
B)ethnocentric
C)synergy
D)MBO
E)polycentric
Q2) Joe,who is from Michigan,is transferring to the Paris office.As one who has studied the effects of globalization on business,Joe understands that it crucial to A)learn to speak French.
B)understand the local culture.
C)work with his customers primarily through Skype or other apps.
D)manage his Parisian employees exactly as he would manage his U.S.employees.
E)be less concerned with profit and more concerned with philanthropy.
Q3) Describe NAFT
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Chapter 5: Planning: the Foundation of Successful Management
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Q1) The production plant for Ace Manufacturing has been located in the same place for over 100 years.It has just completed its new factory,which includes its new corporate offices.The planning required for moving Ace into a new facility is a single-use plan.
A)True
B)False
Q2) ______ is planning done by first-line managers to determine how to accomplish specific tasks with available resources within the next 1 to 52 weeks.
A)Writing a belief statement
B)Developing a goals pact
C)Producing a code of ethics
D)Management pledging
E)Operational planning
Q3) When Holiday Inn Express stated that the organization strives to "be the primary source of hospitality in the communities" it serves by providing its customers "the best possible experience and by being good neighbors," it is stating its code of ethics.
A)True
B)False
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Chapter 6: Strategic Management: How Exceptional Managers Realize
a Grand Design
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Q1) Mountain Rescue Incorporated sells emergency safety and rescue products to ski patrols and rescue workers at prices that are below those of its competitors,which offer a larger line of more expensive products and focus on broader markets.Mountain Rescue Incorporated is pursuing a ____ strategy.
A)cost-focus
B)cost-leadership
C)differentiation
D)narrow
E)focused-differentiation
Q2) Over the course of 40 years,Sal grew his company to six package shipping stores.With his retirement approaching and the increased competition,he decided to reduce the number of locations to two.Sal's reduction of effort represents a A)merger approach.
B)fixed plan.
C)defensive strategy.
D)growth strategy.
E)stability strategy.
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Chapter 7: Individual and Group Decision Making: How
Managers Make Things Happen
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Q1) The hindsight bias-the tendency of people to view events as being more predictable than they really are,as when at the end of watching a game we decide the outcome was obvious and predictable,even though in fact it was not.
Q2) Debbie likes working in the banking industry because it has a lot of structure and certainty,and the daily work is routine.Debbie probably
A)has a high tolerance for ambiguity.
B)has a large need for ambiguity.
C)has a low tolerance for ambiguity.
D)is in the middle ambiguity range.
E)thrives on ambiguity.
Q3) Confirmation bias-seeking information to support one's point of view.For example,a manager looks only for data that supports his recent customer service strategy,rather than information that is counter to it.
Q4) Representativeness bias-faulty generalization from a small sample or single event.For example,if you hired an extraordinary sales representative from a particular university,that doesn't mean that same university will provide an equally qualified candidate next time.
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Chapter 8: Organizational Culture, Structure, and Design:
Building Blocks of the Organization
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Q1) Alana,the children's department manager at Shoe Mart,has eight employees in her department,also known as her _________.All of eight of these employees report directly to her.
A)area of responsibility
B)span of direction
C)span of control
D)hierarchy of authority
E)management depth
Q2) Quality Paper Products utilizes a structure that includes functional divisions,such as accounting and production,and a divisional chain of command,such as the home products and office divisions.For example,Mariana,a salesperson,reported to both her sales manager and the office products manager when she first started working on the city of Springfield account.Quality Paper Products has a
A)geographic-divisional structure.
B)matrix structure.
C)team-based approach.
D)modular structure.
E)hollow structure.
Q3) Define organizational structure.
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Chapter 9: Human Resource Management: Getting the
Right People for Managerial Success
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Q1) The 2010 health care reform legislation requires employers with less than 50 employees to provide health insurance.
A)True
B)False
Q2) Describe the two different types of performance appraisals-objective appraisals and subjective appraisals-explaining the benefits and drawbacks of each.
Q3) Which type of workplace discrimination occurs when an organization uses an employment practice that results in unfavorable outcomes to a protected class? For example,by requiring that all employees have a high school diploma,the Mathis Construction Company essentially discriminates against those who did not graduate from high school.
A)disparate treatment
B)reverse discrimination
C)unequal application
D)harassment
E)adverse impact
Q4) Define forced ranking.What are its benefits and drawbacks?
Q5) Define performance management and list the four steps and behaviors that it involves.
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Chapter 10: Organizational Change and Innovation: Lifelong
Challenges for the Exceptional Manager
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Q1) A(n)______ innovation is a change in the way a product or service is conceived,manufactured,or disseminated.
A)procedural
B)process
C)product
D)transformational
E)adaptive
Q2) Describe at least three supertrends that are occurring in business that are likely to result in changes in many industries.Provide an example of each.
Q3) Which of the following is an effective way to deal with change and innovation?
A)Insist on success and punish failure.
B)Offer different explanations for the change to different work groups.
C)Hold closely to established methods of getting the job done.
D)Innovate by varying existing products that are already on the market.
E)Have the courage to follow your ideas.
Q4) Which types of behaviors by managers might indicate a need for change?
Q5) An organizational culture that celebrates failure helps foster innovation.
A)True
B)False
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Chapter 11: Managing Individual Differences and Behavior:
Supervising People As People
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Q1) Define stereotyping and name and describe three types of stereotyping.
Q2) Lee has hired two new employees for her team,Jim and Judy.Jim is outgoing and attractive,while Judy is very bright but seems quiet and unsure.Lee immediately expects Jim to outperform Judy at the job.Lee is likely experiencing the halo effect.
A)True
B)False
Q3) Job satisfaction results in stronger ______ and lower levels of ______.
A)job involvement;work-life balance
B)organizational commitment;perceived stress
C)motivation;life satisfaction
D)perceived stress;life satisfaction
E)perceived stress;absenteeism
Q4) The statement "I really don't like that Ivan got so angry in that meeting" reflects the ______ component of an attitude.
A)behavioral
B)factual
C)cognitive
D)value
E)affective
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Chapter 12: Motivating Employees: Achieving Superior Performance in the Workplace
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Q1) Of the following,which is not a core job characteristic?
A)autonomy
B)skill variety
C)task significance
D)teamwork
E)task identity
Q2) Nancy's employer distributes checks at the end of each quarter,representing an equitable portion of 5 percent of the company's pretax profits for the previous period.These checks represent
A)pay for performance.
B)pay for knowledge.
C)profit sharing.
D)a bonus.
E)gainsharing.
Q3) According to equity theory,employees who feel they are being underrewarded are more likely to support organizational change,more apt to cooperate in group settings,and less apt to turn to arbitration and the courts to remedy real or imagined wrongs.
A)True
B)False
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Chapter 13: Groups and Teams: Increasing Cooperation, Reducing Conflict
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Q1) ________ conflict is defined as interpersonal opposition based on personal dislike,disagreement,or differing styles.For example,Sasha and Alexandra,who both work as salespeople at a local boutique,may simply not like each other.
A)Competitive
B)Personality
C)Dysfunctional
D)Communication
E)Programmed
Q2) Members of a team develop their ______ based on the expectations of the team,of the organization,and of themselves.
A)resources
B)norms
C)groupthink
D)roles
E)social fit
Q3) Collaborating-devising solutions that benefit both parties;appropriate for complex issues plagued by misunderstanding.
Q4) What are the differences between groups and teams?
Q5) List and explain the four main types of conflict in the workplace.
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Chapter 14: Power, Influence, and Leadership: From
Becoming a Manager to Becoming a Leader
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Q1) According to the contingency model,a relationship-oriented leadership style works best in ______ situations.
A)moderate-control
B)high-control
C)low-control
D)uncontrolled
E)both high- and low-control
Q2) Which of the following is not a behavioral leadership approach?
A)trait
B)task-oriented
C)relationship-oriented
D)transformational behavior
E)passive behavior
Q3) The three dimensions of situational control include leader-member relations,position power,and
A)level of efficiency.
B)level of seniority.
C)organizational culture.
D)task structure.
E)organizational environment.
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Chapter 15: Interpersonal Organizational Communication:
Mastering the Exchange of
Information
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Q1) Which of the following is not an element of an effective social media policy?
A)Encourage employees to post honest,bold,and even unpopular decisions.
B)Align social policy with the organization's culture.
C)Explain what is considered illegal.
D)Clarify what is confidential.
E)Create safe channels for employees to air their concerns before going online.
Q2) Which of the following is not a suggestion that may help you be a good listener?
A)show respect for the speaker;do not interrupt
B)ask good questions
C)paraphrase and summarize remarks
D)use nonverbal cues to demonstrate interest and involvement
E)mentally compose your response
Q3) Face-to-face communication is the richest form of communication because the receiver observes multiple cues in the message.
A)True
B)False
Q4) Noise is any disturbance that interferes with the transmission of a message,and it can occur in any medium.
A)True
B)False
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Chapter 16: Control Systems and Quality Management:
Techniques for Enhancing Organizational Effectiveness
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Q1) A _____ budget allocates resources on the basis of a single estimate of costs.
A)unitary
B)zero-based
C)cash
D)incremental
E)fixed or static
Q2) Bureaucratic control is most appropriate for an organization in which the tasks are explicit and certain.
A)True
B)False
Q3) One characteristic of incremental budgeting is that it
A)allows comparison using various units,like labor hours and dollars.
B)is flexible toward changing environmental demands.
C)allows easy comparison of different departments doing different activities.
D)locks managers into stable spending arrangements.
E)requires more time from managers than zero-based budgeting.
Q4) Productivity is defined by the formula of outputs divided by inputs for a specified period of time.
A)True
B)False
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