Introduction to Management Test Bank
Course Introduction
Introduction to Management provides students with a foundational understanding of the core principles, functions, and roles of management within organizations. Covering key topics such as planning, organizing, leading, and controlling, the course explores the responsibilities of managers and the skills required to effectively coordinate people and resources. Through case studies, real-world examples, and interactive discussions, students will gain insight into decision-making processes, organizational structure, leadership styles, and the impact of the external environment on managerial actions, preparing them for further study in business and management fields.
Recommended Textbook
Management Leading and Collaborating in a Competitive World 12th Edition by Bateman
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18 Chapters
2275 Verified Questions
2275 Flashcards
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Page 2
Chapter 1: Managing and Performing
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126 Verified Questions
126 Flashcards
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Sample
Questions
Q1) Edgar, the vice president of Lopez Construction LLC, attended a trade show to make additional supplier contacts for the business. Which of the following roles was Edgar fulfilling in this situation?
A)Leader
B)Liaison
C)Figurehead
D)Disturbance handler
E)Resource allocator
Answer: B
Q2) Which of the following management skills does Angela implement by communicating with the rest of the organization?
A)Interpersonal skills
B)Conceptual skills
C)Technical skills
D)Tactical skills
E)Decision making skills
Answer: A
Q3) Briefly describe each of the four key management functions. Answer: Answers will vary.
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Page 3
Chapter 2: The External and Internal Environments
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126 Verified Questions
126 Flashcards
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Sample Questions
Q1) When a brand advertises its products as being superior to that of its competitors, it is demonstrating _____.
A)competitive aggression
B)competitive pacification
C)benchmarking
D)political action
E)cooptation
Answer: A
Q2) Fujiko, a new manager at a company, has been asked to focus on the competitive environment of the organization. Which of the following is a factor Fujiko should focus on?
A)Government regulation
B)Economic performance
C)Demographics
D)Rivals
E)Technology
Answer: D
Q3) What are the clues to understanding an organization's culture? List the characteristics of a strong culture.
Answer: Answers will vary.
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Chapter 3: Managerial Decision Making
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125 Flashcards
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Sample Questions
Q1) Which of the following best describes the dialectic method of managing group decision making?
A)A group intentionally keeps presenting negative arguments to force further investigation of the alternative under consideration.
B)A structured debate between two conflicting courses of action is held.
C)Conflict generated within the group is minimized by enforcing group unity.
D)Conflict generated within the group is maximized by including not only factual counterarguments but also personal attacks.
E)The leader performs the role of peacekeeper when attacks are directed at individuals.
Answer: B
Q2) All companies should have a crisis management plan.
A)True
B)False
Answer: True
Q3) Differentiate between programmed and nonprogrammed decisions. Give an example of each.
Answer: Answers will vary.
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Page 5
Chapter 4: Planning and Strategic Management
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Sample Questions
Q1) A _____ provides a tool that managers can use to communicate their strategic goals and enable members of the organization at every level to understand the parts they will play.
A)situational analysis
B)concentric diversification
C)goal flowchart
D)SWOT analysis
E)strategy map
Q2) Operational planning identifies the specific procedures and processes required _____ of an organization.
A)by the external relationships
B)by the internal structure
C)at the lower levels
D)at the middle levels
E)at the upper levels
Q3) The final step in the formal planning process-monitoring and controlling-is overemphasized by many companies.
A)True
B)False
Q4) What is SWOT analysis? Give examples.
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Chapter 5: Ethics, Corporate Responsibility, and Sustainability
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125 Verified Questions
125 Flashcards
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Sample Questions
Q1) What are business ethics?
A)Principles of conduct, such as caring, being honest, pursuing excellence, and showing loyalty
B)The moral principles and standards that guide behavior in the world of business
C)The system of rules that governs the ordering of economic value
D)A situation, problem, or opportunity in which a political leader must choose among several actions
E)The principles, rules, and values that people use in deciding what is right or wrong for themselves
Q2) Jarrett believes that ethical behavior is anything that provides the maximum benefit for himself. What ethical system does Jarrett subscribe to?
A)Universalism
B)Utilitarianism
C)Relativism
D)Egoism
E)Pragmatism
Q3) Describe Kohlberg's model of cognitive moral development. Give an example for each of the stages.
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Chapter 6: International Management
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128 Flashcards
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Sample Questions
Q1) Bob's Better Burgers sells small business owners the rights to use the company's brand name in return for a lump-sum payment and a share of the buyer's profits. This practice is referred to as
A)offshoring.
B)international licensing.
C)exporting.
D)franchising.
E)royalty facilitation.
Q2) Which of the following countries is a member of the Asia-Pacific Economic Cooperation Group?
A)Russia
B)Germany
C)Brazil
D)Nigeria
E)Italy
Q3) Discuss the advantages of licensing and franchising. In what situations is each of these strategies most appropriate?
Q4) Explain the present and future consequences of China's rapid economic growth.
Q5) Discuss the key issues of the global environment. Give examples of each.
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Chapter 7: Entrepreneurship
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127 Verified Questions
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Sample Questions
Q1) Which of the following e-commerce models has advertisers pay for access to the demographic group that visits the operator's site?
A)Affiliate
B)Intermediary
C)Advertising support
D)Subscription
E)Transaction fee
Q2) The _____ quadrant in the entrepreneurial strategy matrix depicts ventures of truly novel ideas with little risk.
A)upper-left
B)lower-left
C)upper-right
D)lower-right
E)central
Q3) Discuss the five successful business models in the e-commerce market.
Q4) Discuss the role of the economic environment in entrepreneurship.
Q5) Discuss the entrepreneurial strategy matrix, including the characteristics of each cell. Provide an example of a business that would be located in each cell, and explain the usefulness of the model to entrepreneurs.
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Chapter 8: Organization Structure
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126 Verified Questions
126 Flashcards
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Sample Questions
Q1) Define authority and discuss the three broad levels of the organizational pyramid.
Q2) Corporate boards hire _____ directors to provide different information and perspectives and to prevent big mistakes.
A)outside
B)dual
C)cooperating
D)authoritative
E)affiliative
Q3) Ideally, decision making should be done by the A)board of directors.
B)top management of the organization.
C)customers of the organization.
D)supervisory-level employees.
E)people who are most affected by the issue.
Q4) Discuss the concepts of responsibility, authority, and accountability.
Q5) Discuss the functional organization structure. What are its advantages and disadvantages? What is its future?
Q6) Define delegation and explain its importance.
Q7) Contrast narrow span of control and wide span of control.
Page 10
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Chapter 9: Organizational Agility
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Sample Questions
Q1) In Scenario B, Juan refers to
A)diseconomies of scale.
B)diseconomies of scope.
C)economies of scale.
D)economies of scope.
E)economies of size.
Q2) A system that calls for subassemblies and components to be manufactured in very small lots and delivered to the next stage in the production process as they are needed is known as a ____.
A)dynamic networking operation
B)just-in-time (JIT) operation
C)mass customization process
D)continuous process operation
E)flexible manufacturing process
Q3) In Scenario B, Ben talks about
A)diseconomies of scale.
B)diseconomies of scope.
C)economies of scale.
D)economies of scope.
E)economies of size.
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Chapter 10: Human Resources Management
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129 Verified Questions
129 Flashcards
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Sample Questions
Q1) Poor supervisory practices can influence workers to vote for a union.
A)True
B)False
Q2) In statement 2, which of the following laws is the organization most likely violating?
A)The Americans with Disabilities Act
B)The Pregnancy Discrimination Act
C)The Family and Medical Leave Act
D)The Uniform Parentage Act
E)The Protection of Life During Pregnancy Act
Q3) Surveys show that _____ are the way most job positions get filled.
A)want ads
B)word-of-mouth recommendations
C)private employment agencies
D)unions
E)drop-in applications
Q4) What are structured interviews? Describe the basic types of structured interviews.
Q5) Compare and contrast reliability and validity. Give an example of reliability and of each type of validity. How are they used in the selection process?
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Chapter 11: Managing the Diverse Workforce
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126 Verified Questions
126 Flashcards
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Sample Questions
Q1) In monolithic organizations, ____.
A)minorities are employed in all job levels
B)minority members identify highly with the company
C)minority members must adopt the norms of the majority to survive
D)employee population is relatively diverse
E)discrimination and prejudice are almost nonexistent
Q2) Dahia is an ambitious African American professional who works for a large corporation. She notices that 8 percent of top executives in her company are women and 5 percent of top executives are from minorities. Dahia can conclude that her company
A)uses affirmative action.
B)is breaking the law.
C)has a glass ceiling.
D)will probably offer her advancement.
E)is managing diversity well.
Q3) Explain sexual harassment, its categories, and the problems that stem from the issue.
Q4) What does "managing diversity" mean? Discuss the components of a diversified workforce.
Q5) Discuss communication problems as a challenge of a diverse workforce.
Page 13
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Chapter 12: Leadership
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Sample Questions
Q1) Explain the difference between supervisory leadership and strategic leadership.
Q2) An outstanding leader needs good strategic substance and effective interpersonal skills.
A)True
B)False
Q3) A mental image of a possible and desirable future state of an organization is called a _____.
A)mission
B)strategy
C)goal
D)vision
E)plan
Q4) According to leader behavior research conducted at Ohio State and Michigan, the ideal leader
A)does not exist.
B)is both performance and maintenance oriented.
C)is both autocratic and democratic.
D)is one who brings in the most profitable plans to the company.
E)relies on the situation to dictate his or her behavior.
Q5) List and explain the five sources of power. Give an example of each.
Page 14
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Chapter 13: Motivating for Performance
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Sample Questions
Q1) Fred has failed to appreciate his employees when they perform well, which has resulted in poor performances. This is an example of ____.
A)termination
B)elimination
C)negative reinforcement
D)extinction
E)arbitration
Q2) Which of the following best describes Lea's perception?
A)Low expectancy
B)High instrumentality
C)Negative valence
D)High equity
E)High empowerment
Q3) A satisfied worker is not necessarily more productive than a dissatisfied one.
A)True
B)False
Q4) Discuss the important features of Maslow's need hierarchy.
Q5) Discuss the consequences of job dissatisfaction.
Q6) Distinguish between negative reinforcement, punishment, and extinction. Give examples for each.
Page 15
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Chapter 14: Teamwork
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126 Flashcards
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Sample Questions
Q1) Which of the following statements about group norms is true?
A)They are defined by the board of an organization.
B)They are usually negative and destructive to group cohesiveness.
C)They are shared beliefs about how the group members should behave.
D)They are attitudes that support accomplishing the tasks of an organization.
E)They will hinder team performance unless they are put in writing.
Q2) Discuss the importance of cohesiveness in building effective teams.
Q3) Which of the following statements about roles within teams is true?
A)Roles are shared beliefs of how various individuals should behave.
B)The formal group leader is appointed as a task specialist.
C)Team maintenance roles are filled by those with specific job-related skills.
D)Task specialists keep the team moving toward achieving its objectives.
E)Roles apply generally to all team members.
Q4) A(n) _____ differs from a self-managed team in that the former has no managerial responsibilities.
A)transnational team
B)autonomous work group
C)traditional work group
D)virtual team
E)self-designing team
Page 16
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Chapter 15: Communicating
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Sample Questions
Q1) The richest communication media are
A)more personal than technological.
B)more audio than visual.
C)more technological than personal.
D)more visual than audio.
E)more boring than engaging.
Q2) Which of the following is one of the ways to add power to presentations?
A)Avoiding the use of data
B)Practicing
C)Striving for and expecting perfection
D)Not taking questions
E)Avoiding eye contact
Q3) A common problem with downward communication in an organization is A)instrumentality.
B)too much openness.
C)filtering.
D)defensiveness.
E)lack of validity.
Q4) Describe virtual offices. Explain their benefits and drawbacks.
Q5) State the disadvantages of electronic communication.
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Chapter 16: Managerial Control
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Sample Questions
Q1) Explain what the two conjoined twins of management are. How does this idea relate to the control function of management?
Q2) If an employee believes his or her control system is overly controlling, that employee is likely to exhibit dysfunctional behavior.
A)True
B)False
Q3) Traditional methods of cost accounting tend to be inappropriate in today's business environment because they are based on outdated methods of rigid hierarchical organization.
A)True
B)False
Q4) The price charged by one unit for a good or service provided to another unit within the organization is referred to as a(n) _____ price.
A)substitute
B)transfer
C)department
D)organizational
E)budget
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Page 18
Chapter 17: Managing Technology and Innovation
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Sample Questions
Q1) Key roles in acquiring and developing new technologies are the _____, product champion, and executive champion.
A)technical innovator
B)technical imitator
C)technology auditor
D)chief researcher
E)early adopter
Q2) A lack of enthusiasm for a new product among the technology adopters called innovators can be a sign that the new technology has serious problems.
A)True
B)False
Q3) Which of the following best describes the role of executive champions in developing new technologies?
A)They provide financial resources to support the project.
B)They promote the new technology throughout the organization.
C)They develop and operate the new technology.
D)They coordinate the technological efforts of various business units.
E)They assess technological implications.
Q4) Explain the technology life cycle.
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Chapter 18: Creating and Leading Change
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Sample Questions
Q1) Explain the concept of continuous learning and discuss the role it could have in helping you develop leadership skills.
Q2) Total organization change involves introducing and sustaining
A)a single policy, practice, or procedure in one unit or level.
B)a single policy, practice, or procedure across multiple units and levels.
C)multiple policies, practices, and procedures in one unit or level.
D)multiple policies, practices, and procedures across multiple units and levels.
E)only the most important policies, practices, and procedures across the whole company.
Q3) Which of the following is a cause for complacency?
A)Too much negative talk
B)Frank discussion of weaknesses
C)Too many visible resources
D)The presence of a major crisis
E)High performance standards
Q4) Elaborate on any three types of organization development techniques.
Q5) Explain the sources of complacency in an organization and actions managers can take to overcome complacency.
Q6) Briefly explain the eight steps to leading change.
Q7) Explain the difference between reactive change and proactive change.
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