Introduction to Management Test Questions
Course Introduction
Introduction to Management provides a comprehensive overview of the fundamental principles, concepts, and functions of management within modern organizations. The course explores the roles and responsibilities of managers, the process of planning, organizing, leading, and controlling organizational resources, and the impact of management theories on practices. Students will examine decision-making strategies, leadership styles, motivation techniques, team dynamics, and effective communication. Emphasis is placed on understanding the challenges faced by managers in diverse and dynamic business environments and developing the foundational skills necessary for future managerial roles.
Recommended Textbook
Understanding and Managing Organizational Behavior 6th Edition by Jennifer M. George
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18 Chapters
3054 Verified Questions
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Page 2
Chapter 1: Introduction to Organizational Behavior
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160 Verified Questions
160 Flashcards
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Sample Questions
Q1) The study of organizational behavior provides a set of tools that help ________.
A) people to understand, analyze, and describe behavior in organizations
B) people to utilize their intuition and common sense to make business decisions
C) generate direct and sufficient profit for all stakeholders
D) people understand their own strengths and weaknesses
Answer: A
Q2) Which of the following is NOT a component of information technology (IT)?
A) computer and communications hardware
B) skills of programmers, designers, and managers
C) computer and communications software
D) skills of salespeople and sales managers.
Answer: D
Q3) Union Bank of California uses the diversity of its employees to expand its customer base.
A)True
B)False
Answer: True
Q4) What is an organization?
Answer: An organization is defined as a collection of people who work together to achieve individual or organizational goals.
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Chapter 2: Individual Differences: Personality and Ability
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149 Flashcards
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Sample Questions
Q1) Define and discuss the concept of self-monitoring.
Answer: Self-monitoring is the extent to which people try to control the way they present themselves to others. High self-monitors want their behavior to be socially acceptable and are attuned to any social cues that signal appropriate or inappropriate behavior. They strive to behave in a situationally appropriate manner. For example, if they are in a meeting and see others making suggestions, they will try to make suggestions as well. They are also good at managing the impressions that others have of them. In contrast, low self-monitors are not particularly sensitive to cues indicating acceptable behavior, nor are they overly concerned about behaving in a situationally appropriate manner. For example, they may act bored in a meeting with the president of an organization or voice their concerns in a job interview about working long hours. People who are low self-monitors are guided by their own attitudes, beliefs, feelings, and principles and are not too concerned about what others think of their behavior.
Q2) Everyone has a specific type of personality.
A)True
B)False Answer: True
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Page 4
Chapter 3: Work Values Attitudes and Moods and Emotions
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176 Verified Questions
176 Flashcards
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Sample Questions
Q1) The opinion that employees will be satisfied with their jobs as long as their needs are met in areas they deem important supports the ________ of job satisfaction.
A) steady-state model
B) discrepancy theory
C) personality model
D) facet model
Answer: D
Q2) Moods are intense, short-lived feelings that are linked to a specific cause or antecedent and interrupt thought processes and behaviors.
A)True
B)False
Answer: False
Q3) Research has shown that the association between job satisfaction and job performance is ________.
A) decreasing due to the increasing number of baby-busters
B) stronger for men than for women
C) not meaningful
D) higher in unionized settings
Answer: C
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Page 5
Chapter 4: Perception Attribution and the Management of Diversity
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Sample Questions
Q1) The three components of perception are the perceiver, the target of perception, and the situation.
A)True
B)False
Q2) Which of the following is NOT a bias that can have an effect on the attributions people make to their own behaviors or the behaviors of others?
A) fundamental attribution error
B) systematic observational bias
C) actor-observer effect
D) self-serving attributions
Q3) Impression management tactics include all of the following EXCEPT ________.
A) being consistent
B) self promotion
C) appreciating or flattering others
D) emotional matching
Q4) The salience of a target of perception does not affect how it is perceived.
A)True
B)False
Page 6
Q5) Discuss perception and its three components.
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Chapter 5: Learning and Creativity
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Sample Questions
Q1) Briefly define operant conditioning and social learning theory and explain how they differ from each other.
Q2) Negative reinforcement ________ the probability of a desired behavior.
A) increases B) decreases C) eliminates D) has no effect on
Q3) Which of the following is NOT an example of punishment?
A) A manager verbally reprimands an employee for taking too many breaks.
B) An employee's pay is immediately reduced when he doesn't hit his sales quota.
C) An employee is criticized for gossiping around the office.
D) A manager repeatedly complains about personal calls on work time until the calls stop.
Q4) Continuous reinforcement can result in faster learning than partial reinforcement.
A)True
B)False
Q5) What is shaping and how is it used in the learning process?
Q6) Discuss the four sources of self-efficacy identified by Albert Bandura.
Q7) Discuss the individual differences of employees that contribute to creativity.
Page 7
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Chapter 6: The Nature of Work Motivation
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Sample Questions
Q1) Mick Box was recognized as Salesperson of the Year because of his outstanding sales record. Maslow would assert that Mick's ________ were met by this award.
A) ego needs
B) psychosocial needs
C) esteem needs
D) psychological needs
Q2) An employee's perception of overall fairness in his or her organization is called organizational justice.
A)True
B)False
Q3) Instrumentality can be positive or negative and varies in size or magnitude.
A)True
B)False
Q4) According to the hierarchy of needs, the most basic needs are ________.
A) safety and self-actualization
B) psychological and psychosocial
C) physiological and safety
D) analytical and pathological
Q5) Define equity theory and discuss the two types of inequity.
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Chapter 7: Creating a Motivating Work Setting
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Sample Questions
Q1) Goal-setting theory proposes that difficult and specific goals lead to ________ than do easy or vague goals.
A) more extrinsic motivation
B) more absenteeism and turnover
C) higher motivation and performance
D) higher stress and conflict on the job
Q2) Difficult goals lead to high motivation and performance only when the goals are set by employees themselves.
A)True
B)False
Q3) Job design does not influence the motivation of employees and their input levels.
A)True
B)False
Q4) It costs more money for companies to offshore services than it does for companies to offshore manufacturing operations.
A)True
B)False
Q5) Discuss the role of the social environment and past behavior on workers.
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Chapter 8: Pay Careers and Changing Employment Relationships
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177 Verified Questions
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Sample Questions
Q1) A ________ reflects a one-time commitment to a certain kind of job that is maintained throughout a person's working life.
A) steady-state career
B) linear career
C) spiral career
D) dynamic career
Q2) Which of the following is an advantage of using bonuses rather than salary increases?
A) Bonuses can be spent much more quickly than can salary increases.
B) Bonuses are tied directly to current performance.
C) Bonuses are usually taxed at a lower rate than are salaries.
D) Bonuses vary less over time than do salary levels.
Q3) One of the three supervisors at Goldilocks' Soup Company tends to rank all employees at a "normal" level of performance. This is an example of the ________.
A) halo effect
B) leniency bias
C) average tendency biases
D) similar-to-me effect
Q4) What are the four general categories of careers?
Page 10
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Chapter 9: Managing Stress and Work Life Balance
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Sample Questions
Q1) Employees are not affected by stressors that stem from uncertainty in the wider environment, such as terrorism, pollution, and corporate scandals.
A)True
B)False
Q2) Megan Price is learning how to operate a new computer system as part of her job. The new system requires extensive data input, which is a problem for Megan, who does not know how to type. The introduction of the computer system will MOST LIKELY produce stress for Megan because she ________.
A) has the traits of an extravert
B) scores high on openness to experience
C) ranks low on negative affectivity
D) lacks the abilities needed
Q3) Organizational support is the extent to which an organization cares about the well-being of its members, listens to their complaints, tries to help them when they have problems, and treats them fairly.
A)True
B)False
Q4) List some of the emotion-focused coping strategies for organizations.
Q5) Discuss some group- and organizational-related stressors.
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Chapter 10: The Nature of Work Groups and Teams
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188 Verified Questions
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Sample Questions
Q1) Managers establish formal work groups to help the organization achieve its goals.
A)True
B)False
Q2) According to Tuckman's five-stage model, in the ________ members really start to feel like they belong to the group.
A) norming stage
B) adjourning stage
C) forming stage
D) storming stage
Q3) Just as self-efficacy is an important determinant of individual accomplishments, group efficacy is an important determinant of group accomplishments.
A)True
B)False
Q4) Role orientation is the characteristic way in which members of a group respond to various situations.
A)True
B)False
Q5) Discuss two types of informal work groups.
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Chapter 11: Effective Work Groups and Teams
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166 Flashcards
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Sample Questions
Q1) In ________, a significant amount of communication and interaction among members occurs electronically, using computer hardware and software.
A) cyber configurations
B) electronic groups
C) virtual teams
D) self-managed teams
Q2) Groups of firefighters and fraternities tend to be highly cohesive, in part because of how difficult it is to become a member of the group.
A)True
B)False
Q3) According to the concept of the "sucker effect," when group members observe other members loafing, they will ________.
A) reject or ostracize the loafing group members
B) arrange a way for the loafing group members to be caught
C) reduce their own efforts because they do not want to be taken advantage of D) work harder to overcome the lost productivity of the loafing group members
Q4) Effective work groups minimize process losses and achieve process gains.
A)True
B)False
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Chapter 12: Leaders and Leadership
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Sample Questions
Q1) Managers who display positive moods at work can expect that their subordinates will provide better customer service than the subordinates of managers who do not display positive moods, according to recent research.
A)True
B)False
Q2) All of the following are examples of initiating-structure behavior EXCEPT ________.
A) setting goals
B) planning ahead
C) counseling employees
D) assigning individual tasks
Q3) The Vroom-Yetton model classifies the different styles of decision making into the categories labeled as ________.
A) autocratic, democratic, delegated, and egalitarian.
B) delegated, consultative, egalitarian, and group.
C) autocratic, consultative, democratic, and delegated.
D) autocratic, consultative, delegated, and group.
Q4) Discuss leader reward and leader punishing behavior.
Q5) What gender differences emerged in the leadership research?
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Chapter 13: Power, Politics, Conflict, and Negotiation
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Sample Questions
Q1) As the vice president for production at Acme Products, Bruce Bishop has learned that he can gain support to accomplish his goals by agreeing to support projects advocated by other executives at Acme. This process of trading support for the interests of various individuals or functions can lead to formation of ________.
A) manifest destiny
B) political coalitions
C) organizational culture based on sharing
D) equitable distribution of scarce resources
Q2) Individuals in an organization are not able to control the behavior of other individuals or groups.
A)True
B)False
Q3) Power is the principal means of directing and controlling organizational goals and activities.
A)True
B)False
Q4) Political behavior is seen only at the top levels of an organization.
A)True
B)False
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Chapter 14: Communicating Effectively in Organizations
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Sample Questions
Q1) In persuasive communication, the sender's task is to ________.
A) inform the receiver
B) provide the reader with facts
C) remain logical and objective
D) influence the receiver's response
Q2) Jack Dobbs is trying to determine what communication medium to use to communicate his retirement plans to the employees of his company, Dobbs & Son. Jack has spent his entire career building his company that now has twenty-five employees all working in the same building on the south side of Chicago. Jack wants to be sure his employees understand that his son, Jack, Jr., will not change how employees are treated. What communication medium would be MOST effective for Jack to use in order to ensure his employees confidence in his son, Jack, Jr.?
A) face-to-face communication
B) electronically transmitted verbal communication
C) personally addressed written communication
D) impersonal written communication
Q3) The term "decoding" means interpreting or trying to make sense of a sender's message.
A)True
B)False
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Chapter 15: Decision Making and Organizational Learning
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Sample Questions
Q1) The illusion of invulnerability occurs when group members mistakenly believe that they are in total agreement when making decisions.
A)True
B)False
Q2) Organizations should use group rather than individual decision making when
A) an individual has the capabilities needed to make a good decision
B) an individual can gather and accurately consider all necessary information
C) an individual needs to make the best decision in a short amount of time
D) an individual needs the diverse opinions of others to make the highest quality decision
Q3) When the nominal group technique is used only the best ideas are discussed with the whole group.
A)True
B)False
Q4) Group decisions are characterized by a diffusion of responsibility.
A)True
B)False
Q5) Define escalation of commitment. Why does it occur?
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Chapter 16: Organizational Design and Structure
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Sample Questions
Q1) In a ________ employees are linked to an organization's centralized databases via computers, faxes, and videoconferencing.
A) virtual organization
B) matrix organization
C) network organization
D) cross-functional organization
Q2) In environments like those surrounding high-tech industries, companies are more likely to prefer a high level of centralization.
A)True
B)False
Q3) The ________ as the number of levels in the organizational hierarchy increases.
A) span of control narrows
B) span of control expands
C) scope of influence narrows
D) scope of influence expands
Q4) As the number of levels in an organization's hierarchy increases, the span of control of the organization's managers widens.
A)True
B)False
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Chapter 17: Organizational Culture and Ethical Behavior
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Sample Questions
Q1) The values and assumptions in an organization's culture have little effect on organizational effectiveness.
A)True
B)False
Q2) Rites of enhancement give an organization the opportunity to acknowledge and reward employees' contributions, in public, and thereby enhance their commitment to its values.
A)True
B)False
Q3) How does the founder of an organization influence the organization's initial culture?
Q4) The values and norms of inert cultures neither motivate nor inspire employees; instead, they lead to stagnation and often failure over time.
A)True
B)False
Q5) Describe the ways in which an organization's culture is transmitted to its members.
Q6) What are organizational values? Describe the two kinds of values and provide an example of each.
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Page 19
Chapter 18: Organization Change and Development
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Sample Questions
Q1) Evaluating the change process is MOST successful when managers ________.
A) conduct an internal audit
B) develop measures or criteria
C) survey corporate stakeholders
D) review press clippings and media releases
Q2) Which of the following statements is FALSE?
A) Restructuring is a revolutionary change.
B) Total quality management is a type of evolutionary change.
C) Reengineering is an incremental organizational change.
D) Socio-technical systems theory advocates evolutionary change.
Q3) Types of change can be classified as either incremental or drastic.
A)True
B)False
Q4) In organizations where performance is deteriorating rapidly, ________ is MOST LIKELY to be used in order to turn things around.
A) restructuring
B) quality circles
C) sensitivity training
D) total quality management
Q5) What are the most powerful organization-level impediments to change?
Page 20
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