Introduction to Management
Textbook Exam Questions
Course Introduction
Introduction to Management offers a foundational overview of the principles and practices vital for effective management in todays organizations. The course explores key managerial functions including planning, organizing, leading, and controlling, while also examining topics such as decision-making, organizational structure, team dynamics, motivation, and leadership styles. Through real-world examples and case studies, students will develop an understanding of how managers align resources and people to achieve organizational goals, adapt to change, and foster an ethical workplace environment. This course equips students with essential skills for future studies in business and for entry-level management roles.
Recommended Textbook Fundamentals of Management 8th Edition by
Stephen P. Robbins
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Chapter 1: Managers and Management
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Q1) When Don meets with Phil to discuss Phil's output decline, in which management role will Don be operating?
A)leader
B)figurehead
C)disseminator
D)spokesperson
Answer: A
Q2) The primary job of a manager is to ________.
A)make decisions that help an organization grow
B)tackle tasks that are too difficult for nonmanagerial employees
C)coordinate between organization leaders and ordinary employees
D)direct and oversee the work of others
Answer: D
Q3) The managerial role that changes the least between middle and top managers is ________.
A)planning
B)organizing
C)controlling
D)leading
Answer: C
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Chapter 2: The Management Environment
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Q1) The Daily Recorder is considering charging online readers a flat fee for access to the news on their computers and electronic devices.Which stakeholder should the paper NOT worry about informing?
A)the paper's online customers
B)the paper's rival, The Daily Sun
C)the unions that control the paper's workers
D)the paper's print subscribers
Answer: B
Q2) Sony Corporation's focus on product innovation is an example of which of the following dimensions of organizational culture?
A)member identity
B)people focus
C)risk tolerance
D)conflict tolerance
Answer: C
Q3) The age of a population is one of its most important demographics.
A)True
B)False
Answer: True
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Chapter 3: Integrative Managerial Issues
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Q1) Workforce diversity will be significantly affected in the next decade by ________.
A)increases in the teen worker population
B)the aging of the U.S. population
C)increases in the U.S. divorce rate
D)increases in U.S. birthrates
Answer: B
Q2) How do global supply chains resemble biological organisms?
A)Global supply chains are highly resilient in many ways, yet show marked vulnerability to seemingly small events.
B)Global supply chains are highly resilient in many ways, yet they show a marked need for increasing amounts of energy.
C)Global supply chains are highly resilient in many ways, yet they show a marked need for conflict and war.
D)Global supply chains are highly resilient in many ways, yet show marked vulnerability to microscopic intruders.
Answer: A
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Chapter 4: Foundations of Decision Making
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Q1) One legislator sees decreased tax revenue as the key problem in the budget.A second legislator sees increased spending as the problem.Each of these legislators has a(n)________.
A)representation bias
B)self-serving bias
C)availability bias
D)framing bias
Q2) Group decisions generally feature ________ acceptance than decisions made by an individual.
A)greater
B)less
C)neither greater nor less
D)more enthusiastic
Q3) In a short essay, describe how brainstorming can help avoid groupthink and enhance creativity in group decision making.
Q4) In a short essay, list and discuss the first four steps in the decision-making process.Give an example of each step.
Q5) In a short essay, discuss the assumptions of rationality and the validity of those assumptions.
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Chapter 5: Foundations of Planning
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Q1) In formal planning, ________.
A)specific goals covering a period of years are defined
B)to maximize flexibility, specific goals are never spelled out
C)very broad general goals are developed
D)goals may be written or unwritten
Q2) The more uncertain a situation is, the more ________ plans must be.
A)unspecific
B)long term
C)flexible
D)short term
Q3) In a means-ends chain, a goal at a lower level ________.
A)is the bridge to a goal at the next higher level
B)is attained only after higher level goals are fulfilled
C)is separate from the goal at the next higher level
D)is ignored if goals at higher levels are attained
Q4) An organization's real goals and priorities are best revealed by ________.
A)its official stated goals
B)its actions in the marketplace
C)its statements to the press
D)its mission statement
Page 7
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Chapter 6: Organizational Structure and Design
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Q1) A company that is pursuing a cost leadership strategy would be most likely to have this kind of structure.
A)mechanistic
B)virtual
C)team
D)matrix-project
Q2) Today, managers favor this approach instead of work specialization.
A)All tasks are performed by all employees.
B)Partners switch jobs every half hour.
C)Employees perform a broad range of tasks.
D)Monotonous tasks are shared by all employees.
Q3) A bank manager who passes out bonuses at the end of the year is exercising this.
A)reward power
B)coercive power
C)expert power
D)referent power
Q4) An organic organization tends to be flexible and have few formal rules.
A)True
B)False
Q5) In a short essay, describe the characteristics of a divisional structure.
Page 8
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Chapter 7: Managing Human Resources
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Q1) For the most part, ________ are involved in HR decisions within their own department or unit.
A)very few managers
B)some managers
C)most managers
D)all managers
Q2) Job referrals generally are not a good method for improving workplace diversity.
A)True
B)False
Q3) Which of the following is an advantage of using private employment agencies for recruiting?
A)low cost
B)candidates who are familiar with the organization
C)improves employee morale
D)careful screening of applicants
Q4) Which health care or safety issue concerns companies the most?
A)smoking
B)disease
C)traffic accidents
D)obesity
Page 9
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Chapter 8: Managing Change and Innovation
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Q1) Lewin's force field analysis might view a company ________ as a blocking force for change.
A)becoming more mechanistic
B)rewarding innovation and creativity
C)becoming more organic
D)decreasing centralization
Q2) In a short essay, describe the "calm waters" view of organizational change.
Q3) In organizations, people who act as catalysts and assume the responsibility for managing the change process are called ________.
A)managers
B)change agents
C)change managers
D)nonmanagerial employees
Q4) Job redesigns are good ways to reduce stress that employees feel from ________.
A)work overload or boredom
B)work overload only
C)boredom only
D)boredom overload
Q5) In a short essay, describe the "white-water rapids" view of organizational change.
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Chapter 9: Foundations of Individual Behavior
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Q1) When people judge someone on the basis of the perception of a group they are a part of, they are using the shortcut called ________.
A)stereotyping
B)selectivity
C)assumed similarity
D)the halo effect
Q2) The fundamental attribution error states that individuals tend to overestimate the influence of external factors in others.
A)True
B)False
Q3) When a football coach makes the team run laps because it can't get a play right, he is using which behavior-shaping method?
A)positive reinforcement
B)negative reinforcement
C)punishment
D)extinction
Q4) In a short essay, define learning and then explain operant conditioning.
Q5) In a short essay, discuss how Machiavellianism can help explain individual behavior in organizations.
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Chapter 10: Understanding Groups and Managing Work Teams
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Q1) Small groups appear to perform better when it comes to ________.
A)amassing meaningful data
B)being comprehensive
C)thoroughness
D)interpreting data productively
Q2) Teams composed of individuals who have never actually met one another in person are called ________.
A)cross-functional teams
B)self-managed work teams
C)problem-solving teams
D)virtual teams
Q3) Which type of team is rarely given the authority to unilaterally implement any of its suggested actions?
A)cross-functional
B)problem-solving
C)self-managed
D)virtual
Q4) The studies by Solomon Asch show that group norms are a powerful force.
A)True
B)False
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Chapter 11: Motivating and Rewarding Employees
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Q1) Maslow states that people can no longer be motivated by a given need if it is largely taken care of.
A)True
B)False
Q2) According to Herzberg, hygiene factors ________.
A)help people avoid infections
B)control motivation but not satisfaction
C)control dissatisfaction but not satisfaction
D)control motivation and satisfaction
Q3) ________ allow companies to accommodate the needs of workers with nonstandard family situations.
A)Flextime and expanded workweeks
B)Expanded workweeks and job sharing
C)Flexible pay rates
D)Flextime, compressed workweeks, and job sharing
Q4) Maslow's theory is a hierarchy because ________.
A)all needs are equal
B)all needs are important
C)needs are satisfied sequentially
D)needs are never truly satisfied
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Chapter 12: Leadership and Trust
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Q1) A team's ________ marks the border between tasks that are strictly the team's responsibility and those that the team shares with other parts of the organization.
A)external boundary
B)exterior
C)leader
D)performance
Q2) Most leadership theories were developed in the United States, causing them to stress ________.
A)spirituality over rationality
B)rationality over spirituality
C)both rationality and spirituality
D)altruism over self-gratification
Q3) Leadership identifies a process while leader identifies a person.
A)True
B)False
Q4) Ideally, all managers should not be leaders.
A)True
B)False
Q5) In a short essay, describe transactional and transformational leaders.
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Chapter 13: Communication and Information
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Q1) Active listening requires a listener to have empathy, the ability to suspend judgment when listening.
A)True
B)False
Q2) Emotions rarely interfere with effective communication.
A)True
B)False
Q3) How does jumping to conclusions affect the communication process?
A)Jumping to a conclusion causes the speaker to stop speaking because he or she sees no reason to carry on to a listener who already knows what is being said.
B)Jumping to a conclusion causes the listener to stop listening because he or she has already formed a view of what the speaker is attempting to express.
C)Jumping to a conclusion causes the listener to feel shortchanged because he or she is not hearing the entire message.
D)Jumping to a conclusion causes the speaker to feel nervous because he or she feels obligated to expand on his or her basic message.
Q4) In a short essay, explain how gender can affect communication.
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Chapter 14: Foundations of Control
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Q1) ________ is a measure of an organization's ability to meet its current debt obligations.
A)Profitability
B)Liquidity
C)Activity
D)Leverage
Q2) Basic corrective action focuses on identifying the cause of a performance deviation.
A)True
B)False
Q3) In the second step of the control process, actual performance can be considered acceptable as long as the performance doesn't fall ________.
A)short of goals by more than 15 percent
B)short of goals by more than 30 percent
C)inside an acceptable range of variation
D)outside an acceptable range of variation
Q4) In a short essay, describe one feedforward, one concurrent, and one feedback method for controlling employee theft.
Q5) In a short essay, define and describe the management function of control.
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Chapter 15: Operations Management
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Q1) The customer is part of the value chain in value chain management.
A)True
B)False
Q2) ________ management oversees the transformation process that converts resources such as labor and raw materials into finished goods and services.
A)Control
B)Operations
C)Systems
D)Planning
Q3) One place in which technology has little impact is the fast-food restaurant business.
A)True
B)False
Q4) Operations management is part of the transformation process.
A)True
B)False
Q5) Value in a value chain management system is determined by managers.
A)True
B)False
Q6) In a short essay, explain what a value chain is.
Page 17
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Chapter 16: Appendix: History Module
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Q1) In a short essay, describe how the contingency variable of organization size might affect management style.
Q2) Frank and Lillian Gilbreth got their ideas for management from the book Cheaper by the Dozen.
A)True
B)False
Q3) Which technology development is likely to have the greatest impact on the organization of the future?
A)mainframe computers
B)cell phones
C)wired networks
D)wireless networks
Q4) Contemporary approaches to management see the organization as a closed system in which all inputs and outputs stay within the system.
A)True
B)False
Q5) The division of labor is also referred to by the term job specification.
A)True
B)False
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Chapter 17: Appendix: Entrepreneurship Module
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Q1) This section of a full business plan would include an assessment of the industry of the venture and how it fits into the overall economic climate.
A)analysis of context
B)description of the business
C)financial data and projections
D)analysis of opportunity
Q2) After four years, ________ business.
A)56 percent of entrepreneurial ventures are out of B)56 percent of entrepreneurial ventures are still in
C)31 percent of entrepreneurial ventures are out of D)two-thirds of entrepreneurial ventures are out of
Q3) Since it is impossible to predict the future, projected income estimates are not part of a good business plan.
A)True
B)False
Q4) People with proactive personalities tend to react to their environment more than trying to change their environment.
A)True
B)False
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Chapter 18: Appendix: Quantitative Module
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Q1) A company has a current ratio of of 2.75 to 1.What should a manager in the company conclude?
A)The company is getting the best possible return on its assets.
B)The company has too many liabilities.
C)The company is not getting the best possible return on its assets.
D)The company is not getting the best possible return on its liabilities.
Q2) Which of the following best defines regret in a payoff matrix?
A)Regret refers to the difference of the sum of the values in a chosen strategy and the sum of the best strategy.
B)Regret refers to the difference of the sum of the values in a chosen strategy and the sum of the worst strategy.
C)Regret refers to the sum total of the sum of the values in a chosen strategy and the sum of the best strategy.
D)Regret refers to the extra amount of money that could have been made had the person chosen a different strategy.
Q3) Another term for queuing theory is "waiting line" theory.
A)True
B)False
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Chapter 19: Appendix: Career Module
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Q1) An unskilled laborer has ________ a software designer.
A)no real career when compared to
B)just as much of a career as C)more of a career when compared to D)a much shorter career than
Q2) Explain why practice is important in developing a competitive advantage in some area.
Q3) A boundaryless career is one in which an individual ________.
A)has no exact job
B)works for no particular organization
C)is responsible for his or her own career
D)has a job that is part of his or personal lifestyle, 24 hours a day
Q4) Today, the organization-not the individual-is responsible for the employee's career development.
A)True
B)False
Q5) The term career applies only to high-level professionals such as designers or physicians, not laborers.
A)True
B)False
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