Introduction to Management
Textbook Exam Questions
Course Introduction
Introduction to Management explores the fundamental concepts, principles, and functions of management in organizational settings. This course introduces students to key topics such as planning, organizing, leading, and controlling, while examining the roles and skills required of effective managers. Through real-world examples, case studies, and interactive discussions, students learn about decision-making processes, motivation, communication, and strategic planning. The course also addresses the challenges of managing in a dynamic and diverse workplace, preparing students for future studies in business and management-related fields.
Recommended Textbook Management 12th Edition by Richard L. Daft
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Page 2
Chapter 1: The World of Innovative Management
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Sample Questions
Q1) The process of management in the workplace is changing. In the past, a manager's task was to achieve organizational goals by maintaining tight control over their employees while standardizing procedures to maintain stability. Today's managers are asked to empower employees while encouraging collaboration and innovation. Contrast today's workforce with the workforce of the past. What developments in present society necessitate a shift in management style? Can you foresee other management style changes on the horizon?
Answer: (Answer will contain some or all of the following elements.): People in today's society want to feel like they are making a valuable contribution in the workplace; they are much less likely to relinquish "control" to their manager. They often demand more flexibility and creativity in their work situation because their lives are fast paced, unpredictable, and increasingly mobile. Today's managers have to accomplish more with fewer resources. They recognize the value of being an enabler rather than a controller, using an empowering leadership style, and enlisting the cooperation of willing workers who are part of a team. Improved communication techniques, use of social media, and the increase in off-site workers will surely force even more changes related to management style in the future.
Q2) Identify the four functions of management.
Answer: Planning, organizing, Leading, and controlling.
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Page 3
Chapter 2: The Evolution of Management Thinking
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Sample Questions
Q1) Genex Dynamics is a ballistics company that uses the unity of command, scalar chain, and division of work principles. These are part of which management philosophy?
A) Administrative principles approach
B) Bureaucratic approach
C) Scientific management approach
D) Humanistic approach
E) Behavioral sciences approach
Answer: A
Q2) Briefly describe systems theory, including synergy.
Answer: Systems theory suggests that an organization can be considered a system composed of a number of interrelated subsystems. These subsystems include people, structure, technology, and goals. A change in one subsystem results in a rippling effect on the other subsystems. Managed properly, the subsystems work well together and produce more as a whole system than the parts could produce working alone. This is synergy.
Q3) _____ pertain to the availability, production, and distribution of resources in a society.
Answer: Economic forces
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Chapter 3: The Environment and Corporate Culture
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Sample Questions
Q1) Which of the following roles are assumed by people and/or departments that link and coordinate the organization with key elements in the external environment?
A) Figurehead
B) Liaison
C) Boundary-spanning
D) Disturbance handler
E) Leader
Answer: C
Q2) What are the three basic strategies for dealing with increased uncertainty with respect to customers, competitors, suppliers, or government regulations?
Answer: The three basic strategies are boundary-spanning roles, interorganizational partnerships, and mergers or joint ventures.
Q3) The international dimension of the external environment represents events originating in foreign countries as well as opportunities for U.S. companies in other countries.
A)True
B)False
Answer: True
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Chapter 4: Managing in a Global Environment
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Sample Questions
Q1) ____ is the most widespread approach to international involvement in China and India.
A) Importing
B) Exporting
C) Manufacturing
D) Outsourcing
E) Greenfield venture
Q2) A foreign terrorist kidnaps your firm's marketing VP while the VP is in the host country. This is a harsh example of:
A) economic development.
B) infrastructure.
C) political risk.
D) international law.
E) social risk.
Q3) In a(n) _____, people use communication primarily to exchange facts and information.
Q4) In countries where women are often in positions of high status, the Globe Project would describe that culture as high in _____.
Q5) The risk of loss due to actions by host country governments is known as _____.
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Chapter 5: Managing Ethics and Social Responsibility
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Sample Questions
Q1) The ethical concept that argues that moral behaviors produce the greatest good for the greatest number of people is objective dualism.
A)True
B)False
Q2) The relationship between social responsibility and financial performance has been shown to be _____.
A) non-existent
B) positive
C) negative
D) not important
E) a reflection of top leadership
Q3) _____ includes behavior that is not always written down and may actually not serve an organization's bottom-line.
A) Legal responsibility
B) Economic responsibility
C) Ethical responsibility
D) Discretionary responsibility
E) None of these
Q4) List three examples of primary stakeholders.
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Chapter 6: Managing Start Ups and New Ventures
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Q1) A(n) _____ is a group of companies or individuals that invests money in new or expanding businesses for ownership and potential profits.
Q2) If a small business owner enjoys the chance to balance work and personal life, he would be considered a(n) _____.
A) idealist
B) optimizer
C) hard worker
D) juggler
E) sustainer
Q3) A need to achieve is a psychological characteristic that means people are motivated to excell and pick situations in which success is likely.
A)True
B)False
Q4) Which of the following is an unincorporated business owned by two or more?
A) A partnership
B) A proprietorship
C) A corporation
D) An association
E) A trade alliance
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Chapter 7: Managerial Planning and Goal Setting
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Sample Questions
Q1) One major limitation of goals and plans is:
A) goals and plans guide resource allocation.
B) goals and plans may cause rigidity in a turbulent environment.
C) goals and plans decrease employee motivation.
D) goals and plans decrease employee commitment.
E) none of the above.
Q2) List three innovative approaches to planning.
Q3) Cheyenne Creamery requires that all absent employees bring a note from their doctor when returning to work. This is an example of a:
A) single-plan use.
B) standing plan.
C) program.
D) procedure.
E) project.
Q4) A visual representation of the key drivers of an organization's success and shows how specific goals and plans in each area are linked is called a strategy map.
A)True
B)False
Q5) List the four major activities that must occur in order for MBO to succeed.
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Chapter 8: Strategy Formulation and Execution
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Sample Questions
Q1) Classy Clay has extremely creative employees who, in the opinion of the organization, keep the company ahead of the competition. The creativity of these employees would be classified as a(n) _____.
A) internal weakness
B) external opportunity
C) external strength
D) internal strength
E) neutral factor
Q2) For successful execution, alignment of everyone in the organization must occur.
A)True
B)False
Q3) The set of decisions and actions used to formulate and implement strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organizational goals is known as:
A) strategy formulation.
B) strategic planning.
C) strategic management.
D) strategy implementation.
E) strategy evaluation.
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Page 10
Chapter 9: Managerial Decision Making
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Sample Questions
Q1) Which approach defines how a decision-maker should make decisions?
A) Normative
B) Scientific
C) Descriptive
D) Reflective
E) Humanistic
Q2) Two area banks, Bank A and Bank B, decided to merge their operations. This is an example of a:
A) programmed decision.
B) nonprogrammed decision.
C) decision rule.
D) structured decision.
E) bad community decision.
Q3) The formulation stage involves the use of managerial, administrative, and persuasive abilities to ensure that the chosen alternative is carried out.
A)True
B)False
Q4) A(n) _____ approach describes how managers actually make decisions, not how they should.
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Chapter 10: Designing Organization Structure
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Sample Questions
Q1) The visual representation of an organization's structure is called the _____.
Q2) Aspects of both functional and divisional structures simultaneously in the same part of the organization are combined in the virtual network approach.
A)True
B)False
Q3) The _____ structure means that the firm subcontracts many of its major functions to separate companies and coordinates their activities from a small headquarters organization.
Q4) Define task forces and project management.
Q5) The right to advise, recommend, and counsel in the staff specialists' area of expertise is included in staff authority.
A)True
B)False
Q6) _____ is also referred to as work specialization.
A) Division of labor
B) Unity of command
C) Scalar chain
D) Esprit de corps
E) Virtual network approach
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Chapter 11: Managing Change and Innovation
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Sample Questions
Q1) Change, according to Kurt Lewin, is a result of the competition between forced and unforced fields.
A)True
B)False
Q2) Harvest International is anticipating changes in their production procedures. You have been assigned to identify potential barriers to the change and suggest solutions to these barriers. You would use:
A) force field analysis.
B) barrier analysis.
C) negotiation.
D) assessment of goals.
E) all of these.
Q3) The innovation strategy for changing products and technologies that involves designing the organization to encourage creativity and the initiation of new ideas is known as _____.
A) exploration
B) cooperation
C) entrepreneurship
D) idea incubator
E) horizontal linkage
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Chapter 12: Managing Human Resource
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Sample Questions
Q1) The Family and Medical Leave Act established mandatory safety and health standards in organizations for working families.
A)True
B)False
Q2) Recruiting activities can be divided into (1) internal recruiting including "promote from within" policies, and (2) external recruiting including the use of headhunters.
A)True
B)False
Q3) The economic value of the knowledge, experience, skills, and capabilities of employees refers to personal capital.
A)True
B)False
Q4) _____ is the forecasting of human resource needs.
Q5) Human resource planning refers to the forecasting of human resource needs and the projected matching of individuals with expected job vacancies.
A)True
B)False
Q6) Explain the appraisal process known as "360-degree feedback."
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Chapter 13: Managing Diversity
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Sample Questions
Q1) The traditional dimension of diversity can be acquired or changed throughout one's lifetime.
A)True
B)False
Q2) In a family where both parents work, which of the following may be helpful to accommodate the parents' needs?
A) Childcare
B) Flexible work schedule
C) Home-based employment
D) Maternity or paternity leaves
E) All of these
Q3) _____ is a rigid, exaggerated, irrational belief associated with a particular group of people.
A) Label
B) Prejudice
C) Typecast
D) Discrimination
E) Stereotype
Q4) What is the difference between ethnocentrism and ethnorelativism?
Q5) List the five categories or forms of sexual harassment.
Page 15
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Chapter 14: Understanding Individual Behavior
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Sample Questions
Q1) ______ is the belief that power and status differences should exist within the organization.
Q2) Extreme competitiveness, impatience, aggressiveness, and devotion to work are included in Type B behavior pattern.
A)True
B)False
Q3) The ability to connect to others, build positive relationships, respond to the emotions of others, and influence others is referred to as relationship management.
A)True
B)False
Q4) Canyon River, Inc. is looking for an individual who has a broad range of interests and is imaginative, creative, artistically sensitive, and willing to consider new ideas. Which of these factors are they emphasizing in their search?
A) Agreeableness
B) Conscientiousness
C) Emotional stability
D) Openness to experience
E) Extroversion
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Page 16
Chapter 15: Leadership
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Sample Questions
Q1) A transformational leader is a leader distinguished by a special ability to bring about innovation and change.
A)True
B)False
Q2) "A fire that ignites followers" is used to describe which leadership characteristic?
A) Vision
B) Charisma
C) Service
D) Tenacity
E) Authority
Q3) Which of the following is a passive, independent, critical thinker?
A) Conformist
B) Passive follower
C) Pragmatic survivor
D) Effective follower
E) Alienated follower
Q4) _____ leadership transcends self interest to serve others and the organization.
Q5) A(n) _____ for leadership makes the leadership style unnecessary or redundant.
Q6) Distinguish between charismatic and transformational leadership.
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Chapter 16: Motivating Employees
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Sample Questions
Q1) List the four content theories discussed in your text.
Q2) The imposition of unpleasant outcomes on an employee is avoidance learning. A)True
B)False
Q3) The assumption that positively reinforced behavior tends to be repeated is the basis for the _____.
Q4) Jeff and Rob have a difficult time getting along at work. Most days, Jeff spends a lot of time cracking jokes and goofing off, while Rob constantly nags him and tells him to act like a grownup. On days when Jeff is more reserved, Rob does not nag him, hoping that this will result in improved behavior down the road. This is an example of which form of behavior modification?
A) Empowerment
B) Extinction
C) Punishment
D) Avoidance learning
E) Positive reinforcement
Q5) _____ are high-level needs and include achievement, recognition, responsibility, and opportunity for growth.
Q6) List the five core job dimensions found in the job characteristics model.
Page 18
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Chapter 17: Managing Communication
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Sample Questions
Q1) Communication can break down if sender and receiver do not encode or decode language in the same way.
A)True
B)False
Q2) Good listeners exhibit all of the following characteristics EXCEPT:
A) asking questions.
B) having preconceptions.
C) tolerates bad habits.
D) judges content, not delivery errors.
E) all of these.
Q3) What is downward communication and what are five topics generally included with downward communication?
Q4) When informing your staff of the date for the company picnic, a _____ would be most practical and successful.
A) memo
B) telephone
C) video conference
D) face-to-face contact
E) newspaper notice
Q5) The _____ is the tangible formulation of the idea that is sent to the receiver.
Page 19
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Chapter 18: Leading Teams
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Sample Questions
Q1) During the norming stage of team development, individual personalities emerge causing conflict and disagreements.
A)True
B)False
Q2) Horizontal teams are created by the organization as part of the formal organization structure.
A)True
B)False
Q3) Team members take the responsibilities of scheduling work and vacations and ordering materials in a self-directed team.
A)True
B)False
Q4) _____ is the extent to which team members are attracted to the team and motivated to remain in it.
A) Norming
B) Commitment
C) Caring
D) Cohesiveness
E) Leadership.
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Chapter 19: Managing Quality and Performance
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Sample Questions
Q1) CyberChasers Corporation sends a post-purchase questionnaire to all consumers who buy their products. They are interested in gathering data on product quality, customer service orientation, and customer satisfaction. This is an example of a:
A) concurrent control.
B) feedback control.
C) feedforward control.
D) preliminary control.
E) preventive control.
Q2) Which of the following is a control system that measures performance in terms of after-tax profits minus the cost of capital invested in tangible assets?
A) Open-book management
B) Economic value-added system
C) Activity-based costing
D) Inappropriate control system
E) None of these
Q3) The _____ lists planned investments in major assets such as buildings, trucks, and heavy machinery, often involving expenditures over more than a year.
Q4) A(n) _____ lists forecasted and actual revenues of the organization.
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