Introduction to Management
Textbook Exam Questions
Course Introduction
Introduction to Management provides students with a foundational understanding of the principles and practices that guide contemporary organizations. This course explores key management functions including planning, organizing, leading, and controlling, while examining the roles and responsibilities of managers in diverse settings. Topics such as decision-making, motivation, leadership styles, team dynamics, strategic management, and the impact of globalization on management are covered. Through case studies, discussion, and practical exercises, students gain insights into how effective management fosters organizational success and adapts to changing environments.
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Contemporary Organizational Behavior 1st Edition by Kimberly
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Page 2
D. Elsbach
Chapter 1: Introduction to Organizational Behavior
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Sample Questions
Q1) We are interested in improving the functioning of organizations because of the positive impact on employees' ________.
A) Physical and mental well-being
B) Productivity
C) Creativity
D) All of the above
Answer: D
Q2) The Academy of Management established a division of organizational behavior in 1971. The division provided a forum for research and discussion about important outcomes in organizational behavior among researchers from many diverse fields, not just management. What type of contemporary organization best describes the Academy of Management?
A) Community of practice
B) Network
C) Professional
D) Since the division was established in 1971, it is not classified as a contemporary organization
Answer: A
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Page 3
Chapter 2: Individual Characteristics
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Sample Questions
Q1) Which of the following is not a result of the MBTI?
A) IMTP
B) ESTJ
C) INTP
D) ENFP
Answer: A
Q2) A common theme required for the various methods you can use to develop your own personal competencies is that they are ________.
A) Guided by a mentor
B) Self-initiated activities done outside of the workplace
C) Specific to your industry
D) Recommended to you by someone in your organization
Answer: B
Q3) How can employers use EQ and IQ in their workplace? Explain your answer.
Answer: EQ is a better predictor of performance while a minimum level IQ is required for success. Both factors can be measured and numerous HR decisions can be made based on the results such as hiring, promotion, selection for training and/or development.
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Chapter 3: Learning
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Sample Questions
Q1) You have just completed your first day of training by shadowing a senior employee at your new job. Much of the day's activities were centered on watching the employee run the cash register while you watched and listened as they explained each process to you. After this training, you feel confident that you will be able to run the register by yourself. Which learning perspective includes your belief in your ability to perform something that you have observed, such as your confidence in running the register on your own?
A) Behavioral
B) Cognitive
C) Imitation
D) Social
Answer: D
Q2) What is the relationship between social, cognitive, and behavioral learning approaches?
A) These are the three approaches that comprise learning
B) These are different ways to conceptualize learning
C) These factors are interdependent
D) These factors are completely independent
Answer: B
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Chapter 4: Perception
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Sample Questions
Q1) What do our perceptions consist of?
A) Our experience combined with current stimuli
B) Our current reality
C) The stimuli that surrounds us
D) A portion of the stimuli that surrounds us
Q2) During the annual company picnic, a "friendly" debate erupts over who performed best in the ultimate Frisbee game played at last year's picnic. The battle lines are drawn between departments, and everyone insists the best performance was demonstrated by those in their own departments. What might be the root cause of this debate?
A) Selective perception
B) Halo effect
C) Performance bias
D) Self-fulfilling prophecy
Q3) As a manager, could you use the self-fulfilling prophecy to improve your subordinate's performance? Why or why not?
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6
Chapter 5: Leadership
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Sample Questions
Q1) Which of the following is a conclusion of the leadership research in cross-cultural settings?
A) Leadership traits that are effective in China are increasingly important because of China's economic growth
B) Leaders should specialize in the roles that make effective cross-cultural leaders
C) Effective leadership differs across different cultures
D) More experienced leaders are able to better manage multi-cultural organizations
Q2) Authentic leadership emphasizes ________ and de-emphasizes the importance of ________.
A) Leadership; management
B) Justice; demagogues
C) Integrity; power
D) Ethics; trust
Q3) Which of the following is a true statement?
A) A manager can be a leader
B) A leader can be a manager
C) A manager can't be a leader
D) All of the above
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Chapter 6: Motivation
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Sample Questions
Q1) Which researcher's theory included the concept of concurrent motivational drivers?
A) Alderfer
B) McClelland
C) Maslow
D) All of these researchers included this component in their respective theories
Q2) Which of the following is not one of the three primary factors organizations should consider when motivating employees?
A) Factors related to the job
B) Factors related to the environment
C) Factors related to employee social interactions
D) Factors internal to the individual
Q3) Which behavior is least likely to be exhibited by a highly-rated manager with a high need for power working in a hierarchical organization with clear lines of authority?
A) They are able to delegate easily
B) They network to gain favor with subordinates and colleagues
C) They place priority on organizational goals instead of their individual agendas
D) They make fair but sometimes unpopular decisions
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Chapter 7: Persuasion, Influence, and Impression Management
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Sample Questions
Q1) According to the halo effect, which of the following will you assume about someone if they are attractive and likable?
A) Neurotic
B) Conceited
C) Intelligent
D) Introverted
Q2) How can you successfully claim your bags and get a taxi after getting off a flight in a foreign country where you don't know the language?
A) Persuasion of officials
B) Commitment to consistent actions
C) Use social proof and follow the actions of other travelers
D) Direction by those you assume have authority
Q3) Which of the following is an example of impression management?
A) Manager creating a to-do list to track daily accomplishments
B) Leader creating a vision for the company
C) Individual responding in a timely manner to emails from other team members
D) Individual presenting themselves as a team player and organized leader in job interview
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Chapter 8: Decision Making
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Sample Questions
Q1) Where might incorrect information impact the decision making process?
A) Problem identification
B) Solution evaluation
C) Plan implementation
D) All of the above
Q2) What is a common element found in both bounded rationality and satisficing?
A) Time pressure for decision
B) You are forced to act without all information
C) Subjectivity and not objectivity is used in both
D) They should be considered last resorts of problem solving
Q3) How can consequences improve your decision making?
A) Reflect on negative consequences so you don't repeat your mistakes
B) Glean as much learning as you can from other people's consequences so you don't have to be the one who learns the hard way
C) Focus on how you can prevent failure to identify and address areas that could lead to these negative consequences
D) Reflect on the negative consequences to remember what could be at stake and keep you focused
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Chapter 9: Groups and Teams
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Q1) A demolition crew's job is to bring down old buildings. The employees work together in a coordinated effort to clear the site of the building within the time specified in their contract. This demolition crew is an example of what type of team?
A) Executive
B) Deconstruction
C) Project
D) Production
Q2) A graphic art firm that designs billboards assigns one team to work on each client contract. What type of team does this firm use?
A) Management
B) Project
C) Implementation
D) Production
Q3) Which decision making process is structured to work best for employees working remotely?
A) Virtual decision making
B) Delphi technique
C) Brainstorming asynchronously
D) Nominal group technique
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Page 11
Chapter 10: Conflict and Negotiation
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Sample Questions
Q1) The number of organizations using a team structure is increasing and more individuals are working in close proximity and working together on various projects. Given this new organizational structure, which type of conflict is likely to increase compared to the individual work structure of the past?
A) Process conflict
B) Task conflict
C) Interpersonal conflict
D) None of the above
Q2) Which type of conflict do mediators work to resolve?
A) Interpersonal
B) Process
C) Very few conflicts with specific issues identified
D) A broad range of conflicts
Q3) Removing the absolute need to resolve the focal conflict improves the negotiation ability for that party. This is known as the ________.
A) Prepared negotiation strategy
B) Best alternative to a negotiated agreement
C) Strategic planning
D) Outcome identification
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Page 12
Chapter 11: Diversity and Communication
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Sample Questions
Q1) What communication problem does conversational learning help resolve?
A) Different communication styles
B) Parochialism
C) Information illiteracy
D) Lack of co-orientation
Q2) Communication style has been defined as a culturally learned set of signals to communicate meaning to other people. Which of the following regarding communication style is true?
A) Communication style is static for each culture
B) Management and front line employees have different communication styles because they are from different cultures
C) Communication style is dynamic in each culture
D) The words are different between cultures, but the signals are the same
Q3) All of the following are communication style preferences of men except ________.
A) Make statements instead of ask questions
B) Use "I" instead of "we"
C) Offer criticism instead of compliments
D) Avoid talking about personal achievements instead of focus on achievements
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13
Chapter 12: Culture
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Sample Questions
Q1) You are considering applying to the Delphi Corp., but you want to be a good cultural fit with the organization. You scour their website and conclude they are a formal professional organization with high expectations. You don't want to work in such a high pressure uptight organization, so you decide to continue your job hunt. How were you able to draw conclusions about Delphi's culture?
A) Studying their espoused values
B) Skyping with the HR manager
C) Examining artifacts on their website
D) Applying the iceberg metaphor for studying their culture
Q2) What is the most effective type of organizational culture for an "as seen on TV" product manufacturer to adopt?
A) Clan
B) Adhocracy
C) Hierarchy
D) Market driven
Q3) As an expatriate getting ready for your first assignment, understanding as much as possible about the host country's culture is essential. Why? Provide at least two examples based on different cultural dimensions.
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Chapter 13: Change, Innovation, and Stress
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Q1) Can the factors of psychology and culture be drivers of change or work to constrain change?
A) These factors drive change. If you are trying to change a process and your employees are open to the idea and willing to change, it will be far easier to make and retain the change
B) These are the factors that constrain change. People don't always want to change; we are creatures of habit
C) These two factors can act as both drivers and constraints in the change process
D) Normally they constrain change but they can drive change. It is situationally dependent
Q2) Strategic changes in organizations can fail for all of the following reasons except ________.
A) Employees don't have the skills or ability to perform after the change
B) Employees try to change on their own
C) Employees may not believe in the change or where the company is headed
D) Employees can't tolerate the uncertainty and stress when anticipating and during a change
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Chapter 14: Corporate Social Responsibility, Ethics, and Sustainability
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Sample Questions
Q1) When your manager explains the company motivation for beginning CSR initiatives, she includes aspects from the business case approach and from the ethical mandate approach in her rationale. Is this possible?
A) No; the organization can't do both at the same time
B) No; one has to be the deciding factor
C) Yes; ultimately companies develop their rationale based on their values and their future in mind so they can incorporate aspects from both strategies into their reason for adopting these initiatives
D) Yes; the aspect of the two approaches are similar and neither approach may have driven their decision to engage in CSR. It just worked out that way
Q2) Your professor gives you a writing assignment to explain your personal and professional life in 10 years. What is a prerequisite of this assignment?
A) The process of value clarification
B) Engaging in creative problem solving
C) Examining your individual ethics to predict results of your choices
D) Articulating your strategy personal development
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