Leadership and Management
Chapter Exam Questions
Course Introduction
This course explores the essential theories, principles, and practices of leadership and management within organizational settings. Students will examine the differences and intersections between leadership and management, analyze various leadership styles, and understand how effective management strategies contribute to organizational success. Key topics include motivation, decision-making, team dynamics, communication, conflict resolution, and change management. Through case studies, interactive exercises, and real-life applications, learners will develop practical skills necessary for leading individuals and teams, fostering a positive work culture, and achieving organizational goals in a dynamic and diverse environment.
Recommended Textbook
Essentials of Contemporary Management 6th Edition by Gareth Jones
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14 Chapters
1510 Verified Questions
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Page 2
Chapter 1: The Management Process Today
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96 Flashcards
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Sample Questions
Q1) Turnaround management is the creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources and allow it to survive and prosper.
A)True
B)False
Answer: True
Q2) Which of the following is true of efficiency?
A) It is a measure of the appropriateness of the goals that managers have selected for the organization to pursue.
B) Organizations are efficient when managers choose appropriate goals and then achieve them.
C) Lesser the efficiency,higher the organizational performance.
D) Organizations are efficient when managers minimize the amount of input resources.
E) Organizations are efficient when managers maximize the amount of time needed to produce a given output of goods.
Answer: D
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3
Chapter 2: Values, Attitudes, Emotions, and Culture: The
Manager As a Person
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Sample Questions
Q1) The terminal and instrumental values that are guiding principles in an individual's life are known as norms.
A)True
B)False
Answer: False
Q2) Downsizing tends to increase employee satisfaction because employees' increased workloads make them feel more responsible and empowered.
A)True
B)False
Answer: False
Q3) Organizational socialization is the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively.
A)True
B)False
Answer: True
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Chapter 3: Managing Ethics and Diversity
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Sample Questions
Q1) Describe the questions that a manager should ask under the practical rule to decide if a business decision is acceptable on ethical grounds.
Answer: A business decision is probably acceptable on ethical grounds if a manager can answer yes to each of these questions: Does my decision fall within the accepted values or standards that typically apply in business activity today?
Am I willing to see the decision communicated to all people and groups affected by it? Would the people with whom I have a significant personal relationship approve of the decision?
Q2) Not being illegal does not make behavior ethical.
A)True
B)False
Answer: True
Q3) Customers are stakeholders of an organization,but managers are not.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Managing in the Global Environment
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Sample Questions
Q1) The things that a society considers to be good and right are known as the values of that society.
A)True
B)False
Q2) Distinguish between folkways and mores.
Q3) If a society believes that self-expression is important to the people in that society,then the society is said to value:
A) collectivism.
B) individualism.
C) a free-market economy.
D) a free-trade doctrine.
E) uncertainty avoidance.
Q4) The norms of a society are written rules of codes of conduct that tell people how they are supposed to act in given situations.
A)True
B)False
Q5) An organization's suppliers can have an important impact on the success of the organization.Discuss the various types of suppliers for Dell Computers,and explain why these suppliers are important to success.
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Chapter 5: Decision Making, Learning, Creativity, and Entrepreneurship
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Sample Questions
Q1) The classical decision-making model is prescriptive in the sense that it specifies how decisions should be made.
A)True
B)False
Q2) A group of managers meets face-to-face and generates and debates a wide variety of alternatives from which to make a decision.What is this process of decision making called?
A) Delphi technique
B) Dialectical inquiry
C) Brainstorming
D) Nominal group technique
E) Programmed decision making
Q3) Intrapreneurs who feel they are getting nowhere in their exiting organizations often become entrepreneurs and develop companies that often compete with the companies they left.
A)True
B)False
Q4) What is intuition? Give an example to support your definition.Should managers use intuition in decision making? Why or why not?
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Chapter 6: Planning, Strategy, and Competitive Advantage
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Sample Questions
Q1) Synergy is obtained by apportioning financial resources among divisions to increase financial returns or spread risks among different businesses.
A)True
B)False
Q2) Write a brief note on the different modes of international expansion.
Q3) With a multidomestic strategy,managers decide to sell the same product with the same marketing approach in all of the countries in which the product is sold.
A)True
B)False
Q4) A company has a requirement that any manager who receives a gift from any of the company's customers worth more than $25 must report this gift to the company's human resources department.This is an example of a:
A) tactical plan
B) rolling plan
C) policy
D) rule
E) single-use plan
Q5) Give the four major reasons why planning is important.
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Chapter 7: Designing Organizational Structure
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Sample Questions
Q1) Using a market structure,managers place each distinct product line or business in its own self-contained division.
A)True
B)False
Q2) Another name for the organization's hierarchy of authority is the:
A) chain of command.
B) span of control.
C) corporate ladder.
D) unity of command.
E) organizational constitution.
Q3) A manager redesigns the job of a subordinate so that the subordinate has more responsibility over her job.This is the process of:
A) job enlargement.
B) job simplification.
C) job enrichment.
D) job reduction.
E) task identity.
Q4) Briefly explain organizational structure,organizational design,and contingency theory.
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Chapter 8: Control, Change, and Entrepreneurship
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Sample Questions
Q1) Adaptive cultures are those whose values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective.
A)True
B)False
Q2) The financial ratio that measures how well the managers of the organization are creating value from the organization's assets is the _____________ ratio.
A) leverage
B) liquidity
C) profit
D) current
E) activity
Q3) Control by means of a comprehensive system of rules and standard operating procedures that shape and regulate the behavior of divisions,functions,and individuals is known as bureaucratic control.
A)True
B)False
Q4) How does organizational culture help managers exert control over subordinates?
Q5) List the common problems entrepreneurs have in managing their organizations.
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Page 10
Chapter 9: Motivation
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Sample Questions
Q1) Behavior that is performed in order to acquire either a material or a social reward is called intrinsically motivated behavior.
A)True
B)False
Q2) The justice,impartiality,and fairness to which all organizational members are entitled is:
A) valence.
B) expectancy.
C) equity.
D) instrumentality.
E) inequity.
Q3) Jennifer perceives that though she works harder than her coworker Kelly,she is paid the same.This is an example of:
A) the valence effect.
B) extinction.
C) negative reinforcement.
D) underpayment inequity.
E) explicit bias.
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11
Chapter 10: Leaders and Leadership
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Sample Questions
Q1) Leadership that makes subordinates aware of their jobs' importance to the organization is called:
A) consideration leadership.
B) empowerment leadership.
C) transformational leadership.
D) transactional leadership.
E) path-goal leadership.
Q2) The leadership substitute model suggests that under certain conditions managers do not have to play a leadership role:
A) when employees may not be able to accept the company's management's philosophy.
B) when the company is facing large changes in personnel.
C) because members of an organization sometimes can perform at a high level without a manager exerting influence over them.
D) when employees are not willing to accept changes.
E) when employees are being transferred to other locations.
Q3) Transformational leaders do not engage in transactional leadership.
A)True B)False
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Page 12
Chapter 11: Effective Team Management
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Sample Questions
Q1) A group of employees at Swift Motors has initiated a marathon run with the aim of raising funds for the maintenance of a children's park at Chicago.This group can be defined as a(n)_____________ group.
A) virtual
B) formal
C) command
D) interest
E) friendship
Q2) John,who is part of the R&D team at Digital World,has been a key player in formulating new ideas and strategies.His contribution has resulted in more clients and higher production rates.Of late,John has not been regularly attending team meetings and even if he does,he leaves midway.John's behavior is an example of ___________.
A) synergy
B) groupthink
C) conformity
D) social loafing
E) group polarization
Q3) Discuss how teams and groups contribute to increasing innovation.
Q4) Distinguish between formal and informal groups.
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Chapter 12: Building and Managing Human Resources
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Sample Questions
Q1) A mentor provides advice and guidance to a protégé.
A)True
B)False
Q2) Newly-hired programmers at Microsoft Corporation join small work teams so that experienced workers can serve as mentors to them while they are adjusting to their new job.This is the HRM process of ____________.
A) self-managing work teams
B) selection
C) performance appraisal
D) orientation
E) training and development
Q3) A manager changes jobs within an organization and moves to another job at the same level without any major changes in authority or responsibility.This is known as:
A) insourcing.
B) a lateral move.
C) outsourcing.
D) paralleling.
E) induction.
Q4) What is pay level? What is its impact on an organization?
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Chapter 13: Communication and Information Technology Management
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Sample Questions
Q1) In addition to saving time and money on travel costs for managers,some of the advantages of face-to-face communication are achieved through ____________.
A) e-mail
B) telephoning
C) letters
D) memos
E) videoconferencing
Q2) The mainframe is the master computer that controls the operations of all the other types of computers and digital devices as needed and can link them into one integrated system.
A)True
B)False
Q3) The person wishing to share information with some other person in the transmission phase of communication is known as the sender.
A)True
B)False
Q4) The encoding of messages into words is known as verbal communication.
A)True
B)False
Page 15
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Chapter 14: Operations Management: Managing Vital
Operations and Processes
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Sample Questions
Q1) A CRM system can be used as a comprehensive method of gathering crucial information about the way customers respond to a company's products.
A)True
B)False
Q2) Continually increasing the demands placed on employees,regardless of job stress,is ethical.
A)True
B)False
Q3) Ford Motor Company reorganized its procurement process by simplifying and streamlining the process itself and as a result was able to cut the size of the accounts payable department by 95 percent.This is an example of:
A) retrenchment.
B) kanban.
C) kaizen.
D) continuous improvement.
E) reengineering.
Q4) Explain improving efficiency and the factors that help enhance this process.
Q5) Illustrate what most customers prefer.
Q6) Describe the three basic facility layouts.
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