Leadership and Management Exam Review
Course Introduction
Leadership and Management explores the principles, theories, and practices that underpin effective leadership and organizational management within various contexts. The course examines the distinctions between leadership and management roles, the development of leadership styles, and key skills such as motivation, decision-making, strategic planning, and team building. Students will analyze case studies, engage in collaborative projects, and reflect on ethical and cultural considerations in leadership. By the end of the course, students will have developed a foundational understanding of how to inspire, influence, and manage individuals and teams to achieve organizational goals.
Recommended Textbook
Contemporary Management 7th Edition by Gareth Jones
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18 Chapters
1977 Verified Questions
1977 Flashcards
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Page 2
Chapter 1: Managers and Managing
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) Explain how a retail store can implement the two types of strategies mentioned in the text.
Answer: The text discusses (1)low-cost strategy (producing goods or services more cheaply than competitors and charging lower prices)and (2)differentiation (delivering new,unique products to customers).
Q2) Groups of people who work together to achieve a set of goals are called a(n):
A)role set
B)society
C)organization
D)global organization
E)competitive advantage
Answer: C
Q3) The lower the manager's position in the organization's hierarchy,the more time this manager will spend leading and controlling first-line managers of the organization.
A)True
B)False
Answer: True
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Chapter 2: The Evolution of Management Thought
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) Esprit de corps is the French expression that refers to shared feelings of comradeship and enthusiasm.
A)True
B)False
Answer: True
Q2) Today's managers are paying particular attention to treating people fairly.This is most consistent with Fayol's principle of:
A)Discipline
B)Unity of command
C)Initiative
D)Order
E)Equity
Answer: E
Q3) Authority gives managers the right to direct and control their subordinates' behavior to achieve organizational goals.
A)True
B)False
Answer: True
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Chapter 3: Values,attitudes,emotions,and Culture: The
Manager As a Person
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) A feeling or state of mind is called a(n): A)Value
B)Emotion
C)Personality factor
D)Belief
E)Mood Answer: E
Q2) Effective managers need to have a high external locus of control.
A)True
B)False Answer: False
Q3) Conscientiousness has been found to be a good predictor of job performance. A)True
B)False Answer: True
Q4) Satisfied managers are more likely to perform organizational citizenship behaviors than dissatisfied managers.
A)True
B)False Answer: True
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Chapter 4: Ethics and Social Responsibility
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) In order for an organization to survive and prosper,it needs to satisfy its stakeholders.
A)True
B)False
Q2) From a moral rights perspective,managers should compare alternative courses of action on the basis of how each will affect the rights of each stakeholder group.
A)True
B)False
Q3) Define ethical dilemma,moral scruples and ethics.Provide an example of an ethical dilemma.
Q4) ___________ are often regarded as the most critical stakeholder group.
A)Stockholders
B)Managers
C)Employees
D)Customers
E)Suppliers
Q5) Identify and describe the approaches to social responsibility,in the order of least to most ethical.Give an example of a real company to illustrate each.
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Page 6
Chapter 5: Managing Diverse Employees in a Multicultural Environment
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111 Verified Questions
111 Flashcards
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Sample Questions
Q1) McDonalds goes to great lengths to understand a country's culture and taste in food.McDonald's success in a diverse market can be attributed to:
A)Social intuition
B)Stereotyping
C)Perception
D)Scheming
E)Overt discrimination
Q2) Religious diversity is not an issue that managers need to be concerned within the organizational setting.
A)True
B)False
Q3) The "invisible barrier" within an organization that prevents women from being promoted to top management positions is called the glass ceiling.
A)True
B)False
Q4) Managers can influence others to support diversity through their positions of status. A)True
B)False
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Chapter 6: Managing in the Global Environment
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122 Verified Questions
122 Flashcards
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Sample Questions
Q1) Discuss the basic building blocks of national cultures.
Q2) The aging of the population of the United States is an example of a demographic force that affects organizations in the United States.
A)True
B)False
Q3) Steve has found that there are a large number of suppliers for a particular component he needs for his production.Steve:
A)has a strong bargaining position
B)has a weak bargaining position
C)will pay a higher price for the part
D)will get low quality parts
E)will get high-cost and high quality parts
Q4) Analyze the difference between a culture with a high power distance and one with a low power distance.Provide examples of each.
Q5) The tariff barriers among the governments of developed countries declined from over 40% in 1948 to about 20% today.
A)True B)False
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Chapter 7: Decision Making,learning,creativity,and Entrepreneurship
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113 Verified Questions
113 Flashcards
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Sample Questions
Q1) A reason why information is incomplete is that much of the information managers have at their disposal is ______ information.
A)Ambiguous
B)Complicated
C)Specific
D)Heuristic
E)Satisficed
Q2) When a group meets face-to-face and attempts to generate a wide variety of alternatives as possible solutions to a problem without criticizing them until all of the alternatives have been presented,brainstorming has occurred.
A)True
B)False
Q3) Individual decision making is superior to group decision making in several respects.
A)True
B)False
Q4) Discuss the four criteria to evaluate the pros and cons of alternative courses of action.
Q5) Define a learning organization and discuss the relationship with creativity.
Page 9
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Chapter 8: The Manager As a Planner and Strategist
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112 Verified Questions
112 Flashcards
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Sample Questions
Q1) Two divisions of a company decide to use the same manufacturing facilities to capitalize on the organization's excess capacity and to reduce the fixed costs assigned by corporate headquarters.This is an example of:
A)A diversification strategy
B)Concentration on a single business
C)International expansion
D)A focused-differentiation strategy
E)Synergy
Q2) Discuss the four qualities of an effective plan emphasized by Henri Fayol.
Q3) What type of plans are developed to handle nonprogrammed decision making in unusual or one-of-a-kind situations?
A)Standing
B)Single-use
C)Strategic
D)Scenario
E)Rolling
Q4) Differentiate between the main types of corporate-level strategies.
Q5) What is a SWOT analysis? Using your college,discuss the strengths,weaknesses,opportunities and threats the institution faces.
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Chapter 9: Value-Chain Management: Functional
Strategies for Competitive Advantage
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) Quantum product innovations __________.
A)Occur frequently
B)Develop improved products
C)Occurs when an existing product is redesigned
D)Are rare
E)Are much more important than incremental innovation
Q2) Quality is a concept that can be applied to manufacturing but not to service organizations.
A)True
B)False
Q3) After adopting a TQM process,Gayle found ways to simplify the financial services her company offered which led to:
A)Less customer satisfaction
B)Fewer customer complaints
C)More employee satisfaction
D)More customer complaints
E)More employee complaints
Q4) There are ten steps necessary to make a TQM control system work.
A)True B)False
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Chapter 10: Managing Organizational Structure and Culture
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) The shared set of beliefs,expectations,values,and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals is referred to as:
A)Organizational behavior
B)Organizational structure
C)Organizational design
D)Organizational culture
E)Organizational architecture
Q2) The "chain of command" of an organization is the hierarchy of authority for that organization.
A)True
B)False
Q3) The relationship between the business units of the organization is known as what type of structure of the organization?
A)Market structure
B)Product structure
C)Geographic structure
D)Functional structure
E)Divisional structure
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Page 12
Chapter 11: Organizational Control and Change
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106 Verified Questions
106 Flashcards
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Sample Questions
Q1) At the __________ stage of the process of transforming raw materials into finished goods,managers typically use __________ control procedures to obtain immediate feedback about how efficiently the raw materials are being transformed into finished goods.
A)conversion;concurrent
B)conversion;feedback
C)output;feedforward
D)input;concurrent
E)output;concurrent
Q2) Bureaucratic control should be used when organizational activities are ________________;it is less useful when _________.
A)routine;nonprogrammed decisions must be made
B)routine;programmed decisions must be made
C)nonroutine;programmed decisions must be made
D)nonstandardized;nonprogrammed decisions must be made
E)standardized;programmed decisions must be made
Q3) Discuss the problems associated with bureaucratic control.
Q4) Discuss the type of control used at each stage in process of transforming inputs into finished goods or services.Provide examples of each type of control.
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Chapter 12: Human Resource Management
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119 Verified Questions
119 Flashcards
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Sample Questions
Q1) Instead of hiring an accountant,Johnson and Stevenson LLC decided to contract with a local accounting firm for their tax accounting needs.The process is known as:
A)A lateral transfer
B)An RJP
C)Outsourcing
D)Off shoring
E)Placement
Q2) Microsoft Corporation interviews dozens of highly qualified programmers before deciding on which ones to hire.This is an example of which component of the HRM process?
A)Training
B)Development
C)Recruitment and selection
D)Performance appraisal
E)Performance feedback
Q3) A low pay level may be worth pursuing for an organization whose competitive advantage lies in superior quality and excellent customer service.
A)True
B)False
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Page 14
Chapter 13: Motivation and Performance
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113 Verified Questions
113 Flashcards
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Sample Questions
Q1) OB Modification is based on the principles of:
A)Learning Theory
B)Maslow's Hierarchy
C)Herzberg's Motivator-Hygiene Theory
D)Equity Theory
E)Operant Conditioning
Q2) Explain equity theory and discuss the various types of inequity.
Q3) Punishment entails the removal of a negative consequence when functional behaviors are performed;negative reinforcement entails the administration of negative consequences when dysfunctional behaviors are performed.
A)True
B)False
Q4) According to expectancy theory,high motivation will occur when:
A)Expectancy is high.
B)Instrumentality is high.
C)Valence is high.
D)Any two of three factors-expectancy,instrumentality,or valence are high.
E)Expectancy,instrumentality,and valance are all high.
Q5) Discuss Herzberg's motivator-hygiene theory.Differentiate between motivator needs and hygiene needs.
Page 15
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Chapter 14: Leadership
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108 Verified Questions
108 Flashcards
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Sample Questions
Q1) Leadership that makes subordinates aware of their jobs' importance to the organization is called:
A)Consideration
B)Empowerment
C)Transformational
D)Transactional
E)Path-goal leadership
Q2) Explain what is meant by the concept of "transformational leadership".Give three specific examples of how a leader would act according to this theory in a specific business situation of your choosing.
Q3) Identify the four kinds of leadership behaviors that the Path-goal theory suggests motivates subordinates.Provide an example of each.
Q4) The power to punish others is called:
A)Reward power
B)Legitimate power
C)Referent power
D)Expert power
E)Coercive power
Q5) What is meant by being a charismatic leader?
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Chapter 15: Effective Groups and Teams
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) What are the factors that contribute to group cohesiveness,and what are its consequences? What advice would you give a manager about forming groups?
Q2) Sometimes formal groups are formed because the members feel that the group will help them achieve their own goals or meet their own needs.
A)True
B)False
Q3) The new product development team for Midland-Grau is made up of engineers from Germany,England,and the United States.This is known as a(n)_____________ group.
A)Cross-cultural
B)Informal
C)Virtual team
D)Cross-functional
E)Command
Q4) When the work of the group is very dependent on the work performed by other group members,this is known as pooled task interdependence.
A)True
B)False
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17
Chapter 16: Promoting Effective Communication
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) Groupware is more successful for all the following reasons EXCEPT:
A)The work is group-based
B)It has the full support of top management
C)The culture stresses flexibility
D)Members are rewarded based on individual performance
E)It is used for a specific purpose
Q2) What is the pathway,such as a phone call,a letter,a memo,or face-to-face communication in a meeting,through which an encoded message is transmitted to a receiver?
A)Context
B)Content
C)Medium
D)Transmission
E)Channel
Q3) Within the organization,communication can and should occur across departments,and up,down and sideways in the organizational hierarchy.
A)True
B)False
Q4) Discuss the three factors managers should use in deciding what communication medium to use.
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Chapter 17: Managing Conflict,politics,and Negotiation
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111 Verified Questions
111 Flashcards
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Sample Questions
Q1) A manager in the marketing department feels that it should be possible to manufacture a new product at a low cost per unit,but a production manager feels that the actual costs of production will be much higher.This is an example of:
A)Interorganizational conflict
B)Intrapersonal conflict
C)Intergroup conflict
D)Intragroup conflict
E)Interpersonal conflict
Q2) Define organizational conflict.How can conflict benefit the organization?
Q3) What is "integrative bargaining"? Why should managers prefer it over "distributive negotiation"? Describe how a manager should facilitate integrative bargaining.
Q4) Conflict in organizations usually comes from one source.
A)True
B)False
Q5) Organizational members may be in conflict over who receives raises in pay.
A)True
B)False
Q6) Discuss the various political strategies and provide examples of each.
Q7) Define organizational politics and political strategies.Why are they important?
Page 19
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Chapter 18: Using Advanced Information Technology to Increase Performance
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) A computer system that gathers comprehensive data,organizes it,and summarizes it in ways that are useful to managers for their nonroutine tasks is known as a(n)__________ system.
A)Transaction-processing
B)Artificial intelligence
C)Expert
D)Operations information
E)Administration information
Q2) A decision support system provides computer-built models that help managers make better nonprogrammed decisions.
A)True
B)False
Q3) Information systems sometimes "flatten" the hierarchy of an organization.
A)True
B)False
Q4) Irrelevant information is very useful and enhances the performance of a manager who has to spend valuable time determining whether information is relevant.
A)True
B)False
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