Leadership and Management
Midterm Exam
Course Introduction
This course explores the fundamental concepts, theories, and practices of leadership and management within organizational contexts. Students will examine the roles and responsibilities of leaders and managers, analyzing how effective leadership influences organizational success and team dynamics. The curriculum covers essential topics such as motivation, decision-making, communication, conflict resolution, ethical leadership, and change management. Students will engage in case studies and practical exercises to develop their personal leadership style, enhance critical thinking, and acquire strategies for managing diverse teams in complex, ever-changing environments.
Recommended Textbook MGMT 3rd Canadian Edition by Chuck Williams
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18 Chapters
2550 Verified Questions
2550 Flashcards
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Page 2
Chapter 1: Management
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) Team leaders are responsible for managing both internal team relationships and external relationships with other teams,departments,and divisions in a company.
A)True
B)False
Answer: True
Q2) The response to the 2016 Fort McMurray,Alberta wildfires was reportedly hampered by incompatible radio systems between different agencies. Which concept would a manager use to resolve this situation?
A)operations
B)management
C)effectiveness
D)efficiency
Answer: D
Q3) The classical functions of management are (1)making things happen,(2)meeting the competition,(3)organizing people,projects,and processes,and (4)leading.
A)True
B)False
Answer: False
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Chapter 2: Organizational Environments and Cultures
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130 Flashcards
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Sample Questions
Q1) Refer to Narrative 2-1. Which component of Dofasco's environment would the slump in the automobile industry be part of?
A)indirect
B)general
C)competitive
D)primary
Answer: B
Q2) A management team is meeting to strategize how to change the organization's culture to become more customer focused. Which of the following ideas would serve as the best advice?
A)Send subliminal messages about customer service to their employees' subconscious minds.
B)Focus on rewarding managers whose groups excel at developing strong customer relations.
C)Address the unwritten rules about code of conduct and behaviour.
D)Create stories about customer service and send them through the company's grapevine.
Answer: B
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Page 4
Chapter 3: Ethics and Social Responsibility
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Sample Questions
Q1) What is the last step in the basic model of ethical decision making?
A)monitor the results
B)determine benchmarks
C)act
D)make a choice
Answer: C
Q2) People at the postconventional level of moral development make moral decisions based on selfish reasons.
A)True
B)False
Answer: False
Q3) Nestlé is facing boycotts from an organization called The Council of Canadians as a result of Nestlé's rights to use groundwater reservoirs for a very low price. Which type of stakeholder is The Council of Canadians with respect to Nestlé?
A)covert
B)functional
C)reactive
D)secondary
Answer: D
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Page 5
Chapter 4: Planning and Decision Making
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Sample Questions
Q1) Which type of operational plan saves managers time because it is created once and then used repeatedly to handle frequently recurring events?
A)standing plan
B)budget plan
C)multiple-use plan
D)options-based plan
Q2) Which step(s)in the decision-making process can be done better by groups than by individuals?
A)defining the problem and generating alternatives
B)creating cohesive solutions to organizational problems as a whole
C)creating weighted alternatives and coping with bounded rationality
D)dealing with the problems associated with bounded rationality
Q3) What standing plan indicates the general course of action that should be taken in response to a particular event or situation?
A)policy
B)procedure
C)rule
D)regulation
Q4) List and briefly describe the three kinds of operational plans.
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Chapter 5: Organizational Strategy
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133 Flashcards
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Sample Questions
Q1) Calgary-based recruiting firm S.i. Systems specializes in information technology staffing in key markets across Canada. Which type of positioning strategy does S.i. use?
A)adaptive
B)growth
C)diversification
D)focus
Q2) Refer to Narrative 5-2. Use the VRIO framework to determine which component Ptacek felt was lacking in the library's value proposition.
A)Is it valuable?
B)Is it rare?
C)Is it costly or difficult to imitate?
D)Is the firm organized to capture the value of the resources?
Q3) A competitive advantage becomes a sustainable competitive advantage when other companies have found it very expensive to duplicate the value a firm is providing to customers.
A)True
B)False
Q4) Differentiate between competitive inertia and strategic dissonance.
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Chapter 6: Innovation and Change
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Sample Questions
Q1) Paul has hired an Industry Canada consultant to review the labour-intensive process his company uses to make its products. Paul is hoping that automation can be implemented to reduce the costs of production and make his company more profitable. What kind of force is Paul to his company?
A)experiential: resistance to change will not occur when those affected by the change participate in its planning and implementation
B)generational: resistance to change will not occur when employees are educated about the need for change
C)resistance: resistance to change will not occur when change efforts receive significant managerial support
D)change: resistance to change will always occur;it is inevitable
Q2) Refer to Narrative 6-4. Which of the following roles does Emily Morgan exemplify?
A)ombudsperson
B)mentor
C)organizational liaison
D)change agent
Q3) What are innovation streams? Describe a typical innovation stream.
Q4) Define creativity. Explain its relationship to organizational innovation.
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Page 8
Chapter 7: Global Management
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134 Verified Questions
134 Flashcards
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Sample Questions
Q1) What is the term for a direct tax on imported goods designed to make it more expensive to buy those goods,in hopes of reducing the volume of those imported goods in a given country?
A)tariff
B)nontariff barrier
C)trade roadblock
D)boycott quota
Q2) Which of the following factors helps a company determine the growth potential of a foreign market?
A)political uncertainty
B)purchasing power
C)type of infrastructure
D)land availability
Q3) Trade barriers are a form of protectionism.
A)True
B)False
Q4) Canada's biggest export is energy.
A)True
B)False
Q5) Briefly explain how companies can assess the growth potential of new markets.
Page 9
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Chapter 8: Designing Adaptive Organizations
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Sample Questions
Q1) Admitting a need for better communication,higher management tethers subordinates to their jobs and appoints newly hired employees who specialize in establishing liaison relationships. Which type of organization does this scenario describe?
A)centralized
B)mechanistic
C)departmentalized
D)organic
Q2) Which of the following determines the number,kind,and variety of tasks that individual workers perform in their roles?
A)standardization
B)task mapping
C)job design
D)job specialization
Q3) What is the primary disadvantage of customer departmentalization?
A)an overemphasis on customer needs
B)duplication of job functions
C)difficulties in coordinating across departments
D)overspecialization of managers and workers
Q4) What is job specialization? Briefly explain its advantages and disadvantages.
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Chapter 9: Leading Teams
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156 Flashcards
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Sample Questions
Q1) What is the term for the ability to change organizational structures,policies,and practices if it helps teams meet their stretch goals?
A)structural accommodation
B)bureaucratic immunity
C)structural immunity
D)bureaucratic accommodation
Q2) NovoNordisk Canada,a division of global pharmaceutical giant NovoNordisk,has an employee involvement team called TakeAction! that is a voluntary forum for sharing best practices across the company. Which of the following describes what this team does?
A)It determines who belongs to the team.
B)It provides advice to management about areas that need change or improvements.
C)It has the authority to solve problems related to marketing and manufacturing issues.
D)It controls all of the major production tasks at NovoNordisk.
Q3) What are the five guidelines managers use to determine whether teams should be used?
Q4) What are project teams? List the advantages associated with their usage.
Q5) How does a team's size influence its performance?
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Chapter 10: Managing Human Resource Systems
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Sample Questions
Q1) Refer to Scenario 10-1. The need for creative skills in order to work at Amy's would have been developed for franchisees by the company's HR department. What is the term for what HR developed?
A)task specialization
B)work empowerment norm
C)job description
D)job specification
Q2) Training can be evaluated using financial metrics such as increased revenue or lower costs.
A)True
B)False
Q3) Employment-related laws apply only to selection decisions.
A)True
B)False
Q4) Self-appraisals are an important source of performance feedback.
A)True
B)False
Q5) Recruitment firms may be at risk due to the rise of Internet job sites.
A)True
B)False
Page 12
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Chapter 11: Managing Individuals and a Diverse Workforce
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Sample Questions
Q1) Research suggests that South Asian and Chinese Canadians interact with brands differently than other Canadians,often preferring advertising in their native languages. Which of the following qualities best explains why firms take advantage of these findings?
A)acculturation
B)diversity
C)affirmative action
D)cultural organization
Q2) There has been little direct evidence of racial or ethnic discrimination in the workplace in recent years.
A)True
B)False
Q3) List and briefly describe the four types of discrimination commonly associated with surface-level diversity. Which of those typically produce the so-called glass ceiling?
Q4) What are the Big Five Personality Dimensions? Explain the significance of the Big Five Personality Dimensions. Specify how one of more of those dimensions might be used to select or place applicants for employment in a particular job or company.
Q5) What is employment equity and how does it fundamentally differ from diversity?
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Chapter 12: Motivation
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Sample Questions
Q1) Refer to Narrative 12-2. According to which theory would employees at Bell likely believe they are being treated unfairly?
A)expectancy theory
B)trait theory
C)goal-setting theory
D)equity theory
Q2) What practical steps can a manager take to motivate employees to increase their efforts?
A)Determine how other companies within the industry are satisfying employees' needs.
B)Satisfy employees' lower order needs before attempting to satisfy higher order needs.
C)Expect employees' needs to be stable.
D)Gradually replace extrinsic rewards with intrinsic rewards that are less expensive.
Q3) Which idea is goal acceptance most similar to?
A)goal congruity
B)goal commitment
C)goal valence
D)goal expectancy
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Chapter 13: Leadership
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Sample Questions
Q1) Charismatic leaders often act differently in public (e.g.,speeches and meetings)than they do in private.
A)True
B)False
Q2) Which of the following is the best leadership style for all situations?
A)team management
B)middle-of-the-road management
C)authority-compliance
D)one that varies to suit the circumstances
Q3) People with Machiavellian personalities believe that virtually any type of behaviour is acceptable if it helps satisfy needs or accomplish goals. What is the term for a leader with that personality type combined with the ability to create strong bonds with followers?
A)negative transformation leader
B)transactional leader
C)country club manager
D)unethical charismatic leader
Q4) Ethical charismatics live by a strong,popularly grounded moral code.
A)True
B)False
Page 15
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Chapter 14: Managing Communication
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Sample Questions
Q1) What is the last step in the perception process?
A)interpretation
B)retention
C)attention
D)organization
Q2) Bonnie can be very loud and boisterous especially during lunch breaks. Connie feels Bonnie acts this way because she craves attention likely due to a childhood in which she received very little attention. What are Connie's thoughts about Bonnie an example of?
A)perception filters
B)selective perception
C)closure
D)attribution theory
Q3) Refer to Narrative 14-1. Personality-,psychology-,and experience-based differences determine how consumers respond to Internet scams. Which of the following also contributes to their responses?
A)conceptual screens
B)perceptual filters
C)attitudinal derivation
D)conceptual decoding
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Page 16
Chapter 15: Control
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Sample Questions
Q1) What are the two types of objective controls that managers use?
A)output and input
B)administrative and participative
C)participative and organizational
D)behaviour and output
Q2) Which of the following is one of the four perspectives measured in the balanced scorecard approach to control?
A)financial perspective
B)policies and procedures perspective
C)management perspective
D)supply chain perspective
Q3) A sales manager requires each member of his sales force to make three calls per day on current customers,to call on two potential customers every week,and to sell a minimum of $10,000 worth of merchandise weekly. Which control method is the sales manager using?
A)normative
B)market-oriented
C)industrial betterment
D)objective
Q4) Define benchmarking. List the three steps in this process.
Page 17
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Chapter 16: Managing Information in a Global World
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158 Verified Questions
158 Flashcards
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Sample Questions
Q1) Customer survey data produce accurate information.
A)True
B)False
Q2) Which of the following best describes the manual capture of information?
A)fast
B)expensive
C)low labour requirements
D)highly accurate
Q3) A large metropolitan hospital wished to keep track of wheelchairs,gurneys,and other expensive equipment that regularly disappeared from inventory because some hurried employee put it in a closet or elsewhere for safekeeping. What could the hospital use to locate and recover missing property?
A)radio frequency identification (RFID)tags
B)bar codes
C)radio scanning systems
D)electronic data interchanges
Q4) A master brewer knows the exact ingredients to add to make a dark beer,a lager,or an ale. He understands the nuances of the fermentation process as well as when a batch reaches perfection. How can technology capture this specialized knowledge?
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Chapter 17: Managing Service and Manufacturing Operations
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Sample Questions
Q1) Refer to Narrative 17-2. When Chung Mong Koo,as Hyundai's new chairman and CEO,visited a Hyundai plant,he strode onto the factory floor and demanded to look under the hood of a Sonata sedan. He didn't like it when he saw loose wires,tangled hoses,and bolts painted four different colours. This car was not being built the way it was designed,and its manufacturing flaws resulted in it not working as it was supposed to. Therefore,which of the following did Hyundai have a problem with?
A)responsiveness
B)assurance
C)tangibles
D)reliability
Q2) Nesha is determining levels of efficiency at different times of the year. She is reviewing the contract work costs,supplier purchases,re-tooling to adjust capacity,and utility bills between high and low seasons. What kind of productivity is Nesha reviewing?
A)labour productivity
B)partial productivity
C)integrated productivity
D)multifactor productivity
Q3) Briefly describe total quality management (TQM).
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Chapter 18: History of Management
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Sample Questions
Q1) Patrick is considered one of the most effective managers within the company he works for. The company's president has observed that Patrick changes the way he manages for different situations and the different needs and agendas of the people involved. Which type of management does Patrick display at work?
A)operations management
B)systems management
C)information management
D)contingency management
Q2) Which of the following statements represents a tenet of human relations management?
A)Success follows from strict adherence to the chain of command principle.
B)Effective managers must be able to perform all four managerial functions simultaneously.
C)Success depends on treating workers well.
D)Efficiency equals organizational success.
Q3) Chester Barnard argued that workers are more likely to carry out tasks when they are congruent with the purpose of the organization.
A)True
B)False
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Page 20