Leadership and Management
Mock Exam
Course Introduction
This course explores the foundational principles and practical applications of leadership and management within organizational settings. Students will examine key theories, styles, and functions of effective leadership and management, including decision-making processes, motivation, team dynamics, communication, and change management. Emphasis is placed on developing strategic thinking, ethical leadership, and problem-solving skills through case studies, interactive activities, and real-world scenarios. By the end of the course, students will have a deeper understanding of how to inspire, lead, and manage teams to achieve organizational goals in dynamic and diverse environments.
Recommended Textbook
Contemporary Management 10th Edition by Gareth
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Page 2
Jones
Chapter 1: Managers and Managing
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Sample Questions
Q1) Instead of trying to get people to visit the BuzzFeed website, Peretti chose to publish content, images, and videos on platforms where people spend the most time.Do you agree with Peretti's actions? Defend your opinion.
Answer: Peretti made a good decision.He made the change when he learned that most people did not want to leave their social apps to go and find information.BuzzFeed now provides a global network for news and entertainment across more than 30 social platforms and generates more than 7 billion views each month.
Q2) James, the manager of Andy's Candy, a popular confectioner in Illinois, is in charge of outlining future organizational goals to employees at company meetings and emphasizing the ethical guidelines which employees are expected to follow at work.According to Mintzberg, he is performing the role of a A)figurehead.
B)negotiator.
C)monitor.
D)liaison.
E)resource allocator.
Answer: A
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Page 3
Chapter 2: The Evolution of Management
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Sample Questions
Q1) Typically, a mechanistic structure rests on Theory X assumptions because in a mechanistic structure, tasks and roles are clearly specified and subordinates are closely supervised.
A)True
B)False Answer: True
Q2) When managers rely too much on rules to solve problems, their behavior becomes inflexible.
A)True
B)False Answer: True
Q3) _____ is the study of the factors that have an impact on how individuals and groups respond to and act in organizations.
A)Hawthorne studies
B)Organizational behavior
C)Management science
D)Scientific management
E)Administrative management
Answer: B
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Page 4
Chapter 3: Values, Attitudes, Emotions, and Culture: The
Manager As a Person
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Q1) Tony is a manager with the ability to understand and gauge the moods and feelings of his employees with little difficulty.Tony displays high
A)emotional intelligence.
B)negative affectivity.
C)organizational socialization.
D)introversion.
E)organizational integration.
Answer: A
Q2) People with an external locus of control
A)believe that outside forces are responsible for what happens to and around them.
B)believe that their actions always make a difference.
C)believe that they themselves are responsible for the events in their life.
D)tend to solve problems easily.
E)tend to be highly ethical and extremely helpful.
Answer: A
Q3) Rites of integration transmit common norms and values to organization members.
A)True
B)False
Answer: True
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Chapter 4: Ethics and Social Responsibility
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Q1) When faced with an ethical dilemma as a manager, Sam tries to reflect on his upbringing to decide between right and wrong.Sam is reflecting on ______ ethics.
A)societal
B)occupational
C)individual
D)organizational
E)religious
Q2) Under the _____ rule, an ethical decision is one that best maintains people's fundamental privileges.
A)justice
B)moral rights
C)utilitarian
D)practical
E)moral scruples
Q3) Discuss how the community, society, and nation-state stakeholders benefit from the TOMS Company.
Q4) What products does TOMS provide? Explain why Blake Mycoskie, the founder of TOMS, chose to create each of these products.
Q5) Discuss the relationship between ethics and laws.
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Chapter 5: Managing Diverse Employees in a Multicultural Environment
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Q1) Which of the following helps ensure that diversity is managed effectively in an organization?
A)focusing attention on individuals who are conspicuously different from us
B)evaluating subordinates in extremes of positivity or negativity
C)discouraging sharing of differing perspectives
D)covering up biases and stereotypes
E)securing top management commitment
Q2) Two male managers exchange a lewd sexual joke in the presence of a female manager.This is an example of
A)the similar-to-me effect.
B)a hostile work environment.
C)quid pro quo sexual harassment.
D)the salience effect.
E)reverse discrimination.
Q3) Overt discrimination by a manager violates the principle of distributive justice.
A)True
B)False
Q4) List some specific objectives that a diversity awareness program should contain.
Q5) Explain the importance of managers in managing diversity.
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Chapter 6: Managing in the Global Environment
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Sample Questions
Q1) According to the HSBC survey, the United States ranked 16 out of 39 countries overall because of poor scores on
A)income.
B)economics and experience.
C)disposable income.
D)experience and family.
E)host economic satisfaction.
Q2) Which of the following is a value of nurturing orientation?
A)diversity
B)assertiveness
C)warm personal friendships
D)performance
E)tolerate differences
Q3) A supplier's bargaining position is especially strong when the input supplied
A)has multiple sources and channels of distribution.
B)has inexpensive and easily available substitutes.
C)is a fundamental component of the organization's product.
D)is found freely and can be accessed by people with little effort.
E)is not protected by any patent.
Q4) How has the lowering of barriers to trade and investment affected managers?
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Chapter 7: Decision Making, Learning, Creativity, and Entrepreneurship
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Q1) _____ is the process through which managers seek to improve employees' desire and ability to make decisions that raise organizational effectiveness.
A)Dialectical inquiry
B)Devil's advocacy
C)Groupthink
D)Organizational learning
E)Skunkworks
Q2) Explain why March and Simon developed the administrative model of decision making and distinguish the three concepts on which the model is based.
Q3) _____ are individuals who pursue causes such as reducing poverty, increasing literacy, protecting the natural environment, or reducing substance abuse.
A)Social entrepreneurs
B)Intrapreneurs
C)Product champions
D)Skunkwork specialists
E)Devil's advocates
Q4) Discuss the principle of the classical model of decision making and explain how it relies on assumptions.
Page 9
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Chapter 8: The Manager As a Planner and a Strategist
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Q1) A furniture company is trying to keep the costs of the company low by switching its suppliers and ordering materials in larger quantities to reduce overall costs.The company is employing a
A)focused differentiation strategy.
B)low-cost strategy.
C)high-cost strategy.
D)unifying strategy.
E)hypercompetition strategy.
Q2) A strategy is the set of decisions that managers make to assist the organization in attaining its goals.
A)True
B)False
Q3) Discuss the necessity and the importance of the planning process.
Q4) Explain the purpose of Michael Porter's five forces model.List the five factors that Porter identifies as major threats.
Q5) Differentiate global strategy from multidomestic strategy for a business and discuss the advantages and disadvantages of each strategy.
Q6) List and describe the different corporate-level strategies.
Q7) Describe the four qualities of an effective plan as emphasized by Henri Fayol.
Page 10
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Chapter 9: Value Chain Management: Functional
Strategies for Competitive Advantage
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Sample Questions
Q1) The Donut House, a large donut bakery with outlets across several cities, improves the quality of the dough it uses and introduces a wide range of toppings and glazes to go with its donuts.This is an example of
A)quantum process innovation.
B)quantum product innovation.
C)incremental product innovation.
D)incremental process innovation.
E)process structuring.
Q2) Which of the following functions should a company use to help increase customer perceptions of the utility of a company's product through brand positioning and advertising?
A)design
B)materials management
C)production
D)marketing
E)customer service
Q3) Describe the effect of flexible manufacturing and just-in-time inventory on efficiency.
Q4) Discuss the stages of a stage-gate development funnel.
Q5) What does a cross-functional team need to be successful?
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Chapter 10: Managing Organizational Structure and Culture
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Sample Questions
Q1) An organization's hierarchy of authority refers to an organization's
A)chain of command.
B)synergy.
C)esprit de corps.
D)autonomy.
E)culture.
Q2) The culture at Fired-Up Electronics focuses on empowering its employees and makes use of cross-functional teams.What type of culture exists at Fired-Up Electronics?
A)aggressive culture
B)passive culture
C)adaptive culture
D)normative culture
E)inert culture
Q3) Which of the following is true about a functional structure in an organization?
A)It allows managers to monitor a changing competitive environment.
B)As the organization grows, it becomes more effective.
C)It makes monitoring and evaluating the performance of workers difficult.
D)It results in workers performing at a low level.
E)It eliminates the need for cooperation within a function.
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Page 12
Chapter 11: Organizational Control and Change
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Q1) _____ is the most likely to cause organizational costs to increase.
A)Direct supervision
B)Management by objectives (MBO)
C)Output control
D)Bureaucratic control
E)Clan control
Q2) Explain why it is important that managers' goals are set at appropriate levels and why stretch goals work best.
Q3) Which of the following provides a framework to monitor progress toward achieving goals?
A)management by objectives
B)direct supervision
C)clan control
D)output control
E)top-down change
Q4) An organization is said to be highly leveraged if it uses more debt than equity to finance its ongoing operations.
A)True
B)False
Q5) Describe the four steps of the control process.
Page 13
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Chapter 12: Human Resource Management
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Sample Questions
Q1) An assembly plant uses industrial robots to speed up the complex process of welding and moving parts from station to station.The company uses simulation-based learning to train employees before they start working in the production line.The simulation enables employees to practice until they can master the procedure.Explain why simulations is a good type of training for the employees who work in the production line.
Q2) Diego applied for a job at a construction company.The job includes climbing ladders and scaffolding, lifting and carrying heavy items, digging, and operating hand and power tools.The construction company requires that Diego has a(n) _____ test to confirm that he has the body strength and stamina required for the job.
A)ability
B)physical ability
C)trait
D)personality
E)performance
Q3) Promising employees are required to undergo various training programs that focus on the skills required to become an effective manager in their respective fields in the future.This is called development.
Q4) Differentiate between objective and subjective appraisals.
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Chapter 13: Motivation Performance
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Sample Questions
Q1) Distinguish the differences between intrinsic and extrinsic behavior and provide an example of each.
Q2) By giving his/her employees the opportunity to use their skills and abilities to the fullest extent possible, according to Maslow's hierarchy of needs, a manager satisfies their ______ needs.
A)physiological
B)safety
C)self-actualization
D)operational
E)terminal
Q3) From a motivation standpoint, stock options are used to reward them for past performance.
A)True
B)False
Q4) Which of the following forms the pinnacle of Maslow's hierarchy of needs?
A)safety needs
B)belongingness needs
C)physiological needs
D)social needs
E)self-actualization needs
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Chapter 14: Leadership
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Sample Questions
Q1) Explain why ongoing research suggests leadership styles vary across cultures.
Q2) Differentiate between the five types of power that leaders use.
Q3) Aidan has a new idea, and he has been able to inspire his team members to support his vision.This is an example of _____ leadership.
A)transactional
B)developmental
C)structural
D)charismatic
E)stimulating
Q4) Which of the following is true about leadership styles?
A)Effective leadership styles vary with individual, culture, and country.
B)Developing an effective personal leadership style is easy for top-level managers.
C)Effective leaders frequently employ coercive power.
D)A leadership style which is effective in one country will be effective in all countries.
E)A leadership style which involves sharing power compromises effectiveness in servant leaders.
Q5) What is emotional intelligence? How does it contribute to leader effectiveness?
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16
Chapter 15: Effective Groups and Teams
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Sample Questions
Q1) Which of the following is a consequence of high group cohesiveness?
A)lower levels of participation within the group
B)high deviance in groups
C)high emphasis on group goal achievement
D)decreasing levels of conformity to group norms
E)decreasing levels of group attractiveness
Q2) Norman recently joined a team of technicians who work face-to-face.The team members have the expertise and experience needed to develop new products.Norman joined a(n)
A)top-management team.
B)informal team.
C)research and development team.
D)interest group.
E)virtual team.
Q3) _______ groups are established by managers to attain organizational goals.
A)Friendship
B)Control
C)Formal
D)Interest
E)Advocacy
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Chapter 16: Promoting Effective Communication
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Sample Questions
Q1) How can informal communication networks, such as a grapevine, contribute to an organization's competitive advantage?
Q2) Which of the following is true about nonverbal communication?
A)It includes encoding messages into written words.
B)Messages that cannot be sent through verbal channels can't be communicated nonverbally either.
C)It can be controlled more easily than verbal communication.
D)It reinforces verbal communication.
E)It cannot be used in congruence with verbal communication.
Q3) How do managers use and benefit from impersonal written communication?
Q4) _______ is an internal, company-wide system of computer networks.
A)The Internet
B)An intranet
C)A grapevine
D)An all-channel network
E)A matrix network
Q5) The grapevine is a formal communication network along which official, accurate information flows.
A)True
B)False
18
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Chapter 17: Managing Conflict, Politics, and Negotiation
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Q1) A(n) _______ is an impartial individual with expertise in handling conflicts and who helps parties in conflict reach an acceptable solution.
A)task-oriented leader
B)opinion leader
C)mentor
D)third-party negotiator
E)transformational manager
Q2) List and briefly describe the various political strategies that managers can use to exercise their power.Discuss each strategy briefly.
Q3) Focusing on what is fair is consistent with the principle of _____, which emphasizes the fair distribution of outcomes based on the meaningful contributions that people make to organizations.
A)distributive negotiation
B)distributive justice
C)interactional justice
D)valence
E)expectancy
Q4) Explain why parties agree to superordinate goals, even when they disagree on several issues.
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Chapter 18: Used Advanced Information Technology to Increase Performance
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Q1) A clothing manufacturer is ready to launch a new product line.The company expects the demand for the new products to be minimal in the _____ cycle of the product life cycle.
A)embryonic
B)growth
C)maturity
D)decline
E)saturation
Q2) A(n) ______ system is a computer system that is designed to handle a large volume of routine and recurring transactions.
A)transactional analysis
B)artificial intelligence
C)transaction-processing
D)transactional modeling
E)decision-support
Q3) Define data and information and say something about their importance to managers.With an example, differentiate data and information.
Q4) Define an enterprise resource planning ERP system and discuss its benefits.
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Q5) Provide an example of why an organization uses a transaction-processing system.