Leadership and Management Question Bank
Course Introduction
This course explores the principles and practices of effective leadership and management within organizational settings. Students will examine major leadership theories, management functions, and the interplay between leadership, motivation, and organizational culture. Through real-world case studies, group discussions, and experiential activities, participants will develop practical skills in decision-making, communication, conflict resolution, and team building. The course fosters self-awareness and ethical responsibility, equipping students to lead and manage diverse teams in dynamic environments.
Recommended Textbook
Contemporary Management 7th Edition by Gareth Jones
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18 Chapters
1977 Verified Questions
1977 Flashcards
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Chapter 1: Managers and Managing
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) Explain the significance of IT with regards to empowering employees and facilitating self-managed teams.
Answer: IT expands employees' job knowledge and increases the scope of their job responsibilities,increasing employees' autonomy and responsibility.For self-managed teams,IT provides them with real-time information about performance,and a self-managed team can often find ways to work more efficiently and also assume many tasks and responsibilities previously performed by managers.
Q2) Discuss how Accenture,a global management consulting company,uses diversity to promote employee performance and customer satisfaction.
Answer: At Accenture,managers at all levels realize consultants bring distinct experiences,talents,and values to their work,and a major management initiative is to take advantage of that diversity to encourage collaboration between consultants to improve the service Accenture provides to each of its clients.Because Accenture's clients are also diverse by country,religion,ethnicity,and so forth,it tries to match its teams of consultants to the attributes of its diverse clients.
Q3) Identify and discuss the "four building blocks" of competitive advantage.
Answer: The four blocks are increasing efficiency,innovation,customer responsiveness,and quality.
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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) In a bureaucracy,the authority of a manager should be based on their performance.
A)True
B)False
Answer: True
Q2) According to the principles of Scientific Management,the way to create the most efficient work system was by having workers perform both more tasks and more complex tasks.
A)True
B)False
Answer: False
Q3) All of the following are characteristics of the informal organization EXCEPT:
A)Groups tend to develop elaborate procedures.
B)Group norms are developed.
C)As more time passes members of the group bond.
D)Understanding the behavior is an easy process.
E)The informal organization can thwart the attainment of organizational goals.
Answer: D
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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) Positive moods may promote critical thinking.
A)True
B)False Answer: False
Q2) The personal characteristics of the founders of organizations can have a strong influence on the culture that is created.
A)True
B)False Answer: True
Q3) Satisfied managers are more likely to perform organizational citizenship behaviors than dissatisfied managers.
A)True
B)False Answer: True
Q4) The formal business attire that supports the conservative culture at Missouri Bank is part of the organizational language.
A)True
B)False Answer: True
Page 5
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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) According to the practical rule,a managerial decision that the manager has no hesitation or reluctance about communicating to people outside the company is called a(n):
A)Moral scruple
B)Popular decision
C)Socially responsible decision
D)Social audit
E)Ethical decision
Q2) Under the practical rule,a manager would not be reluctant to communicate a decision to people outside the company when:
A)He/she could announce the decision anonymously
B)A typical person would consider the decision acceptable
C)A typical person wouldn't care about the decision
D)A typical person wouldn't know about the decision
E)He/she could blame top management of the firm
Q3) Justify the importance of an ethics ombudsperson.
Q4) Decisions that protect the rights of some stakeholders often hurt the rights of others.
A)True
B)False
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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) There is substantial evidence that diverse individuals continue to experience unfair treatment in the workplace as a result of biases,stereotypes,and overt discrimination.
A)True
B)False
Q2) A manager who is effectively managing diversity in the liaison role would:
A)Convey how valuable a goal effective management of diversity is
B)Serve as a role model for treating others fairly
C)Help diverse individuals to coordinate their efforts
D)Support diversity initiatives in the wider community
E)Inform employees about diversity policies and initiatives
Q3) Tucker is in the process of hiring a new manager for his newly expanded store in a neighboring community.As he reviews the credentials of all the applicants,he pays special attention to individuals that exhibit similar characteristics to himself.Tucker is exhibiting:
A)The similar-to-me effect
B)Reverse discrimination
C)Schemas
D)Stereotyping
E)Individualism
Page 7
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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) A tax that a government imposes on goods imported into the country is known as:
A)An export tax
B)A free-trade tax
C)A global outsourcing tax
D)A representative tax
E)A tariff
Q2) What are pressures emanating from the social structure of a country or society or from the national culture,such the concern for diversity?
A)Demographic factors
B)Sociocultural forces
C)Economic forces
D)Political forces
E)Legal forces
Q3) In general,the impact of technological forces on organizations has declined in the last decade.
A)True
B)False
Q4) Discuss how changes in the nature,number,or type of suppliers produce opportunities and threats for managers.
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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) The administrative model is based on three important concepts: bounded rationality,complete information,and optimizing.
A)True
B)False
Q2) According to the administrative model,in the real world,managers must rely on their ______ to make what seems to them to be the best decision in the face of uncertainty and ambiguity.
A)Intuition
B)Education
C)Unbounded rationality
D)Employees
E)Superiors
Q3) According to Senge's concept of the learning organization,team learning is less important than individual learning when trying to increase organizational learning.
A)True
B)False
Q4) Define a learning organization and list Peter Senge's five principles for creating a learning organization.
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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) A written set of instructions which describes the series of actions that a manager should take in a specific situation is known as:
A)A policy
B)A standard operating procedure
C)A heuristic
D)A standing plan
E)A scenario
Q2) Though not formally written,at RST consulting employees were allowed to dress casually on Fridays.This general guide is called a policy.
A)True
B)False
Q3) Which plan of the organization contains top management's decisions about the organization's mission,goals,strategy,and structure?
A)Corporate-level plan
B)Divisional-level plan
C)Functional-level plan
D)Business-level plan
E)Departmental-level plan
Q4) Discuss the five major threats of Michael Porter's Five force Model.
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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) Discuss the four specific ways in which managers can lower costs and/or increase differentiation to obtain a competitive advantage.
Q2) To decrease product defects,materials managers must work closely with ______ to improve the quality of the parts.
A)Suppliers
B)The customer
C)Employees
D)Stockholders
E)Distributors
Q3) Bob makes custom made furniture that is tailored to the needs of a different kind of customer.Which layout would best suit Bob's needs?
A)Process layout
B)Permanent-position layout
C)Facilities layout
D)Product layout
E)Flexible manufacturing layout
Q4) There are ten steps necessary to make a TQM control system work.
A)True
B)False
11
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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) At the Highway Department,Jim was assigned to a team to develop a new Route 70 river bridge.Jim reports to both the Engineering Manager and the Route 70 Project Manager.The Highway Department is utilizing:
A)Matrix structure
B)Liaison roles
C)Cross-functional teams
D)Job enrichment
E)Market structure
Q2) What is the combination of organizational structure,culture,control systems,and human resource management (HRM)systems that together determine how efficiently and effectively organizational resources are used?
A)Organizational norms
B)Organizational values
C)Organizational structure
D)Organizational design
E)Organizational architecture
Q3) Define adaptive and inert cultures.What has research shown about these cultures? What would it be like to work in each of these cultures?
Q4) Discuss the advantages and disadvantages of decentralizing authority.
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Chapter 11: Organizational Control and Change
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106 Verified Questions
106 Flashcards
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Sample Questions
Q1) Top-down change is typically more gradual or evolutionary than bottom-up change.
A)True
B)False
Q2) The formal monitoring,evaluation,and feedback systems that allow managers to determine if the organization's strategy and structure are working according to plans are known as:
A)Organizational socialization
B)Clan control
C)Control systems
D)Concurrent systems
E)Market control
Q3) What type of change is gradual,incremental,and narrowly focused?
A)Force-field
B)Culture
C)Structural
D)Revolutionary
E)Evolutionary
Q4) Control helps managers respond more effectively to customers.
A)True
B)False
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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) Before he was offered the job with ExpressFed,Adam had to take a test to prove his ability to lift over 50 pounds.This is an example of a:
A)Physical ability testing
B)Personality testing
C)Situational testing
D)Paper and pencil testing
E)Role-play testing
Q2) What type of development broadens employees' horizons and help them think about the big picture by exposing them to a wide variety of different job experiences,some in line positions and some in staff positions?
A)Varied work experiences
B)Formal education
C)On-the-job training
D)Role-playing
E)Simulation
Q3) Title VII of the Civil Rights Act prohibits discrimination in hiring,on the basis of sexual orientation.
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) Which of the following theories describes how employees learn to perform behaviors that lead to desired consequences,and to avoid behaviors that lead to undesired consequences?
A)Needs hierarchy theory
B)ERG theory
C)Equity theory
D)Operant conditioning theory
E)Motivator-hygiene theory
Q2) The most motivating goals are:
A)Specific and easy
B)General and easy
C)Specific and difficult
D)General and difficult
E)Specific and out of reach
Q3) Providing employees with highly valent outcomes has the potential to reduce turnover.
A)True
B)False
Q4) Discuss the five basic needs in Maslow's hierarchy of needs.Provide a real world example of each need.
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Chapter 14: Leadership
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108 Verified Questions
108 Flashcards
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Sample Questions
Q1) A store manager at an electronics store encourages the sales staff to avoid the "hard-sell approach" and to focus on attempting to satisfy each customer's personal needs.This is an example of which type of behavior?
A)Empowerment
B)Initiating structure
C)Transformational
D)Leadership substitute
E)Contingent
Q2) Which of the following is NOT a kind of leader behavior described in the path-goal model?
A)Achievement-oriented
B)Participative
C)Supportive
D)Directive
E)Initiating structure
Q3) The amount of legitimate power a leader has from her position in the organization's hierarchy is known as position power.
A)True
B)False
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Page 16
Chapter 15: Effective Groups and Teams
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) Discuss why diversity is important for top management teams.
Q2) JME Manufacturing put together a group of employees from marketing,engineering,manufacturing,and quality control to come up with a new product idea.This is an example of a(n)___________ group.
A)Informal
B)Friendship
C)Cross-cultural
D)Cross-functional
E)Top management team
Q3) As groups become more ___________,they become more ____________,and cohesiveness __________.
A)Unsuccessful;unattractive to members;increases
B)Unsuccessful;attractive to members;increases
C)Successful;unattractive to members;increases
D)Successful;attractive to members;decreases
E)Successful;attractive to members;increases
Q4) Discuss the advantages of using teams for innovation.How can managers promote innovation on the team?
Q5) Differentiate between friendship and interest group.Provide an example of each.
Page 17
Q6) Discuss the relationship between teams/groups and customer responsiveness.
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Chapter 16: Promoting Effective Communication
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) Unofficial information that is of interest to the receivers within the organization but which does not have an identifiable source is known as:
A)Jargon
B)Rumors
C)Noise
D)Dialect
E)Bias
Q2) In the feedback phase of the communication process,the __________ becomes the __________ and __________ the message.
A)Sender;sender;encodes B)Receiver;sender;encodes C)Sender;receiver;encodes D)Receiver;receiver;decodes E)Sender;receiver;decodes
Q3) In an all-channel communication network,every team member communicates with every other team member.
A)True
B)False
Q4) Discuss how managers manage differences in linguistic styles.
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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) Once two parties to a conflict focus on a win-win scenario,it means that rather than having a fixed set of alternatives from which to choose,the two parties can come up with new alternatives that might even expand the resource pie.This is referred to as:
A)Competitive analysis
B)Destructive negotiation
C)Focusing on the problem,not the people
D)Creating new options for joint gain
E)Focusing on superordinate goals
Q2) In XYZ Corporation,managers at different levels of the organization are in conflict because the money set aside for raises for managers for the upcoming year must be divided up among all of the managers in some way.This is an example of:
A)Controlling the agenda
B)Compromise
C)Status inconsistency
D)Scarce resources
E)Task interdependence
Q3) Discuss the various political strategies and provide examples of each.
Q4) Define organizational politics and political strategies.Why are they important?
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Page 19
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) What is Artificial Intelligence (AI)? How could AI be used to help managers?
Q2) As a marketing representative,Hank would need ______ information to make an effective decision about pricing.
A)Raw
B)Inside
C)Outside
D)Both inside and outside
E)Inside,outside and raw
Q3) An accounts receivable department that uses a computer system to bill the customers of the organization is using a(n):
A)Expert system
B)Artificial intelligence system
C)Transaction-processing system
D)Operations information system
E)Group decision support system
Q4) Rapid advances in IT have been associated with the concept of the boundaryless organization.
A)True
B)False
20
Q5) What is an expert system? What is required for IT to mimic human expertise?
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