Leadership and Management
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Course Introduction
This course explores the principles and practices of effective leadership and management within organizations. Students will examine various leadership theories, styles, and strategies alongside core management functions such as planning, organizing, leading, and controlling. Emphasis is placed on developing critical thinking, problem-solving, and communication skills necessary to motivate teams, foster innovation, and drive organizational success. Real-world case studies and experiential learning activities encourage students to apply leadership and management concepts to contemporary challenges in diverse professional settings.
Recommended Textbook
Modern Management Concepts and Skills 14th Edition by Samuel C. Certo
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Page 2
Chapter 1: Principles of Modern Management: Concepts and Skills
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Sample Questions
Q1) Capital resources can be a major factor in ________.
A) the net profits the organization generates at the end of the financial year
B) the ingredients used directly in the manufacturing of products
C) maintaining desired production levels
D) all the financial assets that the organization possesses
E) the amounts of money that managers use to purchase goods and services for the organization
Answer: C
Q2) Define management and explain how the four functions of management are related.
Answer: Management is the process of reaching organizational goals by working with and through people and other organizational resources. Planning, organizing, influencing, and controlling, the four functions of management, are integrally related and therefore cannot be separated in practice. Managers use these activities solely for reaching organizational goals. Organizing is based on well-thought out plans developed during the planning process, and influencing systems must be tailored to reflect both these plans and the organizational design used to implement them. The fourth function, controlling, involves possible modifications to existing plans, organizational structure, or the motivation system used to develop a more successful effort.
Page 3
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Chapter 2: Managers, Society, and Sustainability
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Sample Questions
Q1) Which of the following statements best describes Friedman's view of a firm's social responsibility obligation?
A) Friedman argued firms should perform social responsibility activities because businesses are a subset of society and therefore have a significant impact on the way society exists.
B) Friedman argued against firms social responsibility activities because government already takes care of society.
C) Friedman argued against businesses performing social responsibility activities because the real responsibility for management is to reach profit objectives and increase the wealth of government officials.
D) Friedman argued against businesses performing social responsibility activities because he saw these activities as setting up a conflict of interest between actions necessary to conduct business and maximize profits versus actions focused on taking care of society's welfare.
E) Friedman argued for social responsibility activities because these activities increase the wealth of the firm's owners.
Answer: D
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Chapter 3: Management and Diversity
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Sample Questions
Q1) According to Donaldson and Scannell, managers are the most effective with respect to interacting in a diverse workforce in the ________ stage.
A) conscious competition
B) conscious incompetence
C) conscious competence
D) unconscious competence
E) unconscious incompetence
Answer: D
Q2) Sexual harassment is a form of ________.
A) relativism
B) acculturation
C) pluralism
D) discrimination
E) bicultural stress
Answer: D
Q3) The term "majority group" does not necessarily refer to the group with a numerical majority.
A)True
B)False
Answer: True
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Chapter 4: Managing in the Global Arena
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Sample Questions
Q1) Walt is a United States citizen managing a business unit in Japan working for an organization headquartered in Germany. In this role, Walt is a/an ________.
A) third-country national
B) host-country national
C) expatriate
D) repatriate
E) workforce national
Q2) Which of the following statements is true about NAFTA?
A) It aims at facilitating trade among the United States, Canada, and Mexico.
B) Its members include Denmark, the United Kingdom, Portugal, the Netherlands, Belgium.
C) It is an international market agreement aimed at facilitating trade among African nations.
D) It works to reduce tariffs and other trade barriers across the Asia-Pacific region.
E) It has 21 members, including Canada, the People's Republic of China, Indonesia, and the United States.
Q3) Why do managers make foreign investments? What are the risks involved in this?
Q4) According to Hofstede, what are the five basic dimensions of culture?
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Page 6
Chapter 5: Plans and Planning Tools
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Sample Questions
Q1) Are planning tools an effective way for managers to enhance their company's plans and goals? Defend your answer.
Q2) ________ is the process of formulating a detailed listing of activities that must be accomplished to attain an objective, allocating the resources necessary to attain the objective, and setting up and following timetables for completing the objective.
A) Forecasting
B) Interacting
C) Regression
D) Scheduling
E) Networking
Q3) Which of the following guidelines helps employees know exactly how managers will determine whether an objective has been reached?
A) Let people responsible for attaining objectives have a voice in setting them.
B) State objectives as specifically as possible.
C) Pinpoint expected results.
D) Set objectives only in relation to other organizational objectives.
E) Specify when goals are expected to be achieved.
Q4) Describe the steps in the planning process.
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Chapter 6: Making Decisions
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Sample Questions
Q1) An advantage of brainstorming is that ________.
A) it allows members to know why individuals voted the way they did
B) it provides the option of supporting or rejecting an idea without fear of recrimination
C) it supports the expression of as many useful ideas as possible
D) it is suitable for teams whose group members are geographically dispersed
E) members are not required to defend their ideas
Q2) While decisions arrived at through consensus are said to have an advantage of being better because they include the input of several individuals, which of the following is a disadvantage of consensus decisions?
A) Commitment
B) Decreased input
C) Habit
D) Increased judgment
E) Time
Q3) A programmed decision is typically a one-shot structured decision that is usually less structured than a nonprogrammed decision.
A)True
B)False
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8
Chapter 7: Strategic Planning: Strategies, Tactics, and Competitive Dynamics
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Q1) The set of forces and factors that positively or negatively impact an organization's ability to compete within its marketplace are known as the management ________.
A) analysis
B) realm of decisions
C) environment
D) force field
E) scope
Q2) ________ is a strategy that emphasizes making an organization more competitive by targeting a particular customer.
A) Differentiation
B) Cost leadership
C) Stability
D) Focus
E) Divestiture
Q3) Discuss the value of management conducting an Environmental Analysis.
Q4) Strategy is the end result of strategic planning.
A)True
B)False
Q5) What are the main strategy formulation tools of strategic management?
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Chapter 8: Fundamentals of Organizing
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Sample Questions
Q1) Which of the following is an advantage of departmentalizing by matrix?
A) It clarifies the power structure within the firm.
B) It helps employees prioritize responsibilities.
C) It facilitates coordination across projects.
D) It allows firms to achieve unity of command.
E) It allows firms to pool human resources for short-term and long-term projects.
Q2) Span of management refers to the number of organizational levels below that of a particular manager.
A)True
B)False
Q3) John is responsible for creating the work schedule for the employees he manages. Those employees are actually members of the ________ John manages.
A) industry
B) workshop
C) department
D) network
E) influencing
Q4) What role does division of labor play in the organizing function of management?
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Page 10
Chapter 9: Responsibility, Authority, and Delegation
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Q1) Sara has delegated responsibility for completing next week's employee work schedule to her employee, Emma. However, Sara needs to remember she remains ________ for completion and effectiveness of the work schedule.
A) accountable
B) responsible
C) obligated
D) effective
E) efficient
Q2) ________ help(s) management to describe the various responsibility relationships that exist in the organization and to summarize how the responsibilities of various managers relate to one another.
A) Robert's Rules of Order
B) The overlapping responsibility chart
C) The management responsibility guide
D) The Chatham House Rule
E) The process decision program chart
Q3) Authority is the right to perform or command.
A)True
B)False
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Page 11
Chapter 10: Human Resource Management
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Sample Questions
Q1) The purpose of training is to ________.
A) increase the productivity of employees by influencing their behavior
B) furnish feedback to organization members about how they can become more productive and useful to the organization in its quest for quality
C) eliminate barriers for the purpose of increasing the utilization of disadvantaged individuals
D) narrow a large field of prospective employees to a relatively small group of individuals from which someone eventually will be hired
E) refine work methods, reduce production costs, and increase the level of organizational diversity
Q2) A(n) ________ consists of information about the characteristics of organization members.
A) job evaluation
B) employee payroll
C) job analysis
D) human resource inventory
E) curriculum vitae
Q3) Discuss the need for recruiters to know their source of human resources.
Q4) Describe the sources of human resources inside an organization.
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Chapter 11: Organizational Change: Stress, Conflict and Virtuality
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Sample Questions
Q1) Which of the following is characterized by groups of employees formed by managers?
A) virtual meeting
B) virtual training
C) virtual team
D) virtual corporation
E) virtual group
Q2) William, the CEO of a leading electronic equipment manufacturer, decides to implement a new performance appraisal system in the organization. The new system faces stiff resistance from the employees. William, however, uses his authority to implement the system. Identify the conflict management system used here.
A) forcing
B) negotiating
C) avoiding
D) resolving
E) adjudication
Q3) What relationship exists between stress and employee productivity and performance?
Q4) Discuss factors managers need to consider when determining what should be changed.
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Chapter 12: Influencing and Communication
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Sample Questions
Q1) An effective listener should go easy on arguments and criticism because being critical ________.
A) reduces the importance of the conversation
B) is a symptom of unreceptive communication
C) puts the speaker on the defensive
D) creates a permissive environment for the speaker
E) is a sign of distraction
Q2) Which of the following is an example of a macrobarrier when a manager communicates with his or her subordinates?
A) The manager considers the subordinates to be irresponsible and unprofessional.
B) The subordinates have a strong negative attitude toward the manager.
C) The subordinates constitute a diverse population and speak different languages.
D) The manager uses words that have multiple meanings.
E) The manager is a specialist in information technology and tends to use technical jargon.
Q3) List the major characteristics of organizational grapevine?
Q4) What is emotional intelligence? Why is it important in organizations?
Q5) What is the importance of nonverbal messages in a communicative process?
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Chapter 13: Leadership
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Q1) Which of the following is a disadvantage of Fiedler's contingency model of leadership?
A) The model is not suitable to decide leadership style if the task structure is weak.
B) The model may not provide concrete answers to leadership problems.
C) It does not emphasize the importance of situational variables.
D) Leadership behaviors are not considered in this model.
E) Leader-member relations are ignored when selecting a suitable style of leadership.
Q2) Moral courage is the strength to take actions that are consistent with moral beliefs despite pressures, either inside or outside of the organization, to do otherwise.
A)True
B)False
Q3) A considerate leader would be more effective than a structuring leader when the leader-member relations are good, the task structure is weak, and the leader position power is weak.
A)True
B)False
Q4) Explain the major findings of the OSU studies.
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15
Chapter 14: Motivation
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Q1) Theory X is a set of essentially positive assumptions about human nature.
A)True
B)False
Q2) According to Argyris' continuum, as individuals progress from immaturity to maturity, they ________.
A) indulge in more activities
B) have a short-term perspective
C) have casual and shallow interests
D) stay in a state of dependence
E) remain passive
Q3) According to McClelland, people who have the desire to influence other people and assume responsibility for others have a high need for ________.
A) achievement
B) affiliation
C) power
D) dominance
E) acceptance
Q4) List the process theories of motivation.
Q5) List the categories of needs identified by Alderfer in his ERG theory.
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Chapter 15: Groups and Teams
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Sample Questions
Q1) The larger the organization, the greater the probability that it will use committees on a regular basis.
A)True
B)False
Q2) The most fundamental ingredient of effective teams is member satisfaction.
A)True
B)False
Q3) The most fundamental ingredient of effective teams is ________.
A) cohesiveness
B) trust
C) collaboration
D) teamwork
E) stability
Q4) Which stage of groupthink describes what precursors are associated with the development of groupthink?
A) concurrence seeking
B) decision-making defects
C) antecedents
D) symptoms of groupthink
E) poor decision outcomes
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Chapter 16: Managing Organization Culture
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Sample Questions
Q1) Which of the following statements is true of organization culture?
A) Organization culture ensures complete personal and corporate transparency.
B) Organization culture is conceptualized and implemented by the founders of the organization at the time of establishment.
C) Organization culture can be characterized in an organization by describing dimensions such as organizational norms and habits.
D) Organization culture is often wrongly confused to mean the same as the personality of the organization.
E) Organization culture is conceptually distinct from ideas such as organizational rituals and special language.
Q2) Which of the following is a popular belief or story that becomes associated with a person or institution and is considered to illustrate an organization culture ideal?
A) organizational saga
B) organizational ceremony
C) organizational myth
D) emblem
E) jargon
Q3) Write a short essay on the importance of organization culture.
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Chapter 17: Controlling, Information, and Technology
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Q1) Most managers have substantial control over increasing their position power.
A)True
B)False
Q2) Which of the following is true about managing the IS workforce?
A) During the economic and technological boom of the late 1990s, executives found it very easy to hire and retain IS employees.
B) Due to consumer backlash, companies are reducing the outsourcing of jobs to other countries.
C) Companies outsource work to other countries primarily for quality advantages.
D) Replacing IS personnel is inexpensive in today's technology-driven environment.
E) Outsourcing IS work overseas creates problems such as integrating domestic and nondomestic workforces and defining global work expectations.
Q3) Describe the information that is appropriate for making strategic planning decisions and for making operational control decisions.
Q4) What are the steps in evaluating information?
Q5) Explain the ways an individual can be successful in increasing his or her personal power.
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19
Chapter 18: Production and Control
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Q1) Which of the following would be a rational justification for selecting algebraic break-even method instead of graphic break-even method?
A) Algebraic method is a quick yet accurate method of determining break-even point.
B) Graphic break-even method is less accurate when there are multiple relationships.
C) Unlike algebraic method, all critical elements cannot be shown in the graphic method.
D) Algebraic method is better suited to analyze cumulative relationships of break-even point.
E) Information such as potential profit and loss can be better studied using the algebraic method.
Q2) In reality, a firm's focus on quality processes are actually more of a/an ________ than a/an ________.
A) destination; continuous journey
B) destination; process
C) continuous journey; adventure
D) continuous journey; destination
E) process; continuous journey
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Chapter 19: Appendix 1: Managing History and Current Thinking
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Q1) Which one of the following conclusions was drawn by the experimenters from the bank wiring observation room experiment?
A) The subjects did not find working in the test room enjoyable.
B) Human factors within organizations could significantly influence production.
C) Members of the work group pressured one another to work harder so that each group member would receive more pay.
D) Improved working conditions resulted in increased production.
E) Social groups in organizations could effectively exert pressure to influence individuals to disregard monetary incentives.
Q2) The purpose of the bank wiring observation room experiment, which is one of the phases of the Hawthorne studies, was to analyze ________.
A) the impact of scientifically designed jobs on worker efficiency
B) the most basic movements necessary to achieve a task
C) the system improvements through task-scheduling innovation
D) the social relationships in a work group
E) the impact of unity of command in terms of productivity
Q3) What are the steps involved in using the scientific method?
Q4) What value does the Management Science approach offer to managers today?
Page 21
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Chapter 20: Management and Entrepreneurship: Handling
Start-Ups and New Ventures
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Q1) Opportunities may sometimes arise from the discovery of new geographical markets in which new customers will value the new product or service.
A)True
B)False
Q2) ________ refers to an individual's ability to notice and be sensitive to new information about objects, incidents, and patterns of behavior in the environment.
A) Social networking
B) Entrepreneurial opportunity
C) Entrepreneurial alertness
D) Feasibility analysis
E) Entrepreneurial risk
Q3) The use of corn to make ethanol create a new use for corn. This kind of opportunity comes from which of the following?
A) creation of new products or services
B) new geographical market
C) creation or discovery of new materials
D) discovery of new methods of production
E) new methods of organizing
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Chapter 21: Encouraging Creativity and Innovation
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Q1) Which of the following is essential in order for a new idea to be considered creative as opposed to just being thought of as a new perspective?
A) The idea must be useful and actionable.
B) The idea must be novel and new.
C) The idea must be useful and novel.
D) The idea must be actionable and unique.
E) The idea must be useful and unique.
Q2) Creative thinking under extreme time pressure is more likely when people feel as if they are on ________.
A) a shoestring
B) a tight leash
C) a mission
D) an expedition
E) a treadmill
Q3) If organization members have jobs that stretch their abilities too little, they can easily become bored on the job and distracted from being creative.
A)True
B)False
Q4) What are the steps involved in the incremental improvement process?
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