Leadership and Management Study Guide Questions
Course Introduction
This course explores the key principles and practices of leadership and management within organizations, focusing on the skills and strategies necessary for effective decision-making, team building, and organizational success. Students will examine various leadership theories, management styles, and motivational techniques, as well as ethical considerations and communication strategies. Through case studies and practical exercises, learners will develop the ability to lead diverse teams, manage change, resolve conflicts, and drive organizational performance in dynamic business environments.
Recommended Textbook
Management An Integrated Approach 2nd Edition by Ranjay Gulati
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Chapter 1: Introduction to Management
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Sample Questions
Q1) Which of the following best describes the managerial view on the purpose of business?
A) A business framework where the job of top managers is to produce the highest possible stock market valuation of the firm's assets
B) A business framework that attempts to organize and analyze multiple groups that interact with the firm
C) A business framework where organizational structure is based on fit between the organization and various aspects in its environment
D) A business framework where the firm is seen as a mechanism for converting raw materials into products to sell to customers
Answer: D
Q2) Bureaucratic organization structure involves vertical separation of planning and execution so that plans are made in the upper ranks of an organization and executed in the lower.
A)True
B)False
Answer: True
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Chapter 2: The Global Business Environment
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Sample Questions
Q1) Which of the following countries is one of the original members of ASEAN?
A) Canada
B) Philippines
C) Guatemala
D) Nigeria
Answer: B
Q2) Outline the components of a firm's internal environment.
Answer: A firm's internal environment consists of several dimensions that affect the firm from within its boundaries. The typical components of a firm's internal environment include owners, the board of directors, employees, and culture. Each of these dimensions can directly impact a firm's performance and competitive position. The owners of a firm are the people or institutions that maintain legal control of the organization. The board of directors is a group of individuals elected by the shareholders and charged with overseeing the general direction of the firm. A firm's employees are an extremely important component of a firm's internal environment. The firm's employees are the people who make the products and provide the services that allow the firm to exist. Culture is a pattern of basic assumptions about the way an organization should work and the manner in which individuals in an organization should interact with each other.
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Chapter 3: Ethics and Corporate Social Responsibility
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Sample Questions
Q1) Define the term fiduciary and explain the responsibilities of a fiduciary.
Answer: A fiduciary is defined as an individual or a business entrusted with property, information, or power to make decisions on behalf of another party. Fiduciary relationships carry a set of legal responsibilities that go beyond those of ordinary professional relationships. Those responsibilities include candor and disclosure, diligence and care, and loyalty and self-restraint.
Q2) When Macy purchased P&G products because he believed the manufacturer to be reputable and socially responsible, it provided an example of A) utilitarianism.
B) Kantianism.
C) CSR as a competitive advantage.
D) conflict of interest.
Answer: C
Q3) According to Kazuo Inamori, an employee in the first level of performance would A) neglect morality to gain economic benefits.
B) achieve results with a challenging spirit and positive attitude. C) fail to achieve any sustainable results. D) enjoy successful results without positive efforts.
Answer: B
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Page 5
Chapter 4: Introduction to Strategy
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Sample Questions
Q1) In considering a strategy for a firm, its leaders must decide on how they seek to position the firm within the marketplace.
A)True
B)False
Q2) Briefly describe the use of strategy by the Roman military leaders.
Q3) Outline the features of exporting.
Q4) Which of the following refers to a network of unique activities that strategically fit together and are difficult to replicate?
A) Conglomeration
B) Core competencies
C) Virtue ethics
D) Global strategies
Q5) According to military leaders, tactics differed from strategy in that
A) tactics were usually aimed at creating a military advantage.
B) tactics represented the specific moves their armies would perform on the battlefield.
C) tactics represented the grand plan for the war.
D) tactics referred to an individual leader's ability to marshal a large set of resources.
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Chapter 5: Business-Level Strategy
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Sample Questions
Q1) Describe the three strategies of competitive advantage.
Q2) What are the tangible and intangible resources of an organization? Give examples.
Q3) Which of the following belongs to the primary activities of a firm's value chain?
A) Technological development
B) Human resource management
C) Firm infrastructure
D) Marketing and sales
Q4) Gary, a manager at ABC Company, is evaluating the firm's internal strengths and weaknesses as well as the opportunities and threats that are evident in the firm's external environment. Gary is using
A) Porter's 5-Forces Model.
B) SWOT analysis.
C) SWAT analysis.
D) value chain analysis.
Q5) The 5-Forces Model is one of the most important tools for evaluating the attractiveness of industries.
A)True
B)False
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Chapter 6: Corporate-Level Strategy
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Sample Questions
Q1) _____ costs refer to the costs a firm incurs to coordinate activities between business units.
A) Franchising
B) Administrative
C) Outsourcing
D) Transaction
Q2) Spot contracts involve a firm's commitment to buy a commodity product at a specific price.
A)True
B)False
Q3) A firm can pass the better-off test in determining the viability of diversification when
A) the price of the acquired firm is low enough to yield a potential return on investment.
B) the total competitive advantage is above and beyond what the two businesses could achieve independently.
C) it acquires extremely high-cost industries.
D) it spends more time on implementation processes.
Q4) Define vertical integration and its types.
Q5) Define diversification and describe its types.
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Chapter 7: Organizational Design
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Sample Questions
Q1) As firms expand and grow in complexity, they are likely to reorganize into a functional structure.
A)True
B)False
Q2) _____ is defined as the pattern of organizational roles, relationships, and procedures that enable coordinated action among employees.
A) Organizational structure
B) Value chain
C) Synergy
D) Organizational culture
Q3) Which of the following terms refers to a structure where many employees have two bosses (one divisional and one functional) with equal authority in the organization?
A) Functional structure
B) Divisional structure
C) Matrix structure
D) Network structure
Q4) Discuss organizational design and the life-cycle of a firm.
Q5) Define organizational structure and briefly describe its types.
Q6) Outline the five customer-centric activities of an organization.
Page 9
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Chapter 8: Organizational Culture
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Sample Questions
Q1) Over time, the process of cultural socialization can result in a decreased level of commitment to an organization.
A)True
B)False
Q2) It is the culture of the organizational structure that drives performance.
A)True
B)False
Q3) Which of the following helps organizations to socialize employees?
A) The intermediaries used to reach customers
B) Role modeling, leader examples, and coaching
C) Technologies used in manufacturing a firm's product
D) Employee characteristics such as age and experience
Q4) Which of the following is an advantage of a strong culture?
A) A strong culture has been linked to better levels of performance.
B) Strong cultures increase performance even in turbulent environments.
C) Organizations with strong cultures only encourage ethical behavior.
D) It is a simple and easy task to change the strong culture of an organization.
Q5) Describe three elements that can be helpful in assessing a firm's culture.
Q6) Evaluate the importance of culture in mergers and acquisitions.
Q7) Discuss the role of founders in influencing a firm's culture.
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Chapter 9: Managing Human Capital
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Sample Questions
Q1) What is management by objectives? Identify its components.
Q2) Target hires and trains employees well in advance of actual openings and has managers groom one or two direct reports for management positions. Successful HR planning like the approach used at Target requires
A) job analysis.
B) job previews.
C) job appraisals.
D) management by objectives.
Q3) The final stage in the selection process often tends to be
A) reference checks.
B) situational interviews.
C) personality tests.
D) cognitive ability tests.
Q4) The main components of MBO are derived from goal setting and participation in decision making.
A)True
B)False
Q5) The only way to increase pay in skill-based pay systems is to switch jobs.
A)True
B)False
11
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Chapter 10: Performance Management
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Sample Questions
Q1) Which of the following questions should the managers address as they design control systems?
A) What it is?
B) Who should design?
C) How to design?
D) Is it relevant?
Q2) Budgeting involves allocating financial resources and measuring expected quantitative and qualitative outcomes of a firm.
A)True
B)False
Q3) Which of the following refers to the quantitative and qualitative aspects of products or services that customers value most?
A) Financial economies
B) Core competencies
C) Value propositions
D) Internal business processes
Q4) What is a balanced scorecard? Briefly describe its perspectives.
Q5) Describe benchmarking.
Q6) Describe the two primary areas in which leaders take corrective action.
Page 12
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Chapter 11: Organizational Change
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Sample Questions
Q1) Which of the following statements about globalization is true?
A) Customization becomes easy as global competitors seek production efficiencies.
B) Globalization has led to rivals coming from afar into home markets.
C) It is not necessary for firms to customize their products to expand globally.
D) Globalization hasn't changed the dynamics of the workforce.
Q2) In the formula D × M × P > Rc + Cc, what does Rc represent?
A) Root cause
B) Ritualized combatants
C) Resistance to change
D) Running cases
Q3) In the change process, _____ refer to the manner in which employees work together and set priorities about what is important.
A) resources
B) values
C) assets
D) models
Q4) Discuss the factors causing resistance to organizational change.
Q5) List the characteristics of successful change leaders.
Q6) Outline the key aspects of organizational change.
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Chapter 12: Leadership in Organizations
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Sample Questions
Q1) Randall has an employee who is highly skilled and highly motivated. Based on Hersey and Blanchard's situational theory, Randall should
A) be directive.
B) act as a guide.
C) focus on delegation.
D) offer support.
Q2) Harry, a firm's marketing head, has certain characteristics that make him gain his team's loyalty. Moreover, he can elicit performance beyond expectations from his team members. He has the ability to motivate his team members through strong communication skills. From this description, it can be inferred that Harry is a _____ leader.
A) transactional
B) bureaucratic
C) charismatic
D) task-oriented
Q3) Which of the following statements is true about leadership skills?
A) Interpersonal skills refer to a leader's ability to interact with others.
B) Cognitive skills are developed through experience.
C) Technical and interpersonal skills are innate.
D) Cognitive skills refer to a leader's knowledge about an organization.
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Chapter 13: Becoming a Leader: Knowing Yourself
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Q1) Sean was very rude at a team meeting when he was slightly inconvenienced by a new team member. Sean showed a lack of _____ intelligence.
A) cultural
B) emotional
C) contextual
D) analytical
Q2) Based on their sense of personal control, externals prefer participatory supervisors who delegate.
A)True
B)False
Q3) According to Peter Drucker, which of the following questions should individuals address to better understand themselves?
A) What are my strengths?
B) How do others perform?
C) Who are my role models?
D) Am I emotionally intelligent?
Q4) Identify some of the characteristics of people with internal and external locus of control.
Q5) Briefly explain Howard Gardner's multiple intelligences.
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Chapter 14: Power and Influence
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Sample Questions
Q1) Dependence asymmetry exists when a firm is more dependent on a business partner than a business partner is on a firm.
A)True
B)False
Q2) Referent power is based on the personal liking an individual has for another.
A)True
B)False
Q3) Which of the following statements best describes power?
A) It is often defined as the exercise of control and the effective use of influence.
B) It is the potential of one individual or group to influence the behavior, thinking, or attitudes of another individual or group.
C) It is the means or vehicle by which control is exercised.
D) It is the ability of a leader to appropriately size up a situation and to appeal to the needs of followers.
Q4) Describe the different influence styles.
Q5) Define the terms leadership, power, and influence.
Q6) List four of the factors that are required for sustaining power.
Q7) Briefly describe the reactions to power.
Page 16
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Chapter 15: Decision Making
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Sample Questions
Q1) Outline heuristics and its types.
Q2) Which of the following statements best describes the appropriateness framework?
A) The process that individuals use to save time when making complex decisions
B) The process by which individuals make choices based on a certain starting point
C) The process of making decisions based on societal norms or expectations
D) The process of identifying issues and making choices from alternative courses of action
Q3) The managers, who had bargained and built coalitions with other managers in order to arrive at a decision on how the division would be restructured, were following which model of decision making?
A) Classical model
B) Administrative model
C) Political model
D) Garbage can model
Q4) Bounded rationality refers to
A) decisions being based on a certain starting point.
B) simple and straightforward rational decisions.
C) decisions made easily without any restrictions.
D) making decisions within a set of constraints.
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Chapter 16: Conflict and Negotiation
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Sample Questions
Q1) Which of the following situations is the best example of an interpersonal conflict?
A) An organization's marketing team had a conflict with the production team due to the delay in the arrival of finished products.
B) The employees in an organization had a conflict with their employer for not improving their work environment, which is highly hazardous and unhygienic.
C) Jane and Jack, executives of a firm's finance department, had a conflict with their teammate, John, who failed to submit an important report on time.
D) A cosmetics manufacturing company had a conflict with its competitor when the competitor made false negative statements about the company's products.
Q2) What is interpersonal and intergroup conflict? Outline the theories explaining intergroup conflict.
Q3) Social identification is an attempt to define the norms of the in-group in a way that favors the in-group at the expense of the out-group.
A)True
B)False
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Chapter 17: Leading Teams
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Sample Questions
Q1) Outline the five-stage process of team development.
Q2) In the forming stage of team development, team members experience conflicts about interpersonal issues.
A)True
B)False
Q3) Which of the following statements does not provide an example of an effective team leader?
A) Tom focuses more on members' needs than the team's goals.
B) Jill obtains information from external sources and shares it with the team.
C) Carlos presents two perspectives and shows ways in which one is more relevant.
D) Joe provides reinforcing comments when the team faces challenges.
Q4) The boundary manager determines
A) whether the team's leader has the ability to effectively manage the team.
B) the size and composition of a team to make sure it efficiently reaches its goals.
C) the roles and task responsibilities of each team member during the forming stage.
D) how a team works with others who have an interest in the team's performance.
Q5) Identify and describe the behaviors of effective team leaders.
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Page 19
Chapter 18: Motivation
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Sample Questions
Q1) Outline the content theories of motivation.
Q2) Colleen, a manager who conforms to Douglas McGregor's _____, believes that employees inherently dislike work and need to be constantly monitored.
A) Theory ERG
B) Theory X
C) Theory Y
D) Theory Z
Q3) Which of the following is an extrinsic reward?
A) Autonomy
B) Challenging task
C) Self-direction
D) Compensation
Q4) Which of the following is a characteristic of an organization's climate with high employee engagement?
A) Negative reinforcement
B) Training and development
C) High power distance
D) Centralized decision making
Q5) Differentiate extrinsic and intrinsic rewards of motivation. Give examples.
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Chapter 19: Communication
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Sample Questions
Q1) According to Aristotle, the goal of pathos is to A) appeal to the minds of the audience.
B) provide the audience rationale for change.
C) make an emotional connection with the audience.
D) simply convey the facts to the audience.
Q2) The formats used to convey messages, including oral, written, and electronic, are referred to as communication
A) systems.
B) media.
C) styles.
D) channels.
Q3) Tapping into a person's emotions is extremely important in encouraging an individual to take a risk, try something new, or change his or her behavior.
A)True
B)False
Q4) Define interpersonal communication. List the core components of communication.
Q5) Define communication style. Identify its dimensions.
Q6) Define persuasion. List the principles for enhancing persuasion.
Q7) Briefly describe communication networks.
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Chapter 20: Networking
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Q1) Of the three conceptions of centrality, betweenness represents the number of contacts to whom a person is connected in a social network.
A)True
B)False
Q2) Raj and Lee are both connected to Bob, but Raj and Lee are not connected to each other. From this scenario we can infer that
A) Raj and Lee are redundant contacts.
B) Bob is a structural hole.
C) Bob is a broker.
D) Bob is a boundary spanner.
Q3) Sam was unemployed and looking for a job. None of his close friends could help him as they themselves were all either unemployed or underemployed. However, Sam got a good job through James, whom he met a few months ago while traveling. From this scenario, it can be inferred that
A) James belongs to Sam's closed network.
B) Sam belongs to James's strong ties.
C) James belongs to Sam's weak ties.
D) Sam belongs to James's communication network.
Q4) Briefly describe the strength of ties.
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