Leadership and Management
Textbook Exam Questions
Course Introduction
This course explores the foundational principles and practices of effective leadership and management within organizations. Students will examine key theories of leadership, the distinctions and interconnections between leadership and management, and the skills needed to motivate teams, drive organizational change, and achieve strategic objectives. Through case studies, discussions, and practical exercises, learners will develop critical thinking and decision-making abilities, enhance their communication and interpersonal skills, and assess their own leadership potential in various professional contexts.
Recommended Textbook
Contemporary Management 10th Edition by Gareth Jones
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Chapter 1: Managers and Managing
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Q1) Companies are using self-managed teams to
A)manage a diverse workforce.
B)decrease the number of managers.
C)better utilize the workforce.
D)reduce costs for managers.
E)eliminate first-line managers.
Answer: C
Q2) Which of the following is a consequence of restructuring?
A)increase in the size of departments
B)loss of jobs
C)increase in hierarchical levels
D)increase in customer satisfaction
E)improvement in morale of employees
Answer: B
Q3) First-line managers typically supervise middle managers.
A)True
B)False
Answer: False
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Chapter 2: The Evolution of Management
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Q1) Explain how and why managers control the organization's relationship with its external environment.
Answer: The managers draw from and interact with the external environment so that the organization can survive.The system takes in resources from its external environment and converts or transforms them into goods and services that are sent back to that environment, where they are bought by customers.At the input stage an organization acquires resources such as raw materials, money, and skilled workers to produce goods and services.Once the organization has gathered the necessary resources, conversion begins.At the conversion stage the organization's workforce, using appropriate tools, techniques, and machinery, transforms the inputs into outputs of finished goods and services such as cars, hamburgers, or flights to Hawaii.At the output stage the organization releases finished goods and services to its external environment, where customers purchase and use them to satisfy their needs.The money the organization obtains from the sales of its outputs allows the organization to acquire more resources so the cycle can begin again.
Q2) In a mechanistic structure, emphasis is on strict discipline and order.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Values, Attitudes, Emotions, and Culture: The
Manager As a Person
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Q1) How do managers use emotions for changes to the better? Provide an example of one of your experiences when emotions prompted you to change for the better.
Answer: Intense emotional experiences can often be triggers for changes for the better.Negative feelings that are invoked, embarrassment, or anger over being treated poorly can sometimes help managers prompt employees to make changes. Student examples will vary.
Q2) Which of the following is true about emotions?
A)Emotions have no effect on moods.
B)Emotions persist over long periods of time.
C)Emotions that have been dealt with never linger.
D)Emotions may play important roles in ethical decision making.
E)Emotions do not affect judgment.
Answer: D
Q3) The need for affiliation is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.
A)True
B)False
Answer: False
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Chapter 4: Ethics and Social Responsibility
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Q1) Managers at Enron prevented employees from selling Enron shares in their pension funds while they sold hundreds of millions of dollars' worth of their own Enron stock.This illustrates the_____ approach to social responsibility.
A)accommodative
B)proactive
C)defensive
D)obstructionist
E)offensive
Q2) According to the_____ approach, companies and their managers behave legally and ethically and try to balance the interests of different stakeholders as the need arises. A)accommodative
B)proactive
C)defensive
D)obstructionist
E)offensive
Q3) Explain how an organization affects the prosperity of a local community.Provide an example of a local organization that contributes to the local community.
Q4) 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) Jeanie realizes that her values differ significantly from some of her younger subordinates.What should Jeanie do to understand them better?
A)put others' knowledge and beliefs to a reality test
B)base decisions on hunches and stereotypes
C)seek out others' points of view and perspectives
D)look for evidence that confirms her point of view
E)help others to modify or change their beliefs
Q2) Effectively managing diversity is an important organizational resource that can improve the organizations' effectiveness, but it doesn't contribute to an organization's competitive advantage.
A)True
B)False
Q3) Describe the three types of biases that managers can exhibit either toward subordinates or toward other managers.
Q4) Referring to the A Manager's Challenge box in the text, why do you think Novartis employees are more likely to be influenced by their managers than by their coworkers?
Q5) One of Laura's subordinates reported an instance of sexual harassment.What action should Laura take?
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Chapter 6: Managing in the Global Environment
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Q1) Briefly describe the five major forces of the general environment briefly.Which force do you think is most important, and why?
Q2) _____ capital flows through the processes of overseas investment, credit, lending, and aid.
A)Human
B)Technological
C)Political
D)Resource
E)Financial
Q3) Companies that provide other organizations with input resources are known as A)suppliers.
B)competitors.
C)distributors.
D)processors.
E)consumers.
Q4) A high level of rivalry typically results in price competition that increases existing prices.
A)True
B)False
Q5) 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) Groupthink causes the unintended effect of discouraging individuals from raising issues that run counter to majority opinion.
A)True
B)False
Q2) Escalating commitment is the tendency of decision makers to overestimate their ability to control activities and events.
A)True
B)False
Q3) _______ are mistakes in decision making that some managers make repeatedly.
A)Dialectical errors
B)Programmed decisions
C)Nonprogrammed decisions
D)Intuitive judgments
E)Systematic errors
Q4) Compare and contrast programmed and nonprogrammed decision making in organizations.
Q5) Define entrepreneur and intrapreneur.Explain three ways that organizations can promote intrapreneurship.
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Q6) Explain how groupthink can override good decision making and problem solving.
Chapter
8:
The Manager As a Planner and a Strategist
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Q1) Allocating appropriate resources to the responsible individuals or groups is the last step in implementing strategy.
A)True
B)False
Q2) With a _____ strategy, managers distinguish the organization's products from those of competitors on dimensions such as quality and product design.
A)differentiation
B)focused differentiation
C)low-cost
D)focused low-cost
E)hypercompetition
Q3) List and describe the different methods of international expansion.Arrange the methods according to the level of foreign involvement and investment and degree of risk starting from the least to the highest.
Q4) A strategy is the set of decisions that managers make to assist the organization in attaining its goals.
A)True
B)False
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10
Chapter 9: Value Chain Management: Functional
Strategies for Competitive Advantage
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Q1) What does a cross-functional team need to be successful?
Q2) The _____ plan specifies all of the relevant information that managers need to decide whether to go ahead with a full-blown product development effort.
A)product development
B)value chain
C)product positioning
D)process reengineering
E)quality control
Q3) List and briefly explain the three basic facilities layouts or ways of arranging workstations with an example of the type of products produced by each type.
Q4) What is Six Sigma? Describe the similarity as well as the difference between Six Sigma and TQM.
Q5) Inputs from an organization's members are sufficient for successful product development.
A)True
B)False
Q6) Discuss the necessity of satisfying customer demands.List some of the general product attributes or qualities that most customers prefer.
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Chapter 10: Managing Organizational Structure and Culture
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Q1) Different strategies need different organizational structures and cultures.
A)True
B)False
Q2) Which of the following is more likely to be true for an organization that has a highly skilled workforce?
A)The structure of the organization inclines more toward being mechanistic in nature.
B)Authority is concentrated at the top of the organizational hierarchy.
C)Employees are guided and governed by strict rules, SOPs, and norms.
D)Employees are closed monitored by their supervisors.
E)The organizational culture is based on values that foster employee autonomy.
Q3) Explain how a matrix structure makes the most of human resources.
Q4) Discuss the purpose of Hackman and Oldham's job characteristics model, and describe the five characteristics that determine how employees react to their job and lead to outcomes.
Q5) Organizational culture is shaped by the personal and professional characteristics of people within the organization.
A)True
B)False
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Chapter 11: Organizational Control and Change
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Q1) The managers at Mt.Slide Ski Resort are comparing the number of annual passes they sold last year with the number of annual passes sold by other high-performing ski resorts.This is called
A)controlling.
B)activity ratios.
C)liquidity ratios.
D)benchmarking.
E)measuring financial performance.
Q2) When a company's operating profit is divided by its sales revenues, the financial measure is referred to as
A)gross profit margin.
B)a return on investment.
C)a net profit.
D)an operating margin.
E)an operating cost.
Q3) A control system must to be flexible in order to be effective.
A)True
B)False
Q4) Discuss the steps involved in the management by objective process.
Q5) Explain how organizational control helps managers build competitive advantage.
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Chapter 12: Human Resource Management
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Q1) List at least five guidelines for giving effective performance feedback that contributes to employee motivation and performance.
Q2) ________ is a broad comparative concept that refers to how an organization's monetary compensation incentives compare, in general, to those of other organizations in the same industry employing similar kinds of workers.
A)Pay level
B)Pay structure
C)Economies of scale
D)Relative benefits plans
E)Relative employee perks
Q3) Describe the collective bargaining process.
Q4) A subjective appraisal is based on a manager's perceptions.
A)True
B)False
Q5) Explain why strategic human resource management can help an organization gain a competitive advantage.
Q6) Discuss the reasons why managers may choose to outsource and also evaluate the disadvantages of outsourcing for an organization.
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Chapter 13: Motivation Performance
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Q1) The need for _____ is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence, according to McClelland.
A)affiliation
B)belongingness
C)achievement
D)self-awareness
E)relatedness
Q2) _____ proposes that all people seek to satisfy five basic kinds of needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs.
A)Victor H.Vroom's expectancy theory
B)B.F.Skinner's operant conditioning theory
C)Abraham Maslow's hierarchy of needs theory
D)Frederick Herzberg's motivator-hygiene theory
E)David McClelland's theory of needs
Q3) Explain how a low level of expectancy, instrumentality, or valence can affect employee motivation.
Q4) Discuss McClelland's theory of needs.
Q5) Explain how instrumentalities affect employee motivation.
Page 15
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Chapter 14: Leadership
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Q1) Leader-member relations, task structure, and position power are the situational characteristics identified by
A)Fiedler's contingency model.
B)the trait model of leadership.
C)the behavior model of leadership.
D)House's path-goal theory.
E)the leader substitutes model.
Q2) _____ is the authority a manager has by virtue of his or her position in an organization's hierarchy.
A)Reward power
B)Legitimate power
C)Coercive power
D)Referent power
E)Virtual power
Q3) Describe the three situational characteristics in Fiedler's leadership theory that allow a leader to determine the favorableness or unfavorableness of a situation for leading.
Q4) What is emotional intelligence? How does it contribute to leader effectiveness?
Q5) Explain why ongoing research suggests leadership styles vary across cultures.
Q6) Describe the leader substitutes model.Why is it a contingency model?
Page 16
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Chapter 15: Effective Groups and Teams
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Sample Questions
Q1) _____ are work groups that are empowered to assume responsibility and autonomy to complete identifiable pieces of work for an organization.
A)Informal groups
B)Interest groups
C)Command groups
D)Top-management teams
E)Self-managed work teams
Q2) High levels of cohesiveness can cause group members to be less focused on group goal accomplishment.
A)True
B)False
Q3) To further promote innovation among team members, the manager should avoid
A)offering guidance to the group.
B)coaching the group in developing certain skills.
C)closely directing or supervising the group.
D)providing the resources the group needs.
E)assisting the group in its requirements.
Q4) As group size increases, social loafing decreases.
A)True
B)False
Page 17
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Chapter 16: Promoting Effective Communication
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Sample Questions
Q1) Marla is working on improving her communication skills.To be a good listener, Marla should
A)interrupt the sender when he or she is being unclear.
B)avoid looking directly at the sender to keep from embarrassing him or her.
C)paraphrase what the sender has said.
D)not ask questions.
E)repeat exactly what the sender said.
Q2) Face-to-face communication and electronically transmitted verbal communication both demand attention.
A)True
B)False
Q3) A disadvantage of intranets is that they can only be used by people who have expertise in computer software.
A)True
B)False
Q4) The grapevine is a formal communication network along which official, accurate information flows.
A)True
B)False
Q5) How can managers become better listeners?
Page 18
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Chapter 17: Managing Conflict, Politics, and Negotiation
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Q1) Which of the following is true about the political strategy that emphasizes building alliances?
A)Partners to alliances often withdraw support because they know that managers might not support them in the future.
B)Building alliances requires distributive negotiation.
C)Building alliances can help create beneficial relationships inside an organization but not outside.
D)Alliances can help managers achieve their goals and implement needed changes in organizations.
E)Managers need not focus on ethical and legal issues when building alliances.
Q2) List the four conflict management strategies focused on individuals that managers can use to reduce conflict within organizations.Provide a specific business example of how each of these strategies could be used by a manager.
Q3) List and briefly describe the various political strategies that managers can use to exercise their power.Discuss each strategy briefly.
Q4) Explain how various political strategies enable managers to increase and maintain their power.
Q5) Define organizational conflict.How can conflict benefit the organization?
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Chapter 18: Used Advanced Information Technology to Increase Performance
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Q1) List the six types of management information systems.Define any three of these management information systems.
Q2) Caroline created a spreadsheet to organize data so she can compare the changes in sales volume and costs over a period of time.The organized data is referred to as
A)arranged data.
B)information.
C)transformed data.
D)facts.
E)analyzed facts.
Q3) The final step that managers need to take to achieve control over organizational activities is to
A)measure actual performance.
B)establish measurable standards of performance.
C)perform tests to confirm consistency.
D)compare actual performance against established goals.
E)evaluate the results and take corrective action.
Q4) Computers express words, numbers, images, and sound in zeros and ones.
A)True
B)False
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