Management and Leadership Practice Exam
Course Introduction
This course explores the fundamental principles and practices of management and leadership within organizational settings. Students will examine key management functions such as planning, organizing, leading, and controlling, while analyzing different leadership styles and their impacts on teams and organizations. Through case studies, group discussions, and practical exercises, participants will develop skills in decision-making, motivation, communication, conflict resolution, and strategic thinking. The course emphasizes ethical leadership, cultural awareness, and the challenges associated with leading diverse groups in a rapidly changing business environment.
Recommended Textbook Management 8th Edition by Angelo Kinicki
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Chapter 1: The Exceptional Manager: What You Do How You
Do It
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Q1) Josh,a college student,has become very interested in helping his community,so he is volunteering in a neighborhood improvement organization.This type of organization is an example of a(n)______ organization.
A)mutual-benefit
B)for-profit
C)nonprofit
D)advancement
E)green
Answer: A
Q2) According to management scholar Henry Mintzberg,which of the following is true of managers?
A)They tend to work long hours and rely less on verbal communication than on written communication.
B)They have work that is characterized by brevity and routine.
C)They have work that is characterized by fragmentation,brevity,and variety.
D)They tend to work long hours at a slow pace.
E)They tend to work shorter hours and rely more on written communication than on verbal communication.
Answer: C
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Chapter 2: Management Theory: Essential Background for the
Successful Manager
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Q1) _______ believed that quality stemmed from "constancy of purpose," and that managers should stress teamwork,be helpful rather than simply give orders,and make employees feel comfortable about asking questions.
A)Frank and Lillian Gilbreth
B)Henri Fayol
C)Max Weber
D)Mary Parker Follett
E)W.Edwards Deming
Answer: E
Q2) The management approach that emphasized ways to manage work more efficiently is the ___ approach.
A)classical
B)quality-management
C)systems
D)contingency
E)MBO
Answer: A
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Chapter 3: The Managers Changing Work Environment and
Ethical Responsibilities: Doing the Right Thing
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Q1) Mr.Smythe,a wealthy businessman who made his fortune in the oil industry,understands the importance of a college education,so he has donated over $10 million over the last several years to colleges and universities.Mr.Smythe's actions are an example of
A)philanthropy.
B)sustainability.
C)servant leadership.
D)mentoring.
E)corporate governance.
Answer: A
Q2) What mechanism is used to provide a systematic assessment of an organization's performance in implementing socially responsible programs,often based on predefined goals?
A)sustainability program
B)code of ethics
C)diversity program
D)financial audit
E)social audit
Answer: E
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Chapter 4: Global Management: Managing Across Borders
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Q1) NAFTA is a trading bloc consisting of the United States,Canada,Panama,and Mexico.
A)True
B)False
Q2) Philippe is from the Mediterranean coast of Greece and Sasha is from Iran.In their grocery store,this married couple is accustomed to focusing on one task at a time rather than multitasking.Philippe and Sasha work on a system of polychronic time.
A)True
B)False
Q3) Roberto works for a company that highly values performance-oriented traits,such as achieving a certain level of sales and increasing market share by a certain percentage.In analyzing this aspect of Roberto's company,Geert Hofstede would examine the company's _______ dimension.
A)individualism/collectivism
B)masculinity/femininity
C)power distance
D)uncertainty avoidance
E)assertiveness
Q4) Describe NAFT
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Chapter 5: Planning: the Foundation of Successful Management
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Q1) Which of the following is intended for one-time use and is not likely to be repeated in the future?
A)a procedure
B)a policy
C)a program
D)a rule
E)a standing plan
Q2) _______ are goals set by and for first-line managers and are concerned with short-term matters associated with realizing tactical goals.
A)Lower-level objectives
B)Front-line goals
C)Tactical goals
D)Supervisory objectives
E)Operational goals
Q3) This question contains two parts;be sure to answer both.
Q4) Nike's famous tagline,"Just do it," is an example of a slogan,not a business plan or a strategy.Briefly describe the differences among these key terms: planning,a business plan,and a strategy.
Q5) This question contains two parts;be sure to answer both.
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Chapter 6: Strategic Management: How Exceptional Managers Realize
a Grand Design
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Q1) The growth,stability,and defensive strategies are common
A)leadership strategies.
B)cost-leadership strategies.
C)types of differentiation plans.
D)stabilization strategies.
E)grand strategies.
Q2) The first three steps in the strategic-management process are establishing the mission and the values statement,assessing the current reality,and formulating the grand strategy.
A)True
B)False
Q3) This question contains two parts;be sure to answer each.First,summarize Porter's four competitive strategies,giving examples of companies that use each of the strategies.Next,suppose you are CEO of PaperWhite,a company that produces reams of copy paper.Which strategy would you use,and why?
Q4) Explain how a company would utilize a single-product strategy and a diversification strategy (including a vertical integration strategy).Provide an example of a company that uses each type of strategy.
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Chapter 7: Individual and Group Decision Making: How Managers
Make Things Happen
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Q1) With defensive avoidance,a manager "acts" by _______ when he or she can't find a good solution to a problem.
A)doing nothing
B)doing anything to get rid of the problem
C)choosing the first available alternative that involves low risk
D)procrastinating,passing the buck,or denying the risk of any negative consequences
E)perhaps getting the police or legal authorities involved
Q2) Rachel,the HR manager of a large publishing company,is considering if she should appoint a group to improve on the company's present diversity plan.The goal is to increase the diversity of the company's workforce.Summarize the advantages and disadvantages of using group decision making in this situation.
Q3) Which of the following is not a hindrance to perfectly rational decision making?
A)complexity
B)intuition
C)managers' different values
D)information overload
E)conflicting goals
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Chapter 8: Organizational Culture, Structure, and Design:
Building Blocks of the Organization
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Q1) Online retailer Amazon relies heavily on a hierarchy culture to manage its vast and complex shipping processes.___________ are part of Amazon's hierarchy culture.
A)An internal focus and values stability and control
B)A strong external focus and values stability and control
C)An external focus and values flexibility
D)An internal focus and values innovation and creativity
E)A continual focus on efficiency,cost cutting,and outsourcing
Q2) Espoused values are _____.For example,Hewlett-Packard stresses the "HP Way," a collegial,egalitarian culture that gave as much authority and job security to employees as possible.
A)a narrative based on true events,which emphasize a particular value
B)physical manifestations of organizational culture
C)the values and norms actually exhibited in the community
D)explicitly stated values and norms preferred by an organization
E)profit and cost expectations stated in the business plan
Q3) Define organizational structure.
Q4) This question has two parts;be sure to answer both.
Q5) Contrast power and authority.How do power and authority differ between military organizations and typical business organizations?
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Chapter 9: Human Resource Management: Getting the
Right People for Managerial Success
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Q1) The Equal Employment Opportunity Commission was established by the _________________ Act.
A)Equal Pay
B)Wagner
C)Title VII of the Civil Rights Act
D)Occupational Safety and Health
E)Social Security
Q2) Which of the following is the best statement of performance feedback?
A)"You're always doing personal stuff at work."
B)"That's the wrong way to sort those packages."
C)"Your last report contained seven errors which I think you could improve."
D)"You are really unmotivated at work lately."
E)"You've got to figure out how to improve your relationship with Susie."
Q3) Explaining the organization's mission and operations,the job routine and the organization's work rules and benefits should be an integral part of employee orientation.
A)True
B)False
Q4) Define forced ranking.What are its benefits and drawbacks?
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Q5) Which three important concepts are covered by EEO laws? Briefly explain each.
Chapter 10: Organizational Change and Innovation: Lifelong
Challenges for the Exceptional Manager
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Q1) A year after she assisted Thomas Engineering in making changes to an employee incentive plan,Kara,an OD consultant,is visiting the company to determine if the changes were helpful.Kara will compare sales and turnover data from the last three years to the current year.Kara is in the ______ stage of the OD process.
A)refreezing
B)intervention
C)diagnosis
D)evaluation
E)adaptation
Q2) Which of the following is not an inside force that indicates organizational change might be needed?
A)high turnover
B)excessive conflict between managers and employees
C)increased competition
D)high levels of stress among employees
E)job dissatisfaction
Q3) Describe what OD is and what it can be used for.
Q4) What are two myths about innovation?
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Q5) Define and describe the three types of change and provide an example of each.
Chapter 11: Managing Individual Differences and Behavior:
Supervising People As People
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Q1) ______ occurs when we form an impression of an individual based on a single trait.
A)The recency effect
B)A self-fulfilling prophecy
C)Fundamental attribution error
D)Self-serving bias
E)The halo effect
Q2) Job satisfaction results in stronger ______ and lower levels of ______.
A)job involvement;work-life balance
B)organizational commitment;perceived stress
C)motivation;life satisfaction
D)perceived stress;life satisfaction
E)perceived stress;absenteeism
Q3) Which of the following is not a trait of emotional intelligence?
A)self-awareness
B)self-sufficiency
C)relationship management
D)social awareness
E)self-management
Q4) Name and describe at least four major barriers to organizational diversity.
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Chapter 12: Motivating Employees: Achieving Superior
Performance in the Workplace
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Q1) This question contains two parts;be sure to answer both.First,explain at least four of the six types of compensation plans,giving an example of each.Next,imagine that you manage a medium-sized office that is trying to increase its profitability by cutting its expenses,such as office supplies,electricity,rent,and telephone bill.Which type of compensation plan would be most motivating to you in this situation? Why?
Q2) _____ is the weakening of behavior by ignoring it or making sure it is not reinforced.
A)Positive reinforcement
B)Intrinsic motivation
C)Punishment
D)Extinction
E)Negative reinforcement
Q3) A manager should administer punishment in public in front of employees because the embarrassment enhances the punishment and its effectiveness.
A)True
B)False
Q4) McClelland's acquired needs theory: achievement,power,and affiliation needs
Q5) Pay for knowledge: ties employee pay to job-relevant skills or academic degrees
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Chapter 13: Groups and Teams: Increasing Cooperation, Reducing Conflict
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Q1) The principal by-product of the norming stage of team development is A)adjournment.
B)uncertainty.
C)empowerment.
D)conflict.
E)group cohesiveness.
Q2) Two or more freely interacting individuals who share norms,share goals,and have a common identity form a A)cluster.
B)self-managing work team.
C)group.
D)quality circle.
E)collaborative unit.
Q3) Stephen and Tyler went to the same college,and they have never liked each other.Stephen thinks Tyler is a loudmouth,while Tyler thinks Stephen is arrogant and self-impressed.If Stephen and Tyler end up working for the same company,they are likely to experience a multicultural conflict.
A)True
B)False
Q4) What are the differences between groups and teams?
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Chapter 14: Power, Influence, and Leadership: From
Becoming a Manager to Becoming a Leader
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Q1) This question contains two parts;be sure to answer both.First,explain Fiedler's contingency theory by describing the factors that contribute to a low-control situation,and what style of leadership would be prescribed in this case.Second,imagine that you are the shop foreman in a factory that manufactures auto accessories,such as air fresheners,CD holders,and cup holders.You manage 40 people who work on an assembly line,and you make all hiring and firing decisions in the shop.Many of the employees have been working for the company for more than ten years,and you have been their manager for the entire time.Describe how your job rates on each of the three dimensions of situational control,and explain what your optimal leadership style would be under these circumstances.
Q2) Which of the following is a characteristic of transformational leaders?
A)They are better in stable situations.
B)They try to get people to do ordinary things.
C)They monitor progress toward their achievement.
D)They provide rewards in exchange for employees doing the work.
E)They encourage people to do exceptional things with trust,commitment,and loyalty to produce significant results and change.
Q3) Legitimating tactics-basing a request on authority or right,organizational rules or policies,or explicit/implied support from superiors
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Chapter 15: Interpersonal Organizational Communication:
Mastering the Exchange of
Information
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Q1) This question contains two parts;be sure to answer both.First,define formal communication in an organization.Second,imagine that you manage a company that is going through layoffs.The company plans to lay off 15 percent of the workforce.Provide an example of how you might use each of the three types of formal communication to communicate with employees about the layoffs.
Q2) Imagine that you work for a life insurance company.The company is offering a new type of life insurance policy for senior citizens (people over age 65)and retirees.Keeping generational differences in mind,which of the following is the best medium for communicating with potential customers/clients?
A)e-mail
B)YouTube videos
C)telephone calls
D)Facebook
E)text messages
Q3) When a supervisor is afraid to voice an idea because she fears criticism,the result is a receiver barrier.
A)True
B)False
Q4) Provide at least three suggestions to help a person become a good listener.
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Chapter 16: Control Systems and Quality Management:
Techniques for Enhancing Organizational Effectiveness
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Q1) Michele manages employees at Maui Tours and Lodging.She has noticed that one of her employees submits via the computer system the same suggestions for continuous improvement multiple times,knowing that performance is evaluated on the number of suggestions only.This problem is typical of ______ control.
A)bureaucratic
B)market
C)decentralized
D)autocratic
E)functional
Q2) Which of the following is not a principle of Deming management?
A)Quality should be aimed at the needs of the consumer.
B)Companies should determine which workers are to blame for problems.
C)Improved quality leads to increased market share and employment.
D)Quality can be improved on the basis of hard data.
E)Companies should aim at improving the system.
Q3) Bureaucratic control is most appropriate for an organization in which the tasks are explicit and certain.
A)True
B)False
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