Management and Organisations Review
Questions
Course Introduction
This course explores the fundamental principles of management and the dynamics of organizational behavior. Students will examine the roles and functions of managers, decision-making processes, and the impact of organizational culture, structure, and communication. Topics include leadership styles, motivation, team dynamics, change management, and ethical considerations in contemporary organizations. Through case studies and interactive activities, students will develop critical thinking and practical skills necessary for effective management in diverse organizational settings.
Recommended Textbook Management The Essentials 4th Australia Edition by Stephen
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13 Chapters
1475 Verified Questions
1475 Flashcards
Source URL: https://quizplus.com/study-set/2559 Page 2
P. Robbins
Chapter 1: Managers and Management
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132 Verified Questions
132 Flashcards
Source URL: https://quizplus.com/quiz/50890
Sample Questions
Q1) When Asa meets with Kai to discuss Kai's output decline, in which management role will Asa be operating?
A)Spokesperson
B)Figurehead
C)Monitor
D)Disseminator
Answer: C
Q2) In Mintzberg's view, the roles of figurehead, leader and liaison are all interpersonal roles.
A)True
B)False
Answer: True
Q3) What does the manufacturing of the i3 all-electric car tell us about the BMW organisation?
A)The company values customer service more than profits
B)Ethics and social responsibility are not a priority
C)The company is committed to sustainability and going green
D)Social media is important to the company's communication goals.
Answer: D
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Page 3
Chapter 2: The Managerial Environment
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95 Verified Questions
95 Flashcards
Source URL: https://quizplus.com/quiz/50891
Sample Questions
Q1) Define organisational culture.
Answer: Organisational culture is the shared values, principles, traditions and ways of doing things that influence the way organisational members act.An organisation's culture is like its personality; it is the ways of thinking and behaving that are unique to this organisation and different from other organisations.An organisation's culture defines how it interacts with its environment as it deals with two key issues: handling environmental opportunities and threats so it can survive and prosper; and integrating and managing its people, structure and activities to keep the organisation together.
Q2) Which statement is correct about environmental complexity?
A)Environmental complexity increases as resource availability decreases.
B)Environmental complexity is not dependent on dynamism, but it does depend on environmental uncertainty.
C)Environmental complexity mainly depends on resource availability.
D)Environmental complexity is directly related to environmental uncertainty.
Answer: A
Q3) Most economic systems cycle between capitalism and socialism.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Foundations of Decision Making
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124 Verified Questions
124 Flashcards
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Sample Questions
Q1) Managerial decisions are likely to become more programmed as managers rise in an organisational hierarchy.
A)True
B)False
Answer: False
Q2) A judge consults guidelines before ordering the amount of damages to be paid in a legal case.What kind of decision making is she doing?
A)Following a policy
B)Following the rule of law
C)Non-programmed
D)Unstructured and intuitive
Answer: A
Q3) The _________ blends the nominal group technique with sophisticated computer technology.
A)virtual meeting
B)electronic meeting
C)preliminary meeting
D)personal meeting
Answer: B
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Page 5
Chapter 4: Foundations of Planning
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) In traditional goal setting, a top manager and a production manager define goals together.
A)True
B)False
Q2) The more uncertain a situation is, the more _________ plans must be.
A)rigid
B)short-term
C)unspecific
D)flexible
Q3) The most drastic renewal strategy an organisation can carry out is a retrenchment strategy.
A)True
B)False
Q4) An organisation's ability to assess its progress is not affected by its planning abilities.
A)True
B)False
Q5) Imagine you are a manager at Systech Software.Provide one example of how you would use competitive intelligence and one example of how you would use benchmarking to analyse the external environment.
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Chapter 5: Organisational Structure and Design
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) When a top manager decides to hire an individual over the objections of her staff, she is exercising which kind of power?
A)Coercive
B)Referent
C)Legitimate
D)Expert
Q2) List and discuss the following two common forms of departmentalisation: process and customer.
Q3) How did early organisations handle a violation in the unity of command?
Q4) Briefly describe how technology and the environment should be considered in determining an appropriate structure in organisational design.
Q5) Line authority gives a manager the ability to direct the work of _________.
A)other managers
B)any subordinate
C)only subordinates one level down
D)any subordinate, after consulting with the next higher level
Q6) Horizontal boundaries separate employees by the specialisation of their job.
A)True
B)False
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Chapter 6: Managing Human Resources
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87 Verified Questions
87 Flashcards
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Sample Questions
Q1) For the most part, _________ are involved in HR decisions within their own department or unit.
A)most managers
B)all managers
C)some managers
D)very few managers
Q2) To improve workplace diversity, a manager might _________.
A)advertise in ethnic newspapers and Internet sites
B)solicit referrals from existing employees
C)post a notice that states he is an equal opportunity employer
D)tighten his recruiting net
Q3) Downsizing occurs in which phase of the human resource management process?
A)First
B)Second
C)Third
D)Fourth
Q4) In a short essay, discuss the performance-simulation test as a selection device for HRM.
Q5) Compare the critical incidents, graphic rating scales and BARS appraisal methods.
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Chapter 7: Managing Change and Innovation
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) Which of the following is an internal force that can cause a company to make an organisational change?
A)New safety requirements
B)A new ad campaign
C)Higher barriers of entry into the industry
D)New tax laws
Q2) An employee who feels unsettled because he is not sure what his responsibilities are is experiencing role overload stress.
A)True
B)False
Q3) Kurt Lewin originated some of his most important insights on change introduction by studying which of the following?
A)Family vacations during World War I
B)Family food habits during World War II
C)Blocking and driving forces in basketball
D)Force fields in physics
Q4) Define participation, when it should be used, its advantages and disadvantages.
Q5) Identify some causes of stress and describe some typical symptoms of stress in the workplace.
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Chapter 8: Foundations of Individual Behaviour
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131 Verified Questions
131 Flashcards
Source URL: https://quizplus.com/quiz/50897
Sample Questions
Q1) Which of the following may be used by managers to shape employee behaviour?
A)Attentional processes
B)Negative reinforcement
C)Halo effect
D)Selective perception
Q2) A tennis player who blames a loss on his poor preparation would be likely to have
A)no locus of control
B)an external locus of control
C)an internal locus of control
D)high self-esteem
Q3) The ability to manage one's own emotions is an important component in emotional intelligence.
A)True
B)False
Q4) Define turnover.
Q5) Negative reinforcement is the withdrawal of something unpleasant.
A)True
B)False
Q6) Define employee engagement.
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Chapter 9: Understanding Groups and Managing Work Teams
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107 Verified Questions
107 Flashcards
Source URL: https://quizplus.com/quiz/50898
Sample Questions
Q1) Social loafing is not usually a big problem in collectivist societies.
A)True
B)False
Q2) A major drawback of using global teams is _________.
A)communication problems
B)personality differences
C)lack of attention to others' ideas
D)knowledge availability
Q3) The behaviours required for successful team performance cannot be gained through training.
A)True
B)False
Q4) It is best to exclude people who prefer to work alone from teamwork.
A)True
B)False
Q5) The team role of linker initiates creative ideas in a team.
A)True
B)False
Q6) Briefly describe the reward system of Lockheed Martin's aeronautics division.Why is this system most likely successful? Page 11
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Chapter 10: Motivating and Rewarding Employees
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85 Verified Questions
85 Flashcards
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Sample Questions
Q1) Research suggests that many US employees are passionate about their work.
A)True
B)False
Q2) The key to expectancy theory is that an individual's goals _________.
A)are not too high
B)match the goals of fellow workers and superiors
C)match the rewards provided by the organisation
D)are not too high and not too low
Q3) Maslow contends that lower-order needs are satisfied internally and higher-order needs are satisfied externally.
A)True
B)False
Q4) Many people incorrectly view motivation as a(n) _________.
A)process
B)personal trait
C)level of persistence
D)energy
Q5) Describe how Maslow's hierarchy of needs theory explains motivation.What does the research tell us about the theory's validity?
Page 13
Q6) Describe and discuss the job characteristics model.
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Chapter 11: Leadership and Trust
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112 Verified Questions
112 Flashcards
Source URL: https://quizplus.com/quiz/50900
Sample Questions
Q1) A leader who pretty much leaves employees on their own is assuming this SLT role.
A)Delegating
B)Selling
C)Participating
D)Telling
Q2) A leader who ranks (1, 9) in the managerial grid would have more concern for people than production.
A)True
B)False
Q3) A high LPC score indicates that a worker is productivity oriented.
A)True
B)False
Q4) A transactional leadership style is related to a transformational style.
A)True
B)False
Q5) Leaders are not always formally appointed.
A)True
B)False
Q6) Discuss how emotional intelligence (EI) affects leadership.
Page 14
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Chapter 12: Managing Communication and Information
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118 Verified Questions
118 Flashcards
Source URL: https://quizplus.com/quiz/50901
Sample Questions
Q1) A live singing performance allows a listener to perceive _________ forms of communication.
A)verbal, body language and verbal intonation as B)only verbal
C)only nonverbal
D)body language, facial expressions and verbal intonation as
Q2) Empathy is the ability to suspend judgment when listening.
A)True
B)False
Q3) List the seven elements of the communication process and explain the process of interpersonal communication.
Q4) Discuss the legal and security issues resulting from new Internet-based communication technology.
Q5) The average person can take in information at a much faster rate than is communicated through speech.
A)True
B)False
Q6) What are communities of practice?
Q7) Compare and contrast integrative and distributive bargaining.
Q8) Identify the three components of the service delivery process.
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Chapter 13: Foundations of Control
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118 Verified Questions
118 Flashcards
Source URL: https://quizplus.com/quiz/50902
Sample Questions
Q1) The controlling function helps managers protect an organisation's _________.
A)good will
B)assets
C)integrity
D)external environment
Q2) Identify and briefly describe two formal sources of information available to managers.
Q3) Discuss the triple bottom line of sustainability.What does this approach measure?
Q4) A GPS that tells you that you are making a wrong turn is an example of concurrent control.
A)True
B)False
Q5) Explain why what managers choose to measure can be more important than how they measure.
Q6) MBWA stands for management by _________.
A)watching around
B)walking around
C)work action
D)written action
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