Management and Organization Final Exam
Course Introduction
This course explores the fundamental principles and practices of management and organization within modern businesses and institutions. Students will examine topics such as planning, organizing, leading, and controlling, as well as the roles of managers in achieving organizational goals. The course also covers organizational structures, culture, decision-making processes, motivation, team dynamics, and the impact of external environments on managerial actions. Through case studies and real-world examples, students will develop analytical and problem-solving skills essential for effective management in diverse organizational settings.
Recommended Textbook
Understanding Management 10th Edition by Richard L. Daft
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15 Chapters
975 Verified Questions
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Page 2
Chapter 1: The World of Innovative Management
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Sample Questions
Q1) The process by which companies find out how others do something better than they do and then try to copy and/or improve it is known as _____.
Answer: benchmarking
Q2) Which of the following is not a criticism of scientific management?
A)It does not appreciatethe social context of work.
B)It does not appreciate the higher needs of workers.
C)It does not appreciate the careful study of tasks and jobs.
D)It does not acknowledge variance among individuals.
E)It tends to regard workers as uninformed and ignores their ideas and suggestions.
Answer: C
Q3)
Thefieldofmanagementthatspecializesinthephysicalproductionofgoodsorservicesreferst ooperations management.
A)True
B)False
Answer: True
Q4) By using resources in an efficient and effective manner,managers may reach their ultimate responsibility of achieving high _____.
Answer: performance
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Chapter 2: The Environment and Corporate Culture
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Sample Questions
Q1) Culture can be defined as:
A)the set of key values, beliefs, understandings, and norms shared by members of an organization.
B)the ability to speak different languages.
C)an object, act, or event that conveys meaning to others.
D)a narrative based on true events that is repeated frequently and shared by organizational employees.
E)a planned activity at a special event that is conducted for the benefit of an audience.
Answer: A
Q2) _____ includes all elements existing outside the boundary of the organization that have the potential to affect the organization.
A)Organizational environment
B)Internal environment
C)Task environment
D)General environment
E)Technological environment
Answer: A
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Page 4
Chapter 3: Managing in a Global Environment
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Sample Questions
Q1) The _____ dimension of the global mind-set means knowing about the global environment and global business,mentally understanding how cultures differ,and having the ability to interpret complex global changes.
Answer: cognitive
Q2) Your grocery store in India is having trouble getting the local farmers to supply you with the proper produce.This is a problem with India's:
A)product market.
B)resource market.
C)infrastructure.
D)economy.
E)power distance.
Answer: B
Q3) The economy of _____,already the seventh largest in the world,is projected to move into fourth place by 2050.
Answer: Brazil
Q4) _____ stands for preference for achievement,heroism,assertiveness,work centrality (with resultant high stress),and material success.
Answer: Masculinity
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Chapter 4: Managing Ethics and Social Responsibility
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Sample Questions
Q1) Caleb is a manager at Computer-Care Company.He is expected to consider the effort of each decision alternative on all parties and select the one that optimizes the satisfaction for the greatest number of people.This is an example of the:
A)utilitarian approach.
B)individualism approach.
C)moral-justice approach.
D)justice approach.
E)soft-line managerial approach.
Q2) Which of the following concepts argues that organizations can find innovative ways to create wealth at the same time they are preserving natural resources?
A)Preservation
B)Conservation
C)Environmentalism
D)Protectionism
E)Sustainability
Q3) The _____ approach to economic responsibility means that economic gain is the only social responsibility and can lead companies into trouble.
Q4) Most managers operate at the _____ level.
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6
Chapter 5: Planning and Goal Setting
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Sample Questions
Q1) List the five characteristics of effective goals.
Q2) Defining operational goals and plans occurs in the execution phase of the organizational planning process.
A)True
B)False
Q3) With a(n)_____ strategy,the organization aggressively seeks efficient facilities,pursues cost reductions,and uses tight cost controls to produce products more efficiently than competitors.
Q4) Goals that define the outcomes that major departments must achieve in order for the organization to reach its overall goals are known as _____ goals.
Q5) A group of planning specialists assigned to major departments and divisions to help managers develop their own strategic plans is called _____.
Q6) Research has shown that strategic thinking and planning positively affect a firm's performance and financial success.
A)True
B)False
Q7) In the BCG matrix,the dog has _____ market share and _____ business growth rate.
Q8) In what ways do plans and goals benefit an organization?
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Chapter 6: Managerial Decision Making
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Sample Questions
Q1) What are the six steps in the managerial decision making process?
Q2) Managers with a(n)_____ style may make decisions that help others achieve their goals.
A)behavioral
B)conceptual
C)directive
D)analytical
E)classical
Q3) Risk propensity refers to the willingness to undertake risk with the opportunity of gaining an increased payoff.
A)True
B)False
Q4) Differences among people with respect to how they perceive problems and make decisions is called _____.
Q5) Making a choice is the most significant part of the decision-making process.
A)True
B)False
Q6) _____ is the willingness to undertake risk with the opportunity of gaining an increased payoff.
Q7) Briefly describe the four major personal decision styles.
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Chapter 7: Designing Organization Structure
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Sample Questions
Q1) Traditional views of organizational design recommend a span of management of about 7 to 10 subordinates per manager.
A)True
B)False
Q2) Stephanie works in one of seven research and development departments at Tara's Terrace,Inc.This would suggest that Tara's Terrace has a:
A)functional structure.
B)divisional structure.
C)wide span of control.
D)high degree of centralization.
E)matrix structure.
Q3) Collaboration refers to the managerial task of adjusting and synchronizing the diverse activities among different individuals and departments.
A)True
B)False
Q4) A(n)______ structure is the grouping of positions into departments based on similar skills,expertise,and resource use.
Q5) Describe service technology.
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Page 9
Chapter 8: Managing Change and Innovation
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Sample Questions
Q1) Lack of trust is perhaps the biggest obstacle to organizational change.
A)True
B)False
Q2) According to Fast Company,in 2013,_____ was ranked as the World's Most Innovative Company.
A)Nike
B)Pinterest
C)Target
D)Apple
E)Procter & Gamble
Q3) Before implementing new changes in work schedules,Trudy's Trinkets works with the union to ensure a smooth transition.What approach to change is this company using?
A)Negotiation
B)Top management support
C)Participation
D)Coercion
E)Education
Q4) Describe the tactics for overcoming resistance to change.
Q5) _____ is lack of information about future events.
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Chapter 9: Managing Human Resources and Diversity
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Sample Questions
Q1) Hiring and keeping quality employees is one of the most urgent concerns for today's organizations.
A)True
B)False
Q2) Recruiters are now viewing the profiles and pictures of candidates on social networking sites such as Facebook.
A)True
B)False
Q3) Affirmative action requires that an employer take positive steps to guarantee promotion from within.
A)True
B)False
Q4) The Equal Pay Act prohibits differences in pay on account of race.
A)True
B)False
Q5) Research shows that realistic job previews lower employee satisfaction and increase turnover.
A)True
B)False
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Chapter 10: Understanding Individual Behavior
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Sample Questions
Q1) ______ is the belief that power and status differences should exist within the organization.
Q2) ______ is the degree to which a person is able to get along with others by being good-natured,cooperative,forgiving,understanding,and trusting.
Q3) Locus of control refers to an individual's belief that he or she can successfully accomplish a specific task or outcome.
A)True
B)False
Q4) The three options in getting things done are: doing it,delegating it,or deferring it.
A)True
B)False
Q5) Uncertainty about what behaviors are expected of a person in a particular role is referred to as ______.
Q6) The link between satisfaction and performance,according to research,is generally small and is affected by other factors.
A)True
B)False
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Page 12
Chapter 11: Leadership
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Sample Questions
Q1) _____ followers are critical,independent thinkers and are active in the organization.
Q2) Vision,innovation,nurturing,and personal power are examples of _____ qualities.
Q3) Ian does not have much of a relationship with his subordinates.They feel obligated to do as he says because he's the boss.This is an example of:
A)referent power.
B)legitimate power.
C)coercive power.
D)reward power.
E)expert power.
Q4) _____ are the distinguishing personal characteristics of a leader,such as intelligence,honesty,and appearance.
Q5) _____ is the potential ability to influence the behavior of others.
Q6) All of the following are interpersonal influence tactics,except:
A)help people like you.
B)develop allies.
C)rely on the rule of demand.
D)make use of higher authority.
E)ask for what you want.
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Chapter 12: Motivating Employees
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Q1) _____ is defined as the altering of jobs to increase both the quality of employees' work experience and their productivity.
Q2) Nelson is motivated by a strong need for recognition and is continually seeking credit for his contributions to the organization.According to Maslow,Nelson is motivated by which category of needs?
A)Physiological
B)Safety
C)Belongingness
D)Esteem
E)Self-actualization
Q3) In David McClelland's acquired needs theory,what are the three acquired needs most commonly discussed and which is(are)not dependent on relationships with other people?
Q4) The job characteristic of autonomy influences the worker's experiencing meaningfulness of work.
A)True
B)False
Q5) _____ is the removal of an unpleasant consequence following a desired behavior.
Q6) List the five core job dimensions found in the job characteristics model.
Page 14
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Chapter 13: Managing Communication
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Q1) Upward communication is usually used to communicate information about all of the following,except:
A)suggestions for improvement.
B)performance reports.
C)indoctrination.
D)financial and accounting information.
E)grievance and disputes.
Q2) Communication can break down if sender and receiver do not encode or decode language in the same way.
A)True
B)False
Q3) Formal _____ includes messages that flow from the lower to the higher levels in the organization's hierarchy.
Q4) A(n)_____ is a team communication structure in which team members communicate through a single individual to solve problems or make decisions.
Q5) List the five types of upward communication.
Q6) In a(n)_____ network,individuals can communicate freely with other team members.
Q7) The amount of information that can be transmitted during a communication episode is known as _____.
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Chapter 14: Leading Teams
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Sample Questions
Q1) Making explicit statements about the desired team behaviors is a powerful way leaders influence norms.
A)True
B)False
Q2) The five stages of team development are forming,storming,reforming,performing,and adjourning.
A)True
B)False
Q3) A competitive and adversarial negotiation approach in which each party strives to get as much as it can,usually at the expense of the other party is called distributive negotiation.
A)True
B)False
Q4) Distributive negotiation is a collaborative approach to negotiation that is based on a win-win assumption,whereby the parties want to come up with a creative solution that benefits both sides of the conflict.
A)True
B)False
Q5) _____ pertains to the team's ability to meet the personal needs of its members.
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Chapter 15: Managing Quality and Performance
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Sample Questions
Q1) Discuss open-book management and the balanced scorecard.
Q2) In the process of implementing the balanced scorecard approach at his company,operations manager Seth Howard wonders whether internal activities and processes add value for customers and shareholders.This involves which dimension of the balanced scorecard?
A)Customers
B)Learning and growth
C)Financials
D)External business processes
E)Internal business processes
Q3) Compare hierarchical control with decentralized control.
Q4) The final step of the feedback control model is to do nothing if performance is adequate or to take corrective action if performance is inadequate.
A)True
B)False
Q5) In a TQM program,what is benchmarking?
Q6) _____ focuses on whether performance meets established standards.
Q7) Sharing financial information and results with all employees in the organization is called _____ management.
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