Management and Organization Final
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Course Introduction
Management and Organization explores the fundamental principles and practices of effective management within modern organizations. The course examines key topics such as organizational structures, leadership styles, decision-making processes, motivation, team dynamics, communication, and strategic planning. Through a combination of theoretical frameworks and real-world case studies, students develop an understanding of how managers coordinate resources and lead people to achieve organizational goals in diverse and changing environments. The course also emphasizes ethical considerations and the impact of cultural and technological factors on managerial practices.
Recommended Textbook Management 1st Edition by Luis R. Gomez
Mejia
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15 Chapters
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Page 2
Chapter 1: Management and Its Evolution
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Sample Questions
Q1) The percentage of unionized workers
A) has increased in the manufacturing sector.
B) has declined to less than 10% in 2012.
C) has focused very successfully on white collar workers.
D) continues to remain about the same since the 1940s.
Answer: B
Q2) Which of the following is not true concerning KPIs?
A) KPI refers to key performance indicators.
B) KPIs are long-term.
C) KPIs need not be quantifiable.
D) The goals for a KPI may change.
Answer: C
Q3) The trend to using machines for routine tasks in factories to free up workers to use more of their abilities is reflected in which of the following organizations?
A) The modular organization
B) The functional organization
C) The learning organization
D) The intangible organization
Answer: D
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Page 3
Chapter 2: The Culture of Management
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Sample Questions
Q1) When choosing which foreign country to enter, a country will be less appealing when
A) the size of the domestic market is large.
B) the purchasing power of consumers is projected to grow.
C) long-term profit potential is low.
D) political risk is high.
Answer: D
Q2) When an international HR manager from an American multinational firm researches the cultural dimensions of a country in which they are establishing new operations, what advice would most likely lead to success for the operation?
A) Ensure management practices conform to prevailing societal norms.
B) Disregard how other countries' cultural values mesh with the new location's values.
C) Ensure the culture scores high on individualism.
D) Ensure the culture scores high on uncertainty avoidance.
Answer: A
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4
Chapter 3: Managing Social Responsibility and Ethics
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Sample Questions
Q1) To analyze the need to balance the interests of a variety of stakeholder groups, what questions should management ask?
Answer: When a stakeholder group makes demands on a firm, management should first perform an analysis by answering the following questions: Who are the stakeholders?
How are the stakeholders affected by the company policies? What are the stakeholders' interests in the business?
How have the stakeholders behaved in the past, and what coalitions are they likely to form around their issues?
How effective have the company's strategies been in dealing with these and other stakeholders?
What new strategies and action plans need to be formulated to deal effectively with the stakeholders?
Q2) Few companies actually ban romantic relationships in the workplace.
A)True
B)False
Answer: True
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Chapter 4: Managing Organizational Culture and Change
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Sample Questions
Q1) The president of Nashville's Centennial Medical Center removed the door to his office and hung it from the lobby ceiling to convey an open-door policy. This is an example of A) cultural symbols.
B) company rituals.
C) company ceremonies.
D) company stories.
Q2) The most obvious aspect of culture includes the espoused values.
A)True
B)False
Q3) IBM, Coca-Cola, and Procter & Gamble are examples of academy cultures.
A)True
B)False
Q4) Which of the following is not one of the three stages of socialization?
A) Prearrival
B) Metamorphosis
C) Orientation
D) Encounter
Q5) What is a change agent?
Q6) Discuss the founder's role in influencing corporate culture.
Page 6
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Chapter 5: Managing the Planning Process
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Sample Questions
Q1) In keeping planning a continuous process that is attuned to changes in both the internal and external environment, firms should consider all of the following except
A) the use of two-way feedback between managers and employees in the performance appraisal process.
B) scheduled retreats of key managers and employees.
C) carefully analyzing circumstances and avoiding "seat of the pants" crisis management.
D) the creation of standing cross-functional committees.
Q2) NASA's goal to reach the moon, which involved the design and construction of a lunar module, is an example of a single-use plan.
A)True
B)False
Q3) Action plans developed at the department level are
A) strategic.
B) tactical.
C) opportunistic.
D) operational.
Q4) What are four elements of the formal planning process?
Q5) What are the pitfalls of planning?
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Chapter 6: Decision Making
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Sample Questions
Q1) Which management type is always dealing with the most urgent problems and putting out fires?
A) Devil's advocate manager
B) Proactive manager
C) Reactive manager
D) Opportunistic manager
Q2) Reactive managers tend to lose control of their time and lose sight of the "big picture."
A)True
B)False
Q3) Situations with important consequences for the organization that are poorly defined and unstructured are
A) tactical decisions.
B) programmed decisions.
C) operational decisions.
D) non-programmed decisions.
Q4) One of the limiting factors in group decision making is time.
A)True
B)False
Q5) What is the illusion of control? Who is most likely to be impacted by this?
Page 8
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Chapter 7: Strategic Management
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Sample Questions
Q1) According to the BCG Matrix, a business unit that is both low in market share and low in market growth is a A) cow.
B) star.
C) question mark.
D) dog.
Q2) Which level of environmental analysis is the broadest?
A) The general environment
B) The industry
C) The strategic group
D) Direct competitors
Q3) What is portfolio analysis?
Q4) Maytag's focus on product reliability suggests the firm has chosen a A) low cost strategy.
B) portfolio strategy.
C) corporate-level strategy.
D) differentiation strategy.
Q5) What is the SWOT analysis?
Q6) What is a cooperative strategy? What purposes do they serve?
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Q7) What is conglomerate diversification? What are its advantages and disadvantages?
Chapter 8: Entrepreneurship and Innovation
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Sample Questions
Q1) What are the myths of entrepreneurship?
Q2) Discuss the three different forms entrepreneurs can select from when launching a new venture.
Q3) Entrepreneurship
A) creates jobs.
B) stimulates innovation.
C) provides opportunities for diverse people in society.
D) all of the above
Q4) Pat and Jim are founding an entrepreneurial venture. They want to leverage their complementary skills and raise as much capital as possible. Which business form would you recommend for their venture?
A) Proprietorship
B) Corporation
C) Partnership
D) Advisory board
Q5) An association of two or more persons acting as co-owners of a business creates a proprietorship.
A)True
B)False
Q6) What types of problems may a business face if it grows too quickly?
Page 10
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Chapter 9: Managing the Structure and Design of Organizations
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Sample Questions
Q1) Organization culture
A) gives employees an internal gyroscope that directs them to do things that make the organization more effective.
B) is the system of shared values, assumptions, and beliefs that unite members of the organization.
C) reflects employees' views about the "way we do things around here."
D) all of the above
Q2) If John is supervised by a project manager and his functional manager, this violates the concept of
A) authority.
B) unity of command.
C) accountability.
D) responsibility.
Q3) What is authority? How is it different from accountability?
Q4) Mergers, acquisitions, and divestitures may all trigger changes in the structure and design of an organization.
A)True
B)False
Q5) How can organizational culture act as a coordination mechanism?
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Chapter 10: Human Resource Management
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Sample Questions
Q1) Effectiveness of training may be measured in monetary terms or nonmonetary terms.
A)True
B)False
Q2) When is on-the job training recommended?
A) When participatory learning is necessary
B) When only a small group of employees need training
C) If training involves sensitive information that must be kept in a secure environment
D) all of the above
Q3) How has workforce diversity impacted the human resource department?
Q4) Two commonly used forms of cross-functional training are
A) classroom lectures and simulations.
B) team training and brainstorming.
C) virtual reality and vestibule training.
D) CAI and simulations.
Q5) Describe the three components of the staffing process.
Q6) Discuss the difference between external and internal equity.
Q7) What is the difference between disparate treatment and adverse impact?
Q8) How do U.S. labor unions differ from those in other countries?
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Chapter 11: Managing Employee Diversity
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Sample Questions
Q1) Policies concerning tolerance for religious diversity cover
A) permissible garments at work.
B) the display of religious symbols on company premises.
C) religious holidays.
D) all of the above
Q2) The informal relationships that exist among managers and executives in which important communication occurs is known as
A) senior mentoring.
B) the "old boys' network."
C) a business network.
D) the glass ceiling.
Q3) To learn to work with a diverse workforce, individual employees should
A) show respect for others no matter how different they are from you.
B) go out of your way to work with people who are different from you.
C) avoid being overly sensitive to perceived slights by other employees who are different from you.
D) all of the above
Q4) What are some options available to organizations to help employees handle family and career simultaneously?
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Chapter 12: Leadership in Management
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Sample Questions
Q1) Which of the following is not included as a management skill for successful leadership?
A) Influence skills
B) Delegation skills
C) Planning
D) Motivational skills
Q2) Which of the following is a characteristic of someone with a high need for achievement as described by David McClelland?
A) The need to accomplish things
B) Desire to be liked by others
C) Desire to influence or control others
D) Desire to establish close interpersonal relationships
Q3) Alderfer's ________ needs are aligned with Maslow's physiological and safety needs.
A) existence
B) relatedness
C) achievement
D) growth
Q4) What is the liability of a charismatic leader?
Q5) How does a transformational leader differ from a transactional leader?
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Chapter 13: Managing Teams
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Sample Questions
Q1) To be fully functional, self-managed team members need to be trained in A) technical skills.
B) management skills.
C) interpersonal skills.
D) all of the above
Q2) Discuss the four types of teams.
Q3) A problem solving team or special purpose team whose membership requires only part-time commitment is also referred to as a A) project team.
B) self-managed team.
C) parallel team.
D) virtual team.
Q4) To positively influence team cohesiveness
A) provide ample opportunities for team members to interact with each other during the early stages of team development.
B) ensure that all team members have a voice in determining team goals.
C) celebrate successful team outcomes with rewards for team members.
D) all of the above
Q5) Discuss the task- facilitating and relationship-building roles.
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Chapter 14: Managing Communication
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Sample Questions
Q1) When the Acme Company sends a company-wide e-mail to announce an acquisition, they are using
A) noise.
B) decoding.
C) two-way communication.
D) one-way communication.
Q2) A manager who has a negative earlier experience with a young employee may generalize this to other young people and become resistant to hiring young applicants even when positive information is available. This is an example of the ________ barrier to effective communication.
A) noise
B) perception
C) feedback
D) sender
Q3) What is communication? What is the role of feelings and facts?
Q4) Describe the communication model.
Q5) Discuss information richness and provide examples of rich and lean communication channels.
Q6) What is an emoticon?
Q7) What are some of the challenges of using e-mail?
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Chapter 15: Operation and Information System Management
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Sample Questions
Q1) The bureaucratic control process includes which of the following steps?
A) Establishing standards
B) Identifying shortcomings
C) Taking corrective action
D) all of the above
Q2) Which of the following is not a statistical process control tool?
A) Pareto analysis
B) Check sheets
C) Gantt charts
D) Cause-and-effect diagrams
Q3) The kaizen principle of continuous improvement is incorporated into the ISO 9000 standards and is a part of most quality improvement efforts.
A)True
B)False
Q4) Many of the steps to improve quality and efficiency cut across departmental boundaries.
A)True
B)False
Q5) What is a JIT system?
Page 17
Q6) What is the role of a firm's suppliers in quality?
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Page 18