Management and Organization
Final Test Solutions
Course Introduction
Management and Organization explores the foundational principles and practices involved in effectively leading and structuring organizations. The course examines key management functions such as planning, organizing, leading, and controlling, as well as the different organizational structures that influence behavior and performance at both individual and group levels. Emphasis is placed on decision-making, organizational culture, motivation, and communication within diverse workplace environments. Through case studies and real-world scenarios, students develop critical skills to analyze management challenges and apply strategic approaches for fostering organizational success and adaptability.
Recommended Textbook
Management 11th Edition by Richard L. Daft
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19 Chapters
2924 Verified Questions
2924 Flashcards
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Page 2
Chapter 1: Innovative Management for a Changing World
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177 Verified Questions
177 Flashcards
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Sample Questions
Q1) Facilitating individual employee performance is an important role for top managers.
A)True
B)False
Answer: False
Q2) Technical skills are most important at lower organizational levels while conceptual skills become more important as managers move up the organizational hierarchy.
A)True
B)False
Answer: True
Q3) Which of these is the use of influence to motivate employees to achieve organizational goals?
A) Leading
B) Controlling
C) Organizing
D) Planning
E) Staffing
Answer: A
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Page 3
Chapter 2: The Evolution of Management Thinking
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) Briefly describe what happened in the Hawthorne Studies and explain the results and conclusions of these studies.
Answer: Harvard researchers, working under the direction of Elton Mayo, were studying the effects of various lighting conditions on worker performance at the Western Electric plant in Hawthorne, Illinois. Each time an experimental change was made, performance improved, regardless of the change. The early conclusion was that workers perceived that their work was important enough to hire researchers to work with them, and this recognition of importance was sufficient to motivate improved performance. This conclusion led to the development of the Human Relations Movement, stressing the importance of satisfied, happy workers. Recent analysis suggests that money may have been the single most important motivating factor.
Q2) Follett and Barnard were early advocates of a more humanistic perspective on management that emphasized the importance of understanding human behavior, needs, and attitudes in the workplace as well as social interactions and group processes. A)True
B)False
Answer: True
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Chapter 3: The Environment and Corporate Culture
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167 Verified Questions
167 Flashcards
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Sample Questions
Q1) The mythical sales representative at Robinson Jewelers who delivered a wedding ring directly to the church because the ring had been ordered late is an example of a hero.
A)True
B)False
Answer: True
Q2) In the current external business environment, which of the following is true?
A) Corporate culture defines success.
B) The business environment is static.
C) Companies are more adversarial than ever before.
D) Mergers are declining.
E) Joint ventures are on the rise.
Answer: E
Q3) In determining what cultural values are important for the organization, managers should consider the external environment as well as the company's strategy and goals.
A)True
B)False
Answer: True
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Chapter 4: Managing in a Global Environment
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157 Verified Questions
157 Flashcards
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Sample Questions
Q1) Organizations whose social values reflect low power distance:
A) are highly democratic.
B) expect superiors to make all of the decisions..
C) expect equality in power.
D) avoid uncertainty.
E) none of these.
Q2) A country's physical facilities that support economic activities make up its _____.
A) resource markets
B) infrastructure
C) physical markets
D) product markets
E) plants and equipment
Q3) In countries where women are often in positions of high status, the Globe Project would describe that culture as low in _____.
Q4) A tendency to regard their own culture as superior and to downgrade other cultures reflects an attitude called geocentric.
A)True
B)False
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Page 6
Chapter 5: Managing Ethics and Social Responsibility
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153 Verified Questions
153 Flashcards
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Sample Questions
Q1) The great majority of managers operate at level two, the conventional level.
A)True
B)False
Q2) _____ refers to interacting with the community in which a company does business in a way that makes money for the company but also improves the long-term well-being of the community.
Q3) A(n) _____ is a formal statement of the company's values concerning ethics and social issues; it communicates to employees what the company stands for.
Q4) Regarding the levels of personal moral development, the majority of managers operate at the _____ level.
A) preconventional
B) autocratic
C) postconventional
D) conventional
E) transformative
Q5) The majority of managers operate at the preconventional level of personal moral development.
A)True
B)False
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Chapter 6: Managing Small Business Start Ups
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136 Verified Questions
136 Flashcards
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Sample Questions
Q1) Entrepreneurs who aspire to start online businesses implement all the following steps except:
A) create a professional Web site.
B) choose a domain name.
C) build online relationships
D) determine physical location.
E) identify a profitable market niche.
Q2) One of the first characteristics or points of a successful business plan is:
A) a profile of potential customers and market needs.
B) demonstrate a clear, compelling vision that creates an air of excitement.
C) the key ingredient of the business that will attract million of customers.
D) the entrepreneur's background and role in the company.
E) essential information about funding received so far.
Q3) At which stage of growth is the company if it is solidly based and profitable?
A) Resource maturity
B) Takeoff
C) Survival
D) Success
E) Existence
Q4) What is a business incubator? How can it help a business?
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Chapter 7: Managerial Planning and Goal Setting
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146 Verified Questions
146 Flashcards
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Sample Questions
Q1) List and define the four major activities that must occur in order for management by objectives (MBO) to succeed.
Q2) The mission is the basis for the strategic level of goals and plans, which in turn shapes the tactical and operational level.
A)True
B)False
Q3) An action plan defines the course of action needed to achieve the stated goals.
A)True
B)False
Q4) Which of these is a method of management whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance?
A) Organizational planning
B) Management by objectives
C) Goal setting
D) Mission development
E) Vision development
Q5) A(n) _____ is a broadly stated definition of basic business scope and operations that distinguishes the organization from others of a similar type.
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Chapter 8: Strategy Formulation and Execution
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138 Verified Questions
138 Flashcards
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Sample Questions
Q1) The BCG matrix organizes along which of the following dimensions?
A) Market share and profit
B) Sales and market share
C) Business growth rate and market share
D) Business growth rate and profit
E) Sales and profits
Q2) Which of the following strategies would be appropriate when the need for both national responsiveness and global integration is low?
A) Globalization
B) Multidomestic
C) Export
D) Transnational
E) Import
Q3) Some companies hire competitive intelligence professionals to scan the external environment and provide data and research on relevant domestic and global trends.
A)True
B)False
Q4) Briefly discuss Porter's three competitive strategies.
Q5) List the four components of a SWOT analysis.
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Chapter 9: Managerial Decision Making
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173 Verified Questions
173 Flashcards
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Sample Questions
Q1) _____ represents a quick apprehension of a decision situation based on past experience but without conscious thought.
Q2) Good intuitive decision making is based on an ability to recognize patterns at lightning speed.
A)True
B)False
Q3) _____ decisions are associated with conflicts over goals and decision alternatives, rapidly changing circumstances, fuzzy information, and unclear links among decision elements.
A) Nonprogrammed
B) Programmed
C) Wicked
D) Conventional
E) Irrational
Q4) A(n) _____ is a choice made from available alternatives.
Q5) Step one in the managerial decision-making process is recognition of decision requirement.
A)True
B)False
Q6) What are the six steps in the managerial decision making process?
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Chapter 10: Designing Adaptive Organizations
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201 Verified Questions
201 Flashcards
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Sample Questions
Q1) The acceptance theory of authority argues that managers have authority because employees do not have a choice in choosing to accept their commands.
A)True
B)False
Q2) The deployment of organizational resources to achieve strategic goals is known as _____.
Q3) The principle of unity of command suggests that managers within an organization should reach agreement on the goals and objectives of the organization.
A)True
B)False
Q4) The divisional structure fosters excellent coordination within divisions, but coordination across divisions is often poor.
A)True
B)False
Q5) The _____ structure occurs when departments are grouped together based on organizational outputs.
Q6) A(n) _____ structure has an overall narrow span and more hierarchical levels.
Q7) Define task forces and project management.
Page 12
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Chapter 11: Managing Change and Innovation
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163 Verified Questions
163 Flashcards
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Sample Questions
Q1) Refreezing is the reinforcement stage of organization development in which individuals acquire a desired new skill or attitude and are rewarded for it by the organization.
A)True
B)False
Q2) Survey feedback enhances the cohesiveness and success of organizational groups and teams.
A)True
B)False
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) _____ is defined as the adoption of a new idea or behavior by an organization.
Q5) _____ change is related to the organization's production process, i.e., how the organization does its work.
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Chapter 12: Managing Human Resources
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) Finding the right people to apply new information technology for e-business is a current strategic issue of particular concern for HR managers.
A)True
B)False
Q2) An exit interview is an interview conducted with departing employees to determine the reasons for their termination.
A)True
B)False
Q3) The Civil Rights Act of 1964 created the Equal Employment Opportunity Commission.
A)True
B)False
Q4) Lainie was denied a promotion to partner in her accounting firm because of her gender. Lainie is a victim of _____.
A) discrimination
B) affirmative action
C) equal employment opportunity
D) employment-at-will
E) termination-at-will
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Page 14
Chapter 13: Managing Diversity
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) Matthew is Mandy's supervisor. He promises to fire her if she does not engage in sexual activity with him. This type of sexual harassment would be categorized as:
A) coercion with threat of punishment.
B) solicitation with promise of reward.
C) appropriate.
D) generalized.
E) positional authority.
Q2) A successful diversity plan leads to a workforce that demonstrates cultural competence in the long run.
A)True
B)False
Q3) Which workforce generation category is characterized as ambitious but lacking loyalty to the organization?
A) Generation X
B) Generation Y
C) Baby boomers
D) Teeny boppers
E) Generation A
Q4) Name five dividends of workplace diversity.
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Chapter 14: Understanding Individual Behavior
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) _____is the process by which individuals screen and select the various objects and stimuli that vie for their attention.
A) Person-job fit
B) Perceptual selectivity
C) Organizational citizenry
D) Projection
E) Perceptual grouping
Q2) Frank regretfully missed an important deadline at work. His boss, George, thinks to himself, "Frank missed that deadline because he is lazy; I really need to crack down on him more." This is an example of what kind of attribution?
A) External attribution
B) Internal attribution
C) Horizontal attribution
D) Vertical attribution
E) Skewed attribution
Q3) Low Machs are particularly good in jobs that require bargaining skills or that involve substantial rewards for winning.
A)True
B)False
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Page 16
Chapter 15: Leadership
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153 Verified Questions
153 Flashcards
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Sample Questions
Q1) The _____ styles works best for employees with moderate readiness, according to Hersey and Blanchard.
A) selling and telling
B) coaching and participating
C) coaching and supporting
D) directing and delegating
E) entrusting and supporting
Q2) Which type of leader clarifies the role and task requirements of subordinates?
A) Transactional
B) Charismatic
C) Transformational
D) Supportive
E) Team
Q3) An inspirational leader who has the ability to motivate subordinates, through personal transactions, to transcend their normal performance refers to a transactional leader.
A)True
B)False
Q4) Power that stems from the authority to punish or recommend punishment is called _____.
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Chapter 16: Motivating Employees
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174 Verified Questions
174 Flashcards
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Sample Questions
Q1) Which of the following is the arousal, direction, and persistence of behavior?
A) Commitment
B) Motivation
C) Satisfaction
D) Rewarding behavior
E) Behavior modification
Q2) Daisy tried to apply the job characteristics model to her workforce, but it only worked for some of her employees. Which of the following may be a reason why it did not work for everyone?
A) Some of her employees are lazy.
B) Some of her employees are low in growth-need strength.
C) Some of her employees have a low need for power.
D) All of her employees have high growth-needs.
E) Some of her employees have low affiliation needs.
Q3) _____ refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action.
Q4) _____ is the application of motivational theories to the structure of work for improving productivity and satisfaction.
Q5) List the five core job dimensions found in the job characteristics model.
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Chapter 17: Managing Communication
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138 Verified Questions
138 Flashcards
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Sample Questions
Q1) When a group of workers have routine tasks to perform, a _____ communication structure allows more time for the task to be completed.
A) linear
B) centralized
C) decentralized
D) gossip
E) team
Q2) _____ are examples of channels which managers might choose to use when communicating with employees.
A) Newsletter, telephone, and feedback
B) Telephone, electronic mail, and memo
C) Television, encoding, and letter
D) National newspapers and television
E) All of these
Q3) To be effective communicators, managers should:
A) focus primarily on enhancing downward communication in the organization.
B) enhance lateral communication opportunities by encouraging teams.
C) limit use of communication technology.
D) strictly push for face-to-face communication.
E) encourage the use of multiple channels of communication.
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Chapter 18: Leading Teams
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154 Verified Questions
154 Flashcards
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Sample Questions
Q1) Norms begin to develop in the first interactions among members of a new team.
A)True
B)False
Q2) _____ can present enormous challenges for team leaders, who have to bridge gaps of time, distance, and culture.
Q3) Self-managed teams are _____ teams.
A) temporary
B) permanent
C) ad-hoc
D) task force
E) none of these
Q4) Research studies have confirmed that both functional diversity and gender diversity can have a positive impact on work team performance.
A)True
B)False
Q5) During the _____ stage of team development, conflict is resolved, and team harmony and unity emerge.
Q6) List the five behaviors associated with the task specialist role.
Q7) List the four ways team norms develop.
Page 20
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Chapter 19: Managing Quality and Performance
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153 Verified Questions
153 Flashcards
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Sample Questions
Q1) At LBK Industries, responsibility for quality control rests with a team of quality control inspectors and supervisors rather than with employees. LBK uses what type of organizational control?
A) Matrix control
B) Hierarchical control
C) Decentralized control
D) Bottom-up control
E) Balanced control
Q2) At RWI Distilleries, rules and procedures are used only when necessary. Instead, shared goals and values guide employee behavior. RWI uses what type of organizational control?
A) Centralized control
B) Hierarchical control
C) Decentralized control
D) Top-down control
E) Balanced control
Q3) The _____ estimates receipts and expenditures of money on a daily or weekly basis to ensure that an organization has sufficient cash to meet its obligations.
Q4) _____ focuses on whether performance meets established standards.
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