Management and Organizational Principles
Midterm Exam
Course Introduction
This course provides a comprehensive overview of the foundational concepts and practices that guide effective management and organizational behavior within contemporary workplaces. Students explore key management functions including planning, organizing, leading, and controlling as well as essential theories related to motivation, decision-making, communication, and team dynamics. The curriculum emphasizes both classical and modern approaches to organizational structure, leadership styles, and change management. Through case studies and real-world examples, learners develop critical thinking and problem-solving skills necessary for analyzing and improving organizational performance in various industries.
Recommended Textbook Management 9th Edition by Angelo Kinicki
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17 Chapters
1697 Verified Questions
1697 Flashcards
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Page 2
Chapter 1: The Exceptional Manager: What You Do, How You
Do It
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108 Verified Questions
108 Flashcards
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Sample Questions
Q1) It's your responsibility to manage your career, but others can also make it happen.
A)True
B)False
Answer: False
Q2) Innovation in business is defined as seeking ways to deliver less costly goods but in similar ways, maintaining employee morale.
A)True
B)False Answer: False
Q3) Which of the following would be considered soft skills?
A) ability to obtain, interpret, and analyze information while creatively solving problems
B) ability to work productively with constant direction
C) willingness to accept developmental feedback
D) demonstrated openness, inclusiveness, and ability to interact with diverse people
E) flexibility when confronted with change
Answer: A
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Chapter 2: Management Theory: Essential Background for the
Successful Manager
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) Operations management focuses on managing the production and delivery of an organization's products or services
A) more economically.
B) by utilizing motion studies.
C) with a more diverse workforce.
D) more effectively.
E) to more customers.
Answer: D
Q2) Chenglei, an IT manager, has been studying the actions that his workers perform in an attempt to improve their productivity. Chenglei is utilizing
A) job evaluation
B) management science.
C) behaviorism.
D) the Hawthorne effect.
E) scientific management.
Answer: E
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Page 4
Chapter 3: The Managers Changing Work Environment and
Ethical Responsibilities: Doing the Right Thing
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95 Verified Questions
95 Flashcards
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Sample Questions
Q1) Explain the recent concerns for the independence of the board of directors.
Answer: Perhaps the biggest problem in corporate governance concerns the independence of the directors. Inside directors may be members of the firm; outside directors are supposed to be elected from outside the firm. But in some companies, the outside directors have been handpicked by the CEO because they are friends, because they have a business relationship with the firm, or because they supposedly "know the industry." In such instances, the board of directors may be too lenient on the CEO when he or she asks for leeway to pursue certain policies. Now more attention is being paid to strengthening corporate governance so that directors are clearly separated in their authority from the CEO. While directors are not supposed to get involved with day-to-day management issues, they are now feeling more pressure from stockholders and others to have stronger financial reporting systems and more accountability.
Q2) ________ guides the justice approach to deciding ethical dilemmas.
A) Increasing profits and workplace diversity
B) Respect for the fundamental rights of human beings
C) Respect for impartial standards of fairness and equity
D) Respect for society and the environment
E) An individual's moral compass
Answer: C
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Chapter 4: Global Management Managing Across Borders
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) Kevin, a geologist from Arkansas who works for ExxonMobil, has decided to transfer to one of ExxonMobil's offices in Saudi Arabia. Kevin is a(n) ________ while living in Saudi Arabia.
A) globalist
B) internationalist
C) traitor
D) expatriate
E) migrator
Q2) The United States limits the amount of cheese purchased from other countries; this is a(n) ________ policy.
A) export quota
B) import dump
C) import quota
D) trade embargo
E) import tariff
Q3) Kyle, who owns a broom and mop factory, is considering global outsourcing. Using the definitions of global outsourcing and maquiladoras, describe the pros and cons for Kyle to consider before he makes his decision final.
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Chapter 5: Planning: the Foundation of Successful Management
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) For MBO to be successful, top management must be committed to the program, MBO must be applied organizationwide, and A) objectives must cascade.
B) employees need to provide continuous feedback to each other.
C) objectives must remain fixed and unchanging.
D) objectives must be generated from the bottom up.
E) there must be community support.
Q2) You are the manager of your college's bookstore. Create a mission statement, a vision statement, and a values statement for the services you manage.
Q3) Heather is the store manager for a national grocery retailer, and she received the yearly tactical plan from Sanjay, her district manager. Heather is meeting with her department managers to plan how to implement the specific tasks outlined in Sanjay's plan for the next year. Heather is engaged in operational planning.
A)True
B)False
Q4) Contrast strategic, tactical, and operational planning, explaining the time frame associated with each type.
Q5) Describe the components of a business model.
Page 7
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Chapter 6: Strategic Management: How Exceptional Managers Realize
a Grand Design
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91 Verified Questions
91 Flashcards
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Sample Questions
Q1) Ski Safety sells emergency safety and rescue products to ski patrols and rescue workers at prices that are below those of its competitors, which offer a larger line of more expensive products and focus on broader markets. Ski Safety is pursuing a ________ strategy.
A) cost-focus
B) cost-leadership
C) differentiation
D) narrow
E) focused-differentiation
Q2) According to Harvard Business School professor Michael Porter, strategic positioning means ________ to achieve sustainable competitive advantage.
A) aggressive growth
B) distinctive positioning
C) collaborative planning
D) strategic alliances
E) retrenchment
Q3) Utilizing the four elements of a SWOT analysis, develop a SWOT for a fast-food restaurant or diner.
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Chapter 7: Individual and Group Decision Making: How Managers
Make Things Happen
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) Nicholas, a longtime hotel manager for Wyndham, was meeting with Sophie, a regional manager, and telling her about his recent decision not to fire a front desk employee about whom several guests had complained. Nicholas discussed the four stages of the decision process. He said, "I first identified the problem, and then I gathered alternative solutions. I evaluated each choice and selected a solution. I then implemented my decision to not fire the employee but instead to provide him with additional training. Finally, I followed up with an evaluation of the solution I'd chosen." Nicholas is using the ________ process.
A) employee relations model
B) focused decision-making model
C) interpersonal-decision agenda
D) solutions agenda
E) rational decision-making model
Q2) Readily available information may not present a complete picture of a situation due to
A) availability bias.
B) information bias.
C) the representativeness effect.
D) anchoring and adjustment bias.
E) confirmation bias.
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Chapter 8: Organizational Culture, Structure, and Design:
Building Blocks of the Organization
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) With a modular structure, a firm ________. An example of the modular structure is the massive 787 Dreamliner project, in which Boeing contracted with many suppliers, each responsible for one component or assembly, which were then integrated to make the aircraft.
A) is a company outside a company that is created specifically to respond to an exceptional market opportunity
B) assembles pieces that are provided by outside contractors to build a product C) is an organization whose members are geographically apart, usually working via e-mail
D) has a central core of key functions and outsources production E) consists of a company with many divisions
Q2) Specialists work together to achieve ________ in a highly integrated organization. A) assimilation B) a common goal
C) differentiation
D) decentralization
E) centralization
Q3) Describe how you can become more adaptable.
Q4) Define organizational structure.
Page 10
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Chapter 9: Human Resource Management: Getting the Right People
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113 Verified Questions
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Sample Questions
Q1) To ________, Lance, an HR manager, used reports from the U.S. Bureau of Labor Statistics and the U.S. Census Bureau for information about his industry's labor pool in his geographic area.
A) perform a job analysis
B) recruit from inside the organization
C) recruit from outside the organization
D) develop an affirmative action program
E) analyze human capital
Q2) Sylvia had been working as an executive assistant to the president for nearly 25 years, so when she retired, no one had a good idea of all that her job entailed. Before Sylvia retired, Meaghan sat with her for two weeks to observe her duties and ask her to explain all the functions she performs as executive assistant to the president. Meaghan was performing a(n)
A) behavioral-description interview.
B) performance appraisal.
C) informal appraisal.
D) job rotation.
E) job analysis.
Q3) Define forced ranking. What are its benefits and drawbacks?
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Q4) Which three important concepts are covered by EEO laws? Briefly explain each.
Chapter 10: Organizational Change and Innovation: Lifelong Challenges
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98 Verified Questions
98 Flashcards
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Sample Questions
Q1) This question contains multiple sections; be sure to answer each. First, list the three sources of resistance to change, giving an example of each. Next, define a change agent and explain his or her role in bringing about organizational change.
Third, imagine that you are the CEO of Home Shopper, a personalized shopping service. Currently you have 20 personal shoppers on staff. To compete better, you decide to change your way of doing business. Instead of meeting clients at their homes to discuss their clothing preferences and look through catalogs, your employees will now be required to pick each customer up at her home, take her to various stores, and work with her to choose the right clothes. This stronger focus on each customer means that each of your employees will have fewer clients, which means they may earn less money and commissions. Explain some types of resistance you might encounter from your employees and how you might address each one.
Q2) Reactive change involves making carefully thought-out changes in anticipation of possible or expected problems or opportunities.
A)True
B)False
Q3) Describe what OD is and what it can be used for.
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Chapter 11: Managing Individual Differences and Behaviour:
Supervising People As People
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) Charles has important clients in town who want to have dinner, but his mother has a plumbing leak and has asked him to come over and shut off the water until she can get it fixed tomorrow. Charles is experiencing
A) role ambiguity.
B) burnout.
C) learned helplessness.
D) role conflict.
E) role overload.
Q2) ________ is the extent to which an employee identifies with an organization and is committed to its goals.
A) Job involvement
B) Job performance
C) Job satisfaction
D) Organizational commitment
E) Job enrichment
Q3) Define the Pygmalion effect, and explain how you can use it to get a final grade of A or B in this class.
Q4) Name and describe at least four major barriers to organizational diversity.
Q5) Define the five types of distortion in perception. Give an example of each.
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Chapter 12: Motivating Employees: Achieving Superior
Performance in the Workplace
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) Maslow's levels of needs, in order from lowest (most basic) to highest level, are
A) self-actualization, esteem, love, safety, and physiological.
B) safety, love, esteem, self-actualization, and physiological.
C) physiological, safety, self-actualization, esteem, and love.
D) safety, physiological, esteem, love, and self-actualization.
E) physiological, safety, love, esteem, and self-actualization.
Q2) Ethan's job as an accounting assistant was recently modified to include reconciling bank accounts and making deposits, two tasks previously done by the accounting manager. This increase in responsibility would best be described as job
A) development.
B) enlargement.
C) satisficing.
D) enrichment.
E) design.
Q3) Discuss how you would use McClelland's acquired needs theory to motivate employees.
Q4) Why is self-management an important skill to have? How can you improve your own self-management skills?
Page 14
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Chapter 13: Groups and Teams: Increasing Cooperation, Reducing Conflict
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) A group is defined as two or more freely interacting individuals who share norms, share goals, and have a common identity.
A)True
B)False
Q2) How is mutual accountability fostered?
A) Team leaders have authority over how goals are met.
B) Team members share accountability for the work.
C) Individuals take ownership of information.
D) Managers have knowledge related to the work.
E) Supervisors have discretion over resources used.
Q3) At which stage in Tuckman's Model, is trust low?
A) forming
B) storming
C) norming
D) performing
E) adjourning
Q4) An example of a maintenance role is an initiator, someone who suggests new goals or ideas.
A)True B)False
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Chapter 14: Power, Influence, and Leadership: From
Becoming a Manager to Becoming a Leader
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100 Verified Questions
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Sample Questions
Q1) Josef is something of a cheerleader around his team. He shares his vision and expresses his confidence in his team's ability to achieve his vision. He is quick to compliment and acknowledge team members' accomplishments, and he is enthusiastic about their successes. Daniel, Josef's manager, stopped by and casually chatted with some of the team members. What type of leader did Daniel learn Josef was?
A) achievement-oriented
B) path-goal clarifying
C) interaction facilitation
D) value-based
E) relationship-oriented
Q2) Men typically rate themselves as
A) less effective than women.
B) more effective than women.
C) equal to women.
D) more democratic than women.
E) more relationship-oriented than women.
Q3) Describe how humility is a power trait. How do employees know a leader is humble?
As a manager, discuss how you can use humility to manage others.
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Chapter 15: Interpersonal and Organizational
Communication: Mastering the Exchange of Information
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) Which of the following statements is true?
A) Men are more skilled at deciphering nonverbal cues than women are.
B) Men are less willing than women to talk over others.
C) In terms of answering questions, men tend to provide more information than needed, while women tend to be quick and to the point.
D) Men tend to withdraw and isolate themselves when problem solving, whereas women seek out others for support.
E) Men are more likely than women to indicate that they are uncertain about an issue.
Q2) This question contains two parts; be sure to answer both.
First, what is the grapevine, and when does the grapevine flourish and thrive?
Second, suppose that you manage a small laboratory that develops fragrances (men's colognes, women's perfumes, unisex deodorants). The office grapevine is thriving; employees believe that the company is about to be purchased by a much larger firm, and that the result will be a move to another state, decreased benefits, and massive layoffs. While the company is under negotiations to be purchased, there will be no move or change in benefits based on the purchase. Layoffs could occur, but it's hard to say at this point. Describe several ways that you might get the grapevine under control.
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Chapter 16: Control Systems and Quality Management:
Techniques for Enhancing Organizational Effectiveness
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) All of the following are reasons why performance falls significantly short of the standard EXCEPT
A) unrealistic standards.
B) changing conditions.
C) insufficient resources.
D) insufficient management attention.
E) unawareness of performance drop.
Q2) This question contains two parts; be sure to answer both.
First, describe the barriers to the success of control systems.
Second, consider one of your college classes as an example and your instructor as someone who would like to have good control systems in place. Explain if and how the barriers have detracted from your instructor's performance in the class.
Q3) One characteristic of incremental budgeting is that it
A) allows comparison using various units, like labor hours and dollars.
B) is flexible toward changing environmental demands.
C) allows easy comparison of different departments doing different activities.
D) locks managers into stable spending arrangements.
E) requires more time from managers than zero-based budgeting.
Q4) Define control and then describe why organizations need to use control.
Page 18
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Chapter 17: Entrepreneurship
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Sample Questions
Q1) List at least four positive effects of entrepreneurship (including small firms and start-ups) on society. For each positive effect, choose a company that illustrates that effect. You do not have to give specific numbers; a discussion of the general effects will suffice. (You may use the same company more than once; you may even choose to use that company for all four effects. Choose the examples that best make your point.)
Q2) A ________ is a legal structure that can sell rights of ownership in the form of stocks or shares.
A) sole proprietorship
B) general partnership
C) corporation
D) limited liability company (LLC)
E) limited partnership
Q3) Explain the difference between an entrepreneur and an intrapreneur. Name at least one successful entrepreneur and the company he or she founded.
Q4) Briefly explain each of the seven key components of a business plan and what you should include in each.
Q5) List and explain at least four possible sources of funding for start-ups.
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