Management and Organizational Processes
Chapter Exam Questions
Course Introduction
Management and Organizational Processes explores the fundamental principles and practices that underpin effective management within modern organizations. This course examines how organizations are structured, how work is coordinated, and how managers make decisions, communicate, and lead teams to achieve organizational objectives. Students will analyze key organizational processes such as planning, organizing, leading, and controlling, as well as the dynamics of organizational culture, change management, motivation, and group behavior. Through case studies and real-world applications, students develop practical skills to navigate and influence the complex systems inherent in contemporary organizational life.
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Management A Practical Introduction 6th Edition by Angelo Kinicki
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Chapter 1: The Exceptional Manager: What You Do, How You
Do It
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152 Verified Questions
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Sample Questions
Q1) Colin takes notes at executive council meetings and prepares summaries to present to middle managers and supervisors at a monthly meeting.This task is part of a(n) _______ role.
A)disseminator
B)entrepreneur
C)monitor
D)leadership
E)visionary
Answer: A
Q2) A vice president of production is a general manager.
A)True
B)False
Answer: False
Q3) List Mintzberg's findings about the nature of managerial work.
Answer: A manager relies more on verbal than on written communication.A manager works long hours at an intense pace.A manager's work is characterized by fragmentation, brevity, and variety.
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Chapter 2: Management Theory: Essential Background for the Successful Manager
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Sample Questions
Q1) Curran Investments has had a very profitable year in its business of providing financial advice.The profit would be considered a(n) ______ of the system.
A)by-product
B)input
C)transformational process
D)output
E)feedback loop
Answer: D
Q2) Who was known as "the father of industrial psychology"?
A)Hugo Munsterberg
B)Mary Parker Follett
C)Max Weber
D)Elton Mayo
E)Frederick Taylor
Answer: A
Q3) Deming and Juran were part of the quality-management movement.
A)True
B)False
Answer: True
Page 4
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Chapter 3: The Managers Changing Work Environment and
Ethical Responsibilities: Doing the Right Thing
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Q1) The purpose of a code of ethics is to state an organization's expectations for the behavior of all its external stakeholders.
A)True
B)False
Answer: False
Q2) Philanthropy means making charitable donations to benefit humankind.
A)True
B)False
Answer: True
Q3) A situation in which you have to decide whether to pursue a course of action that may benefit you or your organization but that is unethical or even illegal is called a moral challenge.
A)True
B)False
Answer: False
Q4) The mass media is part of an organization's general environment.
A)True
B)False
Answer: False
Page 5
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Chapter 4: Global Management: Managing Across Borders
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Sample Questions
Q1) The principal organization that provides low-interest loans to developing nations for improving, for example, their transportation or education systems is
A)the World Bank.
B)the World Trade Organization.
C)the International Monetary Fund.
D)APEC.
E)GATT.
Q2) Cuban cigars and sugar cannot legally be imported into the United States because of a trade embargo.
A)True
B)False
Q3) The Mercosur is composed of countries in southeast Asia.
A)True
B)False
Q4) E-commerce refers to the buying and selling of products and services through computer networks.
A)True
B)False
Q5) What are the advantages to your career of working overseas?
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Chapter 5: Planning: the Foundation of Successful Management
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Sample Questions
Q1) At which level of planning must managers be paying attention to the environment outside the organization, be future oriented, and deal with uncertain and competitive conditions?
A)tactical
B)organizational
C)strategic
D)front-line
E)operational
Q2) A SMART goal is one that is
A)specific, maintainable, affordable, realistic, and timely.
B)specific, measurable, attainable, results-oriented, and has target dates.
C)specific, maintainable, achievement-oriented, in real time, and timely.
D)specific, measurable, affordable, realistic, and has target dates.
E)specific, maintainable, aligned with other goals, realistic, and timely.
Q3) Because it is unrealistic for SMART goals to be accomplished overnight, they should have target dates.
A)True
B)False
Q4) What is MBO? Describe the process by which MBO is done as well as its purpose.
Q5) List the four benefits of planning.
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Chapter 6: Strategic Management: How Exceptional Managers
Realize a Grand Design
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Q1) After the assessment of current organizational performance, the subsequent explanation of how its mission is to be accomplished is called a comprehensive strategy.
A)True
B)False
Q2) Which of the following is most likely to use a diversification strategy?
A)A tax preparation business
B)A flower shop
C)A lawn service
D)A grocery store
E)A shoe store
Q3) Explain the positive and negative aspects of pursuing a single-product strategy versus a diversification one.Provide an example of a company that uses each type of strategy.
Q4) In Porter's model for industry analysis, there are three primary competitive forces in a firm's environment.
A)True B)False
Q5) Define forecasting and discuss its importance.Describe the two types of forecasting described in the text.
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Chapter 7: Individual and Group Decision Making: How
Managers Make Things Happen
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Sample Questions
Q1) A graph of decisions and their possible consequences is known as a(n)
A)decision tree.
B)Gantt chart.
C)results chart.
D)outcome matrix.
E)fishbone diagram.
Q2) Many investment advisors attribute their successful outcomes to skill, even when it is more likely luck, which is an example of which bias?
A)Overconfidence.
B)Escalation of commitment bias.
C)Hindsight.
D)Availability.
E)Framing.
Q3) Give at least four reasons that it is difficult to use evidence-based decision making.
Q4) The rational model works well even with the incomplete information and uncertainty about consequences that managers often face.
A)True
B)False
Page 9
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Chapter 8: Organizational Culture, Structure, and Design:
Building Blocks of the Organization
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Q1) An organization is said to be flat when there are only a few levels with wide spans of control.
A)True
B)False
Q2) Explain what a matrix structure is, and draw an organization chart that depicts a matrix (including appropriate job titles).Explain what you think it would be like to be a manager in a matrix organization.
Q3) The four stages of organization life cycle include birth, growth, stability, and maturity.
A)True
B)False
Q4) With a ______ structure, the organization has a central core of key functions and outsources others to vendors who can do them cheaper or faster.
A)hollow
B)matrix
C)spine
D)hybrid
E)mechanistic
Q5) Give five examples of mechanisms used by organizations to embed its culture.
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Chapter 9: Human Resource Management: Getting the
Right People for Managerial Success
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Q1) Placing information about job vacancies and qualifications in places where employees can see them such as on bulletin boards or the company's intranet is called
A)job analysis.
B)realistic job previewing.
C)position advertising.
D)recruiting.
E)job posting.
Q2) Which of the following statements about background information is false?
A)Applicants with weak credit scores are more likely to be dishonest employees.
B)The most prevalent distortion in a résumé is lying about education.
C)Many employers don't give honest assessments of former employees.
D)People sometimes attempt to cover gaps in employment history.
E)People lie about their ages in their application information.
Q3) A job description describes the minimum qualifications a person must have to perform the job successfully.
A)True
B)False
Q4) Describe the right way to conduct an interview.Give three examples of questions you would ask.
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Chapter 10: Organizational Change and Innovation: Lifelong
Challenges for the Exceptional Manager
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Q1) One of the reasons employees resist change is fear of the unknown.
A)True
B)False
Q2) Information is rapidly becoming the new competitive advantage.
A)True
B)False
Q3) Which of the following is not an interacting factor that affects the level of resistance to change?
A)Longevity of the change agent.
B)Employee perceptions of change.
C)Individual differences of the change agent.
D)Change agent-employee relationship.
E)Change agent actions and inactions.
Q4) A technological innovation that improves the speed of a computer's microprocessor would be considered a(n) ______ innovation.
A)adaptive
B)product
C)reactive
D)process
E)industrial
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Chapter 11: Managing Individual Differences and Behavior:
Supervising People As People
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Q1) A person who is apt to take initiative and persevere to influence the environment is said to have a(n) ______ personality.
A)emotionally stable
B)proactive
C)extroverted
D)emotionally intelligent
E)self-efficacious
Q2) The stable psychological traits and behavioral attributes that give a person her identity are known as her A)character.
B)values.
C)attitudes.
D)attributions.
E)personality.
Q3) When an employee does not show up for work every day it is known as turnover. A)True
B)False
Q4) Define the Pygmalion effect.How could this be used in a positive way by managers in an organization? How would one do that?
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Chapter 12: Motivating Employees: Achieving Superior
Performance in the Workplace
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Q1) Job enrichment consists of increasing the number of tasks in a job to increase variety and motivation.
A)True
B)False
Q2) Which of the following is a need-based perspective on motivation?
A)Expectancy theory
B)Herzberg's two-factor theory
C)Job characteristics model
D)Goal-setting theory
E)Equity theory
Q3) ______ involves division of an organization's work and applies motivational theories to jobs to increase satisfaction and performance.
A)Job enlargement
B)Job design
C)Job simplification
D)Job development
E)Job enrichment
Q4) Managers use motivation to get talented people to come work for them.
A)True
B)False
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Chapter 13: Groups and Teams: Increasing Cooperation, Reducing Conflict
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Q1) Another name for functional conflict is productive conflict.
A)True
B)False
Q2) Administrative oversight given to self-managed teams does not include
A)planning.
B)scheduling work.
C)implementing change.
D)monitoring performance.
E)staffing.
Q3) In all but the worst weather, Laura and four of her coworkers met each day at 12:15 to walk the wilderness trail behind their office building.This is an example of a(n)
A)continuous improvement team.
B)informal group.
C)self-managed team.
D)virtual team.
E)formal group.
Q4) Devil's advocacy is a method used to induce programmed conflict.
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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Q1) Apple's new CEO, Tim Cook, has been described as a "logistics whiz" and an "operations genius," which is evidence that he is a transformational leader.
A)True
B)False
Q2) Inspirational appeals are considered a soft tactic among generic influence tactics. A)True
B)False
Q3) Research shows that followers seek and admire leaders who create feelings of A)anticipation.
B)individualism.
C)clarity.
D)significance.
E)freedom.
Q4) Managers' legitimate power allows them to hire, fire, reward, and punish. A)True
B)False
Q5) One's authority comes as part of one's job. A)True B)False
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Chapter 15: Interpersonal Organizational Communication:
Mastering the Exchange of Information
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Q1) Jargon is the use of foreign language terms to represent concepts in American business.
A)True
B)False
Q2) Eye contact signals the beginning of conversation; people typically tend to look at others when beginning to speak.
A)True
B)False
Q3) A rich medium of communication is best for nonroutine situations and to avoid oversimplification.
A)True
B)False
Q4) Describe the elements of the communication process.Illustrate it with a simple example.
Q5) Speed reading works well for material that is A)jargon-laden. B)unfamiliar.
C)easy.
D)dense.
E)complicated.
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Chapter 16: Control Systems and Quality Management:
Techniques for Enhancing Organizational Effectiveness
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Q1) A markdown on certain grocery-store items may result in a rush of customer demand for those products, which is an example of the control systems benefit of detecting threats.
A)True
B)False
Q2) A strategy map is a visual representation of the four perspectives of the balanced scorecard that enables managers to communicate their goals.
A)True
B)False
Q3) Which of the following may be done as corrective action in the control process?
A)Evaluate performance.
B)Revise standards.
C)Compare performance to standards.
D)Align processes with goals.
E)Establish standards.
Q4) One difficulty with incremental budgets is that they tend to lock departments into stable spending arrangements.
A)True
B)False
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