Management and Organizational Studies Exam
Review
Course Introduction
Management and Organizational Studies explores the fundamental principles and practices involved in effectively leading, organizing, and managing people and resources within various types of organizations. The course covers key topics such as organizational structure, behavior, culture, leadership, decision-making, motivation, team dynamics, and change management. Students will examine both classical and contemporary theories, analyze real-world case studies, and develop practical management skills essential for addressing complex challenges in todays dynamic business environment. Through lectures, discussions, and projects, students gain a comprehensive understanding of how organizations operate and how effective management contributes to organizational success.
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MGMT 2nd Canadian Edition by Chuck Williams
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Page 2
Chapter 1: Management
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Sample Questions
Q1) After the death of her husband,Miriam McAllister became the CEO of a company that is the world's leading manufacturer of kidney dialysis machines.When she took the position,it was believed that she would perform only ceremonial duties and would not want to take active part in running the company.In other words,what role was it assumed she would choose?
A) resource allocator
B) monitor
C) spokesperson
D) figurehead
Answer: D
Q2) Refer to the Narrative 1-3.CEO Jeff Bezos must wrestle with basic management issues,such as how to get more done at Amazon with a minimum of effort,expense,or waste.In other words,which of the following will be the goal of the CEO's management strategy?
A) increasing effectiveness
B) finding synergies
C) making the company more environmentally friendly
D) increasing efficiency
Answer: D
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3
Chapter 2: History of Management
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Sample Questions
Q1) Human relations management focuses on managers' roles and authority.
A)True
B)False
Answer: False
Q2) Karl spent a morning evaluating his production staff and recorded their movements with a stopwatch.He realized he could reduce the distance workers walked to complete a process by simply changing the direction of flow of the product.Which element of Frank and Lillian Gilbreth's work is this an example of?
A) They used motion studies to eliminate unnecessary or repetitive motions from work.
B) They proved the effectiveness of nonfinancial motivators in convincing workers to strive for organizational goals.
C) They realized how the principles of sociology applied to worker performance.
D) They identified the four functions managers perform. Answer: A
Q3) Henri Fayol classified management functions into five categories.
A)True
B)False
Answer: True
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4
Chapter 3: Organizational Environments and Cultures
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Sample Questions
Q1) Which of the following is a characteristic of successful organizational cultures?
A) unions
B) advocacy
C) involvement
D) competition
Answer: C
Q2) Briefly differentiate the two basic approaches used for monitoring customers. Answer: There are two basic strategies for monitoring customers: reactive and proactive.Reactive customer monitoring consists of identifying and addressing customer trends and problems after they occur.Listening closely to customer complaints is one good way to do this.Proactive customer monitoring,on the other hand,entails trying to sense events,trends,and problems before they occur (or before customers complain).
Q3) External environments are the forces and events outside a company that have the potential to influence or affect it.
A)True
B)False
Answer: True
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Chapter 4: Ethics and Social Responsibility
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Sample Questions
Q1) Identify and briefly describe Kohlberg's three phases of moral development.
Q2) What written test estimates honesty by directly asking job applicants what they think or feel about theft or about punishment of unethical behaviours?
A) situational-based integrity test
B) personality-based integrity test
C) behavioural integrity test
D) overt integrity test
Q3) Ethics is the set of moral principles or values that defines right and wrong for a person or group.
A)True
B)False
Q4) Refer to the Narrative 4-3.Who are the primary stakeholders for Gap?
A) the television networks that show its commercials
B) local radio stations that run ads about sales
C) its customers
D) special interest groups that think Gap is not accurately depicting women
Q5) Why should companies,like Canadian Tire,establish business conduct compliance programs?
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Chapter 5: Planning and Decision Making
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Q1) Briefly identify the two types of conflicts that may spontaneously occur in group decision-making situations.Comment on the probable effectiveness of group decisions given each type of conflict.
Q2) An Australian manufacturer of skis and snowboards wants to increase awareness of its brand in the Canadian market.A plan to accomplish this objective might be to host a series of skiing and snowboarding competitions in the Canadian Rockies to raise brand awareness.What type of plan is this?
A) contingency
B) single-use
C) visionary
D) tactical
Q3) Which type of planning leaves commitments open by maintaining slack resources?
A) options-based planning
B) learning-based planning
C) traditional planning
D) operant planning
Q4) S.M.A.R.T.goals are Specific,Meaningful,Active,Reachable,and Timely.
A)True
B)False
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Chapter 6: Organizational Strategy
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Sample Questions
Q1) By which of the following actions can companies achieve growth?
A) by shrinking the scope of their business
B) through direct expansion of its operations
C) by deleting all cash cows from their portfolios
D) by maintaining only stars in their portfolios
Q2) An analysis of an organization's external environment begins with an assessment of the company's distinctive competencies and core capabilities.
A)True
B)False
Q3) Deutsche Bank became the world's largest bank through mergers with Bankers Trust,a transatlantic banking operation.Considering both banking companies had similar core capabilities,what is this an example of?
A) related differentiation
B) related diversification
C) integrated acquisition
D) competency acquisition
Q4) Differentiate between competitive inertia and strategic dissonance.
Q5) List the four different adaptive strategies.Explain the reasons that one tends to have poorer performance than the others.
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Chapter 7: Innovation and Change
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Sample Questions
Q1) Through which of the following processes does an innovation stream move from one technology cycle to another?
A) technological substitution
B) technological variation
C) technological continuity
D) technological selection
Q2) Which term refers to the individual who is formally in charge of guiding a change effort?
A) change ombudsperson
B) staff moderator
C) change mentor
D) change agent
Q3) Resistance to change results from organizational factors,such as the absence of promotion guidelines,bonuses,and praise.
A)True
B)False
Q4) What are innovation streams? Describe a typical innovation stream.
Q5) Identify and briefly describe the three steps involved in the process of managing organizational change,as defined by Kurt Lewin.
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Chapter 8: Global Management
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Sample Questions
Q1) Which of the following regional trade agreements liberalizes trade between countries more than any other such agreement?
A) Maastricht Treaty of Europe
B) Association of South East Nations
C) Asia-Pacific Economic Cooperation agreement
D) North American Free Trade Agreement
Q2) The people who live on the island of Malta are described as happy-go-lucky people who are comfortable with an unstructured life and who deal well with sudden changes.According to Hofstede's cultural differences,which of the following characterizes the people of Malta?
A) a culture based on equity
B) a culture with a low degree of uncertainty avoidance
C) a culture based on inequity
D) a culture with a high degree of uncertainty avoidance
Q3) Explain how the concepts of global consistency and local adaptation are relevant to success of a global business.Give one example of a good or service that would be likely to succeed with the use of global consistency.Give one example of a good or service that would be likely to succeed with the use of local adaptation.
Q4) Briefly explain how companies can assess the growth potential of new markets.
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Chapter 9: Designing Adaptive Organizations
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Sample Questions
Q1) In certain organizations,the normal procedure for dealing with any matter lying outside the boundaries of one individual's functional responsibility is handled one of two ways.One is to refer it to the point in the system where such responsibility is known to reside.Failing that,the matter is brought before one's superior.What type of organization is described?
A) centralized
B) mechanistic
C) departmentalized
D) organic
Q2) Anthony feels that he should focus on what he does well which is coaching executives to be more productive.Rather than trying to do all the marketing,accounting,and other administrative functions himself,he hires professionals do these for him.What type of organization did Anthony convert his business into?
A) modular
B) virtual
C) boundaryless
D) network
Q3) List and briefly describe the two approaches that companies can use to redesign internal processes.
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Page 11
Chapter 10: Leading Teams
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Sample Questions
Q1) When are teams typically required?
A) when tasks are simple
B) when tasks require multiple perspectives
C) when synergy will complicate the problem solution process
D) when the company has very limited resources
Q2) In which of the following is the highest level of team autonomy found?
A) self-managing teams
B) self-designing teams
C) semiautonomous work groups
D) employee involvement teams
Q3) Companies are making greater use of teams because teams have been shown to increase (1)customer satisfaction,(2)product and service quality,(3)speed and efficiency in product development,and (4)employee job satisfaction.
A)True
B)False
Q4) In many industries,teams are growing in importance because they help organizations respond to specific problems and challenges.
A)True
B)False
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Chapter 11: Managing Human Resource Systems
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Sample Questions
Q1) The CEO opened the nationwide sales-force meeting with a crude,sexually explicit joke about Foreign Legion soldiers.What was this an example of?
A) an unwelcome sexual advance
B) adverse impact discrimination
C) demographic discrimination
D) sexual harassment
Q2) What is the Canadian legal system based on?
A) the Canadian Labour Code
B) the Constitution Act of 1867
C) the British Colonial Law of 1803
D) the French Colonial Law of 1755
Q3) What should managers do to minimize the problems inherent in firing employees?
A) Before firing employees, managers should give them a chance to improve.
B) Managers should keep moving an unproductive employee to different positions until they become productive.
C) Managers should never fire employees in private.
D) While written records are not necessary, managers should verbally report the reason for the firing to the human resource department.
Q4) List and briefly define the three basic kinds of compensation decisions.
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Chapter 12: Managing Individuals and a Diverse Workforce
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Sample Questions
Q1) Refer to the Narrative 12-2.Wal-Mart has 65 percent female employees,and women comprise just 41.3 percent of its management trainees,35.7 percent of its assistant managers,22.8 percent of its co-managers,and 14.3 percent of its store managers.What does this indicate the giant retailer might have?
A) an organizational roadblock
B) a diversity bottleneck
C) a missing key
D) a glass ceiling
Q2) Assa Abloy is the world's biggest manufacturer of locks.It makes both Yale and Chubb brand locks.When it looked at its employee composition,it discovered that it had created a "two-humped camel." Its workers were either over 50 or under 30,because the company had done little hiring during the 1980s and 1990s.What was needed to get these two groups to respect each other's work abilities?
A) discrimination heterogeneity
B) social integration
C) organizational plurality
D) acculturation
Q3) What is organizational plurality? Define the paradigm for managing diversity with which it is associated.
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Page 14
Chapter 13: Motivation
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Sample Questions
Q1) What are the two basic kinds of inequity?
A) performance and situational inequities
B) under-reward and over-reward
C) balanced and unbalanced rewards
D) intrinsic and extrinsic inequities
Q2) What is the term for the set of rules regarding reinforcement contingencies,such as which behaviours will be reinforced,which consequences will follow those behaviours,and the timeline by which those consequences will be delivered?
A) contingency of reinforcement
B) instrumentality of reinforcement
C) schedule of reinforcement
D) expectancy of reinforcement
Q3) Explain the relationship posited by industrial psychologists between motivation and job performance.Use examples from your readings or experiences to indicate how one or more of the specific motivational models described in this chapter might integrate with the industrial psychology model to provide a fuller understanding of work performance.Cite three implications for managers based upon your analysis.
Q4) Define expectancy theory.Identify the theory's three key concepts.
Q5) Describe goal-setting theory.Briefly identify the theory's basic components.
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Chapter 14: Leadership
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Sample Questions
Q1) Define leadership and management.Explain how leaders and managers approach their jobs differently.
Q2) Robert is the receiving manager of a housewares distribution company.A shipment of electric can openers arrives and he learns some may have defective electrical cords.Even though the shipment is required for a large customer order,unlike past receiving managers,Robert does not accept the shipment until the manufacturer can verify which items are defective so he can be sure none of these are shipped to the customer.What kind of visionary leadership does Robert exhibit?
A) ethical charismatic
B) unethical charismatic
C) transformational
D) transactional
Q3) Which approach to implementing Fiedler's contingency theory in the workplace has proven effective?
A) accurately measuring and matching leaders to situations
B) teaching managers how to change situational favourableness
C) adopting an arbitrary definition of situations
D) hiring only supervisors with appropriate leadership traits
Q4) Identify and define the components of visionary leadership.
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Chapter 15: Managing Communication
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Sample Questions
Q1) What are the two primary types of grapevine communication networks?
A) vertical and horizontal
B) upward and downward
C) departmental and organizational
D) cluster and gossip
Q2) Refer to the Narrative 15-2.JetBlue Airlines founder and CEO David Neeleman and company president Dave Barger speak with every new "class" of employees as they come through JetBlue's structured orientation process.Which type of communication is this an example of?
A) informal
B) formal
C) upward
D) horizontal
Q3) What is organizational silence? Why does it occur? What should managers do about it?
Q4) Horizontal communication flows among managers and workers who are at the same organizational level.
A)True
B)False
Q5) Briefly differentiate between active listening and empathetic listening.
Page 17
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Chapter 16: Control
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Q1) What is economic value added (EVA)? Why is it so important in comparison to the traditional approach to controlling financial performance?
Q2) Why is economic value added (EVA)so important?
A) EVA demonstrates the importance of a business or subset of a business to customers.
B) EVA makes managers at all levels pay much closer attention to how they run their segment of the business.
C) EVA causes managers and workers to maintain the status quo.
D) EVA determines whether a business or unit of a business is a star, question mark, cash cow, or dog, and the necessary action to follow.
Q3) List the steps in the basic control process.Explain how you would respond to the statement that follows: "Control is a process that should be employed intermittently."
Q4) How may companies determine standards?
A) by benchmarking other companies
B) by implementing vertical loading
C) by using outsourcing
D) by taking corrective action
Q5) Explain the term cybernetic and its relevance to the control process.
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Page 18
Chapter 17: Managing Information in a Global World
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Q1) Which term is best used to define pages listing all of the felony crimes perpetrated in New York during the last decade?
A) a resource allocation table
B) traditional knowledge
C) raw data
D) perceived knowledge
Q2) Sarah sells advertising space for a fashion magazine.To schedule a client's advertisement,Sarah is able to access the company's media department when she is with the client.She can place the ad right into a magazine page so the client can see exactly what it will look like and where on the page it will be positioned.What technology does Sarah use to accomplish this?
A) corporate portals
B) extranets
C) expert systems
D) virtual private networks
Q3) The first airline that was able to allow passengers to buy their plane tickets and reserve their seats online had first-mover advantage.
A)True
B)False
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Page 19
Chapter 18: Managing Service and Manufacturing Operations
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Sample Questions
Q1) Higher productivity is good not only for individual companies that achieve it,but also for the countries in which they do business.
A)True
B)False
Q2) ISO 14000 is a series of international standards for managing,monitoring,and minimizing an organization's harmful effects on the environment.
A)True
B)False
Q3) What is the term for restoring customer satisfaction to strongly dissatisfied customers?
A) service recovery
B) service enhancement
C) customer focus
D) customer re-engineering
Q4) The five characteristics that typically distinguish a quality service are reliability,tangibles,responsiveness,assurance,and empathy.
A)True
B)False
Page 20
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