Management and Organizational Theory Exam
Bank
Course Introduction
This course explores fundamental concepts and frameworks in management and organizational theory, examining how organizations are structured, operate, and evolve in dynamic environments. Students will study classical and contemporary management theories, organizational design, leadership styles, decision-making processes, motivation, communication, and change management. Emphasis is placed on understanding how human behavior, culture, and external forces influence organizational effectiveness. Through case studies, discussions, and practical applications, participants will develop critical analytical skills to assess organizational challenges and formulate effective management strategies in diverse settings.
Recommended Textbook
Management Leading and Collaborating in a Competitive World 12th Edition by Bateman
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18 Chapters
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Page 2
Chapter 1: Managing and Performing
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126 Verified Questions
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Sample Questions
Q1) The change from a local to a global marketplace is
A)irrelevant to today's business environment.
B)irreversible.
C)not necessary to remain competitive.
D)slowing down.
E)eliminating business challenges.
Answer: B
Q2) Identify and describe one decisional role, one informational role, and one interpersonal role that managers fulfill.
Answer: Answers will vary.
Q3) Goodwill stemming from social relationships is called A)social empathy.
B)social capital.
C)emotional intelligence.
D)emotional capital.
E)social value.
Answer: B
Q4) Discuss the various management skills in relation to their requirement at the various management levels.
Answer: Answers will vary.
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Chapter 2: The External and Internal Environments
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Sample Questions
Q1) Organizations are _____ systems, which means that they are affected by and in turn affect their external environments.
A)input
B)output
C)open
D)closed
E)social
Answer: C
Q2) The spreadsheet that Lupe uses gives her a chance to examine different projections, which is a form of _____.
A)divestiture
B)strategic maneuvering
C)domain selection
D)benchmarking
E)scenario development
Answer: E
Q3) Summarize the different approaches of strategic maneuvering that organizations can take to change the environment they are in.
Answer: Answers will vary.
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Page 4
Chapter 3: Managerial Decision Making
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Sample Questions
Q1) Which of the following statements about brainstorming is true?
A)Criticism of ideas during the session produces better results.
B)Praise of ideas during the session produces better results.
C)The group should generate as many ideas as possible.
D)Each person keeps his or her ideas private until the end of the session.
E)Participants should avoid building on previous ideas.
Answer: C
Q2) The _____ model of decision making occurs when people aren't sure of their goals, or disagree about the goals, and likewise are unsure of or in disagreement about what to do.
A)bounded rationality
B)incremental
C)coalitional
D)garbage can
E)crisis
Answer: D
Q3) Briefly identify and describe the constraints that you might face if you act as an organizational decision maker.
Answer: Answers will vary.
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Page 5
Chapter 4: Planning and Strategic Management
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Sample Questions
Q1) Which of the following steps in the basic planning process does the CEO perform when he closely watches the sales structures in the next six months?
A)Monitor and control
B)Implementation
C)Situational analysis
D)Goal and plan evaluation
E)Goal and plan selection
Q2) A set of procedures for making decisions about an organization's long-term goals and strategies is known as
A)environmental scanning.
B)strategic maneuvering.
C)strategic planning.
D)tactical planning.
E)operational planning.
Q3) Explain why the practice of benchmarking is of limited helpfulness.
Q4) To be effective, goals should have open-ended completion times.
A)True
B)False
Q5) List and explain the major components of internal environmental analysis.
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Chapter 5: Ethics, Corporate Responsibility, and Sustainability
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Sample Questions
Q1) Build a case for the convergence of profit maximization and corporate social responsibility.
Q2) Define transcendent education and explain the five higher goals associated with it.
Q3) Who often suffers the most when corporations behave unethically?
A)The top executives
B)The consumers
C)The rank-and-file employees
D)The corporation lawyers
E)The board of directors
Q4) An ethics program that is designed by corporate counsel to detect, prevent, and punish legal violations is called a(n) _____ ethics program.
A)life-cycle-based
B)compliance-based
C)integrity-based
D)sunshine-framework
E)responsibility-based
Q5) Explain how environmental issues and sustainability can be business opportunities rather than burdens.
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Chapter 6: International Management
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Sample Questions
Q1) _____ is an arrangement by which an organization in another country buys the rights to manufacture a company's product in its own country for a negotiated fee.
A)Franchising
B)International licensing
C)Entering a joint venture
D)Exporting
E)Patenting
Q2) Which of the following has been an unexpected effect of offshoring?
A)Companies who use offshoring find that their travel costs decrease.
B)Energy costs for the company rise, increasing the benefits of offshoring.
C)Wages in the foreign countries rise, reducing the expected cost savings.
D)It helps reduce wage stagnation of workers in the home country.
E)It has reversed the trend of increased automation.
Q3) Summarize the benefits and challenges that have occurred because of European unification.
Q4) Family issues are the main reason for expatriates to return home early.
A)True
B)False
Q5) Explain the consequences of the increasing integration of the global economy.
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Chapter 7: Entrepreneurship
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Sample Questions
Q1) Which of the following business models does Brawdcast.com use?
A)The advertising support model
B)The intermediary model
C)The affiliate model
D)The subscription model
E)The transaction fee model
Q2) Margo works in the software development team for a large corporation. Her employer encourages employees to pursue new ideas on company premises and therefore she has a side project involving applications for small kitchen appliances. In this scenario, Margo's employer appears to support ____.
A)bootlegging
B)skunkworks
C)spin-offs
D)delegation
E)corporate espionage
Q3) Explain the procedure a manager has to follow to build support for his or her project idea.
Q4) Contrast entrepreneurship and intrapreneurship.
Q5) Discuss the role of the economic environment in entrepreneurship.
Q6) Contrast the roles of business incubators and business accelerators.
Page 9
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Chapter 8: Organization Structure
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Sample Questions
Q1) Casa Caliente Inc. was voted producer of the best hot sauce in its city. It soon expanded and now manufactures and distributes sauces, kitchen equipment, and specialty spices nationwide, with a separate department for each. Which of the following forms of departmentalization does Casa Caliente Inc. have?
A)Conglomerate
B)Horizontal
C)Geographic
D)Customer
E)Product
Q2) In Scenario A, each manager has ten supervisors who are required to report to him or her. This is an example of A)unity of command.
B)span of control.
C)corporate governance.
D)delegation.
E)concentration.
Q3) Contrast narrow span of control and wide span of control.
Q4) There are three coordination methods used for organizational integration. Describe and give examples of each.
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Chapter 9: Organizational Agility
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Sample Questions
Q1) List out five positive practices that firms can engage in to ease the pain and increase the effectiveness of downsizing.
Q2) Survivor's syndrome refers to the
A)loss of productivity and morale in employees who remain after downsizing.
B)guilt on the part of management for going ahead with the downsizing.
C)slump in market share after a new company enters the market.
D)lack of motivation in the people who got laid off to find new jobs.
E)distress experienced by employees who have been laid off.
Q3) A well-understood, well-developed _____ can enhance a company's responsiveness and competitiveness.
A)hierarchy
B)mechanistic organization
C)board of directors
D)bureaucracy
E)core capability
Q4) A value chain is the sequence of activities that flow from raw materials to the delivery of a good or service, with value subtracted at each step.
A)True
B)False
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Chapter 10: Human Resources Management
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Sample Questions
Q1) _____ is a process in which specific performance goals set by a subordinate and a supervisor must be reached within a given time period.
A)Span of control
B)Management by objectives
C)Employment-at-will
D)Unity of command
E)Benchmarking
Q2) What is job analysis? Discuss the differences between a job description and a job specification.
Q3) Which of the following is one of the concerns of human resources managers?
A)Managing employee layoffs
B)Understanding the needs of customers
C)Creating economies of scale
D)Improving the quality of products
E)Increasing sales
Q4) Recruitment involves decisions about whom to hire.
A)True
B)False
Q5) Explain in detail lay-offs and termination.
Q6) Differentiate internal and external recruiting.
Page 12
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Chapter 11: Managing the Diverse Workforce
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Sample Questions
Q1) As a development requirement for his new job, Fernando attended a seminar that focused on listening skills and giving and receiving feedback effectively when working with employees different from oneself. Fernando took part in role playing to practice these skills with other managers and employees, many with diverse backgrounds. This type of instruction is referred to as
A)skill modification.
B)skill building.
C)awareness training.
D)awareness building.
E)on-the-job training.
Q2) Conduct of a sexual nature that has negative consequences for employment is known as sexual
A)slavery.
B)assault.
C)sadism.
D)harassment.
E)orientation.
Q3) Contrast "managing diversity" and "affirmative action" and provide examples of each.
Q4) Give a brief history of diversity in the United States.
Page 13
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Chapter 12: Leadership
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Sample Questions
Q1) Which of the following is not one of the five important sources of power in an organization?
A)Legitimate power
B)Lateral power
C)Expert power
D)Reward power
E)Referent power
Q2) What traits are considered to be important in setting leaders apart from others?
Describe at least three.
Q3) The focus of the original LMX theory is primarily on the leader behaviors historically considered _____.
A)task performance
B)group maintenance
C)employee participation in decision making
D)exercise of coercive power
E)exercise of referent power
Q4) The best leaders are cautious or even reticent about showing people their appreciation.
A)True
B)False
Page 14
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Chapter 13: Motivating for Performance
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Sample Questions
Q1) Which of the following is true of negative reinforcement?
A)It involves administering an aversive consequence.
B)It refers to withdrawing or failing to provide a reinforcing consequence.
C)It refers to the tendency to conclude that despite the effort the outcome would be bad.
D)It involves removing or withholding an undesirable consequence.
E)It refers to the lack of interest in the outcome of performance.
Q2) Gordon is a hardworking employee at Havre Community Bank who has never been complimented or rewarded by his boss for doing his work well. As a result, Gordon never expects his good work to be recognized. According to the expectancy theory, Gordon's lack of expectation of being rewarded reveals
A)low valence for the outcome.
B)low instrumentality.
C)high instrumentality.
D)high valence for the outcome.
E)high expectancy.
Q3) Distinguish between negative reinforcement, punishment, and extinction. Give examples for each.
Q4) What are the limitations of goal setting?
Q5) Identify the similarities between Alderfer's and Maslow's needs theories.
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Chapter 14: Teamwork
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Sample Questions
Q1) Which of the following will help a manager create a work group that has high-performance norms and is cohesive?
A)Recruiting members with varied attitudes, values, and backgrounds
B)Presenting challenges from only within the team
C)Trying to keep the team as large as possible
D)Maintaining low entrance and socialization standards
E)Being a participative leader
Q2) A team that communicates electronically more than face to face is called a _____ team.
A)work
B)project and development
C)parallel
D)management
E)virtual
Q3) Which of the following is the best way to motivate a team?
A)Appointing an authoritarian group leader
B)Tying reward to team performance
C)Leaving the team goals open-ended
D)Allowing individuals to focus on personal goals
E)Assigning one group member the role of management informant
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Chapter 15: Communicating
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Sample Questions
Q1) In communication theory, perception is the process of
A)putting the meaning of a message into symbols.
B)sending a message along a communication channel.
C)imagining how the receiver will respond to a message.
D)receiving and interpreting information.
E)withholding, ignoring, or distorting information.
Q2) Which of the following is one of the ways to add power to presentations?
A)Avoiding the use of data
B)Practicing
C)Striving for and expecting perfection
D)Not taking questions
E)Avoiding eye contact
Q3) Harold heard that he would be receiving a promotion in the next two weeks from his colleague who had overheard Harold's boss talking on his cell phone. This type of communication is an example of _____ communication.
A)downward
B)semantic
C)grapevine
D)upward
E)formal
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Chapter 16: Managerial Control
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Sample Questions
Q1) Discuss the downside of bureaucratic control and describe an example of rigid bureaucratic behavior.
Q2) Briefly describe market control at the corporate level, business unit level, and individual level.
Q3) The debt-equity ratio is an example of a _____ ratio.
A)net working capital
B)profitability
C)leverage
D)current
E)liquidity
Q4) Grace has just reviewed a number of indicators of financial control for her firm. One that worries her indicates that the company may soon have trouble making loan payments and clearing its current accounts receivables. In this case, Grace is concerned about the _____ ratio.
A)profit and loss
B)profitability
C)leverage
D)net working capital
E)return on investment
Q5) Describe at least four different types of budgets that are frequently used.
Page 18
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Chapter 17: Managing Technology and Innovation
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Sample Questions
Q1) Flightera Inc. is in the process of deciding whether to develop a new automatic guidance system for its quadcopters or to get it from another company that specializes in that area. This is an example of a
A)make-or-buy decision.
B)licensing decision.
C)trade-off decision.
D)SWOT analysis.
E)benchmark analysis.
Q2) Explain the technology life cycle.
Q3) Whereas _____ focuses on key and perhaps some pacing technologies, _____ seeks out pacing and emerging technologies.
A)scanning; auditing
B)auditing; scanning
C)benchmarking; auditing
D)scanning; benchmarking
E)benchmarking; scanning
Q4) Briefly describe the five groups of adopters of a new technology.
Q5) Discuss the advantages and disadvantages of technology leadership.
Q6) Explain the concept of a disruptive innovation.
19
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Chapter 18: Creating and Leading Change
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Sample Questions
Q1) Discuss education and communication as a method for managing resistance to change. Identify its advantage and drawback.
Q2) Sarah noticed that whenever she told her employees that they needed to improve customer service, they paid little attention. She had the strong impression that they thought they were doing a good-enough job. In this particular instance, which of the following tactics would be the most effective at breaking their complacency?
A)Encouraging them more when she sees them doing something right
B)Talking even more specifically about the organization's weaknesses
C)Backing up her points with general principles rather than data
D)Putting them in direct contact with unhappy customers
E)Making the performance goals easier to attain
Q3) To successfully lead change, managers need to eliminate complacency which is caused by
A)the absence of visible resources.
B)high overall performance standards.
C)the management being too authoritative, rigid, and task-oriented.
D)the presence of a major and visible crisis.
E)insufficient performance feedback from external sources.
Q4) Explain the concept of "tyranny of the or."
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