Management Concepts and Applications
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Course Introduction
This course provides an in-depth introduction to the fundamental principles and functions of management, focusing on the roles of planning, organizing, leading, and controlling within various organizational contexts. Students will explore the evolution of management theories, the dynamics of decision-making, motivation, communication, and teamwork, as well as contemporary issues affecting managers in the modern business environment. Through the analysis of real-world case studies and interactive projects, learners will gain practical skills to apply management concepts and tools effectively, preparing them for leadership roles in diverse organizational settings.
Recommended Textbook
Modern Management Concepts and Skills 13th Edition by Samuel C. Certo
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Page 2
Chapter 1: Introducing Modern Management
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Sample Questions
Q1) Jacob,an upper-level manager,recently saw a project fail because he did not establish objectives for all important organizational areas during the initial stages.Jacob made a mistake during the ________ stage of the management process.
A)organizing
B)influencing
C)controlling
D)monitoring
E)planning
Answer: E
Q2) Providing recognition for achievements and contributions,and developing skill and confidence of organization members are change-related activities.
A)True
B)False
Answer: False
Q3) Human skills,unlike technical skills,involve the ability to see the organization as a whole.
A)True
B)False
Answer: False
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Page 3
Chapter 2: Managing
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Sample Questions
Q1) One conclusion of the Hawthorne studies was that social groups in organizations could effectively exert pressure to influence individuals to disregard monetary incentives.
A)True
B)False
Answer: True
Q2) Which of the following is true of Henry Gantt's method of management?
A)The Gantt scheduling chart was found to be impractical and has fallen into disuse.
B)It gave less importance to the human side of production than F.W.Taylor's method.
C)Gantt believed that worker compensation should correspond only to production.
D)He considered that studying employee motivation was the role of scientific management.
E)It dealt with lower-level management analysis and not comprehensive analysis.
Answer: E
Q3) The primary investigative tool in F.W.Taylor's research was motion study.
A)True
B)False
Answer: False
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Chapter 3: Managers and Society
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Sample Questions
Q1) A whistle-blower is ________.
A)the employee who reports the alleged activities of the firm
B)the customer who files a product liability suit against the firm
C)the business lawyer who protects the firm against lawsuits
D)the employee who performs the unethical or illegal activity in the firm
E)the manager who protects the employee who reports the alleged activities of the firm
Answer: A
Q2) The utilitarian standard advocates the view that people should act in a way they would expect others to act toward them.
A)True
B)False
Answer: False
Q3) How do you define ethics in business?
Answer: In business,ethics can be defined as the capacity to reflect on values in the corporate decision-making process,to determine how these values and decisions affect various stakeholder groups,and to establish how managers can use these observations in day-to-day company management.
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Chapter 4: Management and Diversity
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Sample Questions
Q1) What is diversity and what are the advantages of a diverse workforce?
Q2) Which of the following is true regarding older workers?
A)They avoid working nontraditional schedules.
B)They do not make good mentors.
C)They increase benefits cost to the organization.
D)They are more open to change.
E)They have adequate technology experience.
Q3) Which of the following statements is an instance of stereotyping?
A)Jerry's Garage has an unwritten policy not to hire Hispanic workers as the management believes that they are unreliable.
B)PBJ Inc.only hires candidates with a high-school diploma as the company processes require a certain level of literacy.
C)Sunshine Sales hires a majority of Spanish-speaking salespeople,as it has a large market among the Hispanic population.
D)The U.S.branch of Golden Dragon Productions prefers to hire Chinese workers as the management feels that they best reflect the organization values.
E)Divya's Designs is a bridal boutique that focuses on Indian outfits and caters mainly to Indian clientele.
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Chapter 5: Managing in the Global Arena
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Sample Questions
Q1) Third-country nationals are organization members who are citizens of the country in which the facility of a foreign-born organization is located.
A)True
B)False
Q2) Discuss the three types of organizational members found in multinational corporations.
Q3) Why do managers make foreign investments? What are the risks involved in this?
Q4) In ascending order,what are the different types of organizations involved in the international arena?
A)domestic,international,multinational,transnational
B)international,transnational,domestic,multinational
C)multinational,domestic,transnational,global
D)transnational,international,multinational,domestic
E)domestic,multinational,transnational,international
Q5) Domestic organizations essentially operate within a single country.
A)True
B)False
Q6) What are the six stages of multinationalization? What activities does a company perform at each stage?
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Chapter 6: Management and Entrepreneurship
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Sample Questions
Q1) The Internet allowed Netflix to offer customers a new way to rent DVDs and video games.This is an example of ________.
A)new markets
B)new raw materials
C)new methods of production
D)new methods of organizing
E)new products
Q2) ________ allow entrepreneurs to produce goods or services at lower costs,which allows the entrepreneurs to satisfy the needs of customers more effectively.
A)New markets
B)New raw materials
C)New methods of production
D)New methods of organizing
E)New products
Q3) Exploitation exists when entrepreneurs overestimate the extent to which they can control the outcome of an opportunity.
A)True
B)False
Q4) Explain feasibility analysis.
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Chapter 7: Principles of Planning
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Sample Questions
Q1) One of the primary advantages of management by objectives (MBO)is that
A)it saves time
B)it is an easy process
C)it gains employee commitment
D)it reduces the volume of paper work
E)it places the responsibility of goal attainment solely on managers
Q2) Alternatives to reach an organizational objective are based on assumptions known as ________.
A)objectives
B)missions
C)goals
D)premises
E)priorities
Q3) Which of the following is NOT a guideline for establishing quality objectives?
A)Let people responsible for attaining objectives have a voice in setting them.
B)State objectives as specifically as possible.
C)Pinpoint expected results.
D)Set objectives that are not related to other organizational objectives.
E)Specify when goals are expected to be achieved.
Q4) Describe the steps in the planning process.
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Chapter 8: Making Decisions
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Sample Questions
Q1) The nominal group technique of decision making begins with ________.
A)members presenting their individual ideas orally
B)the entire group discussing their ideas simultaneously
C)group members writing down individual ideas on the matter being discussed
D)members writing their ideas on a board for all other members to see
E)a secret ballot which allows members to support their favorite ideas without fear
Q2) Groupthink is a group decision-making process in which group decisions can be of higher quality than individual decisions thanks to the the group members' efforts to maintain friendly relationships among themselves.
A)True
B)False
Q3) Employees are more likely to be committed to a decision reached through consensus.
A)True
B)False
Q4) What is bounded rationality?
Q5) All decisions are categorized into programmed and nonprogrammed decisions. A)True B)False
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Chapter 9: Strategic Planning: Strategies, Tactics, and Competitive Dynamics
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Sample Questions
Q1) Strategy is the end result of strategic planning.
A)True
B)False
Q2) Lobbying efforts by interest groups and progress on the passage of laws are examples of the ________ component of the general environment.
A)social
B)political
C)legal
D)technological
E)international
Q3) What is the BCG Growth-Share Matrix? Explain what stars,question marks,cash cows,and dogs are.According to the BCG Growth-Share Matrix,what should managers do with each of these?
Q4) The commitment principle is a management guideline that advises managers to totally commit themselves to strategic planning.
A)True
B)False
Q5) What is competitive dynamics? Briefly describe the factors that influence a firm's action or reaction?
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Chapter 10: Fundamentals of Organizing
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Sample Questions
Q1) It is recognized today that the bureaucratic approach without an appropriate emphasis on the human variable is almost certainly a formula for organizational failure.
A)True
B)False
Q2) Bureaucracy can be characterized as a management system with detailed procedures,rules,and a clearly outlined organizational hierarchy with impersonal relationships among organization members.
A)True
B)False
Q3) Which of the following is an advantage of departmentalizing by matrix?
A)It clarifies the power structure within the firm.
B)It helps employees prioritize responsibilities.
C)It facilitates coordination across projects.
D)It allows firms to achieve unity of command.
E)It allows firms to pool human resources for short-term and long-term projects.
Q4) Henri Fayol recommends that businesses avoid red tape,regulations,and paperwork when organizing resources.
A)True
B)False
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Chapter 11: Responsibility, Authority, and Delegation
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Sample Questions
Q1) The most significant factor in determining whether an organization will have staff personnel is ________.
A)the size of the organization
B)the qualifications of the workers
C)the type of industry
D)the degree of centralization in the organization
E)the nature of the products and service produced
Q2) The three main types of authority that can exist within an organization are
A)line authority,staff authority,and formal authority
B)staff authority,informal authority,and formal authority
C)line authority,staff authority,and functional authority
D)line authority,functional authority,and formal authority
E)formal authority,informal authority,and functional authority
Q3) Delegation is the process of assigning job activities and related authority to specific individuals in the organization.
A)True
B)False
Q4) Describe the functional similarity method of dividing job activities.
Q5) Explain the concepts of line,staff,and functional authority.
Page 13
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Chapter 12: Human Resource Management
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Sample Questions
Q1) What is the role of training in providing appropriate human resources to an organization?
Q2) ________ is a performance appraisal method in which individuals appraising performance rank several employee qualities and characteristics on a continuum.
A)Free-form essay
B)Forced ranking
C)Critical-form essay
D)Rating scale
E)Forced distribution
Q3) Write a short essay on the process of recruitment.
Q4) ________ are training vehicles for assigning a particular task to an individual to furnish him or her with experience in a designated area.
A)Virtual teams
B)Cross-functional teams
C)Special project committees
D)Geographically dispersed teams
E)New product committees
Q5) What are the various sources of human resources available to recruiters outside an organization?
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Chapter 13: Organizational Change: Stress,Conflict and Virtuality
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Sample Questions
Q1) Which of the following conflict resolution techniques assumes that some conflicts are win-win conflicts?
A)avoiding
B)compromising
C)forcing
D)negotiating
E)resolving
Q2) An unstable organization with high capability to adapt is characterized by moderate probability of success.
A)True
B)False
Q3) Which of the following is a conflict resolution strategy where parties to the conflict settle on a solution that gives both of them part of what they wanted?
A)compromising
B)negotiating
C)avoiding
D)resolving
E)adjudication
Q4) Briefly explain the dynamics of organizational change and stability.
Page 15
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Chapter 14: Influencing and Communication
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Q1) Malcolm,an accounts clerk,is all set make a presentation on how his team can improve their productivity by changing certain work practices.His manager asks the employees not to be too critical of Malcolm's suggestions and to avoid arguing with him.The manager most likely said this because being critical ________.
A)will increase the amount of time Malcolm will need to finish his presentation
B)will only annoy the other people attending the presentation
C)will put Malcolm on the defensive
D)will confuse people about the ideas and suggestion put forth E)will reduce the level of group cohesiveness
Q2) In order to be a good listener,one should avoid asking questions.
A)True
B)False
Q3) In which of the following grapevine patterns does information travel only to selected individuals?
A)single-strand
B)gossip
C)probability
D)serial
E)cluster
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Page 16
Chapter 15: Leadership
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Sample Questions
Q1) When most individuals join an organization,they are unable to solve task-related problems independently.According to the life cycle theory,which of the following is the appropriate leadership style for these individuals?
A)low task and low relationship
B)low task and high relationship
C)high task and high relationship
D)high task and low relationship
E)moderate task and relationship behavior
Q2) According to Tannenbaum and Schmidt,one extreme of the continuum is boss-centered leadership where ________.
A)the manager presents tentative decisions as subject to change
B)the manager sells decisions to subordinates
C)the manager defines limits and asks the group to make the decision
D)the manager presents ideas and invites questions
E)the manager makes the decision and announces it to the subordinates
Q3) Consideration behavior is any leadership activity that delineates the relationship between the leader and the leader's followers.
A)True
B)False
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Page 17
Chapter 16: Motivation
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Sample Questions
Q1) The difference between needs-goal theory and Vroom's expectancy theory is that Vroom's theory ________.
A)addresses the issue of motivation strength
B)considers issues of equity
C)separates motivators into intrinsic and extrinsic rewards
D)establishes a hierarchy of needs
E)deals with how needs are "acquired"
Q2) A reward that consists of the elimination of an undesirable consequence of behavior is ________.
A)punishment
B)negative reinforcement
C)exemption
D)omission training
E)immunity
Q3) Maslow's Hierarchy of Needs has been criticized because ________.
A)it is questionable whether human needs can be arranged in such a hierarchy
B)the model is too complicated
C)no one ever reaches self-actualization
D)research suggests that esteem needs should be above all other needs
E)it is too objective a description of human needs
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Chapter 17: Groups and Teams
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Sample Questions
Q1) Contemporary work teams in the United States evolved out of the problem-solving teams based on ________.
A)scientific management principle
B)time and motion studies
C)assembly line models
D)Japanese-style quality circles
E)contingency approach
Q2) Which of the following is least accurate regarding groups?
A)They are found in all organizations.
B)An understanding of groups can help managers raise the probability that the groups will cause desirable consequences for the organization.
C)Groups inevitably form in all facets of organizational existence.
D)Groups invariably cause desirable consequences within the organization.
E)Groups are characterized by a size small enough to permit each member to communicate with all other members on a face-to-face basis.
Q3) Cross-functional team members are from the same department within the organization.
A)True
B)False
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Page 19
Chapter 18: Managing Organization Culture
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Sample Questions
Q1) Mark is an intern with Preston and Southend,a law firm.He finds that the senior employees are highly involved in the training and acquaintance of younger staff within the organization.The firm also displays a high degree of commitment towards employees and resembles a close-knit family,with emphasis placed on teamwork and shared values.What type of organization is prevalent in Preston and Southend?
A)clan culture
B)adhocracy culture
C)hierarchy culture
D)market culture
E)bureaucracy culture
Q2) Which of the following activities is a manager most likely to perform if he or she is from an organization with a hierarchy culture?
A)give employees regular feedback on how well they are performing jobs
B)hold people accountable for generating innovative ideas
C)talk to people about their new ideas and what they expect the results of ideas could be
D)reward those who come up with new ways to perform work
E)make continuous improvement a feature of the workplace
Q3) Briefly explain the concept of organizational commitment.
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Page 20
Chapter 19: Encouraging Creativity and Innovation
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Q1) Creative thinking under extreme time pressure is more likely when people feel as if they are on ________.
A)a shoestring
B)a tight leash
C)a mission
D)an expedition
E)a treadmill
Q2) Which of the following statements best corresponds to the inventing step of the innovation process?
A)Google decides to create Buzz in response to competition from Facebook and other social networking sites.
B)Google's team creates APIs for third-party applications.
C)Google releases the beta version of Buzz for usability testing.
D)Google rolls out final code complete version of Buzz for users,rid of bugs and defects.
E)Google continues to add newer features and widgets to the Buzz platform and addresses user concerns.
Q3) Give a short description of the concept of "innovation."
Q4) Describe the importance of creativity in organizations.
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21
Chapter 20: Controlling, Information, and Technology
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Sample Questions
Q1) Data refers to the set of conclusions derived from the analysis of facts and figures that relate to the operation of an organization.
A)True
B)False
Q2) Operational control decisions relate to determining organizational objectives and designating the corresponding action necessary to reach them.
A)True
B)False
Q3) "Paralysis by analysis" is generally caused by ________.
A)information overload
B)insufficient information
C)lack of timely information
D)inappropriate information
E)data contamination
Q4) What are the challenges faced by executives in managing the IS workforce?
Q5) Since information is central to all organizational decision making,there is no such thing as too much information.
A)True
B)False
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Chapter 21: Production and Control
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Sample Questions
Q1) ________ is a technique that assists in monitoring production processes.
A)Process control
B)Break-even analysis
C)Ratio analysis
D)Production process
E)Cost control
Q2) James believes that involving all company employees in quality control would help them obtain better ideas on how to solve quality problems.It would also help the firm improve employee morale.Which of the following strategies should he use for this purpose?
A)quality circles
B)Six Sigma
C)flexible manufacturing
D)statistical quality control
E)quality assurance
Q3) The fixed-position layout is one in which the resources are stationary while the products flow from one resource to another.
A)True
B)False
Q4) Briefly describe JIT inventory control.
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