Management Concepts
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Course Introduction
Management Concepts offers a comprehensive overview of the fundamental principles and practices that underpin effective organizational management. This course explores the evolution of management thought, key functions such as planning, organizing, leading, and controlling, and the roles and responsibilities of managers in todays dynamic business environment. Students will examine various management styles, decision-making processes, organizational structures, and strategies for motivating employees, as well as the impact of ethical considerations and globalization on management practices. By the end of the course, learners will have a solid foundation for understanding how organizations operate and the skills required to succeed in managerial roles.
Recommended Textbook
Management 1st Edition by Ranjay Gulati
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Page 2
Chapter 1: Introduction to Management
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Sample Questions
Q1) Through _____,senior leaders of a corporation meet with business unit managers to assess progress toward specific goals.
A) contingency planning
B) scientific management
C) strategic review process
D) scenario building
Answer: C
Q2) According to the contingent view:
A) organizations must be understood as systems of interdependent human beings.
B) jobs must be designed to improve productivity using industrial engineering methods.
C) coordination should take place through a strict hierarchy of authority.
D) the organization's structure should fit the firm's environment.
Answer: D
Q3) Managerial view is a business framework where the job of top managers is to produce the highest possible stock market valuation of the firm's assets.
A)True
B)False
Answer: False
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3
Chapter 2: The Global Business Environment
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Sample Questions
Q1) The consensus principle meant that foreign firms would be subject to the same rules and regulations as a country's domestic firms.
A)True
B)False
Answer: False
Q2) Which of the following countries was admitted to MERCOSUR in 2012 and is likely to increase the importance of fuel trade both within and outside the region?
A) Venezuela
B) Argentina
C) Paraguay
D) Brazil
Answer: A
Q3) Social values often pose a much lesser challenge than language barriers for a company wanting to expand globally.
A)True
B)False
Answer: False
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Chapter 3: Ethics and Corporate Social Responsibility
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Sample Questions
Q1) Maynard Inc. ,a construction company,planned to set-up operations in a foreign country.However,due to bureaucracy problems and paperwork delays in the local government offices,the company was unable to begin operations.The company distributed gifts and holiday vouchers to officials present in the local offices in order to speed up the paperwork.In this scenario,Maynard Inc.is:
A) engaged in bid-rigging.
B) engaged in whistle-blowing.
C) engaged in bribery.
D) engaged in moral discrimination.
Answer: C
Q2) Corporate social responsibility activities that are directly related to business activities so that they can combine social welfare with financial welfare are known as
A) accountable CSR
B) strategic CSR
C) inventive CSR
D) ethical CSR
Answer: B
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Chapter 4: Introduction to Strategy
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Sample Questions
Q1) Corporate-level strategy entails "how a company will compete in a given business and position itself among its competitors."
A)True
B)False
Q2) According to the Roman military strategists,strategy was considered as:
A) the manager's "game plan" to attain personal gain.
B) represented by the specific moves or actions their armies performed.
C) a plan of action designed to achieve a specific goal.
D) a plan not usually aimed at creating a military advantage.
Q3) According to Tzu,the process of gathering information was an integral component of developing strategy.
A)True
B)False
Q4) The vision of the firm is a definition of what activities the firm performs for its customers.
A)True
B)False
Q5) Describe the business-level strategy.
Q6) Outline the features of exporting.
6
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Chapter 5: Business-Level Strategy
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Sample Questions
Q1) The 5-Forces Model is one of the most important tools for evaluating the attractiveness of industries.
A)True
B)False
Q2) Describe the three strategies of competitive advantage.
Q3) _____ analysis separates a firm into its various activities to better understand total costs in the system and potential sources of firm differentiation.
A) SWOT
B) Value chain
C) Stakeholder
D) Trend
Q4) Which of the following statements,if true,is a characteristic of a powerful customer group?
A) The group purchases in lesser volumes relative to the supplier
B) The industry's products are clearly differentiated
C) Buyers can integrate backwards to produce the industry's product
D) Buyers face high switching costs in changing vendors
Q5) Define value chain analysis.Discuss the two activities of value chain analysis.
Q6) Outline the features of SWOT analysis.
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Chapter 6: Corporate-Level Strategy
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Sample Questions
Q1) _____ occurs when one corporation owns business units that make inputs for other business units in the same corporation.
A) Globalization
B) Franchising
C) Vertical integration
D) International diversification
Q2) Fine Electronics is a corporation that controls all aspects of its business such as extracting raw materials,manufacturing the products,distributing them,and finally marketing to customers.It manages these activities through several business units,where one unit provides inputs to the other.This is an example of _____.
A) unrelated diversification
B) vertical integration
C) strategic flexibility
D) franchising
Q3) Forward integration occurs when a firm owns or controls the customers or distribution channels for its main products.
A)True
B)False
Q4) Briefly explain the international scope test.
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Chapter 7: Organizational Design
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Sample Questions
Q1) Of the four activities that make a firm customer-centric,coordination involves:
A) using informal methods such as culture and incentives to encourage people in the organization to come together in the spirit of serving customers.
B) developing relationship with parties outside a firm to increase the value of the firm's offerings.
C) helping employees at a firm develop the right skills needed to better serve customers.
D) creating structural mechanisms at a firm that allow workers to organize their activities to focus more exclusively on creating value for customers.
Q2) Which of the following terms refers to a structure where both divisional and functional managers have equal authority in the organization?
A) Functional structure
B) Divisional structure
C) Matrix structure
D) Network structure
Q3) What is division of labor? Explain horizontal and vertical specialization.
Q4) Discuss organizational design and the life-cycle of a firm.
Q5) Outline the four customer-centric activities of an organization.
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Page 9
Chapter 8: Organizational Culture
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Sample Questions
Q1) _____ directly impact culture in the manner in which they encounter big problems,solve those problems,and see the effects of their solutions.
A) Suppliers
B) Competitors
C) Customers
D) Teams
Q2) Which of the following is a source from which a firm's culture develops?
A) The employees' skill set
B) The suppliers and customers
C) The organization's competitors
D) The founder of the organization
Q3) Which of the following statements about strong cultures is true?
A) Strong cultures often result in greater role ambiguity.
B) Strong cultures allow a company to run more smoothly and quickly.
C) Strong cultures lead to decreased performance in stable environments.
D) In strong cultures,there are low levels of agreement among employees.
Q4) Evaluate the importance of culture in mergers and acquisitions.
Q5) Describe any three elements that help to better understand a firm's culture.
Q6) Analyze the ways in which a strong culture can affect a firm's performance.
Q7) Discuss the role of founders in influencing a firm's culture.
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Chapter 9: Managing Human Capital
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Sample Questions
Q1) Analyze the common mistakes firms make with respect to their offshoring activities.
Q2) Which of the following statements is true about the different types of training?
A) Informal training programs,in particular,are easy to measure.
B) Formal training is seldom valuable to an employee's learning.
C) Informal training of employees includes coaching or mentorship.
D) Formal training often tend to be much more effective than informal training.
Q3) The main components of MBO are derived from goal setting and participation in decision making.
A)True
B)False
Q4) Which of the following requirements should be met for human resources to become a competitive advantage?
A) They must be easily imitable by other companies
B) They need to be substitutable by another resource
C) They must add value to the organization
D) They should exist outside of the company
Q5) The only way to increase pay in skill-based pay systems is to switch jobs.
A)True
B)False
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Chapter 10: Performance Management
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Sample Questions
Q1) The _____ perspective identifies the infrastructure and skills needed to carry out business processes,interact with customers,and achieve long-term financial growth.
A) customer
B) learning and growth
C) financial
D) business process
Q2) The factor that differentiates behavior and output is that:
A) outputs include the decisions of individual employees.
B) behavior is controlled at the local level.
C) outputs are more flexible and diverse.
D) behavior can be specified for an entire organization.
Q3) Which of the following is the first step involved in benchmarking?
A) Harvesting and analyzing data
B) Finding the best companies for each process
C) Identifying the processes to benchmark
D) Creating plans for improvement
Q4) Discuss TQM,Six Sigma and ISO 9000.
Q5) Define control cycle and explain how it is used to improve the firm's performance.
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Chapter 11: Organizational Change
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Sample Questions
Q1) Which of the following entities offers the most resistance in the implementation of change?
A) Values
B) Products
C) Rules
D) Customers
Q2) Innovative forces that usually appear in market peripheries and have attributes that only a small portion of the population currently value are referred to as _____.
A) sustainable technologies
B) core competencies
C) disruptive technologies
D) value propositions
Q3) Sustainable technologies usually have attributes that only a small portion of the population currently values.
A)True
B)False
Q4) Outline the different approaches to change.
Q5) List the characteristics of successful change leaders.
Q6) Discuss the factors causing resistance to organizational change.
Page 13
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Chapter 12: Leadership in Organizations
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Sample Questions
Q1) Which of the following is a core benefit of relations-oriented leadership style?
A) Improved performance
B) Employee satisfaction
C) Close monitoring
D) Clearer objectives
Q2) _____ skills refer to a leader's ability to understand the internal and external environments,use sound reasoning to make decisions,and communicate effectively.
A) Research
B) Technical
C) Financial
D) Cognitive
Q3) Social competency includes a leader's ability to be aware of how other people's attitudes are related to their behaviors.
A)True
B)False
Q4) Discuss the darker side of charismatic leaders.
Q5) Define transactional and transformational leadership styles.Identity their components.
Q6) Briefly describe task-oriented and relations-oriented leadership styles.
Page 14
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Chapter 13: Becoming a Leader: Knowing Yourself
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Sample Questions
Q1) High self-monitors are able to adapt and change their style according to the dictates of the situation.
A)True
B)False
Q2) Outline the components of emotional intelligence.
Q3) Which of the following individuals demonstrates internal locus of control?
A) Maria,an athlete,believed that it was only because of her weak opponents she was able to win the competition.
B) Monica,who was looking forward to something really important,got very anxious due to her perceived lack of control over the situation.
C) Tim,an employee who recently got promoted,thanked his manager and felt that he was lucky to be promoted.
D) William,a student,strongly believes that by putting extra effort and working hard he will be able to score good marks.
Q4) Based on their sense of personal control,externals prefer participatory supervisors who delegate.
A)True
B)False
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Page 15
Chapter 14: Power and Influence
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Sample Questions
Q1) Outline the different forms of interpersonal power.
Q2) Dependence asymmetry exists when a firm is more dependent on a business partner than a business partner is on a firm.
A)True
B)False
Q3) Which of the following individuals best represents a person with reward power?
A) Eric,the marketing head,is the deciding authority of various organizational activities and his employees have great respect for him.
B) Henry,a finance manager,often punishes his subordinates when they fail to follow the organization's rules and regulations.
C) Sonia,an executive,has a great personality and everyone in the organization respects and admires her for her intelligence.
D) Maria,a team lead,motivates her team members by giving them incentives and promotions on improved performance.
Q4) In an increasingly heterogeneous workplace,differences of opinion become more apparent.
A)True
B)False
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Chapter 15: Decision Making
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Sample Questions
Q1) The factor that distinguishes conditions of risk from conditions of uncertainty is that in conditions of risk:
A) individuals have all of the information they need to make the best possible decision.
B) individuals have information about the potential courses of action.
C) individuals have the information to make optimal decisions that are clear and obvious.
D) individuals have information about the possible outcomes for each course of action.
Q2) Bounded rationality refers to:
A) decisions being based on a certain starting point.
B) simple and straightforward rational decisions.
C) decisions made easily without any restrictions.
D) making decisions within a set of constraints.
Q3) Which of the following is the last step in rational decision making?
A) Computing the optimal decision
B) Rating each course of action on each of the objectives
C) Weighing the objectives according to importance
D) Identifying possible courses of action
Q4) List the actions that can help managers "de-bias" their judgements.
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Chapter 16: Conflict and Negotiation
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Sample Questions
Q1) In many cases,interpersonal conflict arises when there is competition among groups over scarce resources.
A)True
B)False
Q2) Conflict de-escalation occurs when:
A) individuals who are in conflict perceive a common enemy.
B) one person's negative behaviors encourage another person's negative behaviors.
C) the teams are diverse or there is a history of antagonism among individuals.
D) one party perceives the other as the enemy.
Q3) Which of the following is the first step involved in an effective negotiation process?
A) Evaluating the zone of possible agreement
B) Assessing the other party's best alternative to a negotiated agreement
C) Assessing one's best alternative to a negotiated agreement
D) Calculating the other party's reservation value
Q4) Conflict de-escalation occurs when one person's negative behaviors encourage another person's negative behaviors.
A)True
B)False
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18
Chapter 17: Leading Teams
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Sample Questions
Q1) Identify the behaviors of effective team leaders.
Q2) Tom,the head of human resources in an organization,is working on an important project for which he develops a team of five middle level managers one from each department-finance,IT,marketing,logistics,and the manufacturing department.The five managers will be reporting to Tom,who heads the team,and will coordinate among themselves to complete the project on time.This scenario shows that:
A) the managers belong to a functional team.
B) Tom has formed a horizontal team.
C) Tom has formed a geographically distributed team.
D) the managers belong to a self-directed team.
Q3) As the size of a team increases beyond 20 members,the tendency to collaborate increases as coordination activities increase.
A)True
B)False
Q4) The factor that differentiates work groups from teams is that work groups:
A) possess the authority to manage their own work processes.
B) involve individual accountability and clearly defined leadership.
C) involve individuals working together to achieve a common goal.
D) are preferred when the task is complex and sophisticated.
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Chapter 18: Motivation
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Sample Questions
Q1) Identify the characteristics of managers who conform to Douglas McGregor's Theory Y.
Q2) Which of the following statements about extrinsic and intrinsic rewards is true?
A) Intrinsic rewards are specific,tangible,and easy to compare.
B) Extrinsic rewards include interesting and challenging work.
C) Intrinsic rewards generally provide personal satisfaction.
D) Extrinsic rewards are based on individuals' conception of their worth.
Q3) According to Herzberg's two-factor theory,hygiene factors:
A) correspond to Maslow's hierarchical needs for esteem and self-actualization.
B) are the higher-order needs that motivate people to perform better in their work.
C) are potential dissatisfiers that,when fulfilled,do not cause people to become satisfied. D) are the direct consequences of doing the job and are the primary cause of satisfaction.
Q4) According to Herzberg,fulfilling potential dissatisfiers causes people to become less dissatisfied.
A)True
B)False
Q5) Outline the content theories of motivation.
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Chapter 19: Communication
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Sample Questions
Q1) According to Erving Goffman,the "front stage" dictates that we employ certain standards of politeness and decorum when communicating.
A)True
B)False
Q2) _____ refers to the amount of control an individual attempts to exercise in communication situations.
A) Motivation
B) Negotiation
C) Persuasion
D) Directness
Q3) Define communication style.Identify its dimensions.
Q4) _____ is a process by which an individual or a group captures an audience and influences,changes,or reinforces their perspectives,opinions,and behaviors.
A) Motivation
B) Persuasion
C) Communication
D) Negotiation
Q5) Define interpersonal communication.List the core components of communication.
Q6) Define persuasion.List the principles for enhancing persuasion.
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Chapter 20: Networking
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Sample Questions
Q1) What are networking clubs?
Q2) Individuals who connect their immediate work group with other parts of the company or with groups in other organizations are called _____.
A) redundant contacts
B) boundary spanners
C) peripheral specialists
D) network brokers
Q3) Sam was unemployed and looking for a job.None of his close friends could help him as they themselves were unemployed.However,Sam got a good job through James,whom he met a few months ago during travelling.From this scenario,it can be inferred that:
A) James belongs to Sam's closed network.
B) Sam belongs to James's strong ties.
C) James belongs to Sam's weak ties.
D) Sam belongs to James's communication network.
Q4) Which of the following is one of the conceptions of centrality?
A) Value
B) Range
C) Closeness
D) Distinctness
Page 22
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