Management for Engineers Review Questions
Course Introduction
Management for Engineers is a course designed to introduce engineering students to the fundamental principles and practices of management within technical organizations. The course covers key topics such as organizational structure, leadership, project management, decision-making, operations, financial principles, and effective communication in engineering contexts. Through real-world case studies, group projects, and discussions, students learn how to apply management concepts to solve complex engineering problems, lead teams, and contribute to organizational success. The course aims to develop skills that enable future engineers to bridge the gap between technical expertise and effective management, preparing them for leadership roles in their careers.
Recommended Textbook
Fundamentals of Management 8th Edition by
Stephen P. Robbins
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Page 2
Chapter 1: Managers and Management
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Q1) In a short essay, discuss the difference between efficiency and effectiveness. Answer: Efficiency refers to getting the most output from the least amount of input.Efficiency is often referred to as "doing things -that is, performing a task with a minimum of wasted time, energy, labor, and resources and a maximum of the product being created.A mathematical measure of efficiency is given by the ratio of input to output.The smaller the input-to-output ratio, the greater the efficiency of the process. Effectiveness is often described as "doing the right things"-that is, those work activities that will help the organization reach its goals.Where efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.
Q2) Organizing includes ________.
A)defining organizational goals
B)resolving conflicts
C)motivating organizational members
D)determining who does what tasks
Answer: D
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Chapter 2: The Management Environment
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Q1) In a short essay, give an example of how an organizational story can have an impact on the organization itself.
Answer: The story of Nike's Bill Bowerman taking his wife's waffle iron and pouring rubber into it illustrates creativity at its best-an employee who is willing to go to great lengths to see if he can solve a difficult problem.The impact that this story can have on an organization can inspire workers to look in unusual places to find answers to tough problems.For example, if the story is successful today, it is inspiring Nike workers to refuse to accept a conventional solution to a problem if it is not adequate, and to resort to an unconventional solution if it is able to get the job done.
Q2) In the economic meltdown of 2008, most American managers assumed the role of omnipotent managers by failing to take responsibility for events and blaming problems on "external circumstances."
A)True
B)False
Answer: False
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Chapter 3: Integrative Managerial Issues
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Sample Questions
Q1) In Greece Jana visited a pharmaceutical operation.She found that managers there were charming but not at all shy.If they thought they were right they tended to be aggressive and confrontational.How would you characterize this trait?
A)high uncertainty avoidance
B)assertive
C)future oriented
D)low uncertainty avoidance
Answer: B
Q2) The cases of Enron and Bernard Madoff go beyond a question of ethics because in both cases ________.
A)laws were clearly broken
B)many people were hurt
C)billions of dollars were involved
D)no harm was intended and they had good reasons for what they did
Answer: A
Q3) The U.S.workforce is now over 50 percent female.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Foundations of Decision Making
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Q1) A manager is determining what kind of new computers she should purchase for her department.She has made a list of five different computer models for consideration.Which stage of the decision-making process is this?
A)selection of an alternative
B)identification of decision criteria
C)development of alternatives
D)analysis of alternatives
Q2) Identifying the wrong problem is just as much a failure for a manager as identifying the right problem and failing to solve it.
A)True
B)False
Q3) Programmed decisions tend to be routine.
A)True
B)False
Q4) The expression "throwing good money after bad" is an example of an escalation of commitment.
A)True
B)False
Q5) In a short essay, discuss bounded rationality and satisficing.
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Chapter 5: Foundations of Planning
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Q1) One effect of planning on managers is that it forces them to ________.
A)fear change
B)anticipate and consider the effect of change
C)work to prevent change
D)ignore any change that doesn't directly affect them
Q2) Research indicates that organizations that don't use formal planning always outperform organizations that do use formal planning.
A)True
B)False
Q3) Which of the following is an example of a strategic goal for a professional baseball team?
A)to increase attendance by 5 percent over the next three years
B)to increase television revenues over the next 5 years
C)to decrease payroll by 20 million over the next 2 years
D)to average over 90 wins a year for the next 5 years
Q4) The final three steps in the strategic management process involve the creation and implementation of strategies for realizing organizational goals.
A)True
B)False
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Chapter 6: Organizational Structure and Design
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Q1) Horizontal boundaries separate employees by the specialization of their job.
A)True
B)False
Q2) What kind of departmentalization would be in place in a government agency in which there are separate departments that provide services for employers, employed workers, unemployed workers, and the disabled?
A)product
B)geographic
C)outcome
D)customer
Q3) Modern managers find that they can ________ if their employees are experienced, well-trained, and motivated.
A)increase their span of control
B)decrease their span of control
C)eliminate their span of control
D)fluctuate their span of control
Q4) Vertical boundaries separate employees by their rank in an organization.
A)True
B)False
Q5) In a short essay, list and discuss three common forms of departmentalization.
Page 8
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Chapter 7: Managing Human Resources
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Q1) The primary determinant of an individual's pay is the type of job he or she performs.
A)True
B)False
Q2) A critical incident employee appraisal method collects ________.
A)anecdotes that reveal the character and performance of an employee
B)statements from coworkers in support of an employee
C)statements from superiors that may or may not support an employee
D)data from an employee's computer to evaluate his or her performance
Q3) Which form of on-the-job training might have a trainee working with a single mentor from the organization?
A)vestibule training
B)simulation exercises
C)understudy assignments
D)job rotation
Q4) Separate HRM specialists are least common in these types of organizations.
A)small
B)large
C)multinational corporations
D)non-profit
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Chapter 8: Managing Change and Innovation
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Q1) The goal in Lewin's "calm waters" metaphor is ________.
A)to change the current equilibrium state
B)to reach a state of constant change
C)to eliminate the equilibrium state
D)to establish a new equilibrium state
Q2) The number of managers who face "white-water rapids" metaphor conditions is getting smaller.
A)True
B)False
Q3) In a short essay, describe the "calm waters" view of organizational change.
Q4) Adverse psychological effects of stress include ________.
A)absenteeism
B)elevated heart rates
C)boredom
D)rapid speech
Q5) The most popular OD efforts involve cooperation and these kinds of activities.
A)individual interactions
B)group interactions
C)group assessment
D)individual assessment
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Chapter 9: Foundations of Individual Behavior
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Q1) In a short essay, discuss how self-esteem can help explain individual behavior in organizations.
Q2) Hidden aspects of an organization that OB provides insight into include ________.
A)strategies
B)attitudes
C)structure
D)objectives
Q3) In attribution theory, ________ behavior is largely beyond an individual's control.
A)externally caused
B)internally caused
C)consistent
D)inconsistent
Q4) Skinner would argue that a dog responding to a whistle is an innate or unlearned behavior.
A)True
B)False
Q5) In a short essay, explain how managers can shape behavior using positive and negative reinforcement.
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Chapter 10: Understanding Groups and Managing Work Teams
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Q1) In a short essay, describe the characteristics of a problem-solving team.
Q2) The ________ stage of the group development process is complete when members begin to think of themselves as part of a group.
A)forming
B)storming
C)norming
D)performing
Q3) A Latin-American member of a global team might show undue respect to another team member because of that member's ________.
A)age
B)physical ability
C)ethnicity
D)family heritage
Q4) Managers should especially try to avoid conflict during the storming stage of group development.
A)True
B)False
Q5) In a short essay, discuss the third stage of group development.
Q6) In a short essay, describe the characteristics of a self-managed team.
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Chapter 11: Motivating and Rewarding Employees
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Q1) In a short essay, describe how managers might motivate professional workers.
Q2) Successful managers tend to have this more than any other trait.
A)low nPow
B)high nPow
C)high nAch
D)high nAff
Q3) In today's diverse workforce, which factor do managers need to focus on most to maximize motivation?
A)control
B)well-organized workplace
C)flexibility
D)status and recognition
Q4) In Maslow's system, a person takes care of social needs before worrying about personal safety.
A)True
B)False
Q5) In a short essay, list and discuss how Maslow's hierarchy of needs theory works.
Q6) Persistence is the amount of drive and intensity a person applies to a task.
A)True
B)False
Page 13
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Chapter 12: Leadership and Trust
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Q1) Early leadership trait research looked to find characteristics that might ________.
A)distinguish ordinary leaders from great leaders
B)define charisma
C)identify the physical traits of leaders
D)differentiate leaders from nonleaders
Q2) In path-goal theory, a directive leadership style works well in a situation in which tasks are ________.
A)straightforward and unambiguous
B)ambiguous and confusing
C)highly structured
D)clearly defined
Q3) In a short essay, describe the University of Michigan leadership studies.
Q4) A team's ________ marks the border between tasks that are strictly the team's responsibility and those that the team shares with other parts of the organization.
A)external boundary
B)exterior
C)leader
D)performance
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Chapter 13: Communication and Information
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Q1) In a short essay, describe four of the eight recommended methods for developing active listening skills.
Q2) What should a speaker do if her listener's feedback summary of her message is incorrect?
A)The speaker should repeat the original message word for word.
B)The speaker should summarize the summary.
C)The speaker should summarize the original message.
D)The speaker should rephrase the message.
Q3) In a short essay, explain the ways that groups can "meet" through technology to communicate and share information.
Q4) Which action best shows a speaker that you are paying close attention?
A)avoiding interruptions of the speaker
B)avoiding overtalking
C)direct eye contact
D)smooth transitioning from listener to speaker
Q5) In order to be sent, a message needs to be decoded.
A)True
B)False
Q6) In a short essay, give an example of how a learning culture can benefit an organization.
Page 15
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Chapter 14: Foundations of Control
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Q1) An example of revising a standard is a teacher who changes a grading scale because students do poorly on an exam.
A)True
B)False
Q2) A company looks at its expenses and finds that its payments to freelancers increased significantly over the past few months, exceeding the budget by 25 percent.This is an example of _______.
A)using a budget for planning
B)using data to confirm a budget
C)justifying expenses with a budget
D)using a budget for monitoring and controlling
Q3) All of the following are important in efforts to protect information in an organization EXCEPT ________.
A)firewalls
B)encryption
C)search engines
D)data backups
Q4) In a short essay, describe the third step in the control process.
Q5) In a short essay, describe the first step in the control process.
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Chapter 15: Operations Management
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Q1) In value chain management, activities are eliminated from the organizational process if they do not add value to the process.
A)True
B)False
Q2) The key to any job in a successful value chain is that it ________.
A)is well defined and easy to carry out
B)best helps the chain create customer value
C)is maximally efficient
D)saves time and money
Q3) In a short essay, explain how organizational barriers can be an obstacle to effective management of a value chain.
Q4) When the New York Times experimented with charging money for its online news source, its popularity on the Internet plummeted.This shows that online news, at least as it is defined in this market, has ________.
A)enormous value
B)no value
C)no appeal
D)little value
Q5) In a short essay, define value and explain how it is obtained.
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Chapter 16: Appendix: History Module
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Q1) Fayol feels that managers should be given authority over workers, but not the ability to give orders.
A)True
B)False
Q2) Classical approaches to management include the work of Taylor, Fayol, and Weber.
A)True
B)False
Q3) Organizational behavior studies were based purely on theoretical ideals rather than actual observation.
A)True
B)False
Q4) A conclusion that engineers from the Hawthorne studies made was that people behave ________ when they are being observed.
A)unnaturally
B)erratically
C)naturally
D)comfortably
Q5) In a short essay, describe how the contingency variable of organization size might affect management style.
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Chapter 17: Appendix: Entrepreneurship Module
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Q1) During the fourth and final step of the planning and organizing phase of an entrepreneurial venture, this is accomplished.
A)selecting a legal business organization form
B)stating a mission
C)selecting an organizational design
D)creating a business plan
Q2) Which of the following is the best one-word definition of a successful entrepreneur?
A)aggressive
B)stubborn
C)ambitious
D)unpredictable
Q3) When hiring, entrepreneurs typically are much less concerned with matching a candidate's values to the organization's organizational culture than traditional HRM managers.
A)True
B)False
Q4) In a short essay, describe the classic entrepreneurial personality.
Q5) In a short essay, describe how an entrepreneur is like a jazz band leader.
Q6) In a short essay, explain how entrepreneurial you think you are.
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Chapter 18: Appendix: Quantitative Module
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Q1) In a decision tree, each possible outcome ________.
A)gets assigned a probability value between 0 and 1.0
B)gets assigned a probability value of 50 percent
C)gets assigned a probability value between 0 and 50 percent
D)gets assigned a probability value between 0.5 and 1.0
Q2) Which of the following characterizes a highly leveraged company?
A)high total assets relative to total debt
B)high total debt relative to total assets
C)high total debt relative to inventories
D)high total interest payments relative to total debt
Q3) Which of the following identifies the goal of managers who use the economic order quantity (EOQ)model?
A)minimizing carrying costs and ordering costs
B)maximizing carrying costs and ordering costs
C)maximizing carrying costs and minimizing ordering costs
D)maximizing carrying costs and total costs
Q4) A payoff matrix features strategies S1, S2, S3, and S4 and competitive strategies CA1, CA2, and CA3.In a short essay, explain how maximum regret can be calculated for an S1 strategy.
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Chapter 19: Appendix: Career Module
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Q1) Which job might require the highest level of interpersonal skills?
A)electrician
B)research scientist
C)teacher
D)fashion designer
Q2) A college degree ________.
A)is valuable for status only
B)has educational, but not financial value
C)has both educational and financial value
D)has financial value only
Q3) It is a good idea for people to think of their career as a business and themselves as ________ that business.
A)the CEO of
B)an employee in
C)a customer of
D)a supervisor in
Q4) The first step in constructing a career path is to identify your competitive advantages.
A)True
B)False
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