Management for Non-Business Majors Exam Practice Tests
Course Introduction
This course introduces fundamental principles of management specifically tailored for students without a business background. Through an exploration of key concepts such as planning, organizing, leading, and controlling, students gain an understanding of how organizations operate and how managers make decisions. The course emphasizes practical skills, including communication, teamwork, and problem-solving, using real-world case studies and interactive exercises. By the end of the course, students will be equipped with essential management tools applicable in a wide range of fields, preparing them to assume leadership roles within their chosen professions.
Recommended Textbook Management 9th Edition by Angelo Kinicki
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17 Chapters
1697 Verified Questions
1697 Flashcards
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Page 2
Chapter 1: The Exceptional Manager: What You Do, How You
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108 Verified Questions
108 Flashcards
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Sample Questions
Q1) What are the four levels of managers?
A) upper, regional, middle, lower
B) upper, middle, floating, lower
C) top, middle, first-line managers, nonmanagerial employees
D) top, middle, first-line, advisors
E) upper, board of directors, middle, lower
Answer: C
Q2) At XYZ Manufacturing, employees work together to achieve the company goals and purposes. XYZ Manufacturing is a(n)
A) ad hoc team.
B) organization.
C) visionary.
D) user of stretch goals.
E) force.
Answer: B
Q3) Telecommuting has been found to enhance employee satisfaction and performance.
A)True
B)False
Answer: True
Page 3
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Chapter 2: Management Theory: Essential Background for the
Successful Manager
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) Maslow's hierarchy of human needs included
A) physiological, financial, love, esteem, and self-actualization.
B) financial, love, friends, and self-actualization.
C) food and shelter, companionship, ego, and self-actualization.
D) physiological, safety, love, esteem, and self-actualization.
E) physiological, financial, love, and empowerment.
Answer: D
Q2) Colleen has three employees that she struggles to understand their work habits. Dylan likes to come in at noon and work until late in the evening. Sanjay comes in early, creates a task list for the day and only works on what is on the list. Zoë flits in and out of others' cubicles and seems to always be off task but when asked for a report, she has it handy. Colleen should learn more about which theorist to help her best manage these employees?
A) Mary Parker Follett
B) Elton Mayo
C) Abraham Maslow
D) Hugo Munsterberg
E) Douglas McGregor
Answer: D
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Chapter 3: The Managers Changing Work Environment and
Ethical Responsibilities: Doing the Right Thing
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95 Verified Questions
95 Flashcards
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Sample Questions
Q1) Shane, a sales manager, remarked that typically her employees are resentful when the CEO announces bonuses because the employees know that the bonuses will not be given out based on
A) an employee's punctuality.
B) an appreciation for one's work.
C) fairness.
D) defined criteria.
E) respect for longevity.
Answer: C
Q2) Changes in the economic, political, legal, and technological global system that may affect an organization are ________ forces. For example, stresses within the European Union (including the United Kingdom's recent decision to exit the EU) may have global ramifications.
A) local
B) demographic
C) international
D) technological
E) external stakeholder
Answer: C
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Chapter 4: Global Management Managing Across Borders
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) Foster, who owns a successful business with two locations and a few international clients, was approached by a large organization about dramatically expanding his company. Foster later told his wife that he is happy with his success, but he wants to stay small because if he decides to add new products, small companies
A) take more time to start new endeavors.
B) typically maneuver slowly with new ideas.
C) can get started more easily and maneuver faster.
D) tend not to change due to inexperienced management.
E) can adjust more easily to capital shortages.
Q2) A nation's culture is
A) the shared set of beliefs, values, knowledge, and patterns of behavior common to its people.
B) synonymous with its religious beliefs.
C) a shared set of business traditions common to the nation.
D) its constitution and written codes of behavior.
E) embedded in its laws that are accepted as moral imperatives by most of the citizens.
Q3) Discuss the purpose of each of these organizations: The World Trade Organization, World Bank, and International Monetary Fund.
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Chapter 5: Planning: the Foundation of Successful Management
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) Research suggests that when writing out a plan to achieve your biggest goals, it is important to
A) focus on broad rather than specific goals.
B) identify your options and track your progress.
C) make a general plan, which embeds your intentions firmly in your memory.
D) keep plans and goals private.
E) avoid specific goals because it increases stress.
Q2) You are the manager of your college's bookstore. Create a mission statement, a vision statement, and a values statement for the services you manage.
Q3) If you want all your stores to only accept returns with receipts, this would be an example of a(n)
A) procedure.
B) industry standard.
C) rule.
D) policy.
E) certified procedure.
Q4) Describe the components of a business model.
Q5) Contrast strategic, tactical, and operational planning, explaining the time frame associated with each type.
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Chapter 6: Strategic Management: How Exceptional Managers Realize
a Grand Design
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91 Verified Questions
91 Flashcards
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Sample Questions
Q1) Many customers shop at All Natural because of the employees' extensive product knowledge. In a SWOT analysis, the employees' high levels of product knowledge are an example of the company's A) strengths. B) threats.
C) weaknesses. D) opportunities. E) intelligence.
Q2) In a SWOT analysis, organizational strengths are A) external opportunities that a company can take advantage of. B) environmental factors that the organization may exploit for competitive advantage. C) MBO skills that should be emphasized.
D) skills and capabilities that give a company advantages in executing its strategies. E) means that give a specific industry an advantage in a down economy.
Q3) Hanson Steel sees the new trade tariffs as an organizational threat. A)True B)False
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Page 8
Chapter 7: Individual and Group Decision Making: How Managers
Make Things Happen
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) Describe Pfeffer and Sutton's seven implementation principles to help companies that are committed to profit from evidence-based management. Placing yourself in the position of the CEO of Safe Home, a home-security company, give an example of how you might apply three of the implementation principles to your business.
Q2) With regard to decision making, it is accurate to say that groups
A) take less time to make decisions, and their decision-making accuracy is higher.
B) take less time to make decisions, and the larger the group, lower the quality of the decision.
C) have higher decision-making accuracy when group members know a good deal about the relevant issues.
D) that are larger make higher-quality decisions.
E) take less time to make decisions, and are more confident about their choices than individuals are.
Q3) Describe how learning decision-making skills will help prepare you for a job interview.
Q4) Describe how knowledge of the decision-making styles will influence your own decisions.
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Chapter 8: Organizational Culture, Structure, and Design:
Building Blocks of the Organization
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) Making formal statements, engaging in rites and rituals, utilizing employee training and coaching, demonstrating how a leader reacts to a crises, being a role model, and giving rewards, promotions, and bonuses are some of the teaching methods that organizations can utilize to
A) write a strategic plan.
B) perform competitive analysis.
C) effect corporate change.
D) conduct formal market research.
E) follow legal requirements.
Q2) According to Chester I. Barnard's classic definition, an organization is a
A) formal system of task and reporting relationships that coordinate and motivate employees.
B) means to increase collaboration and cooperation among groups of people.
C) set of shared, taken-for-granted implicit assumptions that a group holds.
D) system of consciously coordinated activities or forces of two or more people.
E) type of analytical tool used for planning.
Q3) Define organizational structure.
Q4) For division of labor to work, there must be a minimum of four employees.
A)True
B)False
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Chapter 9: Human Resource Management: Getting the Right People
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113 Verified Questions
113 Flashcards
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Sample Questions
Q1) The ________ clause is the part of the labor-management agreement that states that employees who receive union benefits must join the union, or at least pay dues to it.
A) givebacks
B) agency
C) closed shop
D) union security
E) union shop
Q2) Which of the following is NOT part of the strategic human resource management process?
A) Plan for human resources needs.
B) Establish a grand strategy.
C) Recruit and select people.
D) Orient, train, and develop personnel.
E) Negotiate employment contracts.
Q3) Define forced ranking. What are its benefits and drawbacks?
Q4) Describe the two different types of performance appraisals-objective appraisals and subjective appraisals-explaining the benefits and drawbacks of each.
Q5) Which three important concepts are covered by EEO laws? Briefly explain each.
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Chapter 10: Organizational Change and Innovation: Lifelong Challenges
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98 Verified Questions
98 Flashcards
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Sample Questions
Q1) Describe how self-affirmations are used to enhance self-compassion.
Q2) Which example best describes the benefits of OD?
A) OD increases efficiency among employees in a firm.
B) OD helps employees from two similar organizations work better together in a strategic alliance.
C) OD is used with employees dealing with stress that comes from revitalizing an organization or adapting to a merger.
D) OD aids in facilitating discussions of ethical issues in preparing a company's code of ethics.
E) OD works with the CEO to determine how to increase profitability.
Q3) A ________ often puts organizational development into practice.
A) transformative consultant
B) catalytic consultant
C) counselor
D) change agent
E) training specialist
Q4) The marketplace is becoming less homogeneous and moving toward more niche products.
A)True
B)False
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Chapter 11: Managing Individual Differences and Behaviour:
Supervising People As People
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) The Americans with Disabilities Act requires employers to A) hire all qualified persons with disabilities who apply.
B) actively solicit job applications from persons with disabilities.
C) hire quotas of qualified persons with disabilities.
D) reasonably accommodate an individual's disability.
E) hire persons with disabilities to qualify for tax breaks.
Q2) A(n) ________ program includes plans to help employees cope with stress, burnout, substance abuse, health problems, and family issues that influence job performance.
A) holistic wellness
B) employee assistance
C) counterproductive behavior
D) employee engagement
E) career counseling
Q3) Which of the following is a common reason that some women face a glass ceiling?
A) poor goal setting
B) inability to motivate others
C) lack of mentors
D) poor financial performance
E) inability to produce high-quality work
Page 13
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Chapter 12: Motivating Employees: Achieving Superior
Performance in the Workplace
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) This question contains two parts; be sure to answer both. Discuss how managers can use equity theory to help motivate workers. Second, imagine that you are the CEO of Online Designs, an online marketing agency that specializes in Web and social media marketing. Your company has 10 employees. You, the CEO, earn $200,000 per year in salary, plus another $200,000 in bonuses. Your account executive earns $150,000 per year and has a company car, along with other perks. The other eight staffers are junior-level programmers and sales reps, each earning $50,000 per year. How might the eight junior employees perceive the equity of the workplace, and what might they do to reduce their cognitive dissonance? How might you go about correcting the perceptions of inequity?
Q2) Imagine that you manage a small appliance store where salespeople are paid an hourly wage with no bonus or additional compensation. Recently, a big-box store has been luring away your best people by offering them not only a higher hourly wage, but also pay for performance (based on their sales). List and explain at least three nonmonetary ways to improve your employee retention.
Q3) Discuss how you would use McClelland's acquired needs theory to motivate employees.
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Page 14
Chapter 13: Groups and Teams: Increasing Cooperation, Reducing Conflict
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) During the storming stage of Tuckman's five-stage model, the leader of a team should allow members the empowerment they need to concentrate on solving problems and completing the assigned task.
A)True
B)False
Q2) Trust is based on ________, which in turn is based on past acts of integrity and follow-through on promises.
A) cooperation
B) credibility
C) unity
D) honesty
E) cohesiveness
Q3) Which of the following is NOT a characteristic of teamwork?
A) a career readiness competency desired by employers
B) the ability to work effectively with diverse people
C) the ability to build collaborative relationships with people
D) management of personal conflict
E) work within a structure
Q4) List and explain the three main types of conflict in the workplace.
Page 15
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Chapter 14: Power, Influence, and Leadership: From
Becoming a Manager to Becoming a Leader
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100 Verified Questions
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Sample Questions
Q1) "Do my subordinates perform unambiguous, easily understood tasks?" This question reflects the ________ dimension of situational control.
A) leader-member relations
B) position power
C) task structure
D) charisma
E) passive leadership
Q2) Abigail, a department manager, is struggling trying to lead a cross-functional team. Most members are other department managers at her level, and they see no reason to do what she asks. Here, Abigail has
A) low tolerance for ambiguity.
B) high task structure.
C) weak position power.
D) poor leader-member relations.
E) weak referent power.
Q3) List at least four ethical things top managers should do to be effective transformational leaders.
Q4) Define transformational leadership and explain the four key leader behaviors that constitute transformational leadership.
Page 16
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Chapter 15: Interpersonal and Organizational
Communication: Mastering the Exchange of Information
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Sample Questions
Q1) Which of the following is an example of empathetic communication?
A) "We need to get this job finished on time if we want to keep our jobs."
B) "These intense deadlines are both unreasonable and unfair."
C) "You don't have a choice; this is the job we hired you to do."
D) "I understand your frustration; this deadline is intense, and we're running on reduced staff."
E) "If you don't like your job, we can easily replace you."
Q2) Joi, working at a research facility in Washington, DC, needs to communicate with Jesús, who is in Mexico City, about a project they are working on. Although Jesús has a perfect command of English, they are still facing a(n) ________ barrier to communication.
A) semantic
B) physical
C) encoding
D) medium
E) personal
Q3) Describe how you can improve your networking skills.
Q4) Formal channels of communication are typically faster than the grapevine.
A)True
B)False
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Chapter 16: Control Systems and Quality Management:
Techniques for Enhancing Organizational Effectiveness
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100 Verified Questions
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Sample Questions
Q1) An income statement summarizes an organization's financial results over a specified period of time, such as a quarter or a year.
A)True
B)False
Q2) Typically, operational control is accomplished through reports issued
A) weekly.
B) daily.
C) monthly.
D) annually.
E) randomly.
Q3) TQM's two core principles are
A) employee commitment and customer satisfaction.
B) financial health and financial stability.
C) management and leadership.
D) people orientation and improvement orientation.
E) radical innovation and continuous improvement.
Q4) You are the manager of a local pizzeria that has both sit-down service and delivery service. Describe at least three TQM techniques and explain how the pizzeria might implement each.
Q5) Describe how each level of management is involved in control and planning.
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Chapter 17: Entrepreneurship
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Sample Questions
Q1) List and explain at least four possible sources of funding for start-ups.
Q2) The following is an excerpt from a business plan: "To open our new upscale toy store, We R Toys, we require a total of $225,000. The owners will be providing $100,000 of this amount from their own savings, and their friends and families have promised an additional $25,000. Therefore, We R Toys requires a bank loan of $100,000." In which section of We R Toys' business plan would this information be found?
A) Executive Summary
B) Funding Requirements
C) Market Analysis
D) Sales Strategies
E) Financial Projections
Q3) Unlike self-employed people, entrepreneurs tend to
A) hire people who have expertise that the entrepreneurs do not.
B) stay in one geographic area.
C) seek to influence markets, industries, and large numbers of people.
D) do most of the work themselves.
E) avoid risk.
Q4) Explain the difference between an entrepreneur and an intrapreneur. Name at least one successful entrepreneur and the company he or she founded.
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