Management for Non-Business Majors Final Exam Questions
Course Introduction
Management for Non-Business Majors introduces foundational principles and practices of management to students from diverse academic backgrounds. The course covers key topics such as planning, organizing, leading, and controlling within organizations, highlighting how these concepts apply across various fields and industries. Emphasis is placed on the development of essential managerial skills like teamwork, communication, problem-solving, and decision-making. Through case studies, real-world examples, and interactive activities, students gain practical insights into the role of managers and are equipped with tools to effectively collaborate and lead in any professional setting.
Recommended Textbook Management 3rd Edition by Michael A. Hitt
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Chapter 1: The Nature of Management
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Q1) ________ involve having specialized knowledge about procedures,processes,and equipment.
A) Interpersonal skills
B) Technical skills
C) Conceptual skills
D) Verbal skills
Answer: B
Q2) Technical skills involve specialized knowledge about procedures,processes,and equipment and the related abilities of knowing when and how to use that knowledge.
A)True
B)False
Answer: True
Q3) Managers at ________ establish goals and formulate a strategy for the firm to achieve those goals.
A) the top of the organization
B) all levels of the organization
C) operational levels of the organization
D) functional levels of the organization
Answer: A
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Chapter 2: Social Responsibility and Managerial Ethics
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Q1) In the "outside-in" approach of the strategic corporate social responsibility perspective,managers look at social issues in general terms of the extent to which they are problematic.
A)True
B)False
Answer: False
Q2) Which of the following best explains the inside-out approach to strategic corporate social responsibility?
A) Managers can look inside the company at issues that are more rather than less important as a function of the company's strategy and business activities.
B) Managers can look outside the company at issues the company can influence.
C) Managers look at social issues in general terms of the extent to which they are problematic.
D) Managers look for legal loopholes in conducting their business.
Answer: A
Q3) As a group,whistleblowers tend to be disgruntled employees.
A)True
B)False
Answer: False
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Chapter 3: International Management and Globalization
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Q1) Swedish companies usually have a flat and team-oriented structure with few management levels.The result is a simple and direct decision-making process.In Swedish companies,the concept of personal responsibility is paramount.This is because Swedish companies have ________.
A) low power distance
B) high uncertainty avoidance
C) gender focus
D) collectivism
Answer: A
Q2) Define globalization.According to Thomas Friedman,what are the three stages of globalization?
Answer: Globalization refers to the flow of goods and services,capital (money),and knowledge across country borders.Globalization enhances the economic interdependence among countries and organizations across countries.According to Thomas Friedman,the first stage of globalization involves internationalization of countries.The second stage involves companies moving into international markets.The third and current stage of globalization involves individuals collaborating (and competing)on a global basis.
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Chapter 4: Strategic Management
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Questions
Q1) Rainbow Education is a company that decides to enter the commercial education market by purchasing a small company that prepares students to take high-stakes tests.How is the company choosing to enter this new market?
A) by acquisition
B) by organic growth
C) by strategic alliance
D) by leveraging core competencies
Q2) Service activities are designed to ________.
A) inform potential customers about the products and services the firm has available B) ensure that the product satisfies the customer after the purchase
C) move the product or service from the firm to the customers
D) transform inputs into the products and services of the firm
Q3) What are product and process technological changes?
Q4) A firm's ability to provide value to customers that exceeds what competitors can provide is called competitive advantage.
A)True
B)False
Q5) What is core competence?
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Chapter 5: Planning
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Q1) Managers should assess the firm's internal resources immediately following the analysis of the external environment.
A)True
B)False
Q2) The ________ requires a manager to start with the previous year's budget and then present arguments for why the upcoming year's budget should be increased or decreased.
A) performance-based budgeting approach
B) zero-based budgeting approach
C) income-based budgeting approach
D) incremental budgeting approach
Q3) The final element in the planning process involves ________.
A) monitoring outcomes
B) implementing plans
C) assessing the firm's external environment
D) measuring objectives and assigning priorities
Q4) Environmental analysis,actions,implementations,and outcomes are all elements of the planning process.
A)True
B)False
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Chapter 6: Organizational Structure and Design
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Q1) The degree to which an organization's new product-development team relies on the market research team for product ideas to investigate is termed as ________.
A) liaisoning
B) centralization
C) interdependence
D) formalization
Q2) Describe the types of interdependence that exist among organizational units.
Q3) A matrix structure consists of two organization structures superimposed on each other.
A)True
B)False
Q4) Formal organizations often widen a supervisor's span of control.
A)True
B)False
Q5) What can be said about decision making in centralized organizations and decentralized organizations? How do centralization and decentralization relate to formalization?
Q6) What is an organizational chart?
Q7) What role does outsourcing play in a networked organization?
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Chapter 7: Managing Diverse Human Resources
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Q1) Employee referrals are least effective as a recruiting strategy when ________.
A) employees are friends with the potential applicants
B) the firm seeks candidates who are significantly different from current employees
C) employees are not as well compensated as the new recruits will be
D) the firm seeks candidates who can perform the same functions as current employees
Q2) At-risk compensation is also referred to as fixed compensation.
A)True
B)False
Q3) U.S.firms must abide by the same nondiscrimination laws relative to their U.S.personnel overseas as their U.S.employees residing in the U.S.
A)True
B)False
Q4) Employment agencies tend to be expensive,so they are usually not cost-effective for low-level and low-paying jobs.
A)True
B)False
Q5) Explain 360-degree feedback.
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Chapter 8: Leadership
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Q1) Which of the following is a valid observation about organizational leadership?
A) Designation of a leadership position is essential to exhibit leadership behaviors.
B) Leadership expectations are at the same level for all categories of employees.
C) Anyone in an organization can exhibit leadership behaviors.
D) Use of coercion is an approach used by effective leaders to handle critical situations
Q2) A potential leader who is low in positional power can compensate for that by having very strong personal leadership characteristics.
A)True
B)False
Q3) A person can be called a charismatic leader if he or she ________.
A) can influence followers based on inspirational qualities
B) has a legitimate power to influence other individuals
C) exhibits more faith in others' ideas than his or her own ideas
D) has a weak need for power and high expectations of followers
Q4) Explain any three types of influence tactics that managers can use to influence employees.
Q5) Compare and contrast leading and managing.
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Chapter 9: Motivation
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Q1) Characteristics of the individual is considered an ________.
A) external or pull force that focuses on what happens outside the work setting
B) internal or push force that focuses on what the employee brings to the work setting
C) external or pull force that focuses on what happens to the individual
D) internal or push force that focuses on what the person does in the work setting
Q2) What are the implications of Herzberg's two-factor theory in this scenario?
Q3) Angela is an HR manager at Hard Rock Cafe.She is responsible for recruiting employees and training them,organizing work space for new employees,overseeing employee relations counseling and exit interviews,developing and implementing HR policies and procedures,and reviewing annual performance.This is an example of ________ according to the job characteristics model.
A) task significance
B) skill matrix
C) task identity
D) skill variety
Q4) Within the context of the two-factor theory,what are "motivators" and "hygiene factors"?
Q5) Describe Marx's attitude toward job enrichment.
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Chapter 10: Groups and Teams
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Q1) Which of the following is knowledge that competent teams must possess?
A) team orientation
B) shared vision
C) task sequencing
D) adaptability and flexibility
Q2) ________ refers to a situation in which the expected behaviors for a group member are not clearly defined.
A) Role overload
B) Role ambiguity
C) Role conflict
D) Role insufficiency
Q3) ________ teams directly accept and build on their differences and use them to enhance their ingenuity.
A) Warrior
B) Seeker
C) Carrier
D) Creator
Q4) Social loafing generally increases as group size increases.
A)True
B)False
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Chapter 11: Communication and Negotiation
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Sample Questions
Q1) Which of the following statements is true regarding achieving effective negotiations?
A) When serving as a negotiator, one should to focus on the two parties' positions, not their interests.
B) A negotiator can achieve a more collaborative focus by concentrating on the people involved and maintaining competition.
C) Any two opposing positions are likely to have at least some interests that are shared rather than in conflict with one another.
D) Negotiations should center on the parties' positions as there are probably several possible outcomes that could satisfy a given position.
Q2) Which of the following barriers to communication originates at the cultural level?
A) nonverbal cues
B) stereotyping
C) selective perception
D) frame of reference
Q3) What is the difference between formal and informal communication channels?
Q4) Briefly describe the basic model of communication.
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Chapter 12: Individual and Group Decision Making
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Q1) Kenneth is a manager for a content management firm.He realizes that the firm requires five technicians to maintain and update the firm's servers.Which of the following actions would suggest that Kenneth is developing objectives and criteria according to the classical model?
A) Kenneth decides to poach technicians from its competitor to understand its database management techniques.
B) Kenneth realizes that the firm's data storage capacity has to be doubled in the next six months.
C) Kenneth decides that these technician require 5 percent interpersonal skills, 50 percent technical knowledge, 15 percent motivation, and 30 percent problem solving ability.
D) Kenneth selects twenty resumes from a job portal.
Q2) List and explain strategies to improve the problem-solution process.
Q3) ________ is an individual's tendency to highlight the positive features of their implicit favorite over the alternatives.
A) Rational ignorance
B) Selective perception
C) Cognitive complexity
D) Perceptual distortion
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Chapter 13: Operations Management
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Q1) Which of the following is true of operations managers?
A) Their objectives have no direct cost implications.
B) They use a single technique to ensure timely delivery.
C) They are in charge of product quantity not quality.
D) They perform their duties while minimizing costs.
Q2) Identify and discuss the major classifications of production processes.
Q3) ________ is a system of getting the right materials to the right place at the right time.
A) Flexible manufacturing
B) Total quality management
C) Computer-assisted delivery
D) Materials requirement planning
Q4) ________ is the percent of design capacity a facility is actually expected to maintain.
A) Expected capacity
B) Effective capacity
C) Projected capacity
D) Extended capacity
Q5) Discuss the term quality and explain how improving quality can lower costs and boost revenues.
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Chapter 14: Control
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Q1) Traditionally,manufacturers used quality control personnel to check the rate of defective products and decide what to do if those rates were too high.This system is a part of ________.
A) precontrol of operations
B) postcontrol of operations
C) intermittent control of operations
D) concurrent control of operations
Q2) Companies that have rejected budgets require employees to measure themselves against the performance of competitors against internal peer groups.
A)True
B)False
Q3) How is control related to flexibility in an organization?
Q4) A budget is designed to influence behavior so that forecasts or plans for expenditures and revenues can be achieved.
A)True
B)False
Q5) Explain the determinants of the amount of control to be applied.
Q6) Distinguish between return on investment and break-even point.
Q7) What are the basic elements in the control process?
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Chapter 15: Organizational Change and Development
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Q1) Google's purchase of YouTube exemplifies its ________ of the need to enhance its mission of organizing the world's information and making it universally useful and accessible.
A) proactive recognition
B) reactive recognition
C) cybernetic recognition
D) retroactive recognition
Q2) Senior executives at NEC were unwilling to listen to younger scientists who said that LCD technology would appeal to customers who wanted computer monitors with high resolution and a smaller desktop footprint.According to Lewin's theory of change,this scenario depicts problems at the ________ of the change process.
A) unfreezing stage
B) movement stage
C) refreezing stage
D) engagement stage
Q3) Changes in a firm's processes and procedures often come about because of earlier changes in the organization's strategy or structure.
A)True
B)False
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