Management for Non-Business Majors Test Bank
Course Introduction
Management for Non-Business Majors is designed to introduce students from diverse academic backgrounds to the fundamental principles and practices of management. The course covers key topics such as planning, organizing, leading, and controlling within various organizational contexts. Through case studies, group projects, and real-world examples, students will explore decision-making processes, team dynamics, effective communication, and ethical considerations in management. Emphasizing practical skills and interdisciplinary application, this course prepares non-business majors to become effective contributors and leaders in any career field.
Recommended Textbook
Understanding Management 11th Edition by
Richard L. Daft
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15 Chapters
1498 Verified Questions
1498 Flashcards
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Page 2
Chapter 1: The World of Innovative Management
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) Fayol's unity of command principle dictates that similar activities in an organization should be grouped together under one manager.
A)True
B)False
Answer: False
Q2) One problem for new managers is that many of them unrealistically expect to have more freedom to do what they think is best.
A)True
B)False
Answer: True
Q3) How do small-business managers emphasize different management roles in comparison to larger business managers?
Answer: Managers of small businesses often see their most important role as that of spokesperson because they must promote the small, growing company to the outside world.The entrepreneur role is also more important because managers have to be innovative and help their organizations develop new ideas to remain competitive.Small-business managers tend to rate the leader and information-processing roles lower than managers in larger organizations.
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3
Chapter 2: The Environment and Corporate Culture
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99 Verified Questions
99 Flashcards
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Sample Questions
Q1) __________ plays a key role in creating an organizational climate that enables learning and innovative responses to threats from the external environment, challenging new opportunities, or organizational crises.
A)Mission statement
B)Vision statement
C)Competitive intelligence
D)Employee training
E)Corporate culture
Answer: E
Q2) Discuss the relationship between external environmental characteristics and uncertainty.
Answer: The external environment can be evaluated along two dimensions.First, one can evaluate (high to low) a number of factors in the environment.Second, one can evaluate (high to low) the rate of change of those factors.When both variables are low, low uncertainty characterizes the external environment.When both variables are high, the external environment is marked by a high level of uncertainty.A highly uncertain environment requires organizations to adapt and/or attempt to influence the external environment.
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4
Chapter 3: Managing in a Global Environment
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) The Village Phone program is an example of ____.
A)ethnocentrism
B)nascent globalization
C)top of the pyramid
D)bottom of the pyramid
E)masculinity
Answer: D
Q2) Political turmoil in __________, which has occurred off and on ever since the country came into existence following its independence from France in 1946, re-ignited as part of the Arab Spring.
Answer: Syria
Q3) Which of the following reflects the most common approach companies often use to enter the international arena?
A)Partnerships, recruiting
B)Outsourcing, exporting
C)Internet, partnerships
D)Internal connections, outsourcing
E)Exporting, recruiting
Answer: B
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Page 5
Chapter 4: Managing Ethics and Social Responsibility
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100 Flashcards
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Sample Questions
Q1) Principle-based statements define fundamental values and contain general language about company responsibilities, quality of products, and treatment of employees.
A)True
B)False
Q2) Only about 20 percent of U.S.adults reach the postconventional stage of moral development.
A)True
B)False
Q3) Define procedural justice.
Q4) On an organizational level, what might be expected from individuals at the conventional state of moral reasoning?
Q5) According to Adam Grant of the Wharton School of Business, changes in society and organizations make self-sacrifice for the sake of a larger purpose an increasingly inappropriate and even dangerous characteristic.
A)True
B)False
Q6) __________ justice requires that rules should be clearly stated and consistently and impartially enforced.
Page 6
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Chapter 5: Planning and Goal Setting
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99 Flashcards
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Sample Questions
Q1) Research has shown that strategic thinking and planning positively affect a firm's performance and financial success.
A)True
B)False
Q2) Some companies hire competitive intelligence professionals to scan the external environment and provide data and research on relevant domestic and global trends.
A)True
B)False
Q3) Of the management functions, which is considered the most fundamental?
A)Executing
B)Analyzing
C)Controlling
D)Planning
E)Leading
Q4) In the BCG matrix, the dog has __________ market share and __________ business growth rate.
Q5) With a __________ strategy, the organization aggressively seeks efficient facilities, cuts costs, and uses tight cost controls to produce products more efficiently than competitors.
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Chapter 6: Managerial Decision Making
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Sample Questions
Q1) Which error occurs when managers allow initial impressions, statistics, or estimates to control or excessively influence subsequent thoughts and decisions?
A)Confirmation bias
B)Fundamental attribution error
C)Anchoring bias
D)Self-serving bias
E)Sunk cost effect
Q2) During the global financial crisis associated with the 2008 recession, finance companies had to make important decisions in a highly ambiguous environment.The decision to buy out failed banks could best be described as which type of decision?
A)Bounded
B)Programmed
C)Conventional
D)Wicked decision problem
E)Irrational decision
Q3) A __________ is an informal alliance among managers who support a specific goal or solution.
Q4) What is the sunk cost effect?
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Chapter 7: Designing Organization Structure
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100 Flashcards
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Sample Questions
Q1) Certainty in the environment is usually associated with decentralization.
A)True
B)False
Q2) __________ is the process managers use to transfer authority and responsibility to positions below them in the hierarchy.
Q3) Reengineering means preserving the past by establishing the sequence of activities through which work was done.
A)True
B)False
Q4) A __________ structure has a wide span, is horizontally dispersed, and has fewer hierarchical levels.
Q5) A __________ structure is the grouping of positions into departments based on similar skills, expertise, work activities, and resource use.
Q6) The highest level of horizontal coordination is ______.
A)relational coordination
B)teamwork
C)networking
D)coordination
E)controlling
Page 9
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Chapter 8: Managing Change and Innovation
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Sample Questions
Q1) Confrontation, authoritarianism, and disciplined exploration are characteristics of the creative individual.
A)True
B)False
Q2) Define team building as it is understood in organizational development.
Q3) Describe the tactics for overcoming resistance to change.
Q4) A disparity between existing and desired performance levels is known as a __________.
Q5) Define culture change as the expression is used in management.
Q6) Team building is to _____ as survey feedback is to _____.
A)identifying problems; solving problems
B)creating a vision; creating a mission
C)enhanced cohesiveness; creating a collective future
D)changing the culture; changing people
E)enhancing group success; problem solving
Q7) Two possible tactics for overcoming resistance to change are coercion and negotiation.
A)True
B)False
10
Q8) List the four reasons why employees tend to resist change.
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Chapter 9: Managing Human Talent and Diversity
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Sample Questions
Q1) What is blind hiring?
Q2) Homogeneous top management teams tend to be broadminded in their perspectives.
A)True
B)False
Q3) The invisible barrier that separates women and minorities from top management positions is known as the __________.
Q4) Riya was a highly successful manager at Optics International.After 10 years with the company, she decided to leave and become a full-time mother and caregiver to her ailing father.This example demonstrates which of the following factors affecting women's careers?
A)Female advantage
B)Opt-out trend
C)Glass ceiling
D)Glass wall
E)Opaque ceiling
Q5) List and note the significance of at least two federal laws related to health and safety.
Q6) What questions can be asked in a job interview regarding criminal record and what cannot?
Page 11
Q7) Define reverse mentoring.
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Chapter 10: Understanding Individual Behavior
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Sample Questions
Q1) __________ reflects the degree to which a person finds fulfillment in his or her job.
A)Organizational citizenship
B)Job satisfaction
C)Cognitive dissonance
D)Organizational commitment
E)Job involvement
Q2) Define job satisfaction and describe three factors that affect satisfaction.
Q3) List two innovative to managing stress that managers and corporations can implement.
Q4) Randy is concerned about current, real-life human problems, is pragmatic and conscientious, and focuses on structuring organizations for the benefit of people.The Myers-Briggs Type Indicator would most likely classify Randy's personal style as -------.
A)sensation-thinking
B)intuitive-thinking
C)intuitive-feeling
D)sensation-feeling
E)a combination of sensation thinking and feeling
Q5) Define stereotyping.
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Chapter 11: Leadership
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Sample Questions
Q1) A model of leadership that describes the relationship between leadership styles and specific organizational situations is called a __________ approach.
Q2) Recently, Beagle Boutique was attempting to hire a middle manager.It was looking for an intelligent, confident, and honest individual.Which approach to leadership was Beagle using?
A)Contingency
B)Situational
C)Trait
D)Behavioral
E)Substitute
Q3) Personal power, innovation, and nurturing are typically qualities associated with managers and not with leaders.
A)True
B)False
Q4) When Lonnie shouts at Kerry in public for not finishing her work and suspends her for two days, he is using his coercive power.
A)True
B)False
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Chapter 12: Motivating Employees
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Sample Questions
Q1) A state of __________ exists whenever the ratio of one person's outcomes to inputs is perceived as equaling the ratio of another's outcomes to inputs.
Q2) Which of the following is sometimes called negative reinforcement?
A)Avoidance learning
B)Punishment
C)Positive reinforcement
D)Extinction
E)Neutral learning Positive reinforcement
Q3) Compare the five groups of needs in Maslow's theory with the three groups of needs in Alderfer's ERG theory.
Q4) Describe Herzberg's two-factor approach to workplace motivation.
Q5) Factors that involve the presence or absence of job dissatisfiers, such as working conditions or pay, are known as __________.
Q6) Gain sharing rewards employees with part ownership of the organization based on achieving performance goals.
A)True
B)False
Q7) Define reinforcement theory.
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Chapter 13: Managing Communication
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Sample Questions
Q1) Upward communication is usually used to communicate information about all of the following, EXCEPT _______.
A)suggestions for improvement
B)performance reports
C)indoctrination
D)financial and accounting information
E)grievances and disputes
Q2) Which outcome is associated with the culture of open communication?
A)Slower decision making
B)Lower turnover
C)Higher absenteeism
D)Less-accurate decision making
E)Creative solutions to problems
Q3) To be effective communicators, managers should ______.
A)focus primarily on enhancing downward communication in the organization
B)enhance lateral communication opportunities by encouraging teams.
C)limit use of communication technology
D)strictly push for face-to-face communication
E)encourage the use of multiple channels of communication
Q4) List and discuss at least three tips for persuading others.
Page 15
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Chapter 14: Leading Teams
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Sample Questions
Q1) Research shows that the personalities of the individual members play the most critical role in determining how well a team functions.
A)True
B)False
Q2) __________ pertains to the team's ability to meet the personal needs of its members.
Q3) All of the following behaviors are consistent with the role of a task specialist, EXCEPT _____.
A)seek information
B)initiate ideas
C)summarize
D)compromise
E)energize
Q4) __________ refers to the tendency for the presence of others to enhance an individual's performance.
Q5) Discuss the three key elements of a self-managed team.
Q6) Compare and contrast task conflict and relationship conflict, providing examples of each.
Q7) List the three primary reasons that teams present a dilemma for many people.
Page 16
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Chapter 15: Managing Quality and Performance
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Sample Questions
Q1) The __________ provides three types of information: assets, liabilities, and owners' equity.
Q2) Discuss the advantages and disadvantages of using electronic monitoring of employees.Include examples.
Q3) A quality circle is a group of __________ volunteer employees.
A)2 to 4
B)6 to 12
C)15 to 20
D)21 to 25
E)30 to 50
Q4) Compare hierarchical control with decentralized control.
Q5) Factors that can influence the success of a TQM program in a negative way include all of the following, EXCEPT _______.
A)tasks make high-skill demands on employees
B)management expectations are unrealistically high
C)middle managers are dissatisfied about loss of authority
D)workers are dissatisfied with other aspects of organizational life
E)managers wait for big, dramatic innovations
Q6) List five factors that impede the success of total quality management programs.
Q7) What is the basic assumption of the hierarchical control method?
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