Management Fundamentals
Exam Answer Key
Course Introduction
Management Fundamentals introduces students to the essential principles and practices of management within organizations. This course covers the four core functions of management: planning, organizing, leading, and controlling. Students will explore key topics such as decision-making, strategic management, organizational structure, teamwork, motivation, and communication. Through case studies and practical examples, learners will develop foundational skills needed to effectively manage people and resources in todays dynamic business environment. Suitable for those seeking a broad understanding of management concepts, this course serves as a basis for further study in the field of business administration.
Recommended Textbook
Management A Focus on Leaders 2nd Edition by Annie McKee
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16 Chapters
1455 Verified Questions
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Chapter 1: Managing and Leading Today: The New Rules
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Sample Questions
Q1) Your boss claims to be interested in becoming a better follower.What advice can you give him about followership from your experience as a follower?
Answer: Sample answer: I would tell my boss to focus on listening.Don't just hear what people say and move on to your own agenda.When subordinates are talking,try to see the world from their point of view and understand how their ideas fit that perspective.Also,as a boss you should try to be above "ego" issues,such as getting offended if people don't always seem to show proper respect.Real respect comes from things like trust and conviction.Don't waste your time trying to assert your authority in situations where authority is not required.
Q2) A good follower in an organization should let managers make decisions and not get involved.
A)True
B)False
Answer: False
Q3) "Managing up" refers to the idea that followers can influence the behavior of leaders.
A)True
B)False
Answer: True
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Chapter 2: The Leadership Imperative
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Sample Questions
Q1) Why are transformational leaders more likely to be successful in today's business climate than transactional leaders?
Answer: Transactional leaders rely on rewards to keep employees motivated.Rewards,however,can only go so far.At a successful organization,what truly motivates people is being passionate about what they do,and not what they receive in exchange for their efforts.That is why transformational leaders do best in that kind of situation.They can provide a vision that makes employees want to follow.Employees of a transformational leader don't need to be "bribed" with compensation; they work hard because they believe in their leader and his cause.
Q2) HR has an obligation to ________.
A) define and label ethical goals
B) develop programs that address issues of ethical leadership
C) propose laws governing corporate ethical leadership
D) refuse compensation to employees suspected of using unethical practices
Answer: B
Q3) Limbic resonance is a term that refers to the fact that emotions are contagious.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Motivation and Meaning
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Sample Questions
Q1) Intrinsic motivation ________.
A) includes some kinds of rewards such as personal satisfaction
B) does not include any kinds of rewards
C) does not include personal rewards such as a sense of satisfaction
D) includes increases in social status such as a job promotion
Answer: A
Q2) The coach of a football team is typically high in personalized power because he derives satisfaction from the team winning.
A)True
B)False
Answer: False
Q3) In McClelland's three-needs theory,which of the following is a shortcoming of nAff,the need for affiliation?
A) A person with high nAff performs poorly in team situations.
B) A person with high nAff tends to avoid conflict.
C) The high ambition of a person with high nAff can be destructive.
D) A person with high nAff tends to become a micromanager.
Answer: B
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Chapter 4: Communication: The Key to Resonant Relationships
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Sample Questions
Q1) Using humor is an effective strategy for managing multicultural work teams.
A)True
B)False
Q2) According to Annette Rink of Eaton Industries,leaders need to negotiate appropriate levels of closeness and distance with employees by understanding ________.
A) jargon
B) vision
C) boundaries
D) channels
Q3) People can speak at a rate that is much faster than others can understand.
A)True
B)False
Q4) In a(n)________,one person completely controls the flow of information to all people in the system.
A) wheel network
B) chain network
C) all-channel network
D) external network
Page 6
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Chapter 5: Planning and Strategy: Bringing the Vision to Life
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Sample Questions
Q1) A mission statement sets an organization apart by articulating its ________.
A) objectives
B) competitive advantage
C) differentiation factors
D) core products
Q2) Too much reliance on goal setting in organizational planning often results in ignoring the organization's long-term goals.
A)True
B)False
Q3) After requesting a SWOT analysis of his fitness club business,Malik received the following results: Internal Strength: skilled personal trainers
External Opportunity: high-income local residents
Internal Weakness: lack of popular fitness classes
External Threat: discount memberships at a competitor's club
What should Malik do first to help grow the business?
A) offer competitor price matching
B) expand class offerings
C) prepare a BCG matrix
D) weight the SWOT results
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Page 7
Chapter 6: The Human Side of Planning: Decision Making and Critical Thinking
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Sample Questions
Q1) Teresa has been researching a number of colleges.After seeing a TV profile of students at Humboldt State,she decided to apply there because they seemed like "her kind of people." Which sentence best describes her decision making?
A) She is relying on intuition.
B) She is relying on analysis.
C) She is being purely rational.
D) She is being logical.
Q2) The Delphi technique is essentially a focus group of ________.
A) ordinary citizens
B) employees
C) experts
D) managers
Q3) When people satisfice,they select ________.
A) a less than optimal choice
B) the optimal choice under any conditions
C) the second-best choice
D) a choice that is likely to be inadequate
Q4) Your boss tells you that stereotyping is not a bad thing,and that it's just a shortcut that employs common sense.How do you respond?
Page 8
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Chapter 7: Change: a Focus on Adaptability and Resiliency
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Sample Questions
Q1) A school district has hired you to carry out an action research project to assess and refine its new reading program.Explain what you would plan to do.
Q2) The Reagan administration in the 1980s contributed to the economic crisis that began in 2007 by ________.
A) initiating subprime mortgages
B) decreasing the net capital rule
C) removing many regulations for banks
D) encouraging China to underwrite U.S. debt
Q3) A colleague argues that if Vaill's permanent white water metaphor is true,managers will soon be rendered obsolete because there is no way to manage in a totally chaotic system.How do you respond to this characterization?
Q4) Emotions can hijack a decision by taking control of the process that would normally be carried out by the ________.
A) sympathetic nervous system
B) parasympathetic nervous system
C) autonomic nervous system
D) prefrontal lobe
Q5) Describe the Gestalt cycle,and explain how "analysis paralysis" occurs.
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Chapter 8: Workplace Essentials:
a Spirit of Entrepreneurship
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Sample Questions
Q1) Josh has written six novels.None have been published and he's become bitter.Over drinks at a bar,Josh tells you that many great writers were alcoholics and depressivesso he sees no need to adopt a positive outlook on life.What's your advice for him?
A) He's right. High self-esteem and a positive outlook on life do not correlate with creativity.
B) He's wrong. Though some writers may have been depressives, high self-esteem and a positive outlook on life correlate strongly with creativity.
C) He's right. High self-esteem and a positive outlook on life actually destroy any creativity you might have and prevent you from learning to be creative.
D) He's wrong. High self-esteem and a positive outlook are the only traits that improve creativity.
Q2) Which statement best expresses Csikszentmihalyi's view of ideas?
A) The best ideas are unlikely ideas.
B) The worst ideas are unlikely ideas.
C) The best ideas are likely ideas.
D) The best ideas are your first ideas.
Q3) Explain the importance of a break-even point for a small business.
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Page 10
Chapter 9: Organizing for a Complex World: Structure and Design
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Sample Questions
Q1) Silo mentality tends to occur in an organization with a(n)________ structure.
A) divisional
B) fluid
C) flat
D) organic
Q2) A sole proprietor is personally responsible for all of his or her company's debts.
A)True
B)False
Q3) Starfish organizations tend to be hierarchical.
A)True
B)False
Q4) Define environmental uncertainty and provide a current,real-life example.
Q5) In an organization with ________ decision making,________ make important decisions.
A) centralized; employees exclusively
B) decentralized; managers exclusively
C) decentralized; employees often
D) centralized; employees often
Q6) How does a matrix structure work? Give an example.
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Chapter 10: Teams and Teambuilding
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Q1) Lately Colleen isn't sure if her work group is a high-performing team or a battle of gladiators.It all started out so pleasantly,but Colleen was unfamiliar with Tuckman and Jensen's group concept of ________.
A) performing
B) storming
C) norming
D) forming
Q2) Midori is concerned that the members of her project team will easily lapse into conformity.To avoid this problem,she assigns Sammy to the team to question the group's decisions and offer contrasting opinions.What is Sammy's role in the team?
A) diverger
B) devil's advocate
C) assimilator
D) referent observer
Q3) Some people are considered to be "born leaders." What type of group power do these people tend to have? Give an example of a famous person who is not a leader,but who has this type of power.
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12
Chapter 11: Working in a Virtual World: Technology As a Way of Life
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Sample Questions
Q1) Home Roast sells raw coffee beans online to consumers.To strengthen its market position,the CEO decides to join up with Bean Machine,a company that manufactures coffee roasting machines.Which structural model of virtual organizations would this arrangement create?
A) virtual face model
B) co-alliance model
C) star-alliance model
D) virtual broker model
Q2) As a result of globalization,the number of U.S.manufacturing jobs has ________.
A) increased slightly
B) decreased sharply
C) increased sharply
D) decreased slightly
Q3) According to Kurt Anderson,the ________ will focus on correcting harm done during the different phases of the Industrial Revolution.
A) replay economy
B) Fourth Industrial Revolution
C) reset economy
D) ICT Revolution
Q4) How is microfinance an example of Anderson's "reset economy" in action?
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Chapter 12: Organizational Controls: People, processes, quality, and Results
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Sample Questions
Q1) Frederick W.Taylor's approach to management was scientific because it used techniques that were ________.
A) based on observation and experimentation
B) based on physical laws
C) developed in laboratories
D) based on time and motion
Q2) Over 99 percent of employees exceed the company's current production standard.Which of the following is NOT true?
A) The standard is too high.
B) The standard is too low.
C) The employees are good performers.
D) The standard requires corrective action.
Q3) The Sarbanes-Oxley Act established new standards for all of the following EXCEPT:
A) executive pay.
B) accounting.
C) company board responsibilities.
D) manager responsibilities.
Q4) How might the Sarbanes-Oxley Act prevent future scandals such as the one that took place at Enron?
Page 14
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Chapter 13: Culture: Its Powerful
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Sample Questions
Q1) A culture's sacred symbol can be a(n)________.
A) object, but not a person
B) object, but not an event
C) event or a person, but not an object
D) person, event, or object
Q2) Values are ideas about what is right or wrong,good or bad.
A)True
B)False
Q3) A ________ culture has an external focus and a stability structure.
A) clan
B) adhocracy
C) market
D) hierarchy
Q4) People in a ________ culture take refuge in the group or community.
A) high collectivist
B) low power distance
C) low uncertainty avoidance
D) high masculinity
Q5) Can having a weak organizational culture ever be advantageous to an organization? Explain.
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Chapter 14: Globalization: Managing Effectively in a Global Economic Environment
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Sample Questions
Q1) What is one point that members on both sides of the debate over globalization can agree on?
A) Globalization decreases trade.
B) Globalization can't be stopped.
C) Globalization brings prosperity to everyone.
D) Globalization only benefits big business.
Q2) You are the CEO of a successful U.S.restaurant chain looking to expand into international markets.What can you learn from the initial problems with EuroDisney?
Q3) Which of the following is NOT considered a key competency for working in another country?
A) adaptability
B) communication
C) organizational awareness
D) global finance
Q4) Which of the following is NOT a disadvantage of doing business in China?
A) human rights violations
B) piracy and counterfeiting
C) high health care costs
D) pollution problems
Chapter 15: Sustainability and Corporate Social
Responsibility: Ensuring the Future
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Sample Questions
Q1) A noteworthy success of the U.S.EPA in controlling pollution is the reduction of
A) methane from utility plants
B) sulfur dioxide from utility plants
C) carbon dioxide from automobiles
D) ozone from automobiles
Q2) Which of the following would likely be selected as an Ashoka fellow?
A) a woman starting a food truck that makes organic cupcakes
B) a developer building low-income housing with government credits
C) the president of a university opening a satellite branch in a developing country
D) a teen starting a company that provides free online tutoring to children in refugee camps
Q3) According to the book,________ economies should be concerned with sustainability.
A) industrial
B) developing
C) all
D) recovering
Q4) Explain how the cap-and-trade system works to control carbon emissions.
Page 17
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Chapter 16: Managing and Leading for Tomorrow
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Sample Questions
Q1) What are the keys to being a resonant leader?
A) authority, ethics, and courage
B) ethics, discipline, and authority
C) emotional intelligence, academic intelligence, and efficient use of power
D) emotional intelligence, ethics, and responsible use of power
Q2) Think about the "Moon Shots for Management" and which ones resonated with you.What approach would you like to implement in an organization? Why is it important to you?
Q3) According to Boyatzis,the final stage of intentional change focuses on ________.
A) total re-creation of who you are
B) becoming egoless
C) experimenting
D) performing exercises for reconstruction
Q4) What does Chade-Meng Tan of Google mean when he says a leader should operate with an "egoless ego"?
Q5) The best way to learn something new is to ________.
A) try to correct a deficiency
B) focus on what's not working
C) focus on a positive goal
D) try to identify a problem area
Page 18
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