Management Fundamentals
Exam Questions
Course Introduction
Management Fundamentals introduces students to the essential principles and practices of effective management within organizations. The course covers key topics such as planning, organizing, leading, and controlling, as well as decision-making, motivation, communication, and team dynamics. Students will explore various management theories, examine the roles and responsibilities of managers, and analyze real-world case studies to develop problem-solving and leadership skills. By the end of the course, students will have a solid foundation in the core concepts of management and a practical understanding of how to apply them in diverse organizational contexts.
Recommended Textbook Management 13th Edition by Richard L. Daft
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Chapter 1: The World of Innovative Management
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Sample Questions
Q1) __________ are responsible for several departments that perform different functions.
Answer: General managers
Q2) __________ skills include the understanding of and proficiency in the performance of specific tasks.
A) Human
B) Conceptual
C) Interpersonal
D) Technical
E) Leadership
Answer: D
Q3) When an organization is deliberately structured, it is designed to achieve some outcome, such as making a profit.
A)True
B)False
Answer: True
Q4) Department heads and division managers are examples of __________.
Answer: middle managers
Q5) Identify the four functions of management.
Answer: Planning, organizing, leading, and controlling
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Chapter 2: The Evolution of Management Thinking
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Sample Questions
Q1) In order to determine how to deal with a problem employee, Sharon evaluated the employee, the problem, and the context in which the problem occurred. She is applying which of the following perspectives?
A) Participative view
B) Universalist view
C) Autonomy view
D) Contingency view
E) Humanist view
Answer: D
Q2) A consultant who recommends the effectiveness of sensitivity training to every organization he serves is violating the basics of:
A) systems thinking.
B) organization development.
C) contingency view.
D) scientific management.
E) the acceptance theory of authority.
Answer: C
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Chapter 3: The Environment and Corporate Culture
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Sample Questions
Q1) A(n) __________ occurs when two or more organizations combine to become one.
Answer: merger
Q2) Kristen's Jewelry Shop has just hired a comparative shopper to visit other local jewelry stores to gain product pricing information. What strategy is this describing?
A) Boundary spanning
B) A flexible structure
C) Lobbying
D) Merger
E) Joint venture
Answer: A
Q3) A ceremony is a planned activity at a special event that is conducted for the benefit of an audience.
A)True
B)False
Answer: True
Q4) The __________ emerges in an environment that requires fast response and high-risk decision making.
Answer: adaptability culture
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Chapter 4: Managing in a Global Environment
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Sample Questions
Q1) What do the corporations Unilever, Expedia, and Panasonic have in common?
A) They all are considered ethnocentric companies.
B) The headquarters of all three companies are located in China.
C) They all have research and development centers in India.
D) They have a joint venture together to develop a new type of smartphone.
E) They are the U.S.'s top three exporters to China.
Q2) Jana has a great tolerance for the unstructured, the unclear, and the unpredictable. She can best be described as having:
A) high uncertainty avoidance.
B) low uncertainty avoidance.
C) high individualism.
D) low individualism.
E) low power distance.
Q3) __________ is the management of business operations conducted in more than one country.
Q4) What is global outsourcing? What role has technology played in outsourcing in recent years?
Q5) __________ reflects the values of relationships, cooperation, group decision making, and quality of life.
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Chapter 5: Managing Ethics and Social Responsibility
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Sample Questions
Q1) Greenwashing occurs when a company makes environmental responsibility its number-one priority.
A)True
B)False
Q2) For guidance on how to handle a specific ethical situation, such as conflicts of interest or political gifts, a manager should refer to its company's:
A) corporate credo.
B) principle-based statement.
C) mission.
D) value-based statement.
E) policy-based statement.
Q3) Organizations with taking cultures, in which people tend to work for their own self-interest, tend to be more effective.
A)True
B)False
Q4) Briefly explain the concept of conscious capitalism.
Q5) A(n) __________ is a formal statement of a company's values concerning ethics and social issues; it communicates to employees what the company stands for.
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Chapter 6: Managing Start-Ups and New Ventures
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Sample Questions
Q1) A group of companies or individuals that invests money in new or expanding businesses for ownership and potential profits is known as:
A) an equity financing firm.
B) franchisors.
C) a venture capital firm.
D) debt financing firm.
E) none of these.
Q2) A domain name gives a company an address on the Web and a unique identity.
A)True
B)False
Q3) A recent alternative to a traditional business incubator is a __________, which is an open office environment that is shared by multiple freelance entrepreneurs as well as corporate telecommuting employees or others who don't have a regular office.
A) virtual incubator
B) co-working facility
C) mentoring group
D) start-up accelerator
E) networking meet-up
Q4) Name and describe the five different categories of small-business owners.
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Chapter 7: Planning and Global Setting
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Sample Questions
Q1) "No food and/or drinks in the classroom" is an example of a:
A) procedure.
B) rule.
C) policy.
D) single-use plan.
E) project.
Q2) __________ define company responses to be taken in case of emergencies, setbacks, or unexpected conditions.
Q3) Sam is in charge of strategy control at Lanser's, a large clothing retailer. He regularly tracks sales in relation to targets, number of products on back order, and percentage of customer service calls resolved within specified time periods. These metrics are known as:
A) financial indicators.
B) tactical goals.
C) performance dashboards.
D) balanced scoreboards.
E) operational standards.
Q4) __________ is a system whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance.
Page 9
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Chapter 8: Strategy Formulation and Execution
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Sample Questions
Q1) The mix of business units and product lines that fit together in a logical way to provide synergy and competitive advantage for the corporation is the essence of __________ strategy.
A) business-level
B) portfolio
C) competitive
D) diversification
E) functional-level
Q2) The condition that exists when organizational parts interact to produce a joint effect that is greater than the sum of the parts acting alone is known as:
A) a core competence.
B) synergy.
C) value.
D) a business-level strategy.
E) competitive advantage.
Q3) For successful execution, alignment of everyone in the organization must occur.
A)True
B)False
Q4) Name and describe the four types of global strategies.
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Chapter 9: Managerial Decision Making
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Sample Questions
Q1) When an organization falls short of established performance goals, or when a possibility exists of enhancing future performance, managers must make a decision. Summarize the six steps of managerial decision making by providing a realistic example of a business problem or opportunity that you could encounter as a manager. Make the decision you think is most effective, and identify each step of the decision-making process in your example.
Q2) Two area banks, Bank A and Bank B, decided to merge their operations. This is an example of a:
A) programmed decision.
B) nonprogrammed decision.
C) decision rule.
D) structured decision.
E) wicked decision.
Q3) __________ involve situations that have occurred often enough to enable decision rules to be developed and applied in the future.
Q4) A certain amount of disagreement and conflict is much healthier than blind agreement.
A)True
B)False
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Chapter 10: Designing Organization Structure
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Sample Questions
Q1) __________ are groups of employees who are organized in a way similar to a formal department.
A) Cross-functionalteams
B) Permanentteams
C) Formalteams
D) Ad-hoccommittees
E) Taskforces
Q2) Salta Communications is a global telecommunications company that has operations on four continents. The CEO's direct supervisors include vice presidents for the North American, South American, European, and Asian divisions. Salta can best be described as using which of the following organizational structures?
A) Virtual network
B) Matrix
C) Functional
D) Team-based
E) Geographic-based
Q3) The focus of re-engineering is on functions rather than horizontal workflows.
A)True
B)False
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Chapter 11: Managing Change and Innovation
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Sample Questions
Q1) The horizontal linkage model is increasingly important in a high-pressure business environment that requires rapidly developing and commercializing products and services.
A)True
B)False
Q2) High-Low Productions recently appointed 75 employees and external stakeholders to a temporary group that would discuss problems and opportunities, and would gather perspectives on changes that need to take place within the company. High-Low Productions is utilizing which organization development activity?
A) Team building
B) A skunkworks
C) Survey feedback
D) Focus group
E) Large-group intervention
Q3) Organizational change refers to the adoption of a new idea or behavior by an organization.
A)True
B)False
Q4) Explain the horizontal linkage model.
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Chapter 12: Managing Human Resources
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Sample Questions
Q1) Which of the following is tied to the goal of managing talent in organizations?
A) Labor relations
B) Job analysis
C) Wages and salary
D) HRM planning
E) Training and development
Q2) "What is the profit margin and inventory turnover rate?" is one of the big-picture questions that human resource planning should begin with.
A)True
B)False
Q3) Lainie was denied a promotion to partner in her accounting firm because of her gender. Lainie is a victim of:
A) discrimination.
B) affirmative action.
C) equal employment opportunity.
D) employment-at-will.
E) termination-at-will.
Q4) A(n) __________ is a clear and concise summary of the specific tasks, duties, and responsibilities of a job.
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Chapter 13: Managing Diversity
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Sample
Questions
Q1) Stephanie is nervous about giving a presentation at the marketing firm where she works. One of her male coworkers told her, "Don't be such a girl, attack that presentation!"
Now Stephanie is so concerned about appearing tough that she can barely concentrate on the content of the presentation. Stephanie's anxiety stems from:
A) stereotyping.
B) ethnocentrism.
C) pluralism.
D) the glass ceiling threat.
E) the female advantage.
Q2) Which of the following is not a dividend of workplace diversity?
A) Reduced costs associated with high turnover, absenteeism, and lawsuits
B) Increased understanding of the marketplace
C) Better use of employee talent
D) A narrow breadth of understanding in leadership positions
E) Increased quality of team problem solving
Q3) What is the difference between ethnocentrism and ethnorelativism?
Q4) Homogeneous top management teams tend to be broad-minded in their perspectives.
A)True
B)False
Page 15
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Chapter 14: Understanding Invidividual Behavior
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Sample Questions
Q1) The degree to which a person is able to get along with others by being good-natured, likable, cooperative, forgiving, understanding, and trusting is agreeableness.
A)True
B)False
Q2) __________ is the tendency of people to absorb and express the emotions, moods, and attitudes of those around them.
Q3) Caia believes that all managers are concerned only about profits-they don't care about their employees, as long as those employees make money for the company. Caia's perception is a(n) __________. She has made a generalization about a group of people and assigned that generalization to everyone in the group.
A) stereotype
B) halo effect
C) attribution
D) fundamental attribution error
E) self-serving bias
Q4) Describe two biases that people commonly apply when making attributions.
Q5) List and briefly describe the four components of emotional intelligence
Q6) Compare and contrast the Type A and Type B behavior patterns.
Page 16
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Chapter 15: Leadership
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Sample Questions
Q1) Self-confidence, honesty and integrity, and the desire to lead are all components of which personal characteristic of leaders?
A) Physical characteristics
B) Intelligence and ability
C) Personality
D) Social characteristics
E) Social background
Q2) Self-confidence, honesty and integrity, enthusiasm, and the desire to lead are all intelligence and ability components of personal characteristics of leaders.
A)True
B)False
Q3) __________ is power that results from a leader's special knowledge or skill in the tasks performed by subordinates.
Q4) Strong, visionary leaders are often termed "charismatic," but it is even more desirable to be a leader who is "transformational." Write a short essay that contrasts a charismatic leader with a transformational leader, and give an example of a transformational leader (from business, politics, sports, etc.) who brought more than just vision to his or her organization.
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Chapter 16: Motivating Employees
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Sample Questions
Q1) Organizations that empower workers often reward them based on the results shown in the company's bottom line.
A)True
B)False
Q2) Skill variety, task identity, and task significance tend to influence the employee's psychological state of experienced meaningfulness of work.
A)True
B)False
Q3) The core job dimension of feedback provides the worker with:
A) employee growth-need strength.
B) experienced meaningfulness of the work.
C) experienced responsibility for outcomes of the work.
D) knowledge of the actual results of the work activities.
E) demotivation.
Q4) Job enlargement combines a series of small tasks into one new, broader job so that people perform a variety of activities.
A)True
B)False
Q5) List the four content theories discussed in your text.
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Chapter 17: Managing Communication
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Sample Questions
Q1) List the five types of information conveyed in upward communication.
Q2) One important factor that shapes a manager's selection of a communication channel is:
A) the intelligence level of the employee.
B) the amount of information to be communicated.
C) the manager's preferred leadership style.
D) the relationship between the manager and employee.
E) all of these.
Q3) Communication is the process by which information is:
A) shared.
B) exchanged and understood by two or more people, usually with the intent to influence or motivate behavior.
C) received.
D) transmitted to others.
E) stored.
Q4) Many firms are using social media to listen to customers.
A)True
B)False
Q5) __________involves the skill of grasping both facts and feelings to interpret a message's genuine meaning.
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Chapter 18: Leading Teams
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Sample Questions
Q1) The stage of team development in which conflict is resolved and team harmony and unity emerge is called reforming.
A)True
B)False
Q2) Which of the following behaviors is consistent with the socioemotional role?
A) Encourage
B) Follow
C) Compromise
D) Harmonize
E) All of these
Q3) Special-purpose teams are:
A) sometimes called command teams.
B) created outside the formal organizational structure.
C) a type of functional team.
D) not part of the formal organizational structure.
E) related to the trend toward the bossless organization.
Q4) Norms begin to develop in the first interactions among members of a new team.
A)True
B)False
Q5) Discuss the determinants of team cohesiveness and its consequences.
Page 20
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Chapter 19: Managing Quality and Performance
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Sample Questions
Q1) Identify and briefly describe each of the common financial ratios addressed in your text.
Q2) Six Sigma is an organization-wide effort to infuse quality into every activity in a company through continuous improvement.
A)True
B)False
Q3) Return on assets is an activity ratio that is a percentage representing what a company earned from its assets.
A)True
B)False
Q4) The __________ estimates receipts and expenditures of money on a daily or weekly basis to ensure that an organization has sufficient cash to meet its obligations.
Q5) __________ indicators focus on production and operating statistics.
A) Financial performance
B) Business process
C) Critical success
D) Potential for learning and growth
E) Performance measurement
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