Management Fundamentals
Mock Exam
Course Introduction
Management Fundamentals introduces students to the core principles and practices of effective management in contemporary organizations. This course covers essential topics such as planning, organizing, leading, and controlling, while exploring the dynamic roles and responsibilities of managers. Students will examine decision-making processes, leadership styles, motivation techniques, team dynamics, and strategic planning, with an emphasis on ethical considerations and real-world applications. Through case studies, discussions, and practical exercises, learners will develop foundational management skills necessary for success in a wide range of professional settings.
Recommended Textbook
Management 7th Edition by Angelo Kinicki
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16 Chapters
2382 Verified Questions
2382 Flashcards
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Page 2
Chapter 1: The Exceptional Manager: What You Do, How You
Do It
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147 Verified Questions
147 Flashcards
Source URL: https://quizplus.com/quiz/56207
Sample Questions
Q1) E-mail is the term for electronic-mail messages and documents transmitted over a computer network.
A)True
B)False
Answer: True
Q2) Greg, the marketing manager, is constantly seeking information about his competition while looking online or speaking to people; this is an example of the ___ role.
A) liaison
B) decisional
C) resource allocator
D) disseminator
E) monitor
Answer: E
Q3) The career of Mary Barra, CEO of General Motors, demonstrates that a key to career growth is the ability to spend money.
A)True
B)False
Answer: False
Page 3
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Chapter 2: Management Theory: Essential Background for the
Successful Manager
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136 Verified Questions
136 Flashcards
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Sample Questions
Q1) Dominique, an executive chef in a large hotel, recently attended a training conference sponsored by several top professionals in his field, where he learned numerous ways his restaurant and hotel can better serve customers. Dominique is excited that management asked him to present this information to the hotel staff so the restaurant and hotel can make needed improvements. Dominique's hotel is a(n) _____ organization.
A) focused
B) learning
C) evolving
D) customer-focused
E) 360-degree
Answer: B
Q2) Mary Parker Follett believed that organizations should be under heavy management control, with managers resolving conflicts and controlling the work process.
A)True
B)False
Answer: False
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Page 4
Chapter 3: The Managers Changing Work Environment and
Ethical Responsibilities: Doing the Right Thing
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) An organization's value system is the belief of employees and customers about that company's product and service quality.
A)True
B)False
Answer: False
Q2) With the "holier-than-thou" effect, people tend to be overly optimistic about their own abilities and fortunes-to overestimate their standing in class.
A)True
B)False
Answer: True
Q3) When Bernard Madoff used money from newer investors to pay off older ones, this was an example of ____.
A) illegal lobbying
B) insider trading
C) an ethical dilemma
D) a Ponzi scheme
E) an ethical climate
Answer: C
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Chapter 4: Global Management: Managing Across Borders
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148 Verified Questions
148 Flashcards
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Sample Questions
Q1) Consisting of 159 member countries, the World Trade Organization is designed to monitor and enforce trade agreements.
A)True
B)False
Q2) NAFTA is a trading bloc consisting of the United States, Canada, Panama, and Mexico.
A)True
B)False
Q3) Becoming a world citizen includes being global in focus and learning how _____.
A) to increase workplace diversity
B) not to be an "ugly American"
C) to increase synergy
D) to sing songs from other cultures and nations
E) to speak several languages
Q4) Many companies are moving production outside the United States because of the effects of geopolitics, a trend known as deglobalization.
A)True
B)False
Q5) Contrast ethnocentric, polycentric, and geocentric managers.
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Chapter 5: Planning: The Foundation of Successful Management
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127 Verified Questions
127 Flashcards
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Sample Questions
Q1) A standing plan that outlines the response to particular problems or circumstances is a(n)
A) procedure.
B) industry standard.
C) norm.
D) program.
E) certified procedure.
Q2) When employees are hired by ABC Industries, the HR manager tells all new hires that their workplace does not allow swearing or dirty jokes. This specific detail is an example of a policy.
A)True
B)False
Q3) Helping people focus on critical problems, choices, and opportunities is possible through _____.
A) planning and diversity
B) MBO
C) planning and strategic management
D) effective synergy policy
E) a strong value system
Q4) Summarize strategic management.
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Chapter 6: Strategic Management: How Exceptional Managers
Realize a Grand Design
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133 Verified Questions
133 Flashcards
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Sample Questions
Q1) Choose an organization you are familiar with and develop a SWOT analysis for that organization, utilizing the four elements of a SWOT analysis for that organization. Give specific examples with the four elements.
Q2) Recently Paul, the CEO of Stage Productions, felt the company's strategic plan is getting off track. Immediately he discussed this situation with the other members of the top management team and adjustments were made to correct the situation. To steer a strategic plan back on track, organizations should engage as few employees as possible and make the plan very specific, covering only the needed scenarios for the future. A)True
B)False
Q3) Explain strategic control. Summarize the suggestions of Bryan Barry to keep a strategic planning on track.
Q4) Summarize how a company would utilize two of Porter's four competitive strategies. Give examples of each.
Q5) Ann is CEO of a national chain of pet stores. Explain if she should utilize competitive intelligence in her job for this company. Give examples.
Q6) Summarize the three sources strategic position emerges from.
Page 8
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Chapter 7: Individual and Group Decision Making: How Managers
Make Things Happen
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) Steve, an owner of IT Services, realized that because customers have so many lowor no-cost options available for training, offering training for Microsoft applications was not in huge demand. Therefore, Steve and his partner made a decision to change the original direction of the company and focus more on computer sales and repair. Steve is an example of how managers need to think and act as if their organization is an unfinished prototype that won't be ruined by dangerous new ideas or is impossible to change.
A)True
B)False
Q2) The predisposition in which people's subjective confidence in their decision making is greater than their objective accuracy is ____.
A) confidence bias
B) overconfidence bias
C) hindsight bias
D) predisposition bias
E) the tunnel vision effect
Q3) The larger and more diverse the group, the higher the quality of the decision.
A)True
B)False
Page 9
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Chapter 8: Organizational Culture, Structure, and Design:
Building Blocks of the Organization
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129 Verified Questions
129 Flashcards
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Sample Questions
Q1) While figuring out how to save money for a bride who is having financial problems, Paula, the catering manager, asked her assistant, "What do you think is the best menu to offer under these particular circumstances?" Paula and her assistant are trying to use the contingency approach.
A)True
B)False
Q2) Making formal statements, holding 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
Q3) The arrangement of having discrete parts of a task done by different people is known as division of labor.
A)True
B)False
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Chapter 9: Human Resource Management: Getting the
Right People for Managerial Success
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168 Verified Questions
168 Flashcards
Source URL: https://quizplus.com/quiz/56199
Sample Questions
Q1) A feedback technique in which an employee is appraised by her boss, peers, subordinates, and possibly clients is called a __________ appraisal.
A) MBO
B) 360-degree
C) results
D) reciprocal
E) BARS
Q2) An example of a behavioral-description interview question is "What was the best idea you ever sold to a supervisor, teacher, peer, or subordinate?"
A)True
B)False
Q3) Collective bargaining consists of negotiations between management and employees about disputes over compensation, benefits, working conditions, and job security.
A)True
B)False
Q4) Explain what human resource management is, state the purpose, and list the five steps in the strategic human resource management process.
Page 11
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Chapter 10: Organizational Change and Innovation: Lifelong
Challenges for the Exceptional Manager
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158 Verified Questions
158 Flashcards
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Sample Questions
Q1) An organizational culture that celebrates failure helps foster innovation.
A)True
B)False
Q2) BP handled the 2010 oil spill crisis in the Gulf of Mexico in a reactive manner.
A)True
B)False
Q3) A(n) ______ innovation is a change in the way a product or service is conceived, manufactured, or disseminated.
A) procedural
B) process
C) product
D) transformational
E) adaptive
Q4) Benchmarking is a technique that must be used in the unfreezing stage of Lewin's change model.
A)True
B)False
Q5) What is the difference between a product innovation and a process innovation?
Q7) Describe what OD is and what it can be used for. Page 12
Q6) Describe how John Kotter's model corresponds with Kurt Lewin's change model.
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Chapter 11: Managing Individual Differences and Behavior:
Supervising People As People
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178 Verified Questions
178 Flashcards
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Sample Questions
Q1) ______ is at the center of the diversity wheel.
A) Philosophy
B) Philanthropy
C) Perception
D) Personality
E) Psychology
Q2) Personality is defined as the stable psychological traits and behavioral attributes that give a person his or her identity.
A)True
B)False
Q3) Which of the following is not one of the four layers of the diversity wheel?
A) organizational dimensions
B) external dimensions
C) internal dimensions
D) management status
E) personality
Q4) Define job satisfaction and describe its components and key correlates.
Q5) Illegal immigrants dramatically impact the U.S. economy.
A)True
B)False
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Chapter 12: Motivating Employees: Achieving Superior Performance in the Workplace
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158 Verified Questions
158 Flashcards
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Sample Questions
Q1) A manager should administer punishment in public in front of employees because the embarrassment enhances the punishment and its effectiveness.
A)True
B)False
Q2) Feedback in the simple motivation model serves to inform you whether behavior worked and should be used again.
A)True
B)False
Q3) At his review last year, Bryan was promised a 20% raise if he met his production goals. Raises were included in today's paychecks, and although Bryan has met all of his goals, he only received a cost-of-living raise. In the future, Bryan's ______ will probably be ______.
A) instrumentality; high
B) valence; low
C) expectancy; low
D) instrumentality; low
E) expectancy; high
Q4) Explain goal-setting theory and how goals should be set according to the theory.
Q5) How should managers use positive reinforcement to motivate?
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Chapter 13: Groups and Teams: Increasing Cooperation, Reducing Conflict
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167 Verified Questions
167 Flashcards
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Sample Questions
Q1) Managers can stimulate individuality in teams by encouraging people to have face-to-face exchanges at work.
A)True
B)False
Q2) A group is defined as two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity.
A)True
B)False
Q3) Terri was part of a 18-person grounds beautification committee, and among its responsibilities were monthly parking lot cleanup and weekly patio sweeping. He was a part of the committee at his boss's request, but had never actually helped with anything. This is likely an example of _____.
A) storming
B) devil's advocacy
C) adjourning
D) procrastinating
E) social loafing
Q4) Why does teamwork matter? What results can it achieve?
Q5) Describe the impact of too little, too excessive, and moderate conflict.
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Chapter 14: Power, Influence, and Leadership: From
Becoming a Manager to Becoming a Leader
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153 Verified Questions
153 Flashcards
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Sample Questions
Q1) According to Kotter, management and leadership are considered to be _____.
A) opposing forces
B) causal; here, management causes leadership
C) complementary to each other
D) almost entirely unrelated
E) equivalent to each other
Q2) Research shows that followers seek and admire leaders who create feelings of _____.
A) anticipation
B) individualism
C) significance
D) clarity
E) freedom
Q3) One's power comes as part of one's job; it is the right to perform or command.
A)True
B)False
Q4) According to path-goal theory, effective leaders possess and use one style of leadership.
A)True
B)False
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Chapter 15: Interpersonal and Organizational
Communication: Mastering the Exchange of Information
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160 Verified Questions
160 Flashcards
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Sample Questions
Q1) A(n) ______ form of media allows receivers to observe multiple cues, such as body language and tone of voice, and allows senders to get feedback.
A) encoded
B) dense
C) rich
D) informal
E) formal
Q2) What are some tips for becoming a good writer?
Q3) Vertical communication is the flow of messages up and down the hierarchy within the organization: bosses communicating with employees, employees communicating with bosses.
A)True
B)False
Q4) The more management levels through which a message passes, the _____.
A) more important the message is
B) higher the chance the message will become external
C) more informal the organization
D) more disorganized the organization
E) more distorted the message may become
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Q5) Define and describe how noise can occur and disrupt the communication process.
Chapter 16: Control Systems and Quality Management:
Techniques for Enhancing Organizational Effectiveness
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160 Verified Questions
160 Flashcards
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Sample Questions
Q1) Which of the following is the best example of bureaucratic control?
A) Southwest Airlines
B) Ritz Carlton
C) Monica's Diner
D) Levi Strauss
E) U.S. Army
Q2) Which of the following is not a characteristic of a successful control system?
A) strategic and results-oriented
B) timely, accurate, and objective
C) realistic, positive, and understandable
D) encourages self-control
E) inflexible to optimize control
Q3) Only incremental changes in the budget request are reviewed in incremental budgeting.
A)True
B)False
Q4) List, define and describe the four types of financial controls.
Q5) TQM assumes that, if given empowerment, employees will focus on quality.
A)True
B)False
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