Management Fundamentals
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Course Introduction
Management Fundamentals introduces students to the core principles and functions of management within organizations. The course covers essential topics such as planning, organizing, leading, and controlling, while exploring key concepts like decision-making, motivation, communication, and organizational structure. Through a blend of theoretical frameworks and practical examples, students gain an understanding of how managers drive organizational success, adapt to changing environments, and address contemporary challenges. This foundational knowledge prepares students for further studies in management and equips them with skills applicable to a wide range of professional settings.
Recommended Textbook Management 8th Australia Edition by Stephen Robbins
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18 Chapters
2328 Verified Questions
2328 Flashcards
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Chapter 1: Managers in the Workplace
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139 Verified Questions
139 Flashcards
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Sample Questions
Q1) A manager resolving conflict among organisational members is performing what function?
A)controlling
B)leading
C)directing
D)commanding
E)coordinating
Answer: B
Q2) Identifying critical issues is an important task that managers need to play in today's business world.
A)True
B)False
Answer: True
Q3) In large firms, the management role of ________ is most important.
A)liaison
B)resource allocator
C)monitor
D)entrepreneur
E)disturbance handler
Answer: B
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Chapter 2: Management History
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121 Flashcards
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Sample Questions
Q1) The 14 principles of management are associated with Fayol.
A)True
B)False Answer: True
Q2) Which of the following is NOT one of Fayol's principles of management?
A)division of work
B)unity of command
C)discipline
D)order
E)equality Answer: E
Q3) 'One best way' is the phrase most associated with scientific management.
A)True
B)False Answer: True
Q4) According to Adam Smith (1776), division of labour was an important concept.
A)True
B)False Answer: True
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Chapter 3: Managing the External Environment and Organisational Culture
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140 Verified Questions
140 Flashcards
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Sample Questions
Q1) According to the textbook, the ________ environment includes those constituencies that have a direct and immediate impact on managers' decisions and actions, and are directly relevant to the achievement of the organisation's goals.
A)general
B)specific
C)secondary
D)forward
E)reverse
Answer: B
Q2) ________ are repetitive sequences of activities that express and reinforce key values of the organisation.
A)Rituals
B)Stories
C)Symbols
D)Language
E)Habits
Answer: A
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Page 5
Chapter 4: Managing in a Global Environment
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140 Flashcards
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Sample Questions
Q1) Which of the following would you consider to be a true statement?
A)Creating a foreign subsidiary usually occurs at an early stage of an organisation's global evolution.
B)A joint venture is a specific type of strategic alliance.
C)Strategic alliances and foreign subsidiaries are essentially the same.
D)Licensing is primarily used by service organisations.
E)'Global sourcing' is another term for 'importing'.
Q2) According to the textbook, the ________ approaches global business from a polycentric attitude.
A)multinational corporation
B)transnational corporation
C)polycentric corporation
D)borderless corporation
E)multidomestic organisation
Q3) What is the advantage of a manager with a global mind-set?
A)increased knowledge of international business
B)an understanding of how business works on a global scale
C)openness to new ideas and experiences
D)greater effectiveness in cross-cultural environments
E)ability to form connects and build trust with others
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Chapter 5: Social Responsibility and Managerial Ethics
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141 Verified Questions
141 Flashcards
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Sample Questions
Q1) Refer to An Academic Question (Scenario).Which of the following is NOT a reason why it makes sense for your university to continue to be socially responsive?
A)positive consumer image
B)lower cost
C)more dedicated workforce
D)more motivated workforce
E)less interference from regulators
Q2) A 'code of ethics' refers to the principles, values and beliefs that define what is right and wrong behaviour.
A)True
B)False
Q3) Reasoning at the _____ level of moral development indicates that moral values reside in maintaining the order and the expectations of others.
A)preconventional
B)conventional
C)principled
D)arrival
E)agnostic
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Chapter 6: Managers As Decision Makers
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Sample Questions
Q1) Managers who look at problems collaboratively and integratively in order to better understand a situation are utilising _____.
A)design thinking
B)linear decision making
C)big data
D)scientific management
E)framing bias
Q2) One assumption of rationality is that we cannot know all of the alternatives.
A)True
B)False
Q3) Refer to The Car (Scenario).Colleen's brother has a different view of the repairs.He assumes that the repair person is using the best information available, but there may be other unexpected repairs that might surface and that a higher budget might be more reasonable.He is using ________.
A)rational decision making
B)risk avoidance
C)bounded rationality
D)intuition
E)Stage 4 decision making
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Page 8
Chapter 7: Managing Change and Innovation
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112 Verified Questions
112 Flashcards
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Sample Questions
Q1) ________ is a method of changing behaviour through unstructured group interaction.
A)Organisational development
B)Team building
C)Survey feedback
D)Process consultation
E)Sensitivity training
Q2) In the 'white-water rapids' metaphor of change, managers should expect change at any time and it may last for unspecified lengths of time.
A)True
B)False
Q3) 'Co-optation' refers to covert attempts to influence.
A)True
B)False
Q4) Cultural change is easier when the organisational culture is strong.
A)True
B)False
Q5) 'Co-optation' is a form of both manipulation and participation.
A)True
B)False
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Chapter 8: Foundations of Planning
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120 Flashcards
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Sample Questions
Q1) If a manager wanted to predict the effect of microwave ovens on the sale of conventional ovens, he would probably use the quantitative technique termed
A)time series analysis
B)sales force composition
C)regression models
D)econometric models
E)substitution effect
Q2) Formal planning involves which of the following aspects?
A)developing general objectives
B)planning for up to one year
C)writing objectives
D)distributing the plan to all managerial employees
E)carrying out the goals as each manager thinks is best
Q3) One suggestion for improving forecasting effectiveness is to ________.
A)use complex forecasting sequences
B)gather as much data as possible
C)always employ global forecasting
D)use simple forecasting methods
E)generate mathematical models based on competitor-based scenarios
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Chapter 9: Strategic Management
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Sample Questions
Q1) In a short essay, list and discuss three strategies where organisations might use e-business to gain a competitive advantage.Give examples of each.
Q2) A trucking company that grows by purchasing a chain of service stations is engaged in what type of growth?
A)merger
B)acquisition
C)vertical integration
D)horizontal integration
E)concentration
Q3) According to the textbook, ________ determines the direction that the organisation is going and the roles that each business unit in the organisation will play in pursuing that direction.
A)functional-level strategy
B)business-level strategy
C)corporate-level strategy
D)management by objectives
E)the BCG matrix
Q4) In a short essay, list and discuss the six steps in the 'strategic management process'.
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Chapter 10: Managerial Controls
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Sample Questions
Q1) 'Feedforward control' prevents anticipated problems.
A)True
B)False
Q2) The accumulated end results of all the organisation's work activities are called
A)organisational performance
B)organisational planning
C)environmental scanning
D)goal attainment
E)scenario planning
Q3) In Australia, retailers believe that ________ of lost stock is due to disloyal employees helping themselves by stealing at work.
A)30 per cent
B)50 per cent
C)60 per cent
D)75 per cent
E)40 per cent
Q4) Doing nothing is NOT an acceptable managerial action in the control process.
A)True
B)False
Page 12
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Chapter 11: Managing Operations
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) 'Value chain management' is externally oriented and focuses on both incoming materials and outgoing products and services.
A)True
B)False
Q2) All of the following are mentioned in the textbook as obstacles in managing the value chain EXCEPT ________.
A)people
B)technology
C)cultural attitudes
D)required capabilities
E)organisational barriers
Q3) Refer to Non-Deming (Scenario).Different from Bob's company, Deming suggested that ________ should be responsible for implementing total quality management principles.
A)middle managers
B)employees
C)top managers
D)supervisors
E)team leaders
Q4) List and summarise six product quality and six service quality dimensions.
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Chapter 12: Organisational Structure and Design
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Sample Questions
Q1) Refer to Paul Abdul Oil Corporation (Scenario).To deal with the workload in an effective manner, PAOC's executive management group assigns specialists from the different functional departments to work on one or more work groups that are led by project managers.This popular contemporary design is called a ________ structure.
A)matrix
B)mechanistic
C)divisional
D)functional
E)organic
Q2) The three production categories that Joan Woodward divided organisations into in order to uncover relationships between organisational structure and technology are
A)unit, mass and process
B)unit, product and cost
C)product, cost and customer
D)mass, process and cost
E)process, unit and product
Q3) In a short essay, discuss the characteristics of mechanistic and organic organisations.
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Page 14
Chapter 13: Managing Teams
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Sample Questions
Q1) Which of the following personality traits tends to have a positive impact on group productivity and morale?
A)unconventionality
B)dominance
C)judgmental
D)self-reliance
E)authoritarianism
Q2) Perceived incompatible differences resulting in some form of interference or opposition is known as ________.
A)conflict
B)problem creation
C)personality differences
D)troubleshooting
E)political opposition
Q3) An advantage of group decisions is that they increase acceptance of a solution.
A)True
B)False
Q4) In a short essay, describe the management of a team using the four basic management functions.
Q5) In a short essay, list and discuss the five stages of group development.
Page 15
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Chapter 14: Managing Human Resources
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131 Flashcards
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Sample Questions
Q1) Job rotation is an example of what kind of training method?
A)vestibule
B)simulation
C)on-the-job
D)off-the-job
E)computer instruction
Q2) Skill-based pay rewards employees for the job skills and competencies they can demonstrate.
A)True
B)False
Q3) Refer to Human Resources Selection (Scenario).For the executive positions, Dennis considered using ________, where candidates go through extensive exercises that simulate real problems they would confront on the job.
A)assessment centres
B)work sampling
C)visitation tests
D)intelligence tests
E)realistic job previews
Q4) In a short essay, discuss job analysis, job description and job specification.
Q5) In a short essay, list and discuss six decruitment options.
Page 16
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Chapter 15: Understanding and Managing Individual Behaviour
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135 Verified Questions
135 Flashcards
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Sample Questions
Q1) According to Holland's Typology, enterprising types tend to be self-confident, ambitious, energetic and domineering.
A)True
B)False
Q2) In the Myers-Briggs assessment, if you are a good planner, you would probably score high on which scale?
A)extrovert
B)judgmental
C)thinking
D)intuitive
E)perceptive
Q3) Employees with high self-esteem tend to be more satisfied with their jobs than those with low self-esteem.
A)True
B)False
Q4) According to Holland's Typology, a realistic personality type might be well suited to be an economist.
A)True
B)False
Page 17
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Chapter 16: Managers and Communication
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Sample Questions
Q1) Refer to Margaret - Communications Expert (Scenario).Margaret makes a point to differentiate between interpersonal communication and organisational communication.She explains that the concept of organisational communication encapsulates ________.
A)the total amount of information exchanged within an organisation
B)patterns of communication within the organisation
C)communication technology within the organisation
D)the transfer of knowledge within the organisation
E)advertising
Q2) Refer to The Importance of Communication (Scenario).Keith, a new manager at the company, was a bit confused about the employees communicating with their managers.He asked John to explain with an example.John replied that examples of ________ communication include performance reports prepared by employees, suggestion boxes, employee attitude surveys and grievance procedures.
A)upward
B)lateral
C)downward
D)virtual
E)diagonal
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Chapter 17: Motivating Employees
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Sample Questions
Q1) The higher your ________, the more confidence you have in your ability to succeed in a task.
A)self-efficacy
B)job scope
C)reinforcers
D)self-esteem
E)motivation
Q2) In the job characteristics model, task significance refers to the degree to which a job requires completion of a whole and identifiable piece of work.
A)True
B)False
Q3) The number of different tasks required in a job and the frequency with which those tasks are repeated is ________.
A)job enlargement
B)job criteria
C)job scope
D)job design
E)job enrichment
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Chapter 18: Managers As Leaders
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Sample Questions
Q1) ________ leadership is the ability to create and articulate a realistic, credible, attractive vision of the future for an organisation or organisational unit that grows out of and improves on the future.
A)Charismatic
B)Transactional
C)Trait
D)Visionary
E)Informational
Q2) Fiedler's contingency model of leadership style effectiveness depends on the ability and willingness of the subordinates.
A)True
B)False
Q3) According to Fiedler's research, relationship-oriented leaders seemed to perform better in very unfavourable situations.
A)True
B)False
Q4) Effective leadership does not require training.
A)True
B)False
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