Management Fundamentals
Test Preparation
Course Introduction
Management Fundamentals introduces the essential principles and practices that form the foundation of modern management in organizations. This course covers key topics such as planning, organizing, leading, and controlling, while exploring the roles and responsibilities of managers in diverse settings. Students will learn about decision-making processes, organizational structures, leadership styles, motivation, and effective communication. Real-world examples and case studies are used to illustrate fundamental concepts, helping students develop a practical understanding of how managers drive organizational success amid dynamic business environments.
Recommended Textbook
Understanding Management 10th Edition by
Richard L. Daft
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15 Chapters
975 Verified Questions
975 Flashcards
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Page 2
Chapter 1: The World of Innovative Management
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65 Verified Questions
65 Flashcards
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Sample Questions
Q1) List the three assumptions associated with McGregor's Theory X.
Answer: (1)Individuals have an innate dislike of work and will try to avoid it;(2)Most people must be coerced to get them to put out a reasonable level of effort;and (3)The typical person prefers to be told what to do.
Q2) In the _____ role,managers initiate improvement projects,identify new ideas,and delegate idea responsibility to others.
Answer: entrepreneur
Q3) Tool Techies,Inc.uses phone surveys of customers to gather information about service and quality.This is an example of the management function of:
A)planning.
B)technical skills.
C)organizing.
D)controlling.
E)conceptual skills.
Answer: D
Q4) _____ refers to the field of management that specializes in the physical production of goods or services.
Answer: Operations management
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3
Chapter 2: The Environment and Corporate Culture
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Sample Questions
Q1) Name one of the two dimensions that the categories of culture are based on. Answer: Responses will be either (1)the extent to which the external environment requires flexibility or stability,or (2)the extent to which a company's strategic focus is internal or external.
Q2) A political lobbyist for General Motors fills an essential boundary-spanning role.
A)True
B)False Answer: True
Q3) Companies in Quadrant A represent the high-performance culture.
A)True
B)False
Answer: False
Q4) The most recent U.S.census data show that about one-third of all babies born 2011 were members of minority group.
A)True
B)False
Answer: False
Q5) An object,act,or event that conveys meaning to others is known as a(n)_____.
Answer: symbol
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Chapter 3: Managing in a Global Environment
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Sample Questions
Q1) Explain NAFTA.
Answer: Taking effect in early 1994,the North American Free Trade Agreement (NAFTA)united the U.S.,Mexico,and Canada into a multi-trillion dollar market.Over a fifteen-year period,this agreement removes tariffs and trade restrictions on most manufactured and agricultural products.Potential advantages of NAFTA center on its expectations: it is expected to spur growth,increase exports,and create jobs in all three countries.Conversely,many U.S.groups have a number of reservations.These include job loss to Mexico and weakened pollution standards.
Q2) Jana has a high 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 degree of individualism.
D)low degree of individualism.
E)low level of power distance.
Answer: B
Q3) In a(n)_____,people use communication primarily to exchange facts and information.
Answer: low-context culture
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Page 5
Chapter 4: Managing Ethics and Social Responsibility
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Sample Questions
Q1) A chief ethics officer is a company executive who oversees all aspects of ethics and legal compliance.
A)True
B)False
Q2) The _____ approach asserts that human beings have fundamental rights and liberties that cannot be taken away by an individual's decision.
Q3) Procedural justice requires that rules be stated clearly,consistently and impartially enforced,and administered fairly.
A)True
B)False
Q4) Which of the following concepts argues that organizations can find innovative ways to create wealth at the same time they are preserving natural resources?
A)Preservation
B)Conservation
C)Environmentalism
D)Protectionism
E)Sustainability
Q5) List three examples of primary stakeholders.
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Chapter 5: Planning and Goal Setting
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Sample Questions
Q1) _____ is a method whereby managers and employees define goals for every department,project,and person and use them to monitor subsequent performance.
Q2) Of executives whose companies had no formal strategic planning process,about half said they were dissatisfied with the company's development strategy.
A)True
B)False
Q3) Trend management is looking at trends and discontinuities and imagining possible alternative futures.
A)True
B)False
Q4) Which of the following strategies involves rewarding an employee's innovation?
A)Cost leadership
B)Differentiation
C)Focus
D)Internal growth
E)Liquidation
Q5) List the four components of a SWOT analysis.
Q6) In what ways do plans and goals benefit an organization?
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Chapter 6: Managerial Decision Making
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Sample Questions
Q1) Managers will frequently look for new information that contradicts their instincts or original point of view.
A)True
B)False
Q2) Genna is collecting data on how well the organization has done since their new strategy was implemented.She is in what stage of the managerial decision making process?
A)The generation of alternatives
B)Implementation of the chosen alternative
C)Evaluation and feedback
D)Recognition of the decision requirement
E)Selection of desired alternative
Q3) The tendency of organizations to invest time and money in a solution despite strong evidence that is not appropriate is referred to as:
A)technological decisions.
B)collective intuition.
C)decision learning.
D)team delay.
E)escalating commitment.
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Page 8
Chapter 7: Designing Organization Structure
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Sample Questions
Q1) In the _____ approach of structural design,departments are independent,contracting services to the central hub for a profit.
Q2) With a(n)_____ strategy,the organization attempts to develop innovative products unique to the market.
A)differentiation
B)integration
C)reengineering
D)cost leadership
E)defensive
Q3) The confusion and frustration caused by the dual chain of command is a major problem of the matrix structure.
A)True
B)False
Q4) The framework in which the organization defines how tasks are divided,resources are deployed and departments are coordinated is called organizational structure.
A)True
B)False
Q5) List three disadvantages of the divisional structure.
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Chapter 8: Managing Change and Innovation
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Sample Questions
Q1) _____ forces are the various barriers to change,such as a lack of resources,resistance from middle managers,or inadequate employee skills.
Q2) Some companies are practicing _____ innovation by creating innovative,low-cost products for emerging markets and then quickly and inexpensively repackaging them for sale in developed countries.
Q3) _____ means extending the search for and commercializing new ideas beyond the boundaries of the organization and even beyond the boundaries of the industry.
Q4) Training is one of the most frequently used approaches to changing people's mindsets.
A)True
B)False
Q5) Survey feedback enhances the cohesiveness and success of organizational groups and teams.
A)True B)False
Q6) Lack of trust is perhaps the biggest obstacle to organizational change.
A)True B)False
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Chapter 9: Managing Human Resources and Diversity
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Sample Questions
Q1) Matthew is Mandy's supervisor.He promises to fire her if she does not engage in sexual activity with him.This type of sexual harassment would be categorized as:
A)coercion with threat of punishment.
B)solicitation with promise of reward.
C)appropriate.
D)generalized.
E)positional authority.
Q2) Which racial or ethnic category currently represents the largest and fastest growing minority group?
A)White
B)African American
C)Asian
D)Hispanic
E)Native American
Q3) Because employees with different backgrounds bring different options and ideas to the table,a diverse workforce may lead to increased conflict,anxiety,and misunderstanding.
A)True
B)False
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Page 11
Chapter 10: Understanding Individual Behavior
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Sample Questions
Q1) Social awareness is the ability to connect to others,build positive relationships,respond to the emotions of others,and influence others.
A)True
B)False
Q2) A survey of 75 members of the Stanford Graduate School of Business's Advisory Council revealed that by far the most important capability for managers to develop is self-confidence.
A)True
B)False
Q3) Which of the following describes the last step in the perception process?
A)Observing information
B)Screening the information
C)Selecting what to process
D)Organizing the selected data into patterns
E)Transmitting the observed information
Q4) An individual's ______ is the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas,objects,or people in the environment.
Q5) What are the four components of emotional intelligence? Explain.
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Chapter 11: Leadership
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Sample Questions
Q1) Which of the following is NOT one of Schmidt's five leadership precepts?
A)Get to know your employees
B)Create new ways to reward high performers
C)Ensure the integrity of the hierarchy
D)Let employees own the problems
E)Have employees' performance reviewed by respected others
Q2) The ability to influence people toward the attainment of goals is known as _____.
Q3) Two leadership styles used by Fiedler in his contingency theory were:
A)employee-centered and job-centered.
B)consideration and initiating structure.
C)concern for people and concern for production.
D)relationship-oriented and task-oriented.
E)employee-oriented and relations-oriented.
Q4) Personal power,innovation,and nurturing are consistently viewed as manager qualities rather than leader qualities.
A)True
B)False
Q5) _____ is the potential ability to influence the behavior of others.
Q6) Distinguish between charismatic and transformational leadership.
Page 13
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Chapter 12: Motivating Employees
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Sample Questions
Q1) The group of theories that explain how employees meet their needs and determine their success are called process theories.
A)True
B)False
Q2) _____ is the removal of an unpleasant consequence following a desired behavior.
Q3) The idea that people are strongly motivated by a potential loss,such as a financial penalty,is known as _____.
Q4) List the five core job dimensions found in the job characteristics model.
Q5) _____ is a motivational compensation program that allows workers to set their own hours.
Q6) Which of the following theories places an emphasis on behavior and its consequences?
A)Two-factor theory
B)Need hierarchy theory
C)Reinforcement theory
D)ERG theory
E)Equity theory
Q7) The _____ is the idea that the single most important factor that can boost motivation during a workday is making progress toward meaningful goals.
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Chapter 13: Managing Communication
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Sample Questions
Q1) The skills of _____ require receiving messages to accurately grasp facts and feelings to interpret the meaning of the message.
A)communication
B)listening
C)managing
D)reception
E)telling
Q2) _____ communication is the lateral or diagonal exchange of messages among peers or coworkers.
Q3) List the three formal communication channels found in organizations.
Q4) What is downward communication and what are five topics generally included with downward communication?
Q5) The choice of a communication channel can convey a symbolic meaning to the receiver.
A)True
B)False
Q6) Face-to-face discussion is the richest channel,in terms of channel richness.
A)True
B)False
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Chapter 14: Leading Teams
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Sample Questions
Q1) Virtual and global teams are particularly prone to communication breakdowns.
A)True
B)False
Q2) Productive output pertains to the team's ability to meet the personal needs of its members.
A)True
B)False
Q3) Discuss the determinants of team cohesiveness and its consequences.
Q4) What are the three key components of the author's definition of a team?
Q5) List the five behaviors associated with the task specialist role.
Q6) During the _____ stage of team development,the major emphasis is on problem solving and accomplishing the assigned task.
Q7) As a general rule,large teams makes it harder to interact and influence others.
A)True
B)False
Q8) During the _____ stage of team development,individual personalities emerge.People become more assertive in clarifying their roles and what is expected of them.
16
Q9) The _____ style to handle conflict involves a low degree of assertiveness and a high degree of cooperation.
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Page 17
Chapter 15: Managing Quality and Performance
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Sample Questions
Q1) List the four major perspectives of a balanced scorecard.
Q2) The initial cost of implementing the SOX reforms is relatively minor for a small business once it becomes public.
A)True
B)False
Q3) The income statement shows revenues coming into the organization from all sources and subtracts all expenses.
A)True
B)False
Q4) What is the first step in the feedback control system?
A)Establishing strategic objectives
B)Establishing standards of performance
C)Taking corrective action
D)Comparing performance to standard
E)Measuring previous performance
Q5) In a traditional _____ approach,budgeted amounts for the coming year are imposed on middle- and lower-level managers.
Q6) A(n)_____ ratio measures internal performance with respect to key activities defined by management.
Page 18
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