Management Principles and Practices
Exam Preparation Guide
Course Introduction
Management Principles and Practices introduces students to the foundational concepts, theories, and applications of management within organizations. The course covers key managerial functions such as planning, organizing, leading, and controlling, alongside effective decision-making processes, ethical considerations, and strategic goal setting. Students will examine the roles and responsibilities of managers, explore different management styles, and analyze case studies to apply learned principles in real-world contexts. Emphasis is placed on effective communication, team dynamics, problem-solving, and adapting to change in dynamic business environments, preparing students for leadership roles in various organizational settings.
Recommended Textbook
Management 1st Edition by Luis R. Gomez Mejia
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15 Chapters
1199 Verified Questions
1199 Flashcards
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Chapter 1: Management and Its Evolution
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80 Verified Questions
80 Flashcards
Source URL: https://quizplus.com/quiz/8097
Sample Questions
Q1) A traditional perspective of management that examines the entire organization as a rational entity is
A) total quality management.
B) scientific management.
C) administrative management.
D) bureaucratic management.
Answer: D
Q2) Who first observed that the division of labor was responsible for revolutionary gains in factory output?
A) Frederick Taylor
B) Sun Tsu
C) Adam Smith
D) Niccolo Machiavelli
Answer: C
Q3) John, the marketing manager overseeing the launch of his company's new product, is considered a strategic manager.
A)True
B)False
Answer: False
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Page 3
Chapter 2: The Culture of Management
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) A mode of international entry frequently used by McDonald's whereby the cooking methods, ingredients, and physical appearance of their restaurants comply with McDonald's standards is known as
A) strategic alliances.
B) franchising.
C) exporting.
D) turnkey projects.
Answer: B
Q2) The three forms of risk involved in international operations are
A) economic, consumer, and exchange rate risk.
B) political, economic, and legal risk.
C) exchange rate risk, intellectual property, and political risk.
D) economic, intellectual property, and legal risk.
Answer: B
Q3) Late entrants to a market
A) face higher pioneering costs.
B) preempt rivals.
C) may learn from the experience of first movers.
D) have no advantages.
Answer: C
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Chapter 3: Managing Social Responsibility and Ethics
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80 Flashcards
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Sample Questions
Q1) Social responsibility ultimately leads to improved odds of long-term survival for the organization.
A)True
B)False
Answer: True
Q2) When a manager closely monitors the behavior of a disliked employee, looking for the opportunity to punish the employee, while giving more slack to employees who are favored by the supervisor is an example of which type of ethical dilemma at work?
A) Performance appraisal
B) Employee discipline
C) Romantic relationships
D) Gift giving
Answer: B
Q3) What is social responsibility?
Answer: Social responsibility is the belief that corporations have a responsibility to conduct their affairs ethically to benefit both employees and the larger society.Caring for the natural environment is one of several dimensions of social responsibility that must be considered in the allocation of a firm's resources.
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Chapter 4: Managing Organizational Culture and Change
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80 Flashcards
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Sample Questions
Q1) What is the final stage in Lewin's three-step model of organizational change?
A) Unfreezing
B) Refreezing
C) Changing
D) Force field analysis
Q2) Which type of organizational culture would appeal to individuals who enjoy the excitement, challenge, and opportunities of a turnaround?
A) Baseball team culture
B) Club team culture
C) Academy team culture
D) Fortress team culture
Q3) Discuss sources of resistance to change.
Q4) At the center of organizational culture are
A) espoused values.
B) visible culture.
C) perceived values.
D) core values.
Q5) What is one of the most effective way to overcome resistance to change?
Q6) What are Shelley Bird's suggestions for managing change?
Q7) Discuss a strong versus weak culture.
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Chapter 5: Managing the Planning Process
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80 Flashcards
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Sample Questions
Q1) In keeping planning a continuous process that is attuned to changes in both the internal and external environment, firms should consider all of the following except
A) the use of two-way feedback between managers and employees in the performance appraisal process.
B) scheduled retreats of key managers and employees.
C) carefully analyzing circumstances and avoiding "seat of the pants" crisis management.
D) the creation of standing cross-functional committees.
Q2) Synergy is
A) the degree to which the strategic action plan takes a long-term view of the future and moves the company in that direction.
B) the extent to which the higher level goals reflect top management's personal philosophy.
C) the extent to which the strategic action plan fits with organizational characteristics and the external environment.
D) the integration of the efforts of various organizational subunits to better accomplish corporate-wide business objectives.
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Chapter 6: Decision Making
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80 Flashcards
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Sample Questions
Q1) Reactive managers tend to lose control of their time and lose sight of the "big picture."
A)True
B)False
Q2) The non-rational decision-making approach developed by Herbert Simon is
A) the garbage can model.
B) the nominal group technique.
C) the administrative model.
D) the Delphi technique.
Q3) What is the final stage in the decision-making process?
A) Generating alternative solutions
B) Choosing the best alternative
C) Evaluating the results
D) Identifying and diagnosing the problem
Q4) Discuss some techniques to stimulate creativity in group decision making.
Q5) Simon's garbage can model suggests that managers have a set of pre-established solutions to problems located in "garbage cans."
A)True
B)False
Q6) What are the three decision-making environments?
Page 8
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Chapter 7: Strategic Management
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80 Flashcards
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Sample Questions
Q1) According to the BCG Matrix, a business unit that is both low in market share and low in market growth is a
A) cow.
B) star.
C) question mark.
D) dog.
Q2) The norms, values, and preferences of a society are analyzed in which component of the external environment?
A) Demographic trends
B) Political/legal forces
C) Economic trends
D) Socio-cultural trends
Q3) Porter's value-chain analysis attempts to identify
A) primary activities of the firm.
B) the competitive advantage of the firm.
C) support activities of the firm.
D) the value-added of each activity.
Q4) What is portfolio analysis?
Q5) What is a cooperative strategy? What purposes do they serve?
Q6) What is the SWOT analysis?
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Chapter 8: Entrepreneurship and Innovation
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80 Flashcards
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Sample Questions
Q1) Entrepreneurs may obtain debt financing for specific purchases through A) equipment manufacturing.
B) suppliers.
C) credit cards.
D) all of the above
Q2) What are the key components of a business plan?
Q3) Innovation is
A) doing something different.
B) always about radical change.
C) always about incremental change.
D) always embraced by large organizations.
Q4) An entrepreneur assumes fewer risks with franchising because the franchise can provide
A) a product or service with an established market and favorable image.
B) management training and assistance in operating the business.
C) economies of scale for advertising and purchasing.
D) all of the above
Q5) What is entrepreneurship?
Q6) List some entrepreneurial skills related to success.
Q7) What are the most common reasons for entrepreneurial business failure?
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Chapter 9: Managing the Structure and Design of Organizations
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Which of the following statements is true concerning authority?
A) Authority is given to the position and not the person.
B) Authority originates at the top of the organization based on the property rights of the owners and flows down the vertical organizational hierarchy from top to middle to operative employees.
C) Positions at the top of the hierarchy have more authority than positions at lower levels.
D) all of the above
Q2) Fayol's concept that a subordinate should have only one direct supervisor is referred to as
A) authority.
B) accountability.
C) unity of command.
D) organization structure.
Q3) What is the matrix approach to departmentalization? What are its advantages and disadvantages?
Q4) Describe a functional structure.
Q5) List the strategic factors that affect the choice of organization design.
Q7) What is span of control? How does it impact management levels? Page 11
Q6) What are the symptoms of a malfunctioning organization design?
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Chapter 10: Human Resource Management
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Affirmative action
A) aims to accomplish the goal of fair employment by urging employers to make a conscious effort to hire members from protected classes.
B) aims to ensure that employment decisions are not made based on demographic characteristics such as race, sex, or age.
C) does not hurt people who are not members of a protected class.
D) has yet to be addressed in Supreme Court decisions.
Q2) Discuss the importance of strategic compensation.
Q3) Effectiveness of training may be measured in monetary terms or nonmonetary terms.
A)True
B)False
Q4) Union membership in the United States
A) has been declining to a low of approximately 10 percent in 2011.
B) has been increasing to a high of approximately 35 percent in 2011.
C) has been steadily increasing since 1945.
D) is not influential in any industries today.
Q5) What is sexual harassment? Provide examples of the two types.
Q6) Discuss the career development process.
Page 13
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Chapter 11: Managing Employee Diversity
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80 Flashcards
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Sample Questions
Q1) What percent of the U.S. workforce consists of families with dual career couples?
A) 30
B) 40
C) 50
D) 60
Q2) Because people are attracted to others they believe are similar to themselves, there is a natural tendency for organizations to
A) become demographically homogeneous.
B) become ethnocentric.
C) become less cohesive.
D) experience more conflict and tension.
Q3) A diversity program
A) is a political solution to societal ills.
B) is another name for affirmative action.
C) recognizes an organization's need to employ women and minorities in order to succeed.
D) is a government-mandated program.
Q4) What is the role of top management in improving the management of diversity?
Q5) What is diversity?
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Chapter 12: Leadership in Management
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79 Verified Questions
79 Flashcards
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Sample Questions
Q1) The key difference between Maslow's and Alderfer's theories is
A) Alderfer collapses five needs to three.
B) according to Alderfer, all three need categories can operate simultaneously.
C) Alderfer's view of needs is less universally valid than Maslow's.
D) Alderfer assumes a rigid hierarchy whereas Maslow does not.
Q2) Jessica is warm and friendly and shows concern about the problems and needs of subordinates. According to House's path-goal theory, which leadership style is Jessica using?
A) Participative leader
B) Directive leader
C) Achievement-oriented leader
D) Supportive leader
Q3) What is the role of cognitive dissonance in equity theory?
Q4) The approach to understanding leadership that attempts to find a personality profile that distinguishes leaders from non-leaders is
A) the behavioral approach.
B) the trait approach.
C) the situational approach.
D) the production-centered approach.
Q5) How does a transformational leader differ from a transactional leader?
Page 15
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Chapter 13: Managing Teams
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80 Flashcards
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Sample Questions
Q1) If team members do not address both the task-facilitating and the relationship-building roles, the team is likely to perform inadequately.
A)True
B)False
Q2) Which of the following is a characteristic of a team?
A) Shared leadership roles
B) Variable input from members solicited by the group leader
C) Individual work assignments
D) all of the above
Q3) What is a nonconforming high performer?
Q4) To be fully functional, self-managed team members need to be trained in A) technical skills.
B) management skills.
C) interpersonal skills.
D) all of the above
Q5) Parallel teams require only part-time commitment from team members while the remainder of the time is spent working in a functional department.
A)True
B)False
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Chapter 14: Managing Communication
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Translating the symbolic verbal, written, or visual symbols into an undistorted, clear message is
A) feedback.
B) decoding.
C) encoding.
D) noise.
Q2) The classic smiley is known as a(n)
A) wink.
B) communication channel.
C) emoticon.
D) juvenile addition to letters.
Q3) Lean communication channels
A) provide opportunities for feedback.
B) are impersonal.
C) personalize the message for the receiver.
D) all of the above
Q4) Effective communication involves more than words.
A)True
B)False
Q5) Describe the communication model.
Page 17
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Chapter 15: Operation and Information System Management
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Sample Questions
Q1) What is a JIT system?
Q2) The goal of a JIT system is
A) creating the firm's product in the least amount of time.
B) improving the firm's profitability.
C) creating an appropriate strategic plan.
D) developing best practices for quality improvement.
Q3) Which of the following is not a component of the Deming wheel?
A) Plan
B) Do
C) Convert
D) Act
Q4) The problem of lost cards experienced with the kanban system is addressed with A) JIT.
B) an electronic kanban system that uses a scanner to read in a code on a container. C) process reengineering.
D) all of the above
Q5) What are the steps that make up the quality approach according to Deming?
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Q6) Which type of control would have been most helpful to BP in averting the oil spill in the Gulf of Mexico? Why?