Course Introduction
Management Principles
Exam Questions
Management Principles explores the foundational theories, concepts, and practices of effective management within organizations. Students will examine key functions such as planning, organizing, leading, and controlling, and analyze how managers drive organizational success through decision-making, strategic thinking, and leadership. The course covers both classical and contemporary approaches, emphasizing ethical considerations, communication skills, teamwork, and adapting to change in a dynamic business environment. Through real-world case studies and practical applications, students gain a comprehensive understanding of the roles and responsibilities of managers in various types of organizations.
Recommended Textbook
Organizationl Behavior Emerging Knowledge Global Insights 4th Edition by
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Page 2
Steven McShane
Chapter 1: Introduction to the Field of Organisational Behaviour
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Sample Questions
Q1) Which discipline has provided organisational behaviour with much of its theoretical foundation for team dynamics,organisational power and organisational socialisation?
A) Sociology
B) Psychology
C) Economics
D) Industrial engineering
Answer: A
Q2) Virtual work has been identified as an important trend in organisational behaviour.Discuss three organisational behaviour topics that are influenced by virtual work.
Answer: (Note- Students may identify the relevance of various organisational behaviour topics through creative and logical thinking.)Chapter 1 briefly identifies the following topics. Stress management.Virtual work (particularly telework)tends to offer better work-life balance. Performance.Virtual work seems to improve job performance in many situations. Self-leadership.Virtual workers need to manage themselves rather than rely on supervisors for continuous guidance. Organisational influence and politics.Virtual workers have to adjust to the lack of networking,and learn to overcome the limitations of limited face time in demonstrating their value.
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Chapter 2: Individual Behaviour, Personality and Values
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Sample Questions
Q1) Motivation represents the forces within a person that affects his or her direction intensity and ________ of voluntary behaviour.
A) Persistence
B) Efforts
C) Goal direction
D) All of the options listed here are correct
Answer: A
Q2) Which of the following is considered a counter-productive work behaviour:
A) Insulting others
B) Theft
C) Deliberately performing work incorrectly so the organisation suffers a loss
D) All of the options listed here are correct
Answer: D
Q3) According to the MARS model of individual behaviour and performance,employee performance will remain high even if one of the four factors significantly weakens.
A)True
B)False
Answer: False
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Chapter 3: Perceiving Ourselves and Others in Organisations
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Sample Questions
Q1) People who believe that their successful completion of a project is due to their skill and hard work are making an internal attribution.
A)True
B)False
Answer: True
Q2) Self-verification occurs when people rate themselves above average,believing they have a better than average chance of success because of their abilities and motivation.
A)True
B)False
Answer: False
Q3) What perceptual error occurs when a supervisor incorrectly rates an employee at a similar level across all performance dimensions based on an overall impression of that employee?
A) Attribution error
B) Stereotyping
C) Projection bias
D) Halo effect
Answer: D
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Chapter 4: Workplace Emotions, Attitudes and Stress
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Sample Questions
Q1) Attitudes are judgments,whereas emotions are:
A) Experiences
B) Beliefs
C) Emotional processes
D) Assessed feelings
Q2) Organisational loyalty tends to increase when employees:
A) Are involved in organisational decisions and hold personal values that are congruent with the organisation's values
B) Are kept informed about significant organisational activities
C) Receive fair pay and working conditions from their employer
D) All of the options listed here are correct
Q3) Emotions and attitudes usually lead to behaviour,but the opposite sometimes occurs through the process of:
A) Emotional labour
B) Emotional dissonance
C) Cognitive dissonance
D) Beliefs and feelings
Q4) Describe the three stages of the general adaptation syndrome.
Q5) Define cognitive dissonance.
Q6) How can job satisfaction create a positive effect on customer service?
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Chapter 5: Foundations of Employee Motivation
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Sample Questions
Q1) Employee motivation tends to increase when people are assigned to jobs for which they are qualified and they receive coaching to improve their self-confidence.Both of these practices improve employee motivation by:
A) Increasing outcome valences
B) Satisfying existence needs
C) Increasing P-to-O expectancies
D) Increasing E-to-P expectancies
Q2) Maslow's needs hierarchy explicitly names the following needs EXCEPT:
A) Power
B) Self-actualisation
C) Safety
D) Esteem
Q3) Research has found that entrepreneurs are more likely to succeed if they have:
A) A low need for socialised power
B) A high need for personalised power
C) A high need for affiliation
D) A high need for achievement
Q4) Expectancy theory identifies emotions as a key component of employee motivation.
A)True
B)False
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Chapter 6: Applied Performance Practices
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Sample Questions
Q1) A video journalist's job consists of operating the camera,reporting the story and often editing the work,whereas these three tasks are traditionally performed by three people.Video journalism is an example of:
A) Self-leadership
B) Job enrichment
C) Job enlargement
D) Job specialisation
Q2) Which of these statements about empowerment is FALSE?
A) Empowerment is a psychological concept representing more than one dimension
B) Empowerment is the same as employee involvement
C) Empowerment is not a personality trait
D) Empowerment is related to job enrichment
Q3) Job enrichment tends to increase the quality of products or services.
A)True
B)False
Q4) The first step in self-leadership is:
A) Establishing client relationships
B) Practising gainsharing
C) Personal goal setting
D) Constructive thought patterns
Page 8
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Chapter 7: Decision Making and Creativity
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Q1) Incubation is the stage of creativity in which the problem is simmering at the back of your mind while you are doing something else.
A)True
B)False
Q2) Which of these statements about creativity is TRUE?
A) Creativity is found in only 15 per cent of the adult population in Australia
B) Creative people have no knowledge of the fundamental issues on that decision problem
C) Creativity is strongest when employees have formed strong mental models
D) Creative people tend to have a high need for achievement
Q3) One reason why the rational choice model doesn't fit reality is that it focuses on logical thinking and completely ignores:
A) Emotions
B) Alternatives
C) Evaluation of solutions
D) Subjective expected utility
Q4) Describe the rational choice paradigm of decision making.
Q5) What are the causes of escalation of commitments?
Q6) Define scenario planning.
9
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Chapter 8: Team Dynamics
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Sample Questions
Q1) What are the two distinct and sometimes opposing effects of diversity on a team's effectiveness?
Q2) 'Fault lines' are more likely to occur when teams:
A) Have very few members
B) Have developed through to the performing stage
C) Are heterogeneous
D) Are highly interdependent
Q3) What generally occurs during the 'storming' stage of team development?
A) Members learn about each other and evaluate the benefits and costs of continued membership
B) Members shift their attention away from task orientation to a socio-emotional focus as they realise their relationship is coming to an end
C) Members have learned to coordinate their actions and now become more task-oriented
D) Members try to assume specific responsibilities and influence the team's goals and means of goal attainment
Q4) Social identity theory partly explains why people join informal groups.
A)True
B)False
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Chapter 9: Communicating in Teams and Organisations
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Sample Questions
Q1) Emotional contagion has what effect in the communication process?
A) It has no effect on the communication process
B) It provides feedback to the sender that the receiver understands and empathises with the message
C) It reduces the amount of communication among colleagues
D) It makes it more difficult for the receiver to receive emotional meaning about the sender's experience
Q2) How does communication flow through channels between the sender and receiver?
Q3) What are the limitations of communicating through email?
Q4) Research has found that women are generally more sensitive than are men to non-verbal communication.
A)True
B)False
Q5) One dilemma in workspace design is the requirement to balance the need to encourage social interaction with the employees' need for privacy.
A)True
B)False
Q6) Explain why communication is an important instrument for organisational learning and decision making.
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Chapter 10: Power and Influence in the Workplace
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Sample Questions
Q1) As organisations rely increasingly on knowledge rather than on machines and physical resources as the means of production,employees:
A) Are gaining expert power in the workplace
B) Are losing any power in the labour market
C) Are gaining more referent power in the workplace
D) Are becoming more tolerant of their boss's legitimate power
Q2) Organisation relations are likely to be affected by the exercise of power because high power individuals show less:
A) Enthusiasm
B) Adaptability
C) Empathy
D) Recognition of positive reactions from others
Q3) By going on strike at a critical time in the company's business cycle,unions are mainly applying which contingency of power?
A) Visibility
B) Non-substitutability
C) Centrality
D) Discretion
Q4) What is the inoculation effect?
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Chapter 11: Conflict and Negotiation in the Workplace
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Q1) Negotiators tend to be more competitive and less willing to give concessions when their audience directly observes the negotiations.
A)True
B)False
Q2) In most situations,making concessions symbolises a negotiator's motivation to bargain in good faith.
A)True
B)False
Q3) Communication only reduces or minimises conflict when it takes the form of structured meetings and dialogue sessions.
A)True
B)False
Q4) Ambiguous goals are one of the main sources of conflict between baby-boomer and Generation-X employees.
A)True
B)False
Q5) Strong cohesion in teams leads to strong relational conflicts.
A)True
B)False
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Chapter 12: Leadership in Organisational Settings
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Sample Questions
Q1) Which of the following competencies is NOT a characteristic of effective leaders?
A) Effective leaders have a high need for personalised power
B) Effective leaders have a strong belief in their leadership abilities
C) Effective leaders have a high level of emotional intelligence
D) Effective leaders have a high degree of integrity
Q2) The behavioural and contingency leadership theories adopt more of a transactional and less of a transformational perspective of leadership.
A)True
B)False
Q3) Situational leadership theory is also called the:
A) Transformational perspective of leadership
B) Life cycle theory
C) Path-goal theory
D) Implicit leadership perspective
Q4) Leadership is the ability to influence,motivate and enable others to contribute to organisational effectiveness.
A)True
B)False
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Chapter 13: Organisational Structure
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Sample Questions
Q1) One problem with the divisional structure is that it increases the risk of duplication and under-utilisation of resources.
A)True
B)False
Q2) Departmentalisation does all of the following EXCEPT:
A) Establish a system of common supervision
B) Discourage coordination through informal communication
C) Create common measures of performance among employees in the unit
D) Typically determine which positions and units must share resources
Q3) An organisation's decision to compete through innovation is an expression of its:
A) Technology
B) Influence on external environment
C) Strategy
D) Efficiency
Q4) Mechanistic structures operate best:
A) In stable environments
B) Where employees dislike hierarchy and status
C) In rapidly changing environments
D) Where knowledge management is a competitive advantage to the organisation
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Chapter 14: Organisational Culture
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Sample Questions
Q1) Bi-cultural audits are one way to assess which aspects of two companies may be compatible or incompatible.
A)True
B)False
Q2) Which of the following happens during the pre-employment stage of organisational socialisation?
A) Conflicts are resolved between work and non-work activities
B) Employees form expectations (psychological contract)about working at that organisation
C) Reality shock is experienced
D) All of the options listed here are correct
Q3) Describe reality shock and why it occurs.
Q4) To develop the most accurate estimate of an organisation's culture,we should:
A) Survey employees
B) Observe workplace behaviour
C) Investigate physical elements in the workplace
D) All of the options listed here are correct
Q5) What is the integration perspective in an organisation culture?
Q6) What is bicultural audit? Briefly explain its process.
Q7) What are espoused values? How are they different from enacted values?
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Chapter 15: Organisational Change
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Sample Questions
Q1) Pilot projects are usually inflexible and involve considerable cost and risk even before the diffusion process begins.
A)True
B)False
Q2) The challenge of change lies in:
A) Deciding which way to go
B) Execution of change strategy
C) Convincing others
D) Stabilising desired behaviours
Q3) The first step in appreciative inquiry is dreaming,in which participants envision what might be possible in an ideal organisation.
A)True
B)False
Q4) Which of the following practices tend to make it more difficult to bring about organisational change?
A) Appreciative inquiry
B) Search conferences
C) Action research
D) None of the options listed here is correct
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