Principles of Management
Exam Answer Key
Course Introduction
Principles of Management provides an introduction to the fundamental concepts, theories, and practices that underpin the effective management of organizations. This course examines the primary functions of management, including planning, organizing, leading, and controlling, and explores key topics such as decision making, motivation, leadership, communication, and organizational structure. Through real-world examples and case studies, students develop an understanding of the roles and responsibilities of managers, the challenges they face, and the skills required to succeed in dynamic and diverse workplaces.
Recommended Textbook
ORGB 3 3rd Edition by
Debra L. Nelson
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18 Chapters
1924 Verified Questions
1924 Flashcards
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Page 2
Chapter 1: Organizational Behavior and Opportunity
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79 Verified Questions
79 Flashcards
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Sample Questions
Q1) Each of the following characterizes the Six Sigma philosophy for company-wide quality improvement except:
A)customer-driven focus
B)decision making based on quantitative data
C)a high-performance system to execute business strategy
D)an emphasis on improving quality within the production process
Answer: D
Q2) A significant aspect of total quality management is:
A)employee-driven suggestion systems
B)continuous improvement and attention to customer needs
C)the use of computers
D)the suboptimization of resource allocation
Answer: B
Q3) The study of organizational behavior is concerned with:
A)psychosocial, interpersonal, and organizational structure
B)psychosocial, interpersonal, and work design
C)interpersonal, group dynamics in organizations, and work design
D)psychosocial, interpersonal, and group dynamics in organizations
Answer: D
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Page 3
Chapter 2: Challenges for Managers
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Sample Questions
Q1) A transnational business firm operates only in the European Union.
A)True
B)False
Answer: False
Q2) Which of the following would not be considered sexual harassment?
A)A male department head is propositioned by a female employee who has bid for a different job that carries a high rate of pay.
B)When congratulating employees for their good work, a male supervisor pats male workers on the shoulder and female workers on their behinds.
C)A female office employee frequently, in a joking fashion, suggests to certain male co-workers that they go to a motel during the lunch hour.
D)In trying to make an important point when issuing job instructions, a male supervisor puts his hand on the employee's shoulder. He does this with both male and female employees.
Answer: D
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Chapter 3: Personality, Perception, and Attribution
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Sample Questions
Q1) As a supervisor of a group of employees, all of whom have an internal locus of control, you should:
A)closely supervise them
B)provide explicit and frequent job instructions
C)expect to frequently discipline group members for slowness and lack of initiative
D)allow them considerable leeway in determining how to perform their work
Answer: D
Q2) All of the following are characteristics of the target that influence social perception except:
A)inferred intentions
B)nonverbal communication
C)verbal communication
D)cognitive complexity
Answer: D
Q3) High self-monitors can adjust their behavior to fit the situation.
A)True
B)False
Answer: True
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Chapter 4: Attitudes, Emotions, and Ethics
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Sample Questions
Q1) If an individual from a country holds a negative attitude towards women in management because of a cultural belief system, but does not reflect behavior consistent with that attitude in a group, the link between the attitude-behavior is probably weak because:
A)the measurement timing is poor
B)of social constraints
C)the individual is a low self-monitor
D)of low attitude relevance
Q2) What type of work culture would you most likely find in Iran?
A)individualist culture
B)work culture based on task accomplishment
C)work culture based on contributions to loyalty
D)collectivist culture
Q3) The goals to be achieved, or the end states of existence, are called:
A)instrumental values
B)terminal values
C)lifelong values
D)permanent values
Q4) Identify several work attitudes and indicate the importance of positive work attitudes.
6
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Chapter 5: Motivation at Work
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Sample Questions
Q1) Hygiene factors
A)Arousal and sustaining goal-directed behavior.
B)Work conditions related to dissatisfaction caused by discomfort or pain.
C)Factors and conditions outside the person that may explain and predict a person's behavior.
D)What is most appropriate and beneficial to the individual.
E)Attributes and characteristics inside the individual that determine behavior.
Q2) Vroom
A)Needs hierarchy theory.
B)Two-factor theory.
C)Expectancy theory.
D)Equity theory.
E)Needs theory.
Q3) Hygiene Factor
A)A projective test used extensively by David McClelland.
B)Desire to accomplish goals and perform at high level.
C)Desire to dominate others.
D)Company policy and working conditions in the two-factor theory.
E)Interest in being around others and developing meaningful relationships.
Q4) What are some of the characteristics of high achievers?
Page 7
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Chapter 6: Learning and Performance Management
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Sample Questions
Q1) Extinction
A)An attempt to weaken a behavior by attaching no consequences.
B)A salary increase.
C)Behavior change induced by either positive or negative consequences.
D)A one-week disciplinary layoff.
E)A change in behavior acquired through knowledge acquisition.
Q2) Fixed ratio
A)Reinforcement following every response.
B)Reinforcement after a specific time has elapsed.
C)Reinforcement after a random time period.
D)Reinforcement after a fixed number of responses.
E)Reinforcement after a random number of responses.
Q3) Employee performance usually improves with increasingly challenging goals.
A)True
B)False
Q4) Reinforcement and punishment are administered through:
A)extinction
B)positive or/and negative consequences
C)ignoring the behavior
D)withholding a positive consequence
Page 8
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Chapter 7: Stress and Well-Being at Work
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Sample Questions
Q1) Which of the following is NOT considered to be a source of stress at work?
A)task demands
B)interpersonal demands
C)psychological demands
D)role demands
Q2) Social support system
A)High job demands and restricted or low job decision latitude.
B)A thinking style or a person's internal self-talk approach to distress.
C)A planning and prioritizing approach to one's activities and job tasks.
D)An interactive approach to modifying job tasks and responsibilities.
E)Socio-emotional network.
Q3) Home demands
A)Uncertainty and lack of control.
B)Strenuous activities and hazardous substances.
C)Child and day care arrangements.
D)Abrasive personalities and domineering leadership.
E)Confused expectations coming from others.
Q4) How can job redesign modify a job to prevent excessive stress?
Q5) Briefly indicate how you can prevent distress in preparing for the final exam of the course in which you are using this book.
Page 9
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Chapter 8: Communication
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Sample Questions
Q1) Interpersonal communication is not central to health and well-being.
A)True
B)False
Q2) Kinesics
A)Study of body movements, including posture.
B)Speech variations, such as tone, tempo, pitch, and others.
C)Doing more than one thing at a time.
D)An example of nonverbal communication.
E)Excessive information.
Q3) Perceptual screening
A)One's view of the world and its influence on interpersonal communication.
B)A receiver's response to the message received from the sender.
C)Feedback from receiver for purpose of checking accuracy of sender's message.
D)A form of nonverbal communication.
E)Repeating of a message using different words, or a form of oral shorthand.
Q4) How do communication technologies affect behavior?
Q5) As an applicant in a job interview, what nonverbal communication should you use and what should you avoid?
Q6) How can you be a reflective (or better) listener in the classroom?
Q7) What are some of the barriers to effective classroom communication?
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Chapter 9: Work Teams and Groups
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Sample Questions
Q1) Tension reduction activities are considered a:
A)maintenance function
B)leadership function
C)management function
D)conflict resolution function
Q2) Forming
A)An example of a formally designated group.
B)Strong interpersonal attractiveness among group members.
C)The first stage in a group development.
D)A benchmark against which team members are evaluated by each other.
E)The devil's advocate within a group.
Q3) Cohesiveness
A)An example of a formally designated group.
B)Strong interpersonal attractiveness among group members.
C)The first stage in a group development.
D)A benchmark against which team members are evaluated by each other.
E)The devil's advocate within a group.
Q4) Informal groups are sometimes called emergent groups.
A)True
B)False
Page 11
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Chapter 10: Decision Making by Individuals and Groups
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113 Flashcards
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Sample Questions
Q1) The rational model of decision making assumes:
A)preferences of the decision maker are inconsistent
B)that all possible alternatives can't be known to decision makers
C)that outcomes can't be optimized
D)that the decision maker can calculate the probability of success for alternatives
Q2) Problem finding and recognition is an important early step in decision making.
A)True
B)False
Q3) Escalation of commitment
A)A simple decision rule.
B)An inclination to choose options displaying minimal risk.
C)A decisional situation where options have probabilities of success.
D)Delegating and giving employees authority to make decisions.
E)A situation where a person continues to follow/implement an option even though its chances of success are minimal and possibly declining.
Q4) The tendency to continue to support a failing course of action is known as consistency theory.
A)True
B)False
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Chapter 11: Power and Political Behavior
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128 Verified Questions
128 Flashcards
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Sample Questions
Q1) When a firm is preparing for bankruptcy, the accountants as a group may become unduly powerful because of:
A)high centrality
B)their nonsubstitutability
C)operational knowledge of the firm
D)their ability to better cope with change
Q2) The key element behind the factors used to explain power differences between groups based on the strategic contingency model is:
A)interdependency
B)synergy
C)independence
D)dependence
Q3) Social power
A)A good result for the individual and the organization.
B)Equitable allocation of resources.
C)Power used for personal gain.
D)Activities that other groups depend on in order to complete their tasks.
E)Power used to create motivation or accomplish group goals.
Q4) What are some of the symbols of power found in many business organizations?
Q5) What are the major sources of interpersonal power according to French & Raven?
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Chapter 12: Leadership and Followership
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Sample Questions
Q1) The ability of a leader to create a vision and convince others to become a part of it, even skeptics, is known as:
A)transactional leadership
B)reality-distortion field
C)out-group leadership persuasion
D)the positive use of selling as reflected in the Situational Leadership Model
Q2) A multidimensional construct that includes transformational, charismatic, or transactional leadership as the situation might demand is known as:
A)Contingency Leadership
B)Authentic Leadership
C)Inspirational Leadership
D)Leadership Grid Approach
Q3) Emotional intelligence is made up of all of the following competencies except:
A)higher cognitive functioning
B)self-awareness
C)adaptability
D)empathy
Q4) What is the difference between a leader and a manager?
Q5) Briefly explain House's path-goal theory of leadership.
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Chapter 13: Conflict and Negotiation
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) Fixation
A)Person-role conflict is an example of this type of conflict.
B)Offering an alternative explanation for the actual reason for failure.
C)Rigidly focusing on an event or person to vent one's anger even though this won't solve the problem.
D)Redirecting one's grief onto someone else.
E)A defense mechanism in which a person responds with pessimism to any attempt at solving the problem.
Q2) Nonaction
A)Delaying action or buying time rather than directly solving problem.
B)An example of a neutral third party.
C)Doing nothing.
D)Both parties to a conflict gain.
E)Labeling or discrediting an opponent.
Q3) How can conflict be functional and positive?
Q4) A win-win style that is high on both assertiveness and cooperativeness is known as compromising.
A)True
B)False
Q5) What are the structural factors that cause conflict in an organization?
Page 15
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Chapter 14: Jobs and the Design of Work
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Sample Questions
Q1) Briefly identify core job dimensions of the Job Characteristics Model and describe aspects of the model.
Q2) Job sharing
A)Working at home or from a remote location through a data/communication system.
B)Scheduling 40 hours of work in less than five days.
C)Core work time with variable start and quit time.
D)Two persons working less than full time in the same job but at different times.
E)Job restudy and analysis for purposes of engineering job modification.
Q3) All of the following are approaches to job design that have been developed over the past century except:
A)robotics
B)scientific management
C)job enrichment
D)job characteristics theory
Q4) A person's response to job characteristics and work design is equally as important as the design of the work.
A)True
B)False
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Chapter 15: Organizational Design and Structure
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Sample Questions
Q1) For virtual organizations to be successful, they need to focus on developing trust, an identity, and high standards of behavior.
A)True
B)False
Q2) Mechanistic structure
A)The view or perception of change and disturbance outside the organization.
B)Stages of organization development.
C)Structural arrangements stemming from a stable, or relatively unchanging environment.
D)A desired state and one or more courses of action necessary to achieve the desired state.
E)The organization of product markets outside a firm's home country.
Q3) Environment
A)The process of breaking organizational goals into tasks.
B)The linking of organizational parts, jobs, and roles for coordinated effort.
C)The number of employees, total assets, or units produced.
D)Tools, procedures, techniques, information, and machines used to create output.
E)Area, activities, or people outside the boundaries of an organization
Q4) Identify four bases of departmentalization or differentiation.
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Chapter 16: Organizational Culture
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Sample Questions
Q1) Value congruence can result in newcomers being more satisfied with their jobs, adjusting more quickly, and having stronger intentions to remain with the firm.
A)True
B)False
Q2) During the early period of organizational entry and initial job placement, the primary stressor is:
A)ambiguity
B)feedback
C)role conflict
D)networking
Q3) The strong approach to culture would be the most important perspective for a global competitor.
A)True
B)False
Q4) All of the following are successful indications of socialization except:
A)acceptable employee performance
B)strong intention to stay with firm
C)low levels of distress symptoms
D)interpersonal incompatibility
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Chapter 17: Career Management
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Sample Questions
Q1) Self-perceived talents, motives, and values that guide an individual's career decisions are called:
A)visions
B)life goals
C)career anchors
D)career planning
Q2) Older workers have lower rates of tardiness and absenteeism, are more safety conscious, and are more satisfied with their jobs than younger workers.
A)True
B)False
Q3) Project allegiance means that when an organization gains productivity while a person gains work experience that renegotiation of the relationship must occur.
A)True
B)False
Q4) Briefly discuss the differences between the new versus the old meaning of "career" as a result of the paradigm shift.
Q5) How can a mentor help one's career?
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Chapter 18: Managing Change
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Sample Questions
Q1) Lewin's model proposes that successful change efforts require:
A)there must be top management support
B)they must be introduced incrementally and receive the necessary resource allocation
C)effective communication will be essential
D)the three-stage process must be completed
Q2) The protest of a work group to a change in compensation methods is an internal force for change.
A)True
B)False
Q3) All of the following are group- or organization-based development techniques except:
A)role negotiation
B)management by objectives
C)team building
D)survey feedback
Q4) Role negotiation can be used as a critical step in implementing a management by objectives programs.
A)True
B)False
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