Principles of Management Exam Practice Tests
Course Introduction
Principles of Management introduces students to the fundamental concepts and theories that underlie the effective management of organizations. The course explores the core functions of management planning, organizing, leading, and controlling while highlighting the roles of managers in different types of organizations. Topics covered include decision-making processes, strategic planning, organizational structure, motivation, leadership, communication, and control mechanisms. Through real-world examples, case studies, and practical exercises, students will gain a comprehensive understanding of how managers drive organizational success and adapt to evolving business environments.
Recommended Textbook Management Skills for Everyday Life 3rd Edition by Paula
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10 Chapters
577 Verified Questions
577 Flashcards
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Caproni
Chapter 1: What Predicts Success
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Sample Questions
Q1) Which of the following statements is least likely to measure whether you have a proactive personality?
A) "I excel at identifying opportunities."
B) "I am always looking for a better way to do things."
C) "If I see something I don't like,I fix it."
D) "I like to work with people from other cultures."
Answer: D
Q2) The "fundamental attribution bias" refers to _________
A) attributing one's behavior to one's religious upbringing
B) underestimating the influence that personality has on individual behavior
C) overestimating the influence that personality has on individual behavior
D) overemphasizing others' view of the situation over your own
Answer: C
Q3) A manager who becomes "plateaued" in an organization can be called _____.
A) downsized
B) obsolete
C) empowered
D) derailed
Answer: D
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Chapter 2: Developing Self-Awareness
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Sample Questions
Q1) According to research done at the Institute for Social Research at the University of Michigan,children who grow up in orderly homes tend to rebel against authority.
A)True
B)False
Answer: False
Q2) "Expansive executives" refers to people who invest in expanding their self-knowledge.
A)True
B)False
Answer: False
Q3) Managers who are high in self-monitoring are more likely to ask themselves "How can I be me in this situation?"
A)True
B)False
Answer: False
Q4) Managers of meaning help organizational members make sense of their experience. A)True
B)False
Answer: True
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Page 4
Chapter 3: Building Trust
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Sample Questions
Q1) Which of the following is not a characteristic that we look for to determine whether our bosses are likely to be trustworthy?
A) fairness
B) consistency
C) reliability
D) an outgoing personality
Answer: D
Q2) According to psychiatrist Aaron Lazare,when someone apologizes,_____.
A) it takes the shame off the person hurt by our actions
B) it transfers blame to the person hurt by our actions
C) it neutralizes relationships
D) it allows the person who did something wrong to retain power
Answer: A
Q3) Positive emotions _____.
A) allow people to think more broadly
B) decrease flexibility
C) limit our options
D) none of the above
Answer: A
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Page 5
Chapter 4: Communicating Effectively
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Sample Questions
Q1) When receiving feedback,it's useful for you to summarize what you believe the speaker said to make sure that you understand.
A)True
B)False
Q2) Speeches of charismatic leaders contained more references to _____.
A) collective history
B) the leader's value
C) the differences between leaders and followers
D) all of the above.
Q3) We signal and perpetuate our assumptions about status and power through our ways of communicating in our families,communities,and workplaces.
A)True
B)False
Q4) According to the Society of Human Resource Managers,360<sup>\(\circ\)</sup> feedback is almost always used for line employees and first level supervisors.
A)True
B)False
Q5) Describe at least four techniques for active listening.
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Chapter 5: Gaining and Using Sustainable, Ethical Power and Influence
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54 Verified Questions
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Sample Questions
Q1) What is the Social Styles Model,and why is it important for developing influence ?
Q2) All of the following are true about power except _____.
A) power must be actively sought
B) power is negotiated
C) power is a stable characteristic of a person or group
D) power must be continuously replenished
Q3) Using "cognitive shortcuts" always leads to poor decisions.
A)True
B)False
Q4) One of the tactics used by salespeople is to tell customers that a particular item will be available for a lower price for only one day. In this situation,the salespeople are trying to use _____ to influence customer buying habits.
A) reciprocation
B) consistency
C) authority
D) scarcity
Q5) Some forms of political behavior can increase innovation in organizations.
A)True
B)False
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Chapter 6: Managing Relationships With Your Direct
Reports, bosses, and Peers
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Sample Questions
Q1) Our assumptions about authority relations influence ____.
A) whether we believe we can trust authority figures
B) whether we feel we can trust ourselves
C) whether we can create effective boss-direct report relationships
D) all of the above
Q2) As an employee,you can avoid being overly influenced by people in authority who may ask you to engage in immoral or unethical acts by _____.
A) Preparing yourself to be ready to leave or expose an unethical or morally questionable situation
B) recognizing that you are responsible for your own behavior
C) being aware of your own attitudes toward authority
D) all of the above
Q3) People are drawn toward energizers because _____.
A) they feel more engaged,motivated,and positive when they are around them
B) they feel they have meaningful goals in common
C) they are hopeful that they can make a difference
D) all of the above
Q4) Describe the Situational Leadership model.
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Chapter 7: Managing Cultural Diversity
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Sample Questions
Q1) People from cultures that promote an ascriptive view of success believe that status is achieved primarily through personal achievements.
A)True
B)False
Q2) "Reindeer games" may be illegal under Title VII of the 1964 Civil Rights Act.
A)True
B)False
Q3) In organizations with a high power-distance culture _____.
A) managers are likely to be treated as equals by direct reports
B) relationships will tend to be informal
C) following the chain of command is important
D) employees are encouraged to take independent action
Q4) In which of the following cultures would professors be most likely to wear a suit to teach a class?
A) formal
B) informal
C) universal
D) particular
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Page 9
Chapter 8: Creating High-Performing Teams
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Sample Questions
Q1) The stage of group development in which we are most likely to see transfer of learning to other situations and settings is _____.
A) forming
B) norming
C) performing
D) adjourning
Q2) According to researcher Richard Hackman,high-performing teams meet all of the effectiveness criteria listed below except _____.
A) team must grow and learn as a unit
B) team must promote the personal growth needs of members
C) teams must consistently produce high quality output
D) team members sacrifice personal well being for the good of the team
Q3) To be effective,it's critical for team leaders to know when to intervene in the team and when to stay out of the team's way.
A)True
B)False
Q4) Groups engaged in groupthink tend to develop illusions of unanimity.
A)True
B)False
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Chapter 9: Diverse Teams and Virtual Teams: Managing
Differences and Distances
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Sample Questions
Q1) Organizations that promote a _____ culture are _____ to benefit from diversity.
A) collectivist,less likely
B) individualistic,more likely
C) collectivist,more likely
D) creative,less likely
Q2) Diverse teams are more likely to have an advantage over relatively homogeneous teams when ______________.
A) team members have time to learn how to work together productively
B) when diversity among team members is well managed
C) both a and b
D) none of the above
Q3) The "diversity dilemma" is best defined as _____.
A) diversity may bring a broader set of skills to the group,and may also increase dysfunctional social dynamics
B) diversity brings both language difficulties and cultural difficulties
C) diversity improves performance,but it isn't used across a broad enough range of companies
D) none of the above
Q4) What is "psychological safety" and why is it important in teams,especially in virtual teams?
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Sample Questions
Q1) People with Type A personality are generally poor performers.
A)True
B)False
Q2) Researcher Joan Kofodimos cautions that people who invest primarily in their work at the expense of intimacy _____________.
A) tend to have an above average understanding of the emotional needs of employees B) are often unconscious of what drives them to invest primarily in their work
C) approach problems in ways designed to serve the organization's needs
D) are likely to gain wholehearted support from their employees
Q3) Which of the following things should you do if you want to be happier?
A) Savor experiences.
B) Invest in personal relationships.
C) Focus on creating goals that you enjoy and that are congruent with each other.
D) all of the above
Q4) According to Csikszentmihalyi,someone who is feeling "flow" is more likely to be self-conscious.
A)True
B)False
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