Principles of Management Exam Questions
Course Introduction
Principles of Management introduces students to the fundamental concepts, roles, and functions of management within organizations. The course covers essential topics such as planning, organizing, leading, and controlling, and examines the impact of effective management on organizational performance. Students will explore key management theories, decision-making processes, motivational strategies, and leadership styles, as well as contemporary challenges like globalization, ethics, and technology. By the end of the course, learners will have a solid understanding of how management principles are applied across various industries to achieve organizational goals.
Recommended Textbook
Effective Leadership 5th Edition by Robert N. Lussier
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12 Chapters
1945 Verified Questions
1945 Flashcards
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Page 2
Chapter 1: Who Is a Leader
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134 Verified Questions
134 Flashcards
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Sample Questions
Q1) Is leadership ability universal, or is a good leader in one environment also effective in another? For example, can a leader in one industry (e.g., a hospital) be successful in another industry (e.g., a bank)?
Answer: Generally, the answer is yes. Many managers change industries throughout their careers and are effective leaders in more than one industry.
Q2) Spokesperson is a decisional role.
A)True
B)False
Answer: False
Q3) In your position, you serve on committees with people from outside of your organizational units and attend professional meetings. These are expectations for Mintzberg's interpersonal role of ____.
A) Disseminator
B) Figurehead
C) Liaison
D) Resource-allocator
Answer: C
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Page 3
Chapter 2: Leadership Ethics and Traits
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185 Verified Questions
185 Flashcards
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Sample Questions
Q1) Which of the following is NOT a way to find courage?
A) focus on a higher purpose
B) draw strengths from others
C) use your frustration and anger for good
D) set and achieve goals
Answer: D
Q2) Personality alone is a good predictor of unethical behavior.
A)True
B)False
Answer: False
Q3) Achievement Motivation Theory attempts to explain and predict behavior and performance based on one's need for power, affiliation, and recognition.
A)True
B)False
Answer: False
Q4) McClelland identified power as either good or bad.
A)True
B)False
Answer: False
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Chapter 3: Leadership Motivation and Behavior
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154 Verified Questions
154 Flashcards
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Sample Questions
Q1) Through the motivation process, people go from:
A) motive to need to behavior to consequence to satisfaction or dissatisfaction.
B) need to motive to behavior to consequence to satisfaction or dissatisfaction.
C) behavior to motive to need to consequence to satisfaction or dissatisfaction.
D) motive to behavior to need to consequence to satisfaction or dissatisfaction.
Answer: B
Q2) What are the three important contributions of the Leadership Grid and high-high research?
Answer: The contributions include (1) They led to the shift in paradigm to contingency leadership theory. (2) Research developed the universal theory that all organizations need both production and people leadership. (3) The manager does not have to perform the production and people functions.
Q3) It is easy to know why people behave the way that they do because people do the same things for the same reasons.
A)True
B)False
Answer: False
Q4) Which leadership model do you prefer?
Answer: Students' answers will vary.
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Chapter 4: Contingency Theories in Leadership
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) The normative leadership model is the most complex. Do more variables improve the model?
Q2) One group of authors believes that Fiedler's contingency leadership model is the model best supported by research. However, a different author believes that it is the normative leadership model. Which model do you believe is best supported by research? Why?
Q3) Identify the path-goal leadership model styles and variables.
Q4) The role of the leader is to answer questions and provide encouragement and resources using the facilitate leadership style.
A)True
B)False
Q5) In the normative leadership model, the ____ leadership style lets the group diagnose the problem and make the decision within stated limits.
A) consult group
B) facilitate C) delegate
D) decide
Q6) What are the three substitutes for leadership?
Q7) Explain substitutes and neutralizers of leadership.
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Chapter 5: Influencing: Politics, Power, Negotiation, and Networking
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168 Verified Questions
168 Flashcards
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Sample Questions
Q1) A positive self-concept is an important component of expert power.
A)True
B)False
Q2) Distortion of information includes:
A) giving a biased interpretation of data.
B) presenting false information.
C) selective editing.
D) all of the answers are correct
Q3) Organizational politics are not related to influencing tactics.
A)True
B)False
Q4) You, as an employee and not a manager in your organization, can have ____ power while your manager can potentially have both types of power. A) Position
B) Personal
C) Organizational
D) Earned
Q5) Expert power is a form of position power. A)True
B)False
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Chapter 6: Coaching, Communication, and Conflict Skills
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190 Verified Questions
190 Flashcards
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Sample Questions
Q1) Which personality traits are associated with being closed to feedback?
Q2) Which of the following is one of the reasons why people do NOT ask questions?
A) Receivers feel ignorant.
B) Receivers are ignorant.
C) Receivers are reluctant to point out the sender's ignorance.
D) all of the answers are correct
Q3) What percentage of the time do you think a manager can actually use the collaborating conflict management style? Give detailed examples of when managers have used collaboration at work.
Q4) The message-receiving process includes listening, analyzing, and checking understanding.
A)True
B)False
Q5) List the steps in the initiating conflict resolution model.
Q6) In the message-receiving process, while the person is talking, it is important to think about what you are going to say in reply.
A)True
B)False
Q7) Should a supportive working relationship be a true friendship?
Page 8
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Chapter 7: Follower-ship and Leader Member Exchange
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180 Verified Questions
180 Flashcards
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Sample Questions
Q1) Define the two kinds of relationships that can occur among leaders and followers under the vertical linkage model.
Q2) The difference between traditional leadership theories and LM is that LMX focuses primarily on the leader instead of the followers' roles.
A)True
B)False
Q3) Differences in the level of education and experience can impact the relationship among followers, and between leaders and followers.
A)True
B)False
Q4) Leaders mostly use all of the following types of power to influence out-group members EXCEPT:
A) legitimate power.
B) referent power.
C) reward power.
D) coercive power.
Q5) Explain the cycle that leads to the Pygmalion effect.
Q6) What are the three stages of the life-cycle model of LMX theory?
Q7) As a leader, how will you motivate the alienated follower?
Page 9
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Chapter 8: Self-Managed Teams and Team Leadership
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188 Verified Questions
188 Flashcards
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Sample Questions
Q1) Discuss the advantages and disadvantages of working in teams.
Q2) Team cohesion is increased when:
A) team members agree on a common purpose and direction.
B) external parties give high praise and recognition for the team's success.
C) the organization encourages and motivates teams to compete with each other for rewards.
D) all of the answers are correct
Q3) Have you worked in a team in which former managers have been reassigned to function simply as members of the team? What was your experience with the behavior and attitude of these former managers in their new role as team members?
Q4) The job of a self-managed team champion includes:
A) pushing revolutionary ideas through groups or teams.
B) policing autonomous teams for groupthink.
C) defending SMTs from enemy attacks.
D) all of the answers are correct
Q5) Based on Self-Assessment 1, list some things that a team could do to improve its level of teamwork. Use experiences associated with a present or past job.
Q6) Outline the three parts of conducting effective meetings.
Q7) Briefly describe the seven characteristics of effective teams.
Page 10
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Chapter 9: Transformational and Charismatic Leadership
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158 Verified Questions
158 Flashcards
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Sample Questions
Q1) Launching a new product is a big risk because most new products fail to make it in the marketplace. Managers are generally inclined to take the risk only if there is a 95 percent or better chance of success. However, your manager has just decided to market a new product with only a 75 percent chance of being successful. This behavior is characteristic of which of the following?
A) transformational leadership
B) transactional leadership
Q2) Which of the following is (are) true about stewardship and servant leadership?
A) They place the focus on serving instead of leading.
B) They are related to charismatic and transformational leadership because they emphasize empowerment of followers or accomplish organizational goals
C) They believe that leadership has more to do with placing others' needs above the needs of the leader.
D) They lead from positions of moral influence rather than power.
E) All of the above.
Q3) Describe the various sources from which one can draw his or her personal meaning.
Q4) Explain the difference between socialized and personalized charismatic leaders.
Q5) Explain the difference between socialized and personalized charismatic leaders.
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Chapter 10: Leadership of Ethics, Diversity, and Culture
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) Diversity can bring about negative outcomes if not effectively managed.
A)True
B)False
Q2) For diversity to succeed, there has to be an explicit corporate philosophy that unambiguously supports it.
A)True
B)False
Q3) All of the following countries have collectivistic cultures EXCEPT: A) Japan.
B) Mexico.
C) Great Britain.
D) Greece.
Q4) Insular thinking is a common characteristic of high-performance cultures.
A)True
B)False
Q5) Based on the five value dimensions discussed, briefly explain the level of cultural understanding that exists where you work or have worked.
Q6) What are the major obstacles often encountered in trying to achieve full diversity?
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Chapter 11: Change Management and Strategic Leadership
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156 Verified Questions
156 Flashcards
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Sample Questions
Q1) SWOT analysis includes all of the following EXCEPT:
A) senses.
B) weaknesses.
C) opportunities.
D) threats.
Q2) Explain the relationship between corporate goals and strategies.
Q3) A mission statement is the organization's core purpose and reason for existence.
A)True
B)False
Q4) An organization's external environment presents strengths and weaknesses, while it internal environment presents opportunities and threats.
A)True
B)False
Q5) Executive intuition is the instinctive ability to identify weak signals in the environment and respond without the benefit of concrete facts and information.
A)True
B)False
Q6) Discuss how an organization's objectives may affect its search for opportunities.
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Chapter 12: The Learning Organization and Crisis Leadership
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) Strategic crisis leadership requires all of the following EXCEPT:
A) integrating crisis management into the strategic management process so it remains a regular part of the overall strategy-evaluation process.
B) using environmental monitoring techniques to identify events that could trigger crises in the future.
C) identifying emerging patterns or trends in the regulatory environment, competitive landscape, and social environment.
D) establishing a culture that embraces crisis awareness and preparation as a way of life.
Q2) Risk assessment is a common tool used in crisis planning. A)True B)False
Q3) The pre-crisis response plan requires the appointment of a crisis leader. Describe the responsibilities of this person.
Q4) Explain why crisis leadership competence is an important consideration when hiring new leaders.
Q5) Describe the role of the CEO and communication in managing a crisis.
Page 14
Q6) How has the Internet affected the way crises are perceived in our society today?
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