Principles of Management Final Exam
Course Introduction
Principles of Management introduces students to the fundamental concepts and functions of management in organizations. This course explores essential topics such as planning, organizing, leading, and controlling, providing a comprehensive overview of management theories and practices. Students will examine the roles and responsibilities of managers, decision-making processes, organizational structures, and effective communication strategies. Emphasis is placed on both classical and contemporary management approaches, ethical considerations, and the impact of global and cultural factors on management practices. By the end of the course, students will have developed a foundational understanding of how managers contribute to organizational success and how they can apply these principles in real-world settings.
Recommended Textbook
Management 7th Edition by Angelo Kinicki
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Page 2
Chapter 1: The Exceptional Manager: What You Do, How You
Do It
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Sample Questions
Q1) At ABC Manufacturing, employees work together to achieve the company goals and purposes. This describes ___.
A) ad hoc teams
B) an organization
C) visionaries
D) stretch goals
E) a force
Answer: B
Q2) The city fire department offers its services to any individual within its city limits, so even Paul, who is driving through the city on vacation, received assistance with a car fire. The fire department is an example of a ___ organization.
A) servant
B) commonweal
C) for-profit
D) volunteer
E) mutual benefit
Answer: B
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Page 3
Chapter 2: Management Theory: Essential Background for the
Successful Manager
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Sample Questions
Q1) The Jones family had a fire that destroyed their home. Various departments of a restoration company, from the initial cleanup crew to the assistance with the Jones family moving back in, worked together to achieve this goal. This is an example of a(n)
A) process
B) stepped process
C) input-output structure
D) structure
E) system
Answer: E
Q2) A computer manufacturer is seeking to cut costs by designing an inventory system that reduces the number of finished products in stock due to overproduction and to set in place a production schedule that better matches customers' orders. This is an example of ____.
A) operations management
B) scientific management
C) production management
D) inventory oversight
E) inventory analysis
Answer: A
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Chapter 3: The Managers Changing Work Environment and
Ethical Responsibilities: Doing the Right Thing
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Sample Questions
Q1) The task environment of Top-Notch Sewing consists of a total of two groups, customers and stockholders, which give the employees and management of Top-Notch its daily jobs.
A)True
B)False
Answer: False
Q2) Alonzo, the president of the student class and honor society, has been very busy and did not study for the history test. Although Alonzo is very confident, he realizes that he probably will not do well on the exam and has talked himself into cheating because he feels it is worth it to maintain his strong GPA, which he will need to be accepted by a good college. He tells his friend, "I don't usually do this, but I really have to do it." The cause of Alonzo's behavior is ____.
A) the holier-than-thou effect
B) the deception effect
C) the cheating requirement
D) a depression disorder
E)motivated blindness
Answer: E
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Chapter 4: Global Management: Managing Across Borders
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Sample Questions
Q1) Alice's Pasta Kitchen makes quality pasta and sells its products to customers in other countries. This is an example of ____.
A) bartering
B) countermarketing
C) exporting
D) dumping
E) importing
Q2) The United States has prohibited the import of sugar and cigars from Cuba. This is an example of a(n) ____.
A) tariff
B) limit agreement
C) export ban
D) embargo
E) protective quota
Q3) The availability of goods, people, and money to be able to move more freely worldwide is known as the flexible economy.
A)True
B)False
Q4) Contrast ethnocentric, polycentric, and geocentric managers.
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Chapter 5: Planning: The Foundation of Successful Management
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Sample Questions
Q1) When setting a SMART goal, it should be results-oriented.
A)True
B)False
Q2) The mission statement expresses the ____.
A) expected profitability of the organization
B) purpose of the organization
C) code of ethics
D) market for the product
E) types of employees needed
Q3) With increasing competition in the restaurant business, Sal, owner of Mom's Pizza, is dealing with growing uncertainty. He is meeting with his managers to develop a future course of action to meet company goals. This process is known as _____.
A) planning
B) leading
C) controlling
D) defining
E) diversifying
Q4) Summarize SMART goals. Give examples of each of the five qualities of a SMART goal.
Page 7
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Chapter 6: Strategic Management: How Exceptional Managers Realize
a Grand Design
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Sample Questions
Q1) The managers of a small bakery decided to do a SWOT analysis to study the strengths and weaknesses within the organization and the external environment so they can better formulate strategies in pursuit of the firm's mission. This defines the benefits of a SWOT analysis.
A)True
B)False
Q2) Contingency planning is also known as _____.
A) organizational opportunities
B) scenario goal-setting and plans
C) a trend analysis
D) scenario planning and scenario analysis
E) strategic planning
Q3) Regarding the findings from a SWOT analysis, organizational strengths are ____.
A) external opportunities that a company can take advantage of
B) environmental factors that the organization may exploit for competitive advantage
C) MBO skills that should be emphasized
D) skills and capabilities that give a company advantages in executing its strategies
E) means that give a specific industry an advantage in a down economy
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Chapter 7: Individual and Group Decision Making: How Managers
Make Things Happen
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Sample Questions
Q1) Olivia, the owner of a small city newspaper, started her business two years ago, believing that there was still enough demand for her product. However, because people are busy and with the availability of news online, she has seen the demand for her paper drop steadily. Olivia made a decision to change the original direction of the company and focus more on an Internet news service. By demonstrating that managers need to think and act as if their company is an unfinished prototype, won't be ruined by new ideas and focusing on facts, Olivia is relying on _____.
A) a decision tree
B) a knowledge dilemma
C) the knee-jerk reaction theory
D) evidence-based decision making
E) intuition
Q2) Satisficing is a weak method of decision making because the advantages gained by just making a quick decision to have an answer and not delaying a decision until all information is in and all alternatives are weighed, usually results in major problems.
A)True
B)False
Q3) Summarize some of the hindrances to perfectly rational decision making.
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Chapter 8: Organizational Culture, Structure, and Design:
Building Blocks of the Organization
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Sample Questions
Q1) North Community College strives to portray its image to citizens of the community through advertising and the actions of its faculty and staff that "community is our middle name." This act of trying to depict this image is a symbol.
A)True
B)False
Q2) Another type of culture that stems from a dysfunctional organization, with an internal focus and little flexibility, innovation, and creativity, is an adhocracy culture.
A)True
B)False
Q3) A box-and-lines illustration showing the formal lines of authority and the organization's official positions or work specializations is known as an organization chart.
A)True
B)False
Q4) Contrast centralized and decentralized authority. Give an advantage and example of each.
Q5) Define span of control. Contrast the two kinds of spans of control.
Q6) Describe organizational structure.
10
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Chapter 9: Human Resource Management: Getting the
Right People for Managerial Success
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Sample Questions
Q1) HR professionals distinguish between training and development. A)True
B)False
Q2) Which of the following is not part of the strategic human resource management process?
A) Plan human resources needed.
B) Establish grand strategy.
C) Recruit and select people.
D) Orient, train and develop.
E) Negotiate employment contract.
Q3) Compared to internal recruiting which of the following is true of external recruiting?
A) It encourages greater employee loyalty.
B) The process is more expensive and takes longer.
C) It creates the need for multiple recruitments.
D) The pool of talent is more limited.
E) The process is cheaper.
Q4) Most jobs are filled through external recruiting, mainly through job postings. A)True
B)False
11
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Chapter 10: Organizational Change and Innovation: Lifelong
Challenges for the Exceptional Manager
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Q1) Supertrend is a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors.
A)True
B)False
Q2) In the Internet Age, retailers like Amazon and Apple are not constrained by physical shelf space and can offer consumers a much wider variety of products, yet small sales, one or two rather than millions of items at a time, can produce big profits. This is an example of __________.
A) the marketplace becoming more segmented and moving toward more niche products
B) declining population in developed countries
C) China becoming the second-largest economic power
D) the rise of business-to-business technology
E) instant-gratification shopping
Q3) Because radically innovative change will be felt as extremely threatening to managers' confidence and employees' job security, it may well tear at the fabric of the organization.
A)True
B)False
Page 12
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Chapter 11: Managing Individual Differences and Behavior:
Supervising People As People
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Sample Questions
Q1) People high in ______ are responsive to others' social and interpersonal cues.
A) self-esteem
B) external locus of control
C) emotional intelligence
D) self-efficacy
E) agreeableness
Q2) EI is an interdisciplinary field dedicated to better understanding and management of people at work.
A)True
B)False
Q3) Absenteeism is when an employee does not show up for work every day.
A)True
B)False
Q4) The three components of ______ are affective, cognitive, and behavioral.
A) values
B) stress
C) job satisfaction
D) personality
E) attitudes
Q5) Define emotional intelligence and describe the traits of EI.
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Chapter 12: Motivating Employees: Achieving Superior Performance in the Workplace
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Sample Questions
Q1) ____________ is the theory that attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated while behavior with negative consequences tends not to be repeated.
A) Acquired needs theory
B) Equity theory
C) Expectancy theory
D) Reinforcement theory
E) Two-factor theory
Q2) Explain the difference between motivating factors and hygiene factors in Herzberg's theory of motivation. Give examples of each, preferably from your own experience. How should a manager use this distinction in trying to motivate employees?
Q3) The theory under which people make the choice that promises them the greatest reward if they think they can get it is _____.
A) goal-setting theory
B) equity theory
C) reinforcement theory
D) expectancy theory
E) two-factor theory
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Chapter 13: Groups and Teams: Increasing Cooperation, Reducing Conflict
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Sample Questions
Q1) ______ is a "we feeling" that binds group members together.
A) Group cohesiveness
B) Groupthink
C) Norming
D) Social loafing
E) Maintenance
Q2) ______ is designed to elicit different opinions without inciting people's personal feelings.
A) Groupthink
B) Storming
C) Social loafing
D) Programmed conflict
E) Dysfunctional conflict
Q3) The question individuals ask during the norming stage of group development is
A) "How do I fit in here?"
B) "What do the others expect me to do?"
C) "How can I best perform my role?"
D) "What's next?"
E) "What's my role here?"
Page 15
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Chapter 14: Power, Influence, and Leadership: From
Becoming a Manager to Becoming a Leader
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Sample Questions
Q1) Contrast management with leadership and explain their relationship to one another using John Kotter's criteria.
Q2) Judith supervises a call center department that receives stress-producing calls from unhappy customers. Turnover has increased by 33% over the last four months. Judith is understanding and patient with her staff, and tells them she knows what they're going through since it wasn't so long ago that she took those calls. According to revised path-goal theory, Judith is using a(n) ______ leadership style.
A) supportive
B) interaction facilitation
C) work facilitation
D) achievement-oriented
E) value-based
Q3) Female leaders tend to use transformational leadership more than male leaders do.
A)True
B)False
Q4) Define passive leadership and provide and describe one type of passive leadership.
Q5) What do followers want in their leaders?
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Chapter 15: Interpersonal and Organizational
Communication: Mastering the Exchange of Information
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Sample Questions
Q1) Among users of social networks, 18- to 29-year-olds are more likely to monitor the content of their profile and who has access to it.
A)True
B)False
Q2) Rena, a marketing manager, uses a sports car metaphor to explain a concept to her male counterpart in finance. She is said to be _____.
A) emasculating
B) wordsmithing
C) miscommunicating
D) genderflexing
E) ingratiating
Q3) Charles shut his eyes and shook his head when his boss announced the holiday schedule. This is an example of a channel.
A)True
B)False
Q4) Discuss four general strategies to streamline meetings.
Q5) List at least four tips for handling e-mail.
Page 17
Q6) Describe at least six barriers of communication.
Q7) What are some tips for becoming a good writer?
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Chapter 16: Control Systems and Quality Management:
Techniques for Enhancing Organizational Effectiveness
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Sample Questions
Q1) Kara was required to take a word-processing test as part of her application for an executive assistant position. This control is part of the ______ area.
A) structural
B) physical
C) financial
D) informational
E) human resources
Q2) Which of the following is a frequent barrier to effective measurement?
A) Communication is bureaucratic.
B) Top executives create the organization's strategy.
C) Employees resist new measurement systems.
D) The organizational culture overemphasizes teamwork.
E) The organizational culture allows too much risk taking.
Q3) Involving employees in both the planning and execution of control systems can bring legitimacy to the process and heighten employee morale.
A)True
B)False
Q4) List at least four of six managerial challenges.
Q5) Describe the purpose of the RATER scale and its dimensions.
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