Principles of Management
Final Test Solutions
Course Introduction
Principles of Management introduces students to the foundational concepts and practices involved in effectively leading and overseeing organizations. This course covers key theories and functions of management, including planning, organizing, leading, and controlling. Students will explore the roles and responsibilities of managers, decision-making processes, communication strategies, and the importance of ethical conduct in business. Through case studies and real-world examples, learners will develop a practical understanding of how managers drive organizational success and adapt to an ever-changing business environment.
Recommended Textbook
ORGB 5th Edition by Debra L. Nelson
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18 Chapters
1128 Verified Questions
1128 Flashcards
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Page 2
Chapter 1: Organizational Behavior and Opportunity
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52 Verified Questions
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Sample Questions
Q1) A complete understanding of organizational behavior requires only an understanding of the organizational context within which human behavior is acted out.
A)True
B)False
Answer: False
Q2) Explain organizations as open systems.
Answer: Answers will vary.Just as two different perspectives offer complementary explanations for human behavior, two views shape complementary explanations of organizations.Organizations are open systems of interacting components, including people, tasks, technology, and structure.These internal components also interact with components in the organization's task environment.Please see the section "The Organizational Context" for more information.
Q3) The internal or external perspectives offer:
A)change and challenge for people at work.
B)an organization its mission, purpose, or goal.
C)the human resources of an organization.
D)alternative explanations for human behavior.
Answer: D
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3
Chapter 2: Challenges for Managers
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Sample Questions
Q1) Which of the following statements is true of women in the workforce?
A)Their representation on standing committees is accurate.
B)Their share of authority is increasing commensurately with their education.
C)Majority of them occupy line positions in business.
D)They receive fewer benefits because benefits are tied to compensation.
Answer: D
Q2) Which of the following statements is true of people in cultures with low uncertainty avoidance?
A)They are less threatened by and more willing to trust one another.
B)They are more willing to take risks and are more comfortable with individual differences.
C)They are concerned with security and tend to avoid conflict.
D)They tend to seek consensus in an effort to moderate the threat of life's inherent uncertainty.
Answer: B
Q3) Organizations can manage whistleblowing by explaining the conditions that are appropriate for disclosing wrongdoing.
A)True
B)False
Answer: True
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Chapter 3: Personality, Perception and Attribution
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Sample Questions
Q1) The discounting principle is a characteristic of _____.
A)the situation
B)a perceiver
C)a target
D)an introvert
Answer: A
Q2) An individual with a positive self-concept tends to notice positive attributes in another person.
A)True
B)False
Answer: True
Q3) The interactional psychology approach points out the need to study both persons and situations.The situation includes _____.
A)work group
B)personality
C)perception
D)emotions
Answer: A
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Page 5
Chapter 4: Attitudes, Emotions and Ethics
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Sample Questions
Q1) Which of the following is a characteristic of high-Machs?
A)They value loyalty and relationships.
B)They have a cynical view of human nature.
C)They are less willing to manipulate others for personal gain.
D)They are concerned with others' opinions.
Q2) Which of the following best defines organizational commitment?
A)It is the strength of an individual's identification with an organization.
B)It is acting in ways consistent with one's personal values and the commonly held values of an organization and society.
C)It is the behavior that is above and beyond the call of duty.
D)It is the process of deriving attitudes from family, peer groups, religious organizations, and culture.
Q3) What are the three major characteristics of the source affect persuasion?
Q4) The key to influencing both satisfaction and performance through rewards is that the:
A)rewards are not valued by employees.
B)managers use a non-participative style of management.
C)rewards are tied directly to performance.
D)work should not be challenging.
Q5) What are the advantages of displaying ethical behavior for a firm?
Page 6
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Chapter 5: Motivation at Work
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Sample Questions
Q1) According to McClelland's need theory, the _____ is interpersonal because it involves influence over other people.
A)need for achievement
B)need for affiliation
C)need for safety
D)need for power
Q2) The idea of encouraging eustress is to focus on an individual's:
A)negative response such as frustration.
B)interpretation of or response to events.
C)ability to meet the need of achievement.
D)perception of the performance process.
Q3) Drake, a technical support executive at Zenk Corp., has good managerial skills and a keen interest in organizing team strategies.This earns him a promotion to a senior position where he manages a team of 40 people.According to Maslow's need hierarchy theory, which of the following needs is fulfilled for Drake?
A)The need for power
B)The need for affiliation
C)Physiological needs
D)Self-actualization needs
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Chapter 6: Learning and Performance Management
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Sample Questions
Q1) Which of the following is true of 360-degree feedback?
A)It deteriorates the accuracy of performance appraisals.
B)It is based on multiple sources of information.
C)It involves feedback from peers instead of superiors.
D)It fails when the management and performance feedback components are separated.
Q2) In the context of defining performance, performance appraisal:
A)involves defining and measuring performance.
B)is the result that a person finds attractive or pleasurable.
C)does not influence promotion or demotion.
D)is the evaluation of a person's performance.
Q3) _____ means evaluating fairly against established criteria, regardless of individual differences.
A)Validity
B)Reliability
C)Flexibility
D)Equitability
Q4) Briefly describe the informational cues based on which attributions are made.
Q5) Briefly describe individual reward systems and team reward systems.
Q6) Briefly explain internal and external attributions.
Page 8
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Chapter 7: Stress and Well-Being at Work
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Sample Questions
Q1) Damian is a professional gymnast and ranks number 5 in his country.However, he considers his short temper to be a terrible flaw and thinks it makes him a bad person.He believes the only way to be considered successful is to be the number 1 gymnast in the country.This makes Damian feel very stressed.According to one of the four approaches to stress, Damian is feeling stressed due to factors such as perception and cognitive appraisal.
A)True
B)False
Q2) In the context of preventive stress management, _____ are designed to increase task motivation while reducing role conflict and ambiguity.
A)role negotiations
B)goal-setting activities
C)social support systems
D)team building sessions
Q3) Briefly describe the psychophysiology of the stress response.
Q4) Nonwork demands may broadly be identified as impositions from an individual's personal life environment and self-imposed restrictions.
A)True
B)False
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Chapter 8: Communication
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Sample Questions
Q1) A(n)_____ is an example of computer-mediated communication.
A)policy manual
B)e-mail
C)operation manual
D)form
Q2) Rita has a naturally loud voice.Even when she is happy, her colleagues mistake her to be angry or upset.In this scenario, Rita's colleagues evidently make assumptions about her based on _____ cues.
A)proxemics
B)kinesics
C)paralanguage
D)feedback
Q3) In the context of communication technologies, the term flame refers to one's tendency to multitask.
A)True
B)False
Q4) Communicative disease is not a physiological disease and, hence, has no adverse effects on the heart.
A)True
B)False
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Chapter 9: Work Teams and Groups
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Sample Questions
Q1) In the context of diversity, the effect of _____ within a team is often studied in relation to social identity theory and self-categorization theory.
A)creativity
B)structure
C)cohesion
D)dissimilarity
Q2) An effective group must have a(n)_____, especially when the group is a cross-functional one, where different perspectives carry the seeds of conflict.
A)integrator
B)communicator
C)challenger
D)collaborator
Q3) Which of the following statements is true of groups?
A)They emphasize personal accountability.
B)They only work face-to-face.
C)They include decisions about who is in charge.
D)They emphasize collective work products.
Q4) Identify the stages of group development in Bruce Tuckman's five-stage model.
Q5) Describe self-managed teams.
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Chapter 10: Decision Making by Individuals and Groups
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61 Verified Questions
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Sample Questions
Q1) Power distance does not affect decision making.
A)True
B)False
Q2) In situations characterized by _____, individuals who make decisions that turn out to be poor choices tend to hold fast to those choices, even when substantial costs are incurred.
A)escalation of commitment
B)path dependency
C)group polarization
D)participative decision making
Q3) _____ are new and complex decisions that require considerable judgment.
A)Programmed decisions
B)Routine decisions
C)Simple decisions
D)Nonprogrammed decisions
Q4) As an economy becomes increasingly based on knowledge work, participative decision making decreases.
A)True
B)False
Q5) What are the elements of the decision making process?
Page 12
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Chapter 11: Power and Political Behavior
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Sample Questions
Q1) Which of the following statements is true of information power?
A)It has the strongest relationship with performance and satisfaction.
B)It is the power that exists when an agent has specialized knowledge or skills that a target needs.
C)It may flow upward from subordinates to managers as well as downward from managers to subordinates.
D)It can lead to better performance, but only as long as an employee sees a clear and strong link between performance and rewards.
Q2) Referent power is the power that exists when an agent has specialized knowledge or skills that a target needs.
A)True
B)False
Q3) Empowerment should begin with job context and proceed to job content. A)True
B)False
Q4) For an agent to have referent power over a target, the agent should be superior to the target.
A)True
B)False
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Chapter 12: Leadership and Followership
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Sample Questions
Q1) Alienated followers perpetually sample the wind, and their motto is "better safe than sorry."
A)True
B)False
Q2) A(n)_____ of behavior is used when a leader needs to express concern for followers' well-being and social status.
A)supportive style
B)directive style
C)participative style
D)achievement-oriented style
Q3) Corporate leaders play a central role in setting the ethical tone and moral values for their organizations.
A)True
B)False
Q4) The path-goal theory suggests that the leader's behavior should be adjusted to the maturity level of the followers.
A)True
B)False
Q5) Briefly explain the five guidelines for leadership.
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Chapter 13: Conflict and Negotiation
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Sample Questions
Q1) Which of the following is a negative consequence of conflict in an organization?
A)It breaks down group cohesion.
B)It translates into increased productivity.
C)It is cognitive in origin.
D)It motivates change.
Q2) When negotiators begin to act based on emotions rather than on cognitions, they are less likely to resolve a conflict.
A)True
B)False
Q3) Shayla is a dissatisfied customer who feels she has been cheated by Martin, a salesman.She confronts him angrily and demands a refund.This scenario is an example of a(n)_____.
A)person-role conflict
B)interpersonal conflict
C)work-role conflict
D)interrole conflict
Q4) Briefly explain the types of intrapersonal conflict.
Q5) What are the different power networks as described by W.F.G.Mastenbroek?
Q6) Explain functional and dysfunctional conflict.
Page 15
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Chapter 14: Jobs and the Design of Work
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Sample Questions
Q1) According to the Job Characteristics Model, _____ is the degree to which a job requires completion of a whole and identifiable piece of work.
A)autonomy
B)task significance
C)feedback
D)task identity
Q2) Katie has just been promoted to the position of senior engineer at Timolin Industries.Knowing that the company needs to be up to date with the latest engineering methods to maximize profits, she decides to conduct training programs for the junior engineers.In this scenario, it is evident that Katie is implementing a(n)_____ to job design.
A)lean production approach
B)anthropocentric approach
C)technocentric approach
D)job rotation approach
Q3) The Scandinavian approach to work design discourages worker control.
A)True
B)False
Q4) Distinguish between job enlargement and job enrichment with an example of each.
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Chapter 15: Organizational Design and Structure
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Sample Questions
Q1) The level of an organization's environment that includes stakeholders such as unions, customers, suppliers, competitors, government regulatory agencies, and trade associations is called the:
A)task environment.
B)operational environment.
C)mechanistic environment.
D)organic environment.
Q2) Which of the following is most likely a reason why decision making is of poor quality in a weak or deficient organizational structure?
A)The hierarchy is overloaded.
B)Too much information is funneled through one or two channels.
C)The organization is not responding innovatively to a changing environment.
D)Information linkages do not provide the correct information to the right person.
Q3) Horizontal differentiation is the difference in authority and responsibility in an organizational hierarchy.
A)True
B)False
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Chapter 16: Organizational Culture
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Sample Questions
Q1) Provide an organizational example of each of the following artifacts: ceremony and story.
Q2) Qualitative methods, such as interviews and observations, are valuable because of their _____.
A)objectivity
B)uniqueness
C)precision
D)comparability
Q3) Which of the following is a type of congruence between an individual and an organization at the anticipatory socialization step in the socialization process?
A)Congruence between the individual's values and the authenticity of the job
B)Congruence between the individual's adaptive nature and the changing external environment
C)Congruence between the individual's abilities and the demands of the job
D)Congruence between the individual's past experience and the salary offered for the new job
Q4) Symbols of organizational culture are called assumptions.
A)True
B)False
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Chapter 17: Career Management
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Sample Questions
Q1) Briefly discuss the differences between the new and old meaning of career.
Q2) Project allegiance means that individuals are more committed than organizations to the successful completion of a project.
A)True
B)False
Q3) In the _____, a mentoring relationship becomes more meaningful than the previous stages, and the protégé shows rapid progress because of the career support and psychosocial support provided by the mentor.
A)initiation phase
B)separation phase
C)redefinition phase
D)cultivation phase
Q4) The transition from school to work is a part of the advancement stage.
A)True
B)False
Q5) With their level of experience, older workers can serve as mentors to other employees in an organization.
A)True
B)False
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Chapter 18: Managing Change
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Sample Questions
Q1) The term diagnosis comes from two Greek words, dial (through)and gnosis (knowledge).
A)True
B)False
Q2) Leadership training and development, job redesign, and executive coaching are _____ techniques for organization development intervention.
A)diagnostic
B)quantitative
C)group-focused
D)individual-focused
Q3) What are some of the reasons for people resisting change in organizations?
Q4) In Kurt Lewin's change model, the maintenance of status quo can be viewed as a(n): A)state of equilibrium.
B)restraining force.
C)immovable object.
D)potential element for agitation.
Q5) Telecommuting is a form of process consultation.
A)True
B)False
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