Principles of Management Practice Exam
Course Introduction
Principles of Management introduces the foundational concepts and functions essential to effective management within organizations. The course covers key topics such as planning, organizing, leading, and controlling, while exploring managerial roles, decision-making processes, organizational structures, and strategies for motivating and managing teams. Emphasis is placed on understanding the dynamic environment in which managers operate, the significance of ethical leadership, and techniques for effective communication. By examining real-world business scenarios and case studies, students will gain practical insights and develop essential skills for future managerial success.
Recommended Textbook
Developing Management Skills 10th Edition by David
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10 Chapters
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971 Flashcards
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Page 2
A. Whetten
Chapter 1: Developing Self-Awareness
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100 Verified Questions
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Sample Questions
Q1) You want to be seen as interpersonally competent and be well liked by your college peers. Which behaviors are most likely to be viewed positively?
A) Consistently supply creative solutions to problems
B) Openly and honestly share everything about yourself whenever the opportunity arises
C) Maintain privacy and be secretive about your life, creating an air of mystery
D) Be willing to disclose yourself to others and share personal insights in discussions
Answer: D
Q2) Most ethical trade-offs are conflicts between two desirable ends: economic performance versus social performance.
A)True
B)False
Answer: True
Q3) Core self-evaluation is the fundamental evaluation each person has developed about him- or herself.
A)True
B)False
Answer: True
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Chapter 2: Managing Personal Stress
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Sample Questions
Q1) In redesigning the job to reduce all forms of stress, what should you focus on?
A) Providing more job security
B) Resolving and keeping interpersonal conflicts to a minimum
C) Providing more involvement in decision making
D) Providing clear direction and focus
Answer: C
Q2) Mary is suffering work stress as a result of her interactions with her new boss, who recently transferred from Finland. He has reorganized the work based on teams. In Mary's team, there is no agreement on who should do what or on the purpose of the team. Her stress is from which stressor?
A) Time stress
B) Encounter stress
C) Situational stress
D) Anticipatory stress
Answer: B
Q3) According to the text, short-term planning works well in eliminating anticipatory stress.
A)True
B)False
Answer: True
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Chapter 3: Solving Problems Analytically and Creatively
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Sample Questions
Q1) What should you do if you want to be more creative in your problem solving?
A) Reserve your best time for thinking
B) Talk to others about your ideas
C) Read a lot, especially outside your field of expertise
D) A and C, but not B
E) Engage in all the activities described above
Answer: E
Q2) If you assume that individuals who are experienced in launching a new product know the best marketing approach, which conceptual block are you practicing?
A) Vertical thinking
B) Stereotyping
C) Compression
D) Ignoring commonalities
Answer: B
Q3) Breakthroughs, out-of-the-box thinking, and radical thinking would be examples of a type of creative problem solving that can be called "Imagination."
A)True
B)False
Answer: True
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Page 5
Chapter 4: Building Relationships by Communicating
Supportively
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Sample Questions
Q1) Studies have found that people make fewer mental errors when experiencing positive relationships.
A)True
B)False
Q2) Your boss tells you, "I can help you do this better." This statement lets you know that your boss sees your problem as an attitude problem.
A)True
B)False
Q3) When Calvin explained his problem to Melissa, her facial expressions and comments encouraged him to say more. She occasionally restated to make sure she understood what he was saying. Which type of listening response was Melissa exemplifying?
A) Reflecting
B) Probing
C) Deflecting
D) Advising
Q4) How were principles of descriptive communication violated? What would you do differently to make the communication more descriptive? Provide specific examples of descriptive statements.
Q5) Briefly explain the eight principles of supportive communication.
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Chapter 5: Gaining Power and Influence
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Sample Questions
Q1) You are graduating this summer and are seeking an influential position. Your major is finance. Which job should you choose to maximize your relevant power?
A) Working for an electronics firm making $32,000
B) Working for a stockbroker firm making $25,000
C) Working for a small software firm making $20,000
D) Working for a large oil company making $35,000
Q2) A fast-food company does not promote anyone to manager unless he or she started at the beginning, flipping burgers. This is an example of a company promoting which type of power?
A) Relevance power
B) Visibility power
C) Legitimacy power
D) Effort power
E) Attraction power
Q3) Recently your boss remarked to you, "I don't know where you are coming from." Other people have expressed frustration with you over your lack of team play. You should conclude that you may be losing your expert power.
A)True
B)False
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Chapter 6: Motivating Performance
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Sample Questions
Q1) Explain the key components of the path-goal theory of leadership.
Q2) If you feel that you have an interesting and fulfilling job, you are experiencing what type of motivation?
A) External motivation
B) Intrinsic motivation
C) Redirected motivation
D) Exceptional motivation
Q3) Morgan has decided to set the following goals: To earn an A in her management course this semester, to make the dean's list, and to not only keep up with the readings but to contribute something to the class discussion each time. What criteria have Morgan's goals satisfied?
A) Measurable, unambiguous, and behavioral
B) Consistent
C) Appropriately challenging
D) All the answer choices are correct.
Q4) Gambling uses which form of the reward reinforcement schedule?
A) Continuous reinforcement
B) Partial reinforcement
C) Equity
D) Fairness
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Chapter 7: Negotiating and Resolving Conflict
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Sample Questions
Q1) You believe your new co-worker, Greg, has taken advantage of you in a conflict resolution setting. What approach to resolving conflicts are you most likely to have used?
A) Forcing
B) Avoiding
C) Compromising
D) Accommodating
E) Collaborating
Q2) Leslie listened to Marco's plea that the team adopt his favorite project. She had serious misgivings about it, but didn't want to rock the boat. So she said, "Whatever. We'll just do it your way, Marco. What should I do next? " Leslie has just adopted which conflict management strategy?
A) Avoiding
B) Accommodating
C) Capitulating
D) Compromise
Q3) Describe an example (real or fictional) of avoiding as a conflict management approach. Diagnose whether the use of avoiding was appropriate to the situation and, if not, what approach would have been preferable.
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Chapter 8: Empowering and Engaging Others
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Sample Questions
Q1) What advantages can come to the store through proper engagement?
Q2) A peer has asked you about empowerment. Which is the best summary statement to share with your peer?
A) "Essentially, workers accomplish tasks because they are intrinsically attracted to them."
B) "Essentially, workers accomplish the tasks because of the extrinsic rewards offered to them."
C) "Essentially, empowerment allows employees the freedom to choose their own rewards."
D) "Essentially, empowerment is just a fancy word for delegate."
Q3) What guidelines related to empowerment were violated by Shanaya Batra? By Ruth Cummings?
Q4) Which is an accurate interpretation of the personal assessment score results?
A) George feels more passion for his work and is more innovative than Bill.
B) Bill feels more passion for his work and is more innovative than George.
C) Neither is passionate about their work.
D) Both are passionate about their work.
Q5) Explain the five core dimensions of empowerment. Provide a real-life example for each dimension.
Q6) Explain the advantages or positive outcomes of engaging employees.
Page 10
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Chapter 9: Building Effective Teams and Teamwork
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Sample Questions
Q1) Explain the principles that have been found to be effective in providing feedback to others.
Q2) You have just returned from a seminar on teams. Your employees perform routine, highly structured work (painting the eyes on Barbie dolls). Is this situation well suited for teams?
A) Any situation can benefit from a team structure.
B) The situation is not well suited for teams. Teams work well only for tasks that are more complex and highly interdependent.
C) The situation is not well suited for teams. The unnecessary interaction will be distracting and will decrease productivity.
Q3) Lately, as team leader, you find yourself spending time answering team members' inquiries into the way the work has been organized. What should you do?
A) Encourage these inquiries to be turned into suggestions for improvement
B) Encourage obedience to your (leader's) directions
C) Ignore these disagreements
D) Clarify goals, procedures, rules, and expectations
Q4) What role do purpose, vision, trust, and Everest goals play in developing a high performing team?
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Page 11
Chapter 10: Leading Positive Change
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Sample Questions
Q1) Which statement is true concerning a vision statement?
A) People must associate the vision with something they can see and hear.
B) The more complicated the vision statement, the more motivating it will be.
C) Effective vision statements avoid reference to individuals' core values.
D) Effective vision statements must be unimaginable.
Q2) What is the meaning of "small wins"? Small wins are
A) small successes that generate large profits.
B) change efforts that alter the attitude of a small number of employees.
C) changes that are easy to implement and build momentum.
D) small successes that generate small profits.
E) changes that allow you to marginally beat the competition.
Q3) You want to learn to effectively lead positive change. The framework presented in chapter 10 suggests you should learn all of the following skills except
A) establishing a positive climate.
B) creating readiness for change.
C) articulating a vision of abundance.
D) generating commitment.
E) fostering environmental responsibility.
Q4) What positive energy networks did Iacocca establish?
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