Principles of Management Review Questions
Course Introduction
Principles of Management is a foundational course that introduces students to the core concepts, theories, and practices involved in managing organizations effectively. The course covers the key functions of management planning, organizing, leading, and controlling while exploring topics such as decision-making, organizational structure, leadership styles, motivation, and strategic planning. Emphasis is placed on understanding how managers coordinate resources, manage teams, adapt to change, and implement ethical and sustainable business practices in a dynamic global environment. Students will develop critical thinking and problem-solving skills through case studies, discussions, and real-world applications of management principles.
Recommended Textbook
Organizational Behavior 6th Edition by Steven
McShane
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15 Chapters
1662 Verified Questions
1662 Flashcards
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Chapter 1: Introduction to the Field of Organizational Behavior
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) Organizations that have high employee turnaround will be better able to retain intellectual capital within the organization.
A)True
B)False
Answer: False
Q2) Which of the following is an example of globalization?
A) A footwear firm based in San Diego opened a new branch in Los Angeles.
B) A car company based in Pittsburgh manufactured its cars in Philadelphia.
C) Rewind, a German music band which plays traditional German folk music performed in Berlin.
D) Rowan, a French citizen, published a novel within France.
E) An American based burger joint opened a new outlet in China.
Answer: E
Q3) Structural capital includes knowledge embedded in the organization's systems and composition.
A)True
B)False
Answer: False
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Chapter 2: Individual Behavior, Personality, and Values
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119 Verified Questions
119 Flashcards
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Sample Questions
Q1) Travel Happy Corp.gives simple accounts to newly hired employees,and then adds more challenging accounts as employees master the simple tasks.This practice mainly: A) improves role perceptions. B) increases person-job matching. C) reduces employee motivation.
D) provides more resources to accomplish the assigned task. E) improves employee aptitudes.
Answer: B
Q2) In terms of cross-cultural values,people in the United States tend to have relatively high individualism,middle to high achievement orientation,and medium to low power distance.
A)True
B)False
Answer: True
Q3) Competencies refer to the complete set of situational factors that contribute to job performance.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Perceiving Ourselves and Others in Organizations
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103 Verified Questions
103 Flashcards
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Sample Questions
Q1) Mental models are _____ that guide perceptions and behavior.
A) stereotypes
B) forms of punishment
C) self-fulfilling prophecies
D) broad world views
E) action learning practices
Answer: D
Q2) Which of the following describes the fundamental attribution error?
A) People seldom make attributions about their own behavior.
B) The likelihood of making an error attributing the behavior of another person increases with your familiarity of that other person.
C) We tend to believe that other people have the same beliefs and behaviors that we have.
D) We tend to believe the behavior of other people is caused more by their motivation and ability than by factors beyond their control.
E) We tend to believe that colleagues perform their jobs better than we perform our job.
Answer: D
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Chapter 4: Workplace Emotions, Attitudes, and Stress
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) The exit-voice-loyalty-neglect model states that some employees respond to their job dissatisfaction by patiently waiting for the problem to work itself out or get resolved by others.
A)True
B)False
Q2) Cognitive dissonance is more likely to occur when the dissonant behavior is known to everyone,was done voluntarily and cannot be undone.
A)True
B)False
Q3) Employees with very high loyalty tend to have high conformity,which results in lower creativity.
A)True
B)False
Q4) Emotions generate a core affect that something is good or bad,helpful or harmful,to be approached or avoided.
A)True
B)False
Q5) Identify and explain two reasons why employee involvement tends to increase organizational commitment.
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Chapter 5: Foundations of Employee Motivation
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113 Verified Questions
113 Flashcards
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Sample Questions
Q1) The compliments or teasing received from coworkers when an employee wears safety goggles are referred to as consequences.
A)True
B)False
Q2) Which drive in the four-drive theory is reactive rather than proactive?
A) Drive to acquire
B) Drive to learn
C) Drive to defend
D) Drive to bond
E) Drive for power
Q3) People learn not only by observing others but also by imitating and practicing those behaviors.
A)True
B)False
Q4) Explain the four types of consequences identified by organizational behavior modification or OB Mod.
Q5) Motivation is closely related to the concept of employee engagement.
A)True
B)False
Q6) Why is it difficult to maintain feelings of equity among employees?
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Chapter 6: Foundations of Employee Motivation
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) A large retail organization previously divided work among its four employee benefits staff into distinct specializations.One person answered all questions about superannuation (pension plans),another answered all questions about various forms of paid time off (e.g.vacations),and so on.These jobs were recently restructured so that each employee benefits person answers all questions for people in a particular geographic area.For example,one staff member is responsible for all employee benefits inquiries from anyone in a particular geographic region.This job restructuring is an example of:
A) self-leadership.
B) job enrichment.
C) job rotation.
D) scientific management.
E) self-monitoring.
Q2) Gainsharing plans apply to production jobs,not to services such as medical operations.
A)True
B)False
Q3) Describe a reward system that would best motivate employees to learn several jobs.Identify potential disadvantages of this reward system.
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Page 8
Chapter 7: Decision Making and Creativity
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) Escalation of commitment is likely to occur when the perceived costs of terminating the project are high or unknown.
A)True
B)False
Q2) Employees tend to be less creative in organizations that punish failure.
A)True
B)False
Q3) Task significance and autonomy are important conditions for creativity in organizations.
A)True
B)False
Q4) When making important decisions,we "listen in" on our emotions to guide our preference among the decision alternatives.
A)True
B)False
Q5) The incubation stage of creativity is more effective when the decision maker sets aside all other activities and focuses attention on the issue or problem.
A)True
B)False
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Chapter 8: Team Dynamics
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) "Fault lines" are more likely to occur when teams:
A) have very few members.
B) are involved in sequential interdependence.
C) engage in participative management.
D) are highly interdependent.
E) are diverse.
Q2) Synergie Inc.formed a team to improve revenues for its service stations along major highways in Malaysia.This team,which included a service station dealer,a union truck driver and four or five marketing executives,disbanded after it had reviewed the Malaysian service stations and submitted a business plan.This team is called a(n):
A) skunkwork.
B) bootleg group.
C) informal group.
D) community of practice.
E) task force.
Q3) Team processes in the team effectiveness model include team development,norms,cohesion,and trust.
A)True
B)False
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Page 10
Chapter 9: Communicating in Teams and Organizations
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) Media richness refers to the ratio of the cost of using a medium relative to its frequency of use in the organization.
A)True
B)False
Q2) Which of the following tends to be the preferred medium for coordinating work,increases communication with people further up the hierarchy,and is an increasing source of information overload?
A) Electronic company magazines
B) Annual performance reviews with supervisors
C) Intranet web sites
D) E-mail
E) The corporate grapevine
Q3) What is social acceptance? What are the social acceptance factors?
Q4) What are the common gender differences observed in communication?
Q5) Talking while someone is speaking to you is interpreted by the Japanese as the person's interest and involvement in the conversation.
A)True
B)False
Q6) Briefly explain the problem of information overload.
Page 11
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Chapter 10: Power and Influence in the Workplace
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) Briefly describe the strategies of expert power that cope with uncertainty in organizations.
Q2) Which of the following is a form of "soft" influence tactic?
A) Ingratiation
B) Upward appeal
C) Coalition forming
D) Silent authority
E) Information control
Q3) Describe the conditions that support organizational politics.
Q4) Employees are more likely to comply with a supervisor's legitimate power when the:
A) employees have a high power distance value.
B) power holder gives orders outside the employees' normal role requirements.
C) company encourages people to disobey orders that interfere with their work.
D) manager has a low charisma.
E) manager has a very good reward system in place.
Q5) What is power? Explain the important features of power.
Q6) Organizational politics refers to any use of power to influence others.
A)True
B)False
12
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Chapter 11: Conflict and Negotiation in the Workplace
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) Briefly describe the various interpersonal conflict handling styles.
Q2) Which of the following types of third-party intervention approaches do managers usually adopt?
A) Inquisitional
B) Competitive
C) Mediation-based
D) Arbitration-based
E) Abstainer
Q3) Research suggests that managers tend to avoid the inquisitional approach to third-party conflict resolution.
A)True
B)False
Q4) The current perspective on organizational conflict is that:
A) conflict should be minimized across all departments.
B) conflicts could be promoted in some functions and discouraged in some others.
C) conflict is an inevitable result of increased technology and globalization.
D) use of technology and virtual teams could minimize organizational conflicts.
E) moderate levels of conflict are necessary and produce favorable outcomes.
Q5) Write a short note on choosing the best conflict handling style.
Q6) Communication problems could cause conflicts.Explain.
Page 13
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Chapter 12: Leadership in Organizational Settings
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Which of the following is a leadership style identified in path-goal theory?
A) Achievement-oriented leadership
B) Selling leadership
C) Transformational leadership
D) Emotional intelligence
E) Transactional leadership
Q2) According to path-goal theory,supportive leadership is desirable for employees who work in teams with low cohesiveness.
A)True
B)False
Q3) What leadership styles does the behavioral perspective identify and what is/are the hypothesized relationship(s) between these styles?
Q4) Participative leadership behaviors encourage and facilitate subordinate involvement in decisions beyond their normal work activities.
A)True
B)False
Q5) List and explain the main categories of leadership competencies.
Q6) Briefly describe the implicit leadership theory.
Q7) Explain the concept of shared leadership.
Page 14
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Chapter 13: Designing Organizational Structures
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) Organizations tend to become less formalized as they age and grow larger in terms of the number of employees.
A)True
B)False
Q2) Which organizational structure actually consists of several organizations?
A) Divisionalized structure
B) Functional structure
C) Simple structure
D) Matrix structure
E) Network structure
Q3) For which of the following types of environment should organizations adopt an organic structure?
A) Munificent environment
B) Dynamic environment
C) Stable environment
D) Simple environment
E) Routine environment
Q4) Divisional structures may be formed around products,geography,or clients.
A)True
B)False
Page 15
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Chapter 14: Organizational Culture
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) Using attraction-selection-attrition (ASA) theory,describe how a company would maintain and perpetuate its culture.
Q2) Ceremonies are more formal artifacts than rituals.
A)True
B)False
Q3) The best way to determine an organization's shared assumptions is to:
A) interview executives.
B) look for evidence of its corporate value statements.
C) determine what the organization's enacted values are.
D) read public relations statements produced by the organization.
E) ask customers to evaluate the company's effectiveness.
Q4) What does organizational culture consist of? Briefly describe its components.
Q5) Which of the following is a verbal symbol of cultural values?
A) Speech at ceremonies
B) Expression of anger
C) Shared assumptions
D) Beliefs
E) Rituals
Q6) Explain the important functions of organizational culture.
Q7) Explain the main strategies for merging different corporate cultures.
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Chapter 15: Organizational Change
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) People sometimes resist change to prove that the change agent is incompetent.
A)True
B)False
Q2) The positive principle,the constructionist principle,and the simultaneity principle are principles of:
A) parallel learning structures.
B) appreciative inquiry.
C) action research.
D) process consultation.
E) large group interventions.
Q3) _____ tries to break out of the problem-solving mentality of traditional change management practices by reframing relationships around the positive and the possible.
A) Parallel learning structure
B) Large group intervention
C) Force field analysis
D) Action research
E) Appreciative inquiry
Q4) Identify and briefly describe the three stages of Lewin's force field analysis model.
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