Principles of Management Review Questions
Course Introduction
Principles of Management provides students with a comprehensive understanding of the fundamental concepts and functions that underpin effective management in organizations. The course explores key topics such as planning, organizing, leading, and controlling, while also addressing the roles and responsibilities of managers in diverse work environments. Students will learn about organizational structures, decision-making processes, motivation, leadership styles, communication, and strategic planning, equipping them with the analytical and practical skills needed to address real-world managerial challenges. By examining case studies and engaging in problem-solving exercises, students will develop the ability to apply management theories and best practices in various organizational settings.
Recommended Textbook
Effective Leadership International 5th Edition by Christopher F. Achua
Available Study Resources on Quizplus 13 Chapters
2079 Verified Questions
2079 Flashcards
Source URL: https://quizplus.com/study-set/270
Page 2
Chapter 1: Who Is a Leader?
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134 Verified Questions
134 Flashcards
Source URL: https://quizplus.com/quiz/131722
Sample Questions
Q1) The overarching paradigm has shifted from management to leadership.
A)True
B)False
Answer: True
Q2) 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
Q3) According to a survey of recruiters, the three most important attributes that they seek are
A) Communication and interpersonal skills
B) Ability to work well in a team.
C) Analytical and problem-solving skills
D) All of the above
Answer: D
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Page 3
Chapter 2: Leadership Ethics and Traits
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185 Verified Questions
185 Flashcards
Source URL: https://quizplus.com/quiz/131723
Sample Questions
Q1) Does McClelland believe that power is good or bad? Why?
Answer: McClelland does not believe that power itself is good or bad. It is how it is used that is important. Personalized power is bad because it is used for personal gain at the expense of others. Socialized power is good because it is used to help oneself and others.
Q2) The common leadership style at the conventional level of moral development tends to be visionary.
A)True
B)False
Answer: False
Q3) When we use unethical behavior, we often justify the behavior to protect our ____ so that we don't have a guilty conscience or feel remorse.
A) personality
B) ego
C) self-concept
D) job
Answer: C
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Chapter 3: Leadership Motivation and Behavior
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154 Verified Questions
154 Flashcards
Source URL: https://quizplus.com/quiz/131724
Sample Questions
Q1) Giving employees a paycheck every week is an example of a fixed-ratio schedule.
A)True
B)False
Answer: False
Q2) According to the Ohio State University studies on leadership styles, the leadership style that emphasizes task completion is ____.
A) initiating structure
B) democratic leadership
C) consideration
D) autocratic leadership
Answer: A
Q3) Physiological needs include all of the following EXCEPT:
A) adequate salary.
B) breaks.
C) working conditions.
D) promotions.
Answer: D
Q4) What are the process motivation theories?
Answer: The process motivation theories include equity theory, expectancy theory, and goal-setting theory.
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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 contingency leadership model and normative leadership model are prescriptive models, because they tell the user exactly which leadership style to use in a given situation.
A)True
B)False
Q2) Which of the following is NOT one of the variables that determine situational favorableness?
A) task structure
B) locus of control
C) position power
D) leader-member relations
Q3) Explain substitutes and neutralizers of leadership.
Q4) The normative leadership model has a time-driven and development-driven decision tree that enables the user to select one of five leadership styles (decide, consult individually, consult group, facilitate, and delegate) appropriate for the situation (seven questions/variables) to maximize decisions.
A)True
B)False
Q5) Which contingency leadership theory do you think is the best?
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Chapter 5: Influencing: Politics, Power, Negotiation, and Networking
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168 Verified Questions
168 Flashcards
Source URL: https://quizplus.com/quiz/131725
Sample Questions
Q1) Give a job example of how networking, reciprocity, or a coalition was used to achieve an organizational objective.
Q2) What is the difference between inspirational appeal and personal appeal influencing?
Q3) Power can be ethical and unethical.
A)True
B)False
Q4) During negotiations, which of the following should you do?
A) ask questions to focus on meeting the your needs.
B) develop rapport and focus on the obstacles.
C) ask for something in return.
D) you make the first offer to get the advantage
Q5) In contrast to a job interview, you are the interviewer in a networking interview. A)True
B)False
Q6) What are the steps in negotiations?
Q7) Which influencing tactics do you tend to use most and least? How will you change and develop the ability to influence using influencing tactics?
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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) The major difference between criticism and coaching feedback is that criticism is judgmental and makes people feel like losers.
A)True
B)False
Q2) Which of the following is true about the avoiding conflict style?
A) Should never be used.
B) Does not result in resolution of the conflict.
C) Often results in problems worsening.
D) Should be used if continuing the confrontation may result in retaliation or physical harm.
E) B, c, and d
Q3) An effective example of asking the listener to paraphrase is "Now tell me what you are going to do, so I can be sure that I explained myself clearly".
A)True
B)False
Q4) Are all managers mentors?
Q5) Describe paraphrasing and state why it is used.
Q6) Describe the difference between criticism and coaching feedback.
Q7) Discuss the relationship between the performance formula and the coaching model.
Page 8
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Chapter 7: Followership and Leader-Member Exchange
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180 Verified Questions
180 Flashcards
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Sample Questions
Q1) The ____ follower is someone who is high on involvement but low on critical thinking.
A) alienated
B) conformist
C) passive
D) pragmatic
Q2) Possibilities of what to delegate include all of the following EXCEPT: A) reports.
B) scheduling.
C) letters.
D) disciplining.
Q3) Discuss the three follower influencing characteristics.
Q4) Describe the main focus of team building from a Leader-Follower perspective.
Q5) A strength of LMX Theory is the inherent bias in favor of in-group members.
A)True
B)False
Q6) What are some of the benefits of delegating?
Q7) Define the two kinds of relationships that can occur among leaders and followers under the vertical dyadic linkage model.
Q8) List the steps in the delegation model.
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Chapter 8: Self-Managed Teams and Team Leadership
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188 Verified Questions
188 Flashcards
Source URL: https://quizplus.com/quiz/131764
Sample Questions
Q1) Research on the size of teams has shown that:
A) the more diverse and large a team is, the more likely that it will be effective.
B) the more diverse a team is, the more successfully it can increase in size.
C) small teams, typically under 12 people, are generally more effective than larger teams.
D) none of the answers are correct
Q2) The team leader's role in creating an effective team is to identify and build the team's weaknesses.
A)True
B)False
Q3) The ____ during meetings may be preoccupied with other issues, not pay attention or participate in the group meeting, or feel superior and wonder why the group is spending so much time on the obvious.
A) talker
B) wanderer
C) bored person
D) arguer
Q4) How can virtual teams work well together from far apart?
Q5) Describe the challenges of implementing effective self-managed teams.
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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) Unlike other types of leaders, charismatic leaders use referent power and expert power to influence followers.
A)True
B)False
Q2) Transformational leaders are often seen as:
A) visionaries.
B) risk-takers.
C) change agents of the status quo.
D) Task and reward-oriented.
E) A, b, and c
Q3) Socialized charismatic leaders:
A) pursue leader-driven goals.
B) promote feelings of empowerment, personal growth, and equal participation in followers.
C) restrict information.
D) all of the answers are correct
Q4) Most people agree that charisma is capable of producing only positive outcomes.
A)True
B)False
Q5) Explain the four phases of the transformation process.
Page 11
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Chapter 10: Leadership of Ethics, Diversity, and Culture
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151 Verified Questions
151 Flashcards
Source URL: https://quizplus.com/quiz/131766
Sample Questions
Q1) ____ describes a culture that emphasizes assertiveness and a competitive drive for money and material objects.
A) Femininity
B) Masculinity
C) Individualism
D) Collectivism
Q2) Distinguish between symbolic and substantive leadership actions for shaping organizational culture.
Q3) High-performance cultures are results-oriented and avoid risks.
A)True
B)False
Q4) Explain the primary reasons for embracing diversity.
Q5) For diversity to succeed, there has to be an explicit corporate philosophy that unambiguously supports it.
A)True
B)False
Q6) A strong culture by itself is generally a guarantee of success.
A)True
B)False
Q7) Explain the power of culture in the strategy execution process.
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Chapter 11: Change Management and Strategic Leadership
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156 Verified Questions
156 Flashcards
Source URL: https://quizplus.com/quiz/131767
Sample Questions
Q1) Effective strategy evaluation involves four fundamental activities.
A)True
B)False
Q2) The force-field model proposes that the change process is divided into three phases: freezing, unfreezing, and refreezing.
A)True
B)False
Q3) Describe the three phases of the change process.
Q4) Identify the major reasons for resisting change.
Q5) A leader who believes that a company cannot reach its full potential without an inspiring vision is more likely to be which of the following?
A) strategic thinker
B) nonstrategic thinker
Q6) A core competence is a capability that allows an organization to perform extremely well in comparison to competitors.
A)True
B)False
Q7) Why is change often perceived as a win-lose proposition between leaders and followers?
Chapter 12: The Learning Organization and Crisis Leadership
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) Identify someone who has been or is part of a crisis prevention and management team, preferably someone on your campus's crisis prevention and management team. Ask him or her to describe the makeup and functioning of this team.
Q2) One way to encourage experimentation is to create a sense of urgency in the organization.
A)True
B)False
Q3) Distinguish between the traditional organization and the learning organization.
Q4) Rational analysis and planning is a tool that helps leaders prevent or respond to crises through decision-making skills based on possible outcomes or crises.
A)True
B)False
Q5) A pre-crisis plan is the first step of any crisis management program. A)True
B)False
Q6) Identify the benefits of pre-crisis planning.
Q7) Describe why a senior leader's physical presence is critical during a crisis.
Q8) What are the main components of a precrisis plan?
Q9) Describe the role of leadership in creating a learning organization. Page 14
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Page 15