Principles of Management Test Questions
Course Introduction
Principles of Management introduces students to the fundamental concepts, theories, and practices of management within organizations. The course covers core management functions including planning, organizing, leading, and controlling, with an emphasis on decision-making, strategic management, team dynamics, motivation, and communication. Students will explore management roles in various organizational settings, analyze case studies, and acquire practical skills for effective leadership in a dynamic business environment. The course lays a strong foundation for further studies in business and management disciplines.
Recommended Textbook
Effective Leadership International 5th Edition by Christopher F. Achua
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13 Chapters
2079 Verified Questions
2079 Flashcards
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Page 2
Chapter 1: Who Is a Leader?
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134 Verified Questions
134 Flashcards
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Sample Questions
Q1) List and define the leadership theory paradigms.
Answer: The leadership theory paradigms include the trait theory paradigm, the behavioral leadership theory paradigm, the contingency leadership theory paradigm, the integrative leadership theory paradigm, and the management to the leadership theory paradigm. Leadership trait theories attempt to explain distinctive characteristics accounting for leadership effectiveness. Behavioral leadership theories attempt to explain distinctive styles used by effective leaders, or to define the nature of their work. Contingency leadership theories attempt to explain the appropriate leadership style based on the leader, followers, and situation. Integrative leadership theories attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing leader-follower relationships. The management to the leadership theory paradigm is a shift from the older autocratic management style to the newer participative leadership style of management.
Q2) The three levels of analysis of leadership theory are individual, group, and organizational.
A)True
B)False
Answer: True
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Chapter 2: Leadership Ethics and Traits
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185 Verified Questions
185 Flashcards
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Sample Questions
Q1) Leaders need a high n Pow to influence followers, peers, and higher level managers.
A)True
B)False
Answer: True
Q2) Should a leader have a dominant need for achievement to be successful? Why or why not?
Answer: To be effective, leaders generally need to have a moderate need for achievement. People with a high need for achievement tend to seek individual achievement, and when they are not interested in being a leader, there is the chance for personalized power and derailment.
Q3) The four-way test:
A) is a means of identifying potential whistleblowers within an organizational setting.
B) is a generic means of assessing whether a business transaction is ethical.
C) relies on Theory Y attitudes.
D) none of the answers are correct
Answer: B
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Chapter 3: Leadership Motivation and Behavior
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154 Verified Questions
154 Flashcards
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Sample Questions
Q1) Which of the following is (are) a content motivation theory?
A) goal-setting theory
B) equity theory
C) expectancy theory
D) acquired needs theory
E) c and d
Answer: D
Q2) "To increase sales by 50 percent and decrease turnover by 25 percent in 2011" is an effective objective.
A)True
B)False
Answer: False
Q3) The primary reason people do what they do is to meet their needs or wants.
A)True
B)False
Answer: True
Q4) Equity theory proposes that people get what they expect.
A)True
B)False
Answer: False
Page 5
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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) An employee has been making work errors. The manager has decided that this is a problem and will take some corrective action. Which path-goal leadership style is most appropriate for this situation?
A) directive
B) supportive
C) participative
D) achievement-oriented
Q2) A characteristic of the organization that can substitute for leadership is:
A) closely knit, cohesive work groups.
B) invariant methodology.
C) training.
D) intrinsic satisfaction.
Q3) Today, more companies are looking for graduates with ____.
A) more collective responsibility.
B) International openness and flexibility
C) more holistic concern for employees.
D) longer periods of employment.
Q4) What are the two contingency leadership theory leadership styles?
Q5) The normative leadership model is the most complex. Do more variables improve the model?
6
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Chapter 5: Influencing: Politics, Power, Negotiation, and Networking
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168 Verified Questions
168 Flashcards
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Sample Questions
Q1) Power can be ethical and unethical.
A)True
B)False
Q2) What are the steps in planning a negotiation?
Q3) The new product development team is getting close to finishing a new product and the deadline is coming closer. The manager has decided to give the team a pep talk to get them to finish. Which individual tactic is the manager using in this situation?
A) rational persuasion
B) inspirational appeals
C) consultation
D) ingratiation
E) personal appeals
F) exchange
G) coalition
H) Legitimization
I) pressure
Q4) State two or three of your accomplishments and a networking goal.
Page 7
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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) Which of the following is true about criticism?
A) It is generally effective in getting people to change their behavior.
B) It is a judgment of whether the person is right or wrong.
C) Placing blame, embarrassment, and focusing on the person are types of criticism.
D) The more criticism that employees receive the more defensive they become.
Q2) List the steps in the oral message-sending process.
Q3) Which of the following is a component of analyzing?
A) thinking
B) watching nonverbal cues
C) taking notes
D) avoiding distractions
Q4) The negotiating conflict style is appropriate to use when:
A) unpopular action must be taken on important issues.
B) time is short.
C) the conflict is between peers.
D) the person enjoys being a follower.
Q5) List and explain the three parts of the message-receiving process.
Q6) Why doesn't criticism work?
Q7) How is the BCF model used?
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 concept of ____ is used to describe group members' social relationships within and outside their groups and how these relationships affect group effectiveness.
A) group interaction
B) social exchange
C) social capital
D) ingratiation
Q2) What are some of the benefits of delegating?
Q3) During the second stage of the process for developing positive LMX relations:
A) exchange based on self-interest is transformed into mutual commitment to the mission and objectives of the work unit.
B) impressions management by the follower plays a critical role in influencing how the leader perceives him or her.
C) mutual trust, loyalty, and respect begin to develop between leader and follower.
D) the roles between leader and follower have reached maturity.
Q4) What are the three stages of the life-cycle model of LMX theory?
Q5) What is the presence of bias in the LMX relationship? What is its potential impact on out-group and in-group members of the organization?
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Page 9
Chapter 8: Self-Managed Teams and Team Leadership
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188 Verified Questions
188 Flashcards
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Sample Questions
Q1) Which of the following statements regarding virtual teams is NOT true?
A) A virtual team is one whose members are geographically dispersed, requiring them to work together through electronic means with minimal face-to-face interaction.
B) Virtual teams can present significant collaboration, communication, and leadership challenges.
C) Virtual teams are difficult to organize along cross-functional lines.
D) An increasing number of organizations are using virtual teams.
Q2) Leadership: Decision Making. Your secretary's computer works OK but is getting old, and you have money in the budget to replace it. You selected the last computer before the secretary started the job. The secretary has never purchased a computer before. You haven't been keeping up with the latest innovations and are not sure of what make, model, or features to get. The secretary has been doing an excellent job.
Q3) Which of the following is NOT one of the components of team effectiveness?
A) knowledge management
B) individual satisfaction
C) group process
D) task performance
Q4) Outline the three parts of conducting effective meetings.
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Page 10
Chapter 9: Transformational and Charismatic Leadership
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158 Verified Questions
158 Flashcards
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Sample Questions
Q1) Describe the characteristics that distinguish charismatic from noncharismatic leaders.
Q2) One method for differentiating between positive and negative charisma is in terms of the values and personality of the leader.
A)True
B)False
Q3) ____ is the ability to imagine different and better conditions and the ways to achieve them.
A) Vision
B) Charisma
C) Followership
D) Personal meaning
Q4) Describe a leader in your work experience that manifested positive or negative charismatic qualities. How did this affect your relationship with the leader?
Q5) Max Weber used the term "charisma" to explain a form of influence based on traditional or legal-rational authority systems.
A)True
B)False
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Chapter 10: Leadership of Ethics, Diversity, and Culture
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) All of the following are symbolic leadership actions for shaping culture EXCEPT:
A) creating a strategy-culture fit.
B) celebrating achievements.
C) matching organizational structure to culture.
D) leaders serving as role models.
Q2) Identify and briefly describe the obstacles that make it hard to achieve diversity objectives.
Q3) A strong culture by itself is not a guarantee of success unless it is also aligned to:
A) the external environment.
B) strategy.
C) leadership.
D) all of the answers are correct
Q4) During a lunch conversation, employee A tells employee B, "I know that Jean Claude started this company, but he died 10 years ago. Do I have to keep hearing all these stories about him?" This may illustrate evidence that the company has which of the following types of organizational culture?
A) low-performance (weak) culture
B) high-performance (strong) culture
Q5) How does a code of ethics help enforce ethical behavior in an organization?
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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) Think of a time when a major change initiative at an organization you were or are affiliated with succeeded or failed. Identify possible reasons for the success or failure, and tie them to the three phases of the force-field model-unfreezing, changing, and refreezing.
Q2) Which of the following is(are) stages in Lewin's classic theory of change?
A) unfreezing
B) Establishing a sense of urgency
C) Changing, moving to a new, desired state
D) A and c
Q3) The effectiveness of an organization's strategies is influenced by the degree of alignment between the organization's internal capabilities, resources, and its environmental opportunities.
A)True
B)False
Q4) As the business environment becomes increasingly complex, the demand for environmental decreases.
A)True
B)False
Q5) Identify the major reasons for resisting change.
Q6) Explain the importance of strategy evaluation in the strategic management model.
Page 13
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Chapter 12: The Learning Organization and Crisis Leadership
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) The best indicator of an organization's readiness to respond to a crisis is how it rates on five factors. What are these five factors?
Q2) The best gauge to determine an organization's readiness to respond to a crisis is how it rates according to which of the following factors?
A) awareness and access to crisis management information
B) readiness for a quick response
C) effective communication plan in place
D) all of the answers are correct
Q3) Some experts have argued that failed efforts to create a learning organization should be, at least in part, blamed on lack of resources.
A)True
B)False
Q4) A pre-crisis plan is the best way to lessen the negative consequences of any crisis. A)True B)False
Q5) Explain why crisis leadership competence is an important consideration when hiring new leaders.
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