1. Performance efficiency is the measure of the _________ associated with task accomplishment.

a) resource costs
b) goal specicity
c) product quality
d) product quantity

2. Which of the following skills tend to be more important for first-line managers since they manage
employees who produce the organization's product?

A. human

B. technical

C. conceptual

D. empirical

3. The universality of management means that ________.

A. all managers in all organizations perform the four management functions

B. all managers in all organizations perform the same quantity of managerial functions

C. all managers in all organizations perform managerial functions in similar ways

D. any manager can work in any organization and perform any management function

4. ________ developed a categorization scheme for dening what managers do, consisting of 10 dierent
but highly interrelated roles

A. Henri Fayol

B. Abraham Maslow

C. Henry Mintzberg

D. Peter Drucker

5. Henri Fayol, in the early part of the twentieth century proposed that all managers perform ________
functions.

A. three

B. four

C. five

D. nine

6. Today, the basic management functions have been condensed to ________.

A. planning, organizing, commanding, and coordinating

B. planning, organizing, coordinating, and controlling

C. planning, organizing, commanding, and controlling

D. planning, organizing, leading, and controlling

7. Which of the following represents one of the challenges of management? Use this Managerial Basic
Training Scenario to answer question 9 to 11 Imagine that your marketing company has just merged
with a manufacturing organization. You have been asked to help provide some "basic" managerial
training to the engineers in the research and development unit of the new company. To ensure you are
covering the important issues, your boss has asked to see an overview of materials that you will be
providing the engineers.

A. enjoy relatively easy work

B. support, coach, and nurture others

C. have little inuence on organizational outcomes

D. have to deal with a variety of personalities

8. The engineers have to be informed that, ________ are the people who direct the activities of others
in an organization.

A. directors

B. managers

C. subordinates

D. line workers

9. Many of the engineers in the group are unclear about what managers actually do. Your training
materials should explain that a manager's job focuses on ________.

A. performing clerical duties

B. helping others accomplish their work goals

C. supervising groups rather than individual employees

D. personal achievement

10. The engineers need to be informed that supervisors may frequently be referred to as ________.

A. middle managers

B. top managers

C. project leaders

D. first-line managers

11. The ________ component of an organization's external environment is concerned with trends in
population characteristics such as age, race, gender, education level, geographic location, income, and
family composition.
A. economic

B. demographic

C. sociocultural

D. political

12. Which of the following factors is an economic component of an organization's external

environment?

A. family composition

B. education level

C. disposable income

D. geographic location

13. Which of the following factors is a sociocultural component of an organization's external

environment

A. political stability

B. education level

C. family composition

D. behavior patterns

14_______ has been described as the shared values, principles, traditions, and ways of doing things that
influence the way organization members act.

A. Corporate hierarchy

B. Organization culture

C. Business conguration

D. Industrial psychology

15. Which of the following statements highlights the shared aspect of culture?

A. Organizational culture is concerned with how members perceive the culture and describe it, not with
whether they like it.

B. Organizational culture is not something that can be physically touched or seen, but employees
perceive it on the basis of what they experience within the organization.

C. Even though individuals may have dierent backgrounds or work at dierent organizational levels, they
tend to describe the organization's culture in similar terms

D. The original source of the culture of an organization reects the vision of the organizaton's founders.
16. After the merger, the management then makes a deliberate arrangement of people to accomplish
specific purposes. Such an arrangement makes up a(n) ________.

A. trust

B. coalition

C. Responses

D. affinity group

17. In an organization whose culture conveys a basic distrust of employees, managers are more likely to
use a(n) ________ leadership style.

A. participatory

B. authoritarian

C. democratic

D. laissez-faire

18. A manager resolving conict among organizational members is performing which of the following
functions?

A. controlling

B. Responses

C. leading

D. organizing

19 According to Mintzberg's managerial roles, the ________ roles are ones that involve people and
other duties that are ceremonial and symbolic in nature.

A. informational

B. interpersonal

C. technical

D. decisional

20. Which of the following is NOT an example of an interpersonal role according to Mintzberg?

A. leader

B. spokesperson

C. gurehead

D. liaison

21. Technical skills include ________.

A. job specific knowledge needed to proficiently perform work tasks

B. the ability to work well with individuals and groups

C. skills managers use to think and to conceptualize about abstract and complex situations

D. experience gained by experiments that are used in performing managerial tasks

22. Understanding building codes would be considered a(n) ________ skill for a building contractor

A. human

B. technical

C. conceptual

D. empirical

23. Which of the following represents one of the rewards of being a manager? Use this Managerial Skills
scenario to answer question 42 to 44 Adamu, Brenda, Carlos, and Dan are employees in the same
organization. Adam is the shift manager, Brenda is the district manager, Carl is the regional manager and
Dan is the project leader. Adam manages the employees who produce the organization's product. After
noticing his excellent work, he is promoted to division manager. Carl on the other hand, after a
disciplinary proceeding is assigned to the post of oce manager. Ethan is the managing director of the
same organization.

A. operating with limited resources

B. receiving recognition in the organization

C. motivating workers in chaotic situations

D. doing duties that are more clerical than managerial

24. Which of the following is true for Adamu before his promotion?

A. His technical skills are of the utmost priority.

B. His conceptual skills are of the utmost priority.

C. He need not possess any human skills

D. He need not have any empirical skills

25. Which of the following is true for Adam after his promotion?

A. His empirical skills are going to be most important.

B. The importance of his technical skills is about to be reduced.

C. His conceptual skills are going to take the priority.

D. The importance of his human skills are to be reduced.

26. Which of the following is true for Ethan?

A. He should be very sound in his technical skills.

B. He can manage with limited financial skills.

C. Conceptual skills are the most important skills that Ethan requires

D. He need not possess any human skills

27. Most company's goals can be classified as either ________ or ________.

A. strategic; financial

B. operational; tactical

C. social; economic

D. strategic; operational

28. _____ denes how job tasks are formally divided, grouped, and coordinated

A. Organizational structure

B. Work specialization

C. Departmentalization

D. Organizational behavior

29. Organizational structure has six key elements. Which of the following is not one of these elements?

A. centralization

B. departmentalization

C. work specialization

D. location of authority

30. Work specialization is the same as _____.

A. departmentalization

B. division of labor

C. decentralization

D. job grouping

31. A task that is subdivided into many separate jobs is considered to have _____.

A. a high degree of departmentalization

B. a low degree of decentralization

C. a high degree of work specialization

D. a low degree of structure

32. The basis by which jobs are grouped together is termed _____.

A. departmentation

B. bureaucracy

C. specialization

D. centralization

33 The right inherent in a managerial position to give orders and expect orders to be obeyed is termed
_____.

A. chain of command

B. authority

C. power

D. unity of command

34. The unity-of-command principle states which of the following?

A. Managers should limit their oversight to a maximum of 12 employees.

B. An individual should be directly responsible to only one supervisor.

C. Managers should provide direction to their employees in a unied fashion.

D. Managers should oversee 1 – 4 employees on average

35 _____ principle helps preserve the concept of an unbroken line of authority.

A. span of control

B. chain of command

C. centralization

D. unity-of-command

36 The _____ refers to the number of subordinates that a manager directs.

A. span of control

B. unity of command

C. chain of command

D. decentralization principle

37 If you have a narrow span of control, you have a(n) _____ organization.

A. efficient

B. tall
C. matrix

D. short

38 Which one of the following dichotomies of organizational structure specifically defines where
decisions are made?

A. complexity/simplicity

B. centralization/decentralization

C. formalization/informalization

D. specialization/enlargement

39 The best definition for centralization is a situation in which decision making _____.

A. is pushed down to lower level employees

B. is concentrated at a single point in the organization

C. depends on the situation

D. is completed in each department and then sent to the president for review

40 In an organization that has high centralization, _____.

A. the corporate headquarters is located centrally to branch offices

B. all top level officials are located within the same geographic area

C. new employees have a great deal of legitimate authority

D. top managers make all the decisions and lower level managers merely carry out directions

41 The more that lower-level personnel provide input or are actually given the discretion to make
decisions, the more _____ there is within an organization.

A. work specialization

B. decentralization

C. disempowerment

D. centralization

42 If a job is highly formalized, it would not include which of the following?

A. clearly defined procedures on work processes

B. explicit job description

C. high employee job discretion

D. a large number of organizational rules

43 A ____ is a at organization

A. bureaucracy

B. centralized structure

C. matrix structure

D. none of the above

44 A bureaucracy is characterized by all of the following except _____.

A. highly routine operating tasks

B. formalized rules and regulations

C. decentralized decision making

D. tasks that are grouped into functional department

45 The structure that creates dual lines of authority is the _____.

A. organizational structure

B. bureaucracy

C. matrix structure

D. virtual organization

46 Which of the following is Not correct?

A. Power is not perfectly correlated with ones level in the organization

B. Subordinates can sometimes have power over some managers

C. Leaders normally use power in influencing people

D. Power is perfectly correlated with ones level in the organization

47 Under the path goal theory, what leadership style must be used when there is no emotional support
in the work group?

A. Directive

B. Democratic

C. Supportive

D. Participative

48 Which type of departmentation will be the most appropriate for an international business?

A. Functional

B. Product
C. Divisional

D. Geographic

49 A leadership theory that states that leaders should look before they lead is ………..

A. Behavioural

B. Path-goal

C. Contingency

D. Trait

50 In reality the management functions are …………..

A. Sequential

B. Interdependent

C. Continuous

D. Separable

51 A narrow span of control leads to ……………….

A. Effectiveness

B. Performance

C. Efficiency

D. Productivity

52 The organizational structure that allows dual authority/or violates the unity of command principle is

A. Matrix

B. Organic

C. Mechanistic

D. Flat

53 All of these are leadership styles developed by Kurt Lewin and Associates of University of Iowa except

A. Participative

B. Democratic

C. Free rein

D. Autocratic

54 The third process under the controlling function is …………….

A. Monitoring progress
B. Measuring actual performance

C. Comparing actual and expected performance

D. Setting standards

55 Which of the following has the viewpoint that emphasizes finding ways to manage work and
organisations more efficiently. I Scientific Management II. Administrative management III. Bureaucratic
Management Theory IV. Organisation Environment Theory

A. I, II, IV

B. I, II, III

C. II. III, IV

D. III, IV, I

56 The proponents of Scientific management include I Frederick Taylor II. Frank and Lillian Gilbreth III.
Henry Gantt IV. Henri Fayol

A. I, II, IV

B. I, II, III

C. II. III, IV

D. III, IV, 1

57 The commonest economic goals that guide the strategic direction of almost every business are: I
Survival II. Profitability III. Achievement IV. Growth

A. I, II, IV

B. I, II, III

C. III, IV, 1

D. II. III, IV

58 __________ pay special attention to the organisation’s external environment, looking for problems
and opportunities and finding ways to deal with them.

A. top managers

B. middle managers

C. team leaders

D. supervisors

59 The accounting manager of a local newspaper would be considered a ___________ manager,

whereas a publisher in charge of everything would be considered a __________ manager.

A. general, functional
B. staff, line

C. senior, junior

D. middle, top

60 The assumption that people are complex with widely varying needs is most associated with the
_________ management approaches.

A. classical

B. behavioural

C. contemporary

D. neoclassical

61. When the registrar of a university deals with students by an identification number rather than by a
name, which character of bureaucracy is being displayed and what is its intended benefit

A. division of labour and competency

B. merit based careers and productivity

C. rules and procedures and efficiency

D. impersonality and fairness

62 Advise to study a job and carefully train workers to do that job with nancial incentives tied to the
performance would most likely come from ___________.

A. scientific management

B. contingency management

C. Administrative management

D. bureaucratic management

63 Resource acquisition and customer satisfaction are important when an organisation is viewed as a

A. contingency

B. closed system

C. systems approach

D. open system

64 One example of how scientific management principles are applied in the organisation today would
be:

A. a result-based compensation system

B. a bureaucratic structure
C. training in how to better understand workers attitudes

D. focus on groups and teamwork rather than individual tasks

65 The last step in the decision making process is to ___________

A. identify alternatives

B. find and dene the problem

C. choose a solution

D. evaluating the decision implemented

66 If an organisation was performing poorly and Henry Fayol was called in as a consultant, what would
he most advise as a way to improve things?

A. teach managers to better plan and control

B. teach workers more efficient job methods

C. promote to management only the most competent workers

D. find ways to increase corporate social responsibility

67 When your local bank or credit union is viewed as an open system, the loan processing department
would be considered a ____________.

A. subsystem

B. closed system

C. resource input

D. value center

68 According to the Blake and Morton model of leader behaviours, the most successful leader is one
who acts with ______________.

A. high initiating structure

B. high concern for task and high concern for people

C. low job stress and high task goals

D. high consideration and moderate initiating structure

69 A leader whose actions indicate an attitude of "you do as you want" would be described as having
a(n) ______________ leadership style.

A. autocratic

B. participative

C. democratic
D. laissez-faire

70 A leader who ____________ would be described as achievement oriented in the path-goal theory.

A. works hard to achieve high performance

B. sets challenging goals for others

C. gives directions and monitors results

D. builds commitment through participation

71 Leader power = __________ power x ___________ power.

A. reward, punishment

B. legitimate, position

C. position, personal

D. reward, expert

72What kind of departmentalization would be in place in a government organization where different

public service responsibilities are divided into activities for employees, children, and the disabled?

A. customer departmentalization

B. geographic departmentalization

C. product departmentalization

D. process departmentalization

73Starting from the highest, ……… needs are second in hierarchy

A. Safety

B. esteem

C. self actualization

D. belongingness

74 The more that employees provide input or are actually given the discretion to make decisions, the
more _____ there is within an organization.

A. empowerment

B. work specialization

C. departmentalization

D. decentralization

75 The _____ principle helps preserve the concept of an unbroken line of authority.
A. unity-of-command

B. chain of command

C. centralization

D. span of control

76 The best definition for centralization is a situation in which decision making _____.

A. is concentrated at higher levels in the organisation

B. is concentrated at a single point in the organization

C. is diffused among a large segment of employees

D. is completed in each department and then sent to the president for review

77 A task that is subdivided into many separate jobs is considered to have _____.

A. a high degree of departmentalization

B. a low degree of decentralization

C. a high degree of work specialization

D. a low degree of structure

78________ involves ensuring that work activities are completed efficiently and effectively by the
people responsible for doing them

A. Planning

B. Managing

C. Organizing

D. Commanding

79 _____ departmentalization achieves economies of scale by placing people with common skills and
orientations into common units.

A. Functional

B. Process

C. Geographic

D. Product

80 The right inherent in a manager to give orders and expect orders to be obeyed is termed _____.

A. authority

B. leadership
C. chain of command

D. power

81Resource acquisition and customer satisfaction are important when an organization is viewed as a
(an) …….

A. Synergy

B. open system

C. negative entropy

D. closed system

82 Starting from the lowest, …………… needs are second in hierarchy

A. self actualization

B. esteem

C. safety

D. belongingness

83 Buffering is a means of managing which specific environmental elements?

A. task elements

B. suppliers

C. customers and suppliers

D. customers

84 ________ planning dominates managers' planning eorts at lower levels of the organization.

A. Operational

B. Directional

C. Organization-wide

D. controllable and specific

85 Elements in the remote environment are:

A. uncontrollable and specific

B. controllable and specic

C. uncontrollable and broad

D. controllable and broad

86 Departmentalization is a type of organizing into:

A. Geographic, functional, customer, product and process

B. Geographic, roles, customer, product and process

C. Location, process, geographic, product and functional

D. Geographic, tasks, customer, product and process

87 If a job is highly formalized, it would not include which of the following?

A. high employee job discretion

B. explicit job description

C. a large number of organizational rule

D. clearly defined procedures on work processes

88 A manager's analysis of the external environment can be improved by ________, which involves
screening information to detect emerging trends.

A. value screening

B. environmental scanning

C. environmental activism

D. critical path analysis

89 When people perform in a situation as they are expected to because of the special attention, this is
sometimes called the …………….

A. self-fulfilling prophecy

B. hawthorne effect

C. open systems

D. closed systems

90 ________ refers to how standardized an organization's jobs are and the extent to which employee
behavior is guided by rules and procedures.

A. Formalization

B. Decentralization

C. Centralization

D. Specialization

91 Goals are different from plans because ________.

A. goals are important only for small companies, and plans are important only for large companies
B. goals identify specific steps that the organization needs to achieve, and plans identify the overall
mission of the organization

C. goals describe financial objectives, and plans describe objectives related to social responsibility

D. goals are desired outcomes, and plans describe how those outcomes will be accomplished

92 As organizations become more flexible and responsive to environmental trends, there is a distinct
shift toward ________ decision making.

A. decentralized

B. amalgamated

C. concentrated

D. centralized

93 Advice to study a job and carefully train workers to do that job with financial incentives tied to job
performance would most likely come from ……………..

A. contingency management

B. scientific management

C. administrative management

D. bureaucratic management

94 The target that management wants to reach is called

A. goal

B. management

C. organization

D. strategy

95 Supervisor is another name for which of the following?

A. first-line manager

B. team leader

C. top manager

D. middle manager

96 Effectiveness is associated with ________.

A. doing the right things

B. doing things right

C. decreasing production time

D. reducing inventory

97 One of the most popular ways to group activities is by _____.

A. geography

B. function

C. temporality

D. process

98 ________ developed a categorization scheme for defining what managers do, consisting of 10
different but highly interrelated roles.

A. Henri Fayol

B. Abraham Maslow

C. Henry Mintzberg

D. Peter Drucker