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BIS 1& 2 Without Answers

This document contains 20 multiple choice questions about fundamentals of management. The questions cover topics such as levels of management, functions of management, external environment forces, and skills required of managers. Specifically, questions ask about the board of directors, direct and indirect external forces, competitor analysis, levels of management including operational and conceptual, and skills like human, technical, conceptual and strategic.

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13 views10 pages

BIS 1& 2 Without Answers

This document contains 20 multiple choice questions about fundamentals of management. The questions cover topics such as levels of management, functions of management, external environment forces, and skills required of managers. Specifically, questions ask about the board of directors, direct and indirect external forces, competitor analysis, levels of management including operational and conceptual, and skills like human, technical, conceptual and strategic.

Uploaded by

marcofrfam
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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BIS

Fundamentals of Management
Chapter One

First: Choose the correct answer:


1. Dividing work and responsibility almost equally between management and workers,
this is one of the …………….
a. Taylor principles
b. Henry Gantt
c. Frank and Lillian gilbreth
d. Max weber
2. “One best way to do any task” is related to …………………. Business management
theory.
a. Henry Gantt
b. Max Weber
c. Frank and Lillian gilbreth
d. Fredrick taylor
3. ………………. Proposed 14 principles to guide the thinking of managers in
managing organizations.
a. Max weber
b. Henri Fayol
c. Fredrick taylor
d. Henry Gantt
4. ……………… refer to the degree to which subordinates are involved in decision
making.
a. Equity
b. Centralization
c. Remuneration
d. Scalar Chain

5. when the employees should obey and respect the rules that govern the organization,
this is called ………………….
a. Order
b. Unity of direction
c. Authority
d. Discipline
6. ……………. refers to the line of authority in the organizational structure that start
from the top management to the lowest ranks.
a. Unity of Command
b. Division of work
c. Scalar Chain
d. Equity
7. In a bureaucracy, individuals should occupy positions because of their …………., not
because of their social standing.
a. performance
b. Skills
c. experience
d. Curriculum
8. In a bureaucracy, a manger formal authority derives from the ………… he or she
hold in the organization.
a. Position
b. experience
c. Skill
d. performance
9. when the management provide orderly personnel planning and ensure that
replacements are available to fill vacancies, this means that it applies………….
a. Initiative
b. Esprit de Corps
c. Stability of tenure of personnel
d. Equity
10. Controlling behavior within the organization efficiently through a defined rule and
norms is known as ………………
a. Standard operating procedures (SOPs)
b. Organizational Hierarchy of authority
c. Esprit de Corps
d. Initiative
11. The ………….. approach stress that organizations must be viewed as a total system.
a. Contingency
b. Quantitative
c. system
d. Behavioral
Chapter Two

First: choose the correct answer:


1. The …………. is elected by the stockholders and is charged with overseeing the
general management of the firm to ensure that it is being run in a way that best serves the
stockholders' interests.
a. Owners
b. Employees
c. Board of directors
d. Suppliers

2. The ……………. Forces influence the climate in which the manager functions and
often have the potential of becoming direct which include technology, economy, ……etc.
a. Indirect
b. direct
c. immediate
d. significant

3. when the organization reviews and evaluate information from many sources like
media, suppliers, and wholesalers to understand its competitors, this is called
…………….
a. Supplier dependence
b. Buyer dependence
c. Competitor’s analysis
d. Marketing research
4. The output of ………………. are the buyer organization’s inputs and can therefore,
significantly affect the quality, cost, and timeliness of the buyer’s product or service.
a. Customers
b. Suppliers
c. Competitors
d. organization
5. ………………. is the degree to which a supplier relies on a buyer because of the
importance of that buyer to the supplier and the difficulty of selling its products to other
buyers.
a. Buyer dependence
b. Degree of Change
c. Supplier dependence
d. degree of complexity

6. ……………. is the degree to which a company relies on a supplier because of the


importance of the supplier’s product to the company and the difficulty of finding other
sources of that product.

a. Buyer dependence
b. Degree of Change
c. Supplier dependence
d. degree of complexity

7. Organizations typically respond to customer forces in the external environment by


conducting ………………….. that focuses on both present and potential customers.
a. Competitors analysis
b. Buyer dependence
c. Customer research
d. Supplier dependence
8. listening closely to customer complaints and responding to complaints, This is called
a ……………….
a. Proactive customer monitoring
b. Customer research
c. Competitor analysis
d. reactive customer monitoring

9. ……………………… means trying to sense events, trends, and problems before


they occur (or before customers complain).

a. Proactive customer monitoring


b. Customer research
c. Competitor analysis
d. reactive customer monitoring

10. If the components in an organization's environment change in a continuous way, we


call it ……………….
a. a dynamic environment
b. a stable environment
c. economic environment
d. technological environment
11. ……………………. refers to the number of components in an organization's
environment and the extent of the knowledge that the organization has about those
components.
a. Degree of change
b. Customer research
c. Degree of Complexity
d. Competitors analysis
12. The main task of …………… level is to develop the best allocation of resources to
produce the desired output.
a. Technical
b. Strategical
c. operations
d. conceptual
13. Managing the operations functions and serving as a link between those who
produce the product or service and those who use it, this is related to……. Level.

a. Technical
b. Strategical
c. operations
d. conceptual

14. …………… is the extent to which managers perform the functions of management -
planning, organizing, directing, and controlling - varies by level in the management
hierarchy.

a. Technical level
b. Strategical level
c. operations level
d. conceptual level

15. …………… could be applied at all management levels of the organization to those
who direct the work of others.

a. Customers
b. Supervisors
c. Subordinates
d. Employees
16. …………. are managers whose major functions emphasize directing and controlling
the work of employees to achieve the team goals.

a. Customers
b. Supervisors
c. Subordinates
d. Employees

17. Most of the …………. time is allocated to the functions of directing and controlling.
In contrast, ………………… spend most of their time on the functions of planning and
organizing.

a. Supervisor, top management


b. subordinate, top management
c. top management, supervisor
d. top management, subordinates

18. ………………… the ability to work well with others both as a member of a group and as
a leader who gets things done through others, in addition to managers need to motivate
their subordinate and resolve their problems to improve their performance.

a. Human skills
b. Technical skills
c. Conceptual skills
d. Strategical skills

19. ………………….. is the ability to coordinate and integrate all an organization’s activities,
especially in the long- term decisions.

a. Human skills
b. Technical skills
c. Conceptual skills
d. Strategical skills
20. Managers need the mental capacity to understand various cause and effect relationships in
the organization to grasp how all parts of the organization fit together, this is called
……………

a. Human skills
b. Technical skills
c. Conceptual skills
d. Strategical skills

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