Management

1.Managers are responsible for getting activities completed efficiently and achieving the firm’s goals by utilizing:

A.Human, financial, and material resources

B.Information, human, and service resources

C.Human resources, organizational competitiveness, and organizational goals

D.Financial resources, top management, and organizational goals

2.A difference between management and leadership can be defined in the following way

A.management is human capital, and leadership is directing staff

B. management is getting things done, and leadership is deciding what needs to be done

C. management is getting things done, and leadership is inspiring action taken by others

D. management is a position of authority or power, and leadership is inspiring action taken by others

3.Three different types of planning used in the function of management are

A. strategic, tactical, and operational

B. strategic, organizational design, and job design

C. job design, job enrichment, and teamwork

D. strategic, organizational design, and operational

4.Triple bottom line refers to the measurement of business performance along

A. social, economic and organizational dimensions

B. social, economic and environmental dimensions

C. economic, organizational, and human performance dimensions

D. environmental, organizational and corporate responsibility

5.The difference between group and team is

A. A collection of people is a group and not necessarily a team

B. Complementary skills are found in a group but not a team

C. The aim and purpose of a group is to perform in the workplace

D. Groups are defined by their relatively small size

6.“The interests of one person should never take precedence over what is best for the company as a whole” is an explanation of which of Fayol’s principles of management:

A. Unity of command

B. Unity of direction

C. Subordination of individual interest

D. Discipline

7.The term social movement refers to a type of group that:

A. Imitates corporations to improve employee morale in organizations
B. Is focused on specific political or social issues

C. Mimic society

D. Performs activities outside the workplace

8.Working with people from different countries can be a challenge because of:

A. Language issues and different cultural norms

B. Cross-cultural misunderstandings

C. Different work skills according to cultural norms

D. Global strategic communication

9.People in societies where uncertainty avoidance is high want:

A. Are less rule-oriented

B. Tolerate a variety of opinions

C. Are open to change and taking risks

D. Want strict rules, laws and policies

10.Firms with clearly communicated, widely understood and collectively shared mission and vision have been shown:

A. To create and advance technology

B. To embrace diversity

C. To perform better than those without them

D. To employ a smarter workforce

11.Organizational culture is defined by all of the following EXCEPT:

A. Life experiences of the employees

B. Strengths and weakness of the staff

C. Organizational mission and vision statements

D. Education of the employee

12.The number of people who participate in a nominal group technique is generally:

A. 1-5 participants

B. 3-8 participants

C. 6-10 participants

D. 8-14 participants

13.Mission and vision development are analogous to which step in the principles of management framework:

A. Planning

B. Organizing

C. Leading

D. Controlling

14.Strategy formulation answers the question:

A. How do we execute a chosen strategy?

B. What should our strategy be?

C. Where does strategy fit in?

D. How is strategy applied to me?

15.The different aspects of strategy as distinguished by Mintzberg include which of the following?:

A. Consequential

B. Differentiate

C. Realized

D. Permanent

16.Firms that do the product leadership strategy well include which of the following factors:

A. Do not focus on innovation

B. Have superb operations and execution

C. Are in stagnant markets

D. Focus on development, innovation, design, and time to market

15.Which of the following is considered an intangible resources?:

A. Scientific capabilities

B. Production equipment

C. Manufacturing plants

D. Formal reporting structures

16.The intensity of industry competition and an industry’s profit potential are a function of which of the following forces of competition?:

A. Power of stockholders

B. Power or employees

C. Global economic conditions

D. Threats posed by new entrants

17.Goals are outcome statements that define what an organization is trying to accomplish:

A. Programmatically

B. Organizationally

C. Both programmatically and organizationally

D. Internally

18.Characteristics of MBO includes which of the following?:

A. Systematic and organized approach

B. Aims to improve employee morale

C. It improves communication by centralizes decision making

D. Used by managers to track their best customers

19.The following is NOT considered a best practice when managing performance evaluations:

A. Determine how best to use the Balanced Scorecard

B. Ensure that all key staff are involved in the development of the performance management processes

C. Provide additional training for supervisors on how to conduct the mid-year and year-end performance reviews

D. Plan to modify the performance management system over time

20.Among the top motivators driving corporations to engage in CSR include all of the following reasons EXCEPT:

A. Meeting or exceeding budget

B. Ethical considerations

C. Innovation and learning

D. Employee motivation

21.Self-development, individual initiative and organizational loyalty are:

A. Necessary in current principles of behavior in organizations

B. Examples of organizational citizenship behaviors

C. In-role performance standards

D. CSR standards for individual performance

22.The Gilbreths are most famous for:

A. Content Packaging

B. Times studies

C. Productivity reports

D. Time and motion studies

23.Social networks are often referred to as:

A. The invisible organization

B. Important to organizational culture
C. NIH
D. Important to the mission and vision of the organization

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