MANAGEMENT AND LEADERSHIP

1. An example of a (n) _____________ is when an office staff asks his direct

supervisors for a
salary increase.

1. downward communication 4. backward communication

2. upward communication 5. forward communication
3. horizontal communication

2. As an organization or a business expands, it will tend to become

1. more organized 4. more decentralized
2. less complicated 5. less reliant on formal authority
3. more hierarchical
3. The management theory that most directly addresses the human factor of the workplace
is the___________.

1. Quality Management Theory

2 . Classical Management Theory
3 . Behavioral Management Theory
4 . Quantitative Management Theory
5. Contingency Management Theory

4. An example of a feedforward control by a school institution is _____________.

1. having its students fill out evaluation forms about their professors at the end of course.
2. by having its students take a standardized admissions exam.
3. by issuing final grades to its students at the end of each semester
4. having chairpersons monitor professor performance by sitting in on a lecture
5. by reviewing a department’s budget to see if actual spending matched
projected expenses

5. The primary focus of an organizational development is on changing__________.

1. finances 3. people 5. procedures
2. technology 4. marketing tactics

6. One of the organizational development theories states that, before an organization can
evolve
to the next stage of growth, there must be a_________.

1. crisis 3. restructuring 5. board vote

2. promotions 4. hostile takeover

7. One of the strategies for managing conflict that involves calls for a direct verbalizing of
the
conflict at hand is ___________________.
1. Avoidance 3. Compromise 5. Collaboration
2. Smoothing 4. Confrontation

8. A service company starts using a computerized database to locate past clients. What kind of
change does this
tracking system represent?

1. Strategic 4. Structural
2. People-centered 5. Short-term
3.Process-oriented

9. Which of the following is a stage in an organization’s change process that involves

challenging
the status quo by pointing out the ways in which the current system is lacking?
1. freezing 3. changing 5. refreezing
2. unfreezing 4. reinstating
10. The comparison between individual decision making and group decision making
that is not valid is that______________.

1. group decision making processes draw on a greater pool of ideas

2. individual decision making processes are usually more time- consuming that group
decision-making processes.
3. group decisions can be compromised rather than the best possible decision.
4. employees are more likely to be supportive of group decisions
5. group decision-making processes are susceptible to groupthink

11. __________ is the present condition in an organizations.

1. Driver 3. Status quo 5. Quota
2. Resister 4. Mission statement

12. According to a managerial grid model, the authoritarian leadership style is characterized by
1. low-level concern with people and low-level concern with production.
2. low-level concern with people and high-level concern with production.
3. equal concern with people and production
4. high-level concern with people and low-level concern with production.
5. high-level concern with people and high-level concern with production.

13. __________ is an obligation that an employee assumes when he accepts an assigned task.

1. Policy 3. Work schedule 5. Responsibility

2. Standard 4. Procedure

14. Bert’s supervisor has passed him over for a promotion many times because the
supervisors believes that he lack leadership skills. As a result, Bert now assume a
passive role when working in a team environment. This situation an example of__________.
1. projection 3. selective perception 5. stereotyping
2. classifying 4. pygmalion effect

15. Budgets in some business organization are developed in such a way that each allocation
must be justified by how it will contribute to the organization’s objectives. This process is
an example of?

1. top-down budgeting 4. lateral budgeting

2. bottom-up budgeting 5. inflexible budgeting

16. The personnel who would have staff authority is

1. a department manager who can delegate work to his subordinates.

2. a human resources manager who can give training-related assigned to members of
various departments.
3. a secretary who can grant approval for use of the conference room.
4. a recently-promoted supervisor who can make up a work schedule.
5. a new employee going through job orientation.

17. A group working together to generate ideas is described as

1. groupthink 4. the flow chart

2. a decision tree 5. conference
3.brainstorming

18. An example of an indirectly interactive force in a manager’s external environment

is_______.
1. improvement to management information systems (SIM)
2. customers
3. company owners
4. competitors
5. suppliers
19. A. managers possesses a formal right to delegate responsibility, make decisions,
and allocate resources. This right is known as __________.

1. Power 3. authority 5. Leadership

2. responsibility 4. accountability

20. Which of the following is a form of personal power?

1. expert power 4. reward power

2. punitive power 5. external sources of power
3. positional power

21. Which of the following is not a criterion for a group to be considered a team?

1. The group must consist of two or more individuals.

2. Group members must have regular interactions.
3. Group members must share a unified purpose.
4. Group members must agree on issues relevant to the project at hand.
5. Group members must coordinate work to accomplished team goals.

22. The valid statement regarding the stages of team development is_________.

1. by the end of the forming phase, teams have built a cohesive

community.
2. the norming stage is the most productive stage.
3. teams enter the storming phase with clarity about what their team’s
mission is.
4. the adjourning phase is characterized by a sharp focus on achieving team goals
5. all teams will proceed through five stages of development.

23. The type of authority that can defy the unity of command principle is _________.
1. Line authority 4. Decentralized authority

2. Staff authority 5. Hierarchical authority

3. Functional authority

24. A situation where two international firms that are traditionally competitors decide to work
cooperatively and modify their products to meet foreign market demand is best described
by______.
1. Wholly-owned subsidiary 4. Exportation
2. Joint venture 5. Embargo
3. Global strategic partnership

25.The following are benefits of a company instituting a TQM (Total Quality Management)
program except
1. acquiring a reputation for quality
2. implementing programs quickly and inexpensively
3. getting better returns on investments.
4. improving customer retention
5. being able to charge higher prices for goods or services

26. Which of the following is likely to increase as a result of outsourcing?

1. overall work output 4. the workload of in-house employees

2. the cost of office machinery 5. the overall costs of benefit packages

3. the cost of renting office spac

27. Which of the following is a characteristic of continuous-process production?

1. It has a rigid structure

2. It employs a large labor force
3. It utilizes a highly automated system
4. All of the above
5. None of the above
28. What do you call the firms that continually evolve and encourage employees to improve
performance based on their experiential lessons?

1. bureaucracies 4. multinational organization

2. learning organization 5. wholly-owned subsidiaries
3. informal organization

29. What do you call a formal statement of complaint about a situation, usually made by an
employee or group of employees to management?
1. negotiation 3. arbitration 5. grievance
2. mediation 4. appraisal

30, The stage of team development that is characterized by conflict and

competitiveness is _______.

1. Forming 3. Norming 5. Adjourning

2. Storming 4. Performing

31. ___________ provides new employees with basic information about the organization
for which they are working.
1. Twinning 4. Mentoring
2. Job orientation 5. Job enlargement
3. Work specialization

32. Which is not a result of employees becoming empowered?

1. Jobs are more flexibly designed.

2. Employees are less strictly monitored
3. Management become more hierarchical
4. The organization become more centralized.
5. The organization is better able to respond to a volatile environment

33. __________ is not considered a separation.

1. Retirement 3. Firing 5. Resignation

2. Demotion 4. Layoff

34. The problem in an organization when an employee has two or more supervisors to
whom he is directly accountable is ___________.

1. span of control 4. job orientation

2. unity of command 5. mission statement
3. work specialization

35. The concern of a multinational company about acquiring the raw materials it needs in a
foreign country pertains to which of the following environments?
1. Political 3. Legal 5. Social and Cultural
2. Economic 4. Technological

36. A. philosophy of organization and management that focuses on the selective

concentration
of authority within an organization structure is known as ________

1. construction 4. centralization
2. convergence 5. None of the above
37. An organization structure that organizes separate functions into a group
based on one overall objective is the ____________.

1. line structure 4. network structure

2. team structure 5. business structure
3. line-and-staff structure

38. Each of the following is the basic principle of TQM (Total Quality Management) except

1. encourage team work

2. focus on the customer
3. make continuous improvements
4. produce quality products at the outset.
5. focus on only a few functional areas of the organization.

39. Which of the following is considered a. maintenance factor?

1. Recognition 4. Advancement
2. Achievement 5. None of the choices
3. Working Condition

40. The kind of change represented when a plant manager begins using robots on the assembly
line is ______________.

1. Strategic 4. Structural
2. People-centered 5. Short-term
3. Process-oriented

41. An employees __________ is a basis for an incentive –based pay system.

1. seniority 3. Education 5. Experience

2. hours worked 4. Performance

42. Which of the following is a job redesign technique of assigning people different jobs or different
tasks on a temporary basis?

1. Job rotation 4. Job creation

2. Job enrichment 5. None of the choices
3. Job enlargement

43. All of the following can be used to justify an employees performance appraisal except.

1. terminating the employee

2. increasing the employee’s salary
3. offering the employee a promotion
4. entering the employee in a training program
5. canceling the employee worker compensation insurance

44. When an employee is transferred to a job with lesser significance authority and responsibility,
It is known as _________________

1. demotion 3. Transfer 5. Layoff

2. promotion 4. Lateral move
45 What kind of strategy does an electronics company employ when it strives to the first company
out with the latest technological advancements?

1. Single-use plan 4. Differentiation strategy

2. Contingency plan 5. Bureaucratic procedure
3. Cost leadership strategy

46. The relationship between the positions at a company and its employees can be found in a (n)
_____.

1. decision tree 4. Payroll

2. organizational chart 5. Procedures manual
3. mission statement

47. Each of the following is an element of an effective new ad system except

1. rewards must satisfy employee basic needs

2. rewards must be fairly and equitably distributed.
3. employees in comparable positions must have equal access to rewards
4. rewards and their methods of attainment should be uniform for all comparable
Recipients
5. rewards should be comparable to those of nearby competitors

48. Which of the following can motivate employees for a job enlargement (horizontal job loading)?

1. Making a job more interesting

2. making the hours of a job more flexible
3. rewarding a job with better compensation
4. reducing the hours to be worked on a job
5. investing a job with greater responsibility and authority

49. Among the following steps, which should be the first step in the process of evaluating if
a job candidate is suitable for a position?

1. Interviewing the candidate

2. Checking the candidate reference
3. reviewing the candidates application
4. administering a skills test to the candidate
5. administering a performance assessment to the candidate

50. The relevance of figures that appear on financial statements as well as the relationship
between certain figures can be explained by.

1. Job analysis 4. Decision analysis

2. Payback analysis 5. Financial-ratio analysis
3. Force-field analysis

Good luck.