SECTION A: ANSWER ALL QUESTIONS ON THE ANSWER BOOKLET
Fill in the blanks
1. The function of management that provides guidance, motivation and leadership that
is necessary for ensuring that the firm's employees do their jobs and accomplish their
goals is…………………………………………………
2. An approach of social responsibility where a company pursues profit in the
constraint of the law is..………………………
3. The principle of.………………….states that each employee should receive orders
from only one superior.
4. A department head makes decisions about hiring, promotions, and budgets.
Employees follow their instructions because of their official position. This best
represents which source of power?…………………….
5. A software engineer is highly skilled in Al development and is frequently consulted
for technical advice. Other employees respect and follow their guidance, even though
they are not in a formal leadership role. This is an example of which source of power?
………………..
6. The functions of management that ensure that actual performance is equal to
planned performance is………………………
7. The social responsibility of a business which fulfill its obligation, responds to
request, anticipate future needs of society and seeks to satisfy them is called...
………………………….
8. The principle of .......……….. states that employees should be given the freedom to
conceive and carry out their plans even though some mistake may result.
9. The type of control where activities are monitored as they are performed
is……………………
10. According to McGregor, which theory assumes employees are lazy and need to be
controlled?……………………
11. Which of the following is NOT one of Mintzberg's managerial roles?
a) Interpersonal role
b) Informational role
c) Negotiation role
d) Decisional role
12. Which motivation theory focuses on hygiene factors and motivators?
a) Maslow's hierarchy of needs
b) Herzberg's two-factor theory
c) Vroom's expectancy theory
d) Equity theory
13. In which managerial role does a manager represent the organization in legal,
social, and ceremonial matters?
a) Liaison
b) Spokesperson
c) Figurehead
d) Entrepreneur
14. When a manager resolves a conflict between two employees, which role is being
performed?
a) Resource allocator
b) Disturbance handler
c) Negotiator
d) Disseminator
15. A retail company is expanding into a new city. The management is analyzing local
customer behavior, competition, and economic conditions before making decisions.
What aspect of business environment is the company considering?
a) Internal environment
b) External environment
c) Micro environment
d) Technological environment
16. A company is accused of misleading customers by making false claims about its
products. Which ethical issue is this an example of?
a) Environmental impact
b) Corruption
c) Product safety and quality
d) Discrimination
17. An employee notices illegal financial activities in the company and decides to
report it to authorities. What ethical practice is the employee demonstrating?
a) Transparency
b) Corporate social responsibility
c) Compliance
d) Whistleblowing
18. A company wants to assess its internal strengths and weaknesses before launching
a new product. Which environment should it analyze?
a) Macro environment
b) Internal environment
c) Global environment
d) Political environment
19. A finn must adapt to new tax laws and labor regulations imposed by the
government. Which external business environment factor is influencing the company?
a) Technological environment
b) Political and legal environment
c) Social environment
d) Ecological environment
20. Which managerial role involves seeking new opportunities and initiating projects?
a) Entrepreneur
b) Negotiator
c) Figurehead
d) Resource allocator
21. Which management theorist is associated with the development of administrative
theory and the 14 principles of management?
a) Frederick Taylor
b) Henri Fayol
c) Elton Mayo
d) Max Weber
22. The Hawthorne Studies conducted by Elton Mayo led to the emergence of which
management approach?
a) Scientific management
b) Administrative management
c) Human relations approach
d) Systems approach
23. Which management theory focuses on organizations as systems made up of
interrelated parts?
a) Classical theory
b) Contingency theory
c) Systems theory
d) Human relations theory
24. Max Weber is associated with which management theory?
a) Bureaucratic theory
b) Contingency theory
c) Behavioral theory
d) Scientific management
25. Which of the following is NOT a component of the classical management theory?
a) Scientific management
b) Bureaucratic management
c) Administrative management
d) Contingency management
26. What is the primary focus of the contingency approach to management?
a) One best way to manage
b) Organizational hierarchy
c) Adapting management practices based on situational factors
d) Employee motivation
27. Which of the following best defines a business environment?
a) The physical infrastructure of a company
b) All external and internal factors that affect a company's operations
c) Financial resources available to a business
d) Employee interactions within an organization
28. Which of the following is NOT a component of the internal business
environment?
a) Company culture
b) Organizational structure
c) Competitors
d) Human Resources
29. The term "competitive environment" refers to:
a) The company's market share
b) Factors related to rival firms in the industry
c) Government regulations
d) Employee motivation strategies
30. A rise in interest rates would most directly impact which aspect of the business
environment?
a) Social environment
b) Political environment
c) Economic environment
d) Technological environment
31. The process of grouping similar activities into departments is known as:
a) Coordination
b) Departmentalization
c) Delegation
d) Centralization
32. Decentralization in organizing means:
a) All decision-making is concentrated at the top level
b) Operations are outsourced
c) Decisions are made by external consultants
d) Decision-making is spread across different levels
33. Which principle of organizing emphasizes having a clear line of authority from
top to bottom?
a) Unity of command
b) Chain of command
c) Span of control
d) Division of labor
34. Which type of leader empowers and inspires employees to achieve organizational
goals?
a) Transformational leader
b) Transactional leader
c) Autocratic leader
d) Laissez-faire leader
35. Controlling as a function of management involves:
a) Setting goals for the organization
b) Assigning tasks and responsibilities
c) Recruiting and training employees
d) Monitoring and evaluating performance to ensure goals are met
36. Which of the following is a type of control that takes place before work begins?
a) Feedforward control
b) Concurrent control
c) Feedback control
d) Financial control
37. What is a key benefit of effective controlling in management?
a) Elimination of all risks
b) Reduced need for goal-setting
c) Achievement of organizational objectives efficiently
d) Limited communication
38. Controlling helps in:
a) Reducing all operational costs
b) Monitoring employee well-being only
c) Avoiding planning processes
d) Identifying inefficiencies and implementing corrective measures
39. What is the primary focus of the contingency approach to management?
a) One best way to manage
b) Organizational hierarchy
c) Fmployee motivation
d) Adapting management practices based on situational factors
40. The general conclusions drawn from the Hawthorne studies are the following
except:
a) Informal organization affects productivity.
b) Work-group norms affect productivity.
c) The workplace is a social system.
d) The aptitudes of individuals are perfect predictors of job performance.
41. Which type of plan defines the broad goals and direction of the entire
organization?
a) Tactical plan
b) Operational plan
c) Stretegic plan
d) Contingency plan
42. What type of planning involves preparing for unexpected events or crises?
a) Contingency planning
b) Tactical planning
c) Strategic planning
d) Operational planning
43. Which type of skill becomes more important as managers move to higher levels of
management?
a) Technical skills
b) Human skills
c) Conceptual skills
d) Analytical skills
44. Which principle of effective planning involves having multiple plans to adapt to
changing circumstances?
a) Flexibility
b) Objectivity
c) Stability
d) Specificity
45. What skill involves the ability to understand and work with people effectively?
a) Conceptual skills
b) Technical skills
c) Human skills
d) Decision-making skills
46. Sarah is a software developer. Her manager sets a specific and challenging goal
for her team-to develop a new application in three months. Sarah finds this goal clear,
realistic, and motivating. Which motivation theory does this align with?
a) Maslow's Hierarchy of Needs
b) Expectancy Theory
c) Goal-Setting Theory
d) Equity Theory
47. James and Lisa are both project managers in the same company. They have
similar responsibilities, but James earns 15% more than Lisa. Lisa starts feeling
demotivated and
disengaged due to the perceived unfairness. Which motivation theory explains Lisa's
reaction?
a) Herzberg's Two-Factor Theory
b) McGregor's Theory X and Theory Y
c) Equity Theory
d) Reinforcement Theory
48. Michael is passionate about painting. He spends hours creating art because he
enjoys it, even though he doesn't sell his work. His friend, David, only paints when he
gets paid. What type of motivation drives Michael?
a) Extrinsic Motivation
b) Intrinsic Motivation
c) Expectancy Motivation
d) Hygiene Motivation
49. A company introduces a new incentive program where employees receive a bonus
if they increase their productivity by 20%. However, many employees don't put in
extra effort because they believe the target is too difficult to achieve. According to
Vroom's Expectancy Theory, which component is lacking?
a) Expectancy
b) Instrumentality
c) Valence
d) Reinforcement
50. Sandra, a department head, encourages teamwork, listens to employees' concerns,
and fosters a positive work environment. She ensures that her team members feel
valued and supported. Which leadership behavior is she displaying?
a) Transactional Leadership
b) Task-Oriented Leadership
c) Relationship-Oriented Leadership
d) Laissez-Faire Leadership
SECTION B: ANSWER ANY TWO QUESTIONS FROM THIS SECTION
51. You have recently been promoted to a team leader position and need to delegate
some of your tasks to your team members.
a. Explain what delegation means in a management context.
b. Explain five guidelines you would consider to ensure the delegation process is
effective
c. Outline two benefits of effective delegation for the team.
52. a. You are the manager of a medium-sized manufacturing firm that has recently
experienced fluctuations in sales and production costs. Upon investigation, you realize
that these issues are being influenced by external micro-environmental factors.
Required:
Identify and discuss four micro-environmental factors that may influence the
operations of your firm, explaining how each factor can impact decision-making,
customer relationships, or production.
b. A technology firm you manage is facing two critical challenges: one is a routine
system error that occurs periodically, while the other is a sudden cybersecurity breach
threatening customer data. As a manager, you need to quickly resolve both problems
using appropriate decision-making techniques.
Required:
Outline the two types of problems you are facing and explain the two types of
decisions you would use to address these issues effectively.
53. a. You have recently been promoted to lead a team in a sales company. The team
members are experienced and highly skilled but seem to lack enthusiasm and
collaboration. What leadership style would you adopt to boost team morale and
productivity? Why?
b. A factory supervisor gives clear instructions, closely monitors employees' work,
and makes all decisions independently without seeking input. What leadership style is
this supervisor using? What are the potential drawbacks?
c. A company CEO involves employees at all levels in decision-making, promotes
teamwork, and encourages innovative solutions. What leadership style is this CEO
using, and why is it beneficial?
d. Outline two specific social responsibility activities of an organization to each of the
following stakeholders
i. Employees
ii. Government
ii. Customers/ client
iv. Shareholders
54. You are the manager of a mid-sized company and have noticed a recent decline in
employee morale and productivity. Using your understanding of motivation,
a. Describe what motivation means in a management context.
b. Outline three forms of motivation you could use to address these issues.
c. Discuss five techniques you could implement to motivate your employees
effectively.
