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PDF Test

Name: _______________________________________
Group: ________________
ID No.: ___________________
Programme: ________________________________
INSTRUCTION: This is an online test to be submitted in Google Classroom.
1. If your team quickly painted the wall but discovered afterward it was the wrong wall, your team
would be ________.
A. efficient but ineffective
B. efficient and effective
C. effective but inefficient
D. neither effective nor efficient
2. When Joe checks the amount of output that the employees have completed and the number of units
that have been rejected, he is performing which of the following management functions?
A. controlling
B. leading
C. evaluating
D. monitoring
3. Because this is her first job, Melanie was unclear about what managers actually do. Fortunately, her
training materials explained that a manager's job focuses on ________.
A. performing clerical duties
B. personal achievement
C. helping others accomplish their work goals
D. supervising groups rather than individual employees
4. Gunasegaran supervises twelve employees in the packaging department of a factory. Gunasegaran
is a ________.
A. nonmanagerial employee
B. first-line manager
C. middle manager
D. top manager
5. Connie has an idea for a new product she would like to produce and market. Mintzberg would
consider the activities necessary to form and launch her company to be part of the ________ role.
A. planning
B. resource allocator
C. negotiator
D. entrepreneur
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6. Which one of the following is true concerning the three managerial skills?
A. Technical skills tend to be most important for middle-level managers.
B. Conceptual skills are most important for lower-level managers.
C. Interpersonal skills remain equally important to all levels of management.
D. Technical skills increase and conceptual skills decrease in importance as a manager climbs the
organisational chart.
7. The CEO of Great Works must understand the industry in which his company competes, the future
of that industry, and the competition. This requires strong ________ skills.
A. technical
B. interpersonal
C. conceptual
D. controlling
8. Managers with titles such as regional manager, project leader, or division manager are ________.
A. first-line managers
B. top managers
C. production managers
D. middle managers
9. What is the connection between managers and customers?
A. Today, managers are expected to interact regularly with customers.
B. Managers in service industries are expected to deliver customer service. but managers in
manufacturing are not.
C. Managers must create a customer-responsive organisation in order to survive successfully in
today's environment.
D. There is no connection between managers and customers.
10. The four decisional roles played by a manager are
A. entrepreneur, disturbance handler, negotiator, and disseminator.
B. entrepreneur, disturbance handler, resource allocator, and negotiator.
C. disturbance handler, resource allocator, liaison, and leader.
D. liaison, spokesperson, entrepreneur, and negotiator.
11. ________ resulted in the shifting of organisational boundaries.
A. Digitisation has
B. Increased emphasis on organisational ethics has
C. Increased competitiveness has
D. Changing security threats have
12. Early proponents of division of labor made claims that it could dramatically ________.
A. improve employee morale
B. increase sales
C. increase quality
D. increase productivity
13. Under the piece-rate system pioneered by Taylor, ________.
A. workers were paid according to the amount they produced
B. managers develop their employees' work-related skills
C. workers were paid more than their managers
D. managers were paid only after the workers exceeded production
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14. Jane, a manager in a soda company, believes that the classical approach to management will help
her to schedule her employees' tasks and handle people better. But using only the classical approach
may not be the ideal approach because ________.
A. the scientific approach has proven to be ineffective in increasing production
B. it is concerned with the entire range of managerial performance and not just the job design
C. it does not adequately emphasize the human variables in the production process
D. it does not have a "one best way" approach to management problems
15. This was one of the conclusions of the Hawthorne studies engineers.
A. Group pressure can affect individual productivity.
B. Group pressure has no effect on individual productivity.
C. Light level can affect individual productivity.
D. Noise levels can affect individual productivity.
16. Which of the following is NOT included as part of the quantitative approach to management?
A. statistics
B. optimisation models
C. organisational behaviour
D. computer simulations
17. When Brandi is sharing with her team members the information she received at this morning's
production meeting, she is performing the Mintzberg role of ________.
A. liaison
B. monitor
C. entrepreneur
D. disseminator
18. From an open systems theory point of view, ________.
A. an organisation is constantly changing its environment, but the environment does not change
the organisation
B. the environment is constantly changing the organisation, but the organisation does not change
the organisation
C. both the organisation and the environment are constantly changing one another
D. the organisation does not change the environment and the environment does not change the
19. Which of the following is a contingency variable?
A. how successful an organisation is
B. how large an organisation is
C. how well-known an organisation is
D. how well-managed an organisation is
20. More than a hundred years ago, Henri Fayol proposed that managers performed five functions. They
were ________.
A. planning, organizing, directing, evaluating, and controlling
B. organizing, directing, coordinating, evaluating, and controlling
C. planning, organizing, directing, coordinating, and controlling
D. planning, organizing, commanding, coordinating, and controlling
21. From a business perspective, a company's ability to achieve its business goals and increase longterm shareholder value by integrating economic, environmental, and social opportunities into its
business strategies is known as ________.
A. accountability
B. universality
C. equitability
D. sustainability
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22. ________ is the formal arrangement of jobs within an organisation.
A. Departmentalization
B. Organizational design
C. Organizational structure
D. Work specialization
23. Organizational design is a process that involves decisions about ________.
A. work specialization and cost-leadership
B. chain of command and span of control
C. centralization and differentiation
D. departmentalization and diversification
24. In the early 20th century, automobiles were made one at a time by craftsmen who could perform
every operation necessary to build the car. Henry Ford decided to limit the number of tasks each
worker performed so each person could become expert in his position. With this practice, Ford
introduced ________.
A. departmentalization
B. work specialization
C. centralization
D. formalization
25. In the case of functional departmentalization, jobs are grouped according to ________.
A. tasks
B. territories
C. product lines
D. customer flow
26. The line of authority that extends from upper organisational levels to lower levels, clarifying who
reports to whom, is known as the ________.
A. employee power distance
B. unity of command
C. span of control
D. chain of command
27. Which one of Fayol's 14 principles of management states that a person should report to only one
A. unity of direction
B. unity of command
C. division of work
D. division of authority
28. The ________ determines the number of levels and managers in an organisation.
A. delegation of authority
B. unity of command
C. chain of command
D. span of control
29. If top managers make key decisions with little input from below, then the organisation is ________.
A. less mechanistic
B. more decentralized
C. less formalized
D. more centralized
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30. As organisations become more flexible and responsive to environmental trends, there is a distinct
shift toward ________ decision making.
A. centralized
B. decentralized
C. concentrated
D. departmentalized
31. In highly ________ organisations, there are explicit job descriptions, numerous organisational rules,
and clearly defined procedures covering work processes.
A. formalized
B. decentralized
C. departmentalized
D. specialized
32. A(n) ________ organisation is highly formalized and centralized.
A. organic
B. mechanistic
C. complex
D. learning
33. Worldwide economic downturn, global competition, accelerated product innovation by competitors,
and increased demands from customers for high quality and faster deliveries encourage
organisations to become more ________.
A. organic
B. mechanistic
C. centralized
D. formalized
34. What are the four contingency variables that an organisation's structure depends on?
A. strategy, size, technology, and equity
B. management, technology, equity, and degree of environmental uncertainty
C. management, funding, technology, and degree of environmental uncertainty
D. strategy, size, technology, and environmental uncertainty
35. In stable and simple environments, ________.
A. organic designs are most effective
B. mechanistic designs are most effective
C. low formalization is necessary
D. decentralization is necessary
36. What are the different structures that traditional organisations can have?
A. simple, functional, and corporate structures
B. simple, functional, and business unit structures
C. functional, strategic, and business unit structures
D. simple, functional, and divisional structures
37. The ________ is an organisational structure made up of separate business units with each unit
having limited autonomy.
A. bureaucratic structure
B. simple structure
C. functional structure
D. divisional structure
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38. A ________ structure is one in which the entire organisation is made up of work teams that do the
organisation's work.
A. matrix
B. team
C. project
D. virtual
39. Robert owns a small engineering firm serving customers on three continents. He has only three
employees and contracts with freelancers as needed to fulfill his customers' needs. At any given
time, he could have 50 or more engineers under contract. Robert operates a ________.
A. boundaryless organisation
B. virtual organisation
C. network organisation
D. freelance agency
40. The ________ element in the definition of motivation is a measure of intensity, drive, and vigor.
A. persistence
B. effort
C. energy
D. direction
41. Which one of the following needs is the highest in Maslow's hierarchy of needs theory?
A. safety needs
B. self-actualization needs
C. esteem needs
D. social needs
42. Which one of the following needs is a lower-order need in Maslow's hierarchy of needs theory?
A. social
B. esteem
C. safety
D. self-actualization
43. According to Herzberg's two-factor theory, which one of the following is a motivator?
A. working conditions
B. salary
C. responsibility
D. security
44. Which one of the following are the three needs identified in the three-needs theory of motivation?
A. need for achievement, need for admiration, need for power
B. need for achievement, need for power, need for affiliation
C. need for power, need for achievement, need for affection
D. need for power, need for affirmation, need for affiliation
45. Which of the following is an assumption of McGregor's Theory X?
A. Work is as natural as play or rest.
B. The average person learns, under the right conditions, not only to accept, but to seek
C. The average person prefers to be directed.
D. The intellectual potential of most people is only partially utilized in most organisations.
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46. Goal-setting theory says that ________.
A. goals should be loosely defined and moderately challenging to maximize motivation
B. a generalized goal of "do your best" is likely to be most effective in ensuring high
C. difficult goals, when accepted, result in higher performance than do easy goals
D. to be effective, goals set should be easily achievable for the top performers
47. To help her new supervisors remember the concept of reinforcement theory, Carol told them to
remember this: ________.
A. What gets measured gets monitored
B. What gets rewarded gets repeated
C. Whatever can go wrong, will
D. No good deed goes unpunished
48. The way tasks are combined to form complete jobs is referred to as ________.
A. job evaluation
B. job rotation
C. job design
D. job specification
49. The vertical expansion of a job by adding planning and evaluating responsibilities is called
A. Job scope
B. Job depth
C. Job enrichment
D. Job enlargement
50. We can't pay much but our clients could not manage without people like you in their lives." This
statement indicates that the position has ________.
A. low self-efficacy
B. high task significance
C. high task identity
D. high feedback
51. Fiedler assumed a person's leadership style was ________.
A. contingent upon the situation
B. relatively flexible
C. democratic
D. fixed
52. Which one of the following leadership styles describes a leader who provides little direction or
A. telling
B. selling
C. participating
D. delegating
53. Carol’s manager has told her that he will groom her for higher positions in the company. Carol
receives more attention and information from her manager than most of her coworkers. As a result,
she feels "special," puts more effort into her performance and scores higher on her performance
evaluations. According to LMX theory, Carol is a ________.
A. task-oriented employee
B. protégé of her supervisor
C. member of the in-group
D. naturally high achiever
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54. Which one of the following is NOT as source of leader power?
A. legitimate
B. status
C. expert
D. coercive
55. A leader, such as Bill Gates of Microsoft Corporation, who can inspire followers above their own
self-interests and can have a profound effect on their performance, is known as a(n) ________
A. transactional
B. directive
C. informational
D. transformational
56. Clay is a transactional leader who can provide tangible rewards for good performance for his
employees. Clay holds ________ power.
A. reward
B. legitimate
C. coercive
D. referent
57. The dimension of trust that is used to describe honesty and truthfulness is ________.
A. integrity
B. competence
C. consistency
D. loyalty
58. During the ________ stage of the group development process, a relatively clear hierarchy of
leadership and agreement on the group's direction emerge.
A. forming
B. storming
C. norming
D. performing
59. Research evidence suggests that teams typically outperform individuals when ________.
A. one or more members are allowed to dominate the other team members
B. projects are short-term and need quick solutions
C. tasks require multiple skills, judgment, and experience
D. tasks are simple and do not involve critical thinking
60. Students often complain that having to work with teammates who were assigned by lecturers results
in a poorer quality group project. They are complaining about a(n) ________.
A. external condition
B. internal condition
C. group member resource
D. group task
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