TUNKU ABDUL RAHMAN UNIVERSITY COLLEGE FACULTY OF BUILT ENVIRONMENT ATGB3684 PRINCIPLES OF MANAGEMENT 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 Page | 1 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 Page | 2 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 organisation 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 Page | 3 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 manager? 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 Page | 4 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 Page | 5 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 responsibility. C. The average person prefers to be directed. D. The intellectual potential of most people is only partially utilized in most organisations. Page | 6 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 performance 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 support? 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 Page | 7 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) ________ leader. 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 Page | 8
