Cao Dinh Hong Viet – Siast 5B Review Introduction to Management Part I 1. Which of the following is NOT a characteristic of a mechanistic organizational structure? a. They have centralized authority b. They are appropriate in changing environments c. They have vertical communication flows d. They have strict rules and procedures e. They are hierarchical 2. Which of the following is NOT a characteristics of a organic organizational structure a. They have decentralized authority b. They have cross-departmental cooperation c. They have horizontal communication flows d. They are appropriate in stable environments e. They are appropriate in changing environments 3. A differentiation strategy that focuses on increasing the value that customers perceive in an organization’s foods and services succeeds best in which type of structure? a. Formal b. Hierarchical c. Flexible d. Stable e. Mechanistic 4. A formal structure is more appropriate when the technology used is: a. Cutting edge b. Routine c. Complicated d. Developed e. Uncertain 5. A strategic among two or more companies that agree to establish jointly and share the ownership of a new business is a known as a: a. Network structure b. Boundaryless organization c. Joint venture d. Strategic alliance e. Permanent venture 6. When the night shift manager at a convenience store allows the employees to schedule their own hours of work, the workers have been a. Coerced b. Rewarded c. Legitimized -1- Cao Dinh Hong Viet – Siast 5B d. Empowered e. Transformed 7. The following model of leadership focuses on identifying the personal characteristics of the effective leaders: a. Contingency model b. Relationship-oriented model c. Task-oriented model d. Path-goal model e. Trait model 8. The following personal characteristics are NOT characteristics of a manager, which are included in the trait model of leadership: a. Intelligence b. Self-confidence c. Maturity d. Honesty e. All of these choices are correct 9. When a leaders shows a high concern for people and a high concern for production, they fall into which leadership style on the managerial grid? a. Country club b. Team leader c. Produce or perish d. Impoverished e. None of these choices are correct 10. When a leader shows a low concern for people and a low concern for production ,they fall into which leadership style on the manager grid? a. Country club b. Team leader c. Produce or perish d. Impoverished e. None of these choices are correct 11. Leadership theories which propise that the effectiveness of a leader depends on the situation in which the leader find himself or herself are known as: a. Trait models b. Contingency models c. Empowerment models d. Path-goal models e. Leadership substitute models 12. According to the Fiedler, the extent to which subordinates trust and are loyal to their leader is known as: -2- Cao Dinh Hong Viet – Siast 5B a. b. c. d. e. Empowerment relations Task-oriented relations Leader-member relations Initiating structure relations Postion power relations 13. Condi and George both work for the same employer. Condi just started and isn’t quite sure how she should complete the tasks are being asked or her, but she is very motivated to do a good job. George, on the other hand, knows the ropes but is unenthusiastic about doing the work. According to Hersey and Blacbard’s situational leadership theory, the follower readiness of Condi is: a. Able and willing b. Able and unwilling c. Unable and willing d. Unable and unwilling e. None of the Above 14. A Path- goal theory is a contingency model of leadership proposing that leaders can motivate subordinates by: a. Identifying their desired outcomes b. Rewarding them for high performance c. Clarifying for them the path leading to the attainment of work goals d. None of these choices are correct e. All of these choices are correct 15. According to the path-goal theory, the following is NOT one of the behaviours that leaders can engage in to motivate subordinates: a. Achievement-oriented behaviours b. Participative behaviours c. Directive behaviours d. Supportive behaviours e. Task-oriented behaviours 16._________Behaviours’s may be beneficial when subordinated are having difficulty completing assigned tasks. a. Task-Oriented b. Supportive c. Participative d. Achievement-oriented e. Directive 17. __________ behaviours are often advisable when subordinates are experiencing high levels of stress: a. Task-Oriented b. Supportive c. Participative d. Achievement-oriented -3- Cao Dinh Hong Viet – Siast 5B e. Directive 18. Characteristics of subordinates or characteristics of a satiation or context which acts in plave of a leader so that leadership is unnecessary is known as: a. Empowerment b. Initiating structure c. Consideration d. A leadership substitute e. Referent power 19. Some typical stereotypes about gender and management include all but one of the following: a. Women are more nurturing than men b. Women are more concerned with interpersonal relations c. Men are more directive managers d. Men engage in more initiating structure e. Women are more relationship oriented than male managers 20. Control system are intended to make organizations more successful by helping managers with all but one of the following: a. Adapt to change and uncertainty b. Reduce costs c. Increase routine decision making d. Del with complexity e. Facilitate homework 21. An effective control system: a. Is flexible enough to allow managers to deal with unexpected events b. Provides accurate information c. Fives manager a true picture of organizational performance d. Provides managers with timely information e. All of the choices are correct 22. In general, the ______ non-routine the organization’s activities, the ___________ it is for managers to measure the outputs or behaviours. a. More, easier b. Less, harder c. More, harder d. Less, simple e. All of these choices are incorrect 23. The components of an effective output control system are: a. Objective financial measures, performance standards derived from goals, and appropriate operating budgets b. Subjective financial measures, performance standards derived from goals, and appropriate operating budgets -4- Cao Dinh Hong Viet – Siast 5B c. Cost budget analytics, divisional goals and performance standards d. Capital budget planning, evaluation of results and corrective action taken when necessary e. None of these choices are correct 24. Direct supervision can do the following a. Teach employees b. Promote desirable behaviours which increase efficiency c. Be very expensive d. Demotivate employees e. All of these choices are correct 25. A goal-setting process in which a manager and his or her subordinates negotiate specific goals and objectives for the subordinate to achieve and then periodically evaluate the extent to which th subordinate is achieving is achieving these goals is known as a. MBO b. Direct supervision c. Rules d. Standard operating procedures e. Output control Part 2 1. Top managers in an organizational culture that is innovative are likely to do all but one of the following: a. Encourage participation of lower level managers in planning and decision making b. Use extensive bureaucratic system of control c. Create a flexible structure d. Lead by example e. Encourage risk-taking 2. __________ are the stable, long-lasting beliefs about what is important. a. Values b. Norms c. Organizational culture d. Bureaucratic culture e. Beliefs 3. Unwritten rules or guidelines that prescribe appropriate behaviours in particular situation are known as: a. Values b. Norms c. Beliefs d. Culture e. Organizational socialization -5- Cao Dinh Hong Viet – Siast 5B 4. Culture is seen through its a. Values b. Mbo c. Norms d. Artifacts e. None of these choices are correct 5. The understanding of how object ideas relate to each other is known as a. Artifacts b. Assumptions c. Beliefs d. Norms e. Values 6. Culture is created and sustained in which of the following ways a. The founders or managers only hire and keep employees who think and feel the way they do b. The management indoctrinates and socializes these employees to the way of thinking and seeing c. Top managers server as role models d. None of these choices are correct e. All of these choices are correct 7. Companies with a strong culture experience all of the following, except a. Easy adaptation to change b. Better return on investment c. Higher net income gtowth d. Large increases in share price e. Difficult adapting to change 8. Organizational culture is transmitted to organizational members through all but one of the following: a. Values of the founder b. The process of socialization c. Ceremonies and rites d. Use of benchmaking e. Story and language 9. The process by which new employees learn the values and norms of the organization and acquire the types of work behaviours which are necessary to preform jobs effectively is known as: a. Bureauratic control b. Feedforward control c. Concurrent control d. Mbo e. Organizational socialization -6- Cao Dinh Hong Viet – Siast 5B 10. activities that determine how workers enter the organization, how they are promoted withing the organization, or how they leave the organization are known as a. Rites of passage b. Rites of intergration c. Rites of enhancement d. Ceremonies e. Rites of basic training 11. A “company cookout” is an example of a. A rite of passage b. A ceremony c. A rite of intergration d. A rite of enhancement e. None of these choices are correct 12. A newspaper release that announces the promotion of a senior management of the organization is an example of a. A rite of enhancement b. A ceremony c. A rite of passage d. A rite of intergration e. None of these choices are correct 13. Employees learn and internalize norms and values through a. Rites of intergration b. Rites of passage c. Rites of enhancement d. Stories and langue e. None of these choices are correct 14. which of the following are ozganizational factors that can be changed? a. People b. Strategy c. Technology d. Structure e. All these resources can undergo change 15. Induced change comes from within the organization and may result in: a. New organizational structure b. New strategy c. New technology d. New human resources e. All of the choices are correct -7- Cao Dinh Hong Viet – Siast 5B 16. When McDonald’s Corporation made a basic decision as to how to device the tasks of the jobs of chefs and food servers in its restaurant, this was an example of a. Job simplification b. Job enlargement c. Job design d. Job enrichment e. Job reduction 17. The outcome of the process of job design is a. Job simplification b. Job enlagrement c. A division of labor among employees d. Job reduction 18. Which of the following is NOT a factor affecting the decision on how to best group jobs together to best match the needs of the organization? a. The organization’s environment b. The organization’s strategy c. The organization’s technology d. The organization’s human resources e. The organization’s span of control 19. An organization structure composed of all the departments that an organization requires to produce its goods or sercives is known as a a. Product structure b. Geographic structure c. Divisional structure d. Funtional structure e. Market structure 20. Managers tand to move to what type of structure to overcome the problems or a funtional structure? a. Product structure b. Geographic structure c. Divisional structure d. Funtional structure e. Market structure 21. An organization structure composed of separate business units within are the functions that together produce a specfific product for a specific customers is known as a a. Matric structure b. Geographic structure c. Divisional structure d. Funtional structure e. Team structure -8- Cao Dinh Hong Viet – Siast 5B 22. A group of managers from different departments brought together to perform organizational tasks is known as a a. Cross-funtional team b. Hybrid structure c. Product team structure d. Market team structure e. All of these choices are incorrect 23. Which of the following is NOT something managers must decide on when coordinating functions and divisions? a. How to enlarge the jobs of first-line managers b. How to determine the optimal span of control c. Whether the organization should be tall of flat d. What the minimum chain of command should be e. To what degree authority should be decentralized 24. Which is true of mechanistic organizational structures? a. They have decentralized authority b. They have cross-departmental cooperation c. They have horozontal communication flows d. They are appreciate instable environments e. They are appropriate in changing environment 25. Which is true of an organic organizational structure? a. They have centralized authority b. They are appropriate in changing environments c. They have vertical communication flows d. They have strict rules and procedures e. They are hierarchical -9-