Principles of Management

Why has the importance of cross-cultural leadership increased in today's times? a. Because of improving profit margins b. Because of increasing unethical practices c. Because of increasing environmental concerns d. Because of the improving diversity ratios in workplaces e. Because of office politics

Because of the improving diversity ratios in workplaces

_____ is a concept suggesting that decision makers are limited by their values and unconscious reflexes, skills, and habits. a. Risk propensity b. Groupthink c. Satisficing d. Escalation of commitment e. Bounded rationality

Bounded Rationality

_____ is defined as a clear and distinct line of authority among the positions in an organization. a. Span of management b. Chain of command c. Job deskilling d. Flat structure e. Synergy

Chain of Command

Amelia believes that recreation management, as a specialization, can be understood only outside the confines of a classroom. However, she is required to fulfill a certain number of classroom hours to graduate as a recreation specialist. In this scenario, Amelia is likely to experience a. positive affectivity. b. risk propensity. c. neuroticism. d. cognitive dissonance. e. selective perception.

Cognitive Dissonance

The management at Loft Corp. has introduced new employment policies. The mangers are now tracking and monitoring the implementation of the new policies. Which of the following management functions is illustrated in the scenario? a. Decision making b. Controlling c. Organizing d. Planning e. Leading

Controlling

Housing, clothing, and job security would all be included in which of Maslow's need categories? a. Belongingness b. Physiological c. Esteem d. Security e. Self-actualization

Physiological

Annika is excited about her new job. She thinks it will be exciting, fulfilling, rewarding, and allow her the standard of living she is looking for. She has made a(n) _____ with her new employer. a. person-job fit b. inducement c. contribution d. psychological contract e. written agreement

Psychological contract

Moira is a manager in the R&D department at NuvoTech. She is expected to take chances and is seen as a catalyst for innovation. Moira demonstrates the traits of someone who would rank high on what characteristic? a. Authoritarianism b. Risk propensity c. Introversion d. Sensing e. Machiavellianism

Risk Propensity

The starting point in formulating strategies is usually a. divesting. b. resource deployment. c. contingency analysis. d. SWOT analysis. e. deskilling.

SWOT Analysis

In a BCG matrix, _____ are businesses that have a very small share of a market that is not expected to grow. a. stars b. dogs c. cows d. question marks e. rate busters

Stars

A difference between Theory X and Theory Y is that a. Theory X makes positive assumptions. b. Theory Y is consistent with the views of scientific management. c. Theory Y assumes that people naturally dislike work. d. Theory Y represents the assumptions made by human relations advocates. e. Theory Y assumes that people lack ambition.

Theory Y represents the assumptions made by human relations advocates.

Which of the following is the most probable motive for a manager to engage in political behavior? a. To promote transparency b. To promote clear communication c. To avoid covert activities d. To acquire power e. To avoid charges of political motivation

To acquire power

_____ make decisions about activities such as investing in research and development (R&D) and entering or abandoning various markets. a. Division heads b. Limited partners c. First-line managers d. Middle managers e. Top managers

Top managers

What are the three steps in the Lewin model? a. Selecting, implementing, reinforcing b. Unfreezing, refreezing, evaluating c. Recognizing, planning, implementing d. Unfreezing, implementing, refreezing e. Unfreezing, goal setting, refreezing

Unfreezing, implementing, refreezing

Alberto complimented Daniel on his project updates two weeks in a row. Then he waited a month to compliment him again. Not knowing when Alberto will drop by for inspection, Daniel keeps his projects updated regularly. What reinforcement schedule is he using? a. Variable-interval b. Fixed-ratio c. Fixed-interval d. Variable-ratio e. Fixed-variable

Variable-interval

Demonstrating personal excitement or passion about something is part of _____ leadership. a. charismatic b. entrepreneurial c. participative d. symbolic e. integrative

charismatic

Punishment involves the use of _____ power. a. coercive b. referent c. reward d. expert e. legitimate

coercive

Sports teams travel together. They compete against other teams. This increases their a. role structure. b. diversity. c. norm generalization. d. cohesiveness. e. informal leadership.

cohesiveness

n return for what the employee gives, the organization provides _____ to the individual employee. a. loyalty b. aid c. enticements d. contributions e. inducements

inducements

Lindsey is often intimidated and uncomfortable with her superiors. Lindsey needs to develop her _____ skills to be able to communicate easily with her superiors. a. interpersonal b. conceptual c. diagnostic d. time management e. spatial

interpersonal

A manager can assign tasks to a subordinate, and a subordinate who refuses to do them can be reprimanded or even fired. This is an example of _____ power. a. expert b. referent c. coercive d. informal e. legitimate

legitimate

. In its simplest form, _____ means setting an organization's goals and deciding how best to achieve them. a. planning b. leading c. controlling d. organizing e. coordinating

planning

In general, while identifying alternatives, the more important the decision, a. the less the time needed to make the decision. b. the more alternatives should be generated. c. the less the chances of managers using expert opinion to make the decision. d. the more the tendency of managers to ignore intuitions. e. the less the chances of managers making the right decision.

the more alternatives should be generated

The final phase of the management process is _____ which involves monitoring the organization's progress toward its goals. a. organizing b. controlling c. leading d. planning e. decision making

controlling

A task group that is made up of one member each from marketing, development, production, and manufacturing would be a(n) a. informal group. b. interest group. c. virtual team. d. functional group. e. cross-functional team.

cross-functional team

The process of choosing one alternative from among a set of alternatives is called a. bounded rationality. b. rational ignorance. c. decision making. d. altruism. e. groupthink.

decision making

One of the disadvantages of job specialization is that it a. does not offer challenges or stimulation to workers. b. makes it difficult to develop specialized equipment to assist with a job. c. requires workers to handle different tasks at a time. d. does not help a worker become proficient at a task. e. increases the transfer time between tasks.

does not offer challenges or stimulation to workers

Karl is fond of saying, "Remember, half the doctors you see graduated in the bottom of their class." Karl is attempting to limit the _____ power of physicians. a. expert b. referent c. reward d. legitimate e. coercive

expert

Alpha Motors Inc. was affected by the recession in 2008. The company had to make extensive changes to its organizational structure and design. This scenario illustrates how _____ forces lead management to make changes. a. external b. technical c. internal d. regulatory e. legal

external

A force-field analysis identifies a. synergy in an organization. b. the appropriate span of management for an organization. c. the need for structural change in an organization. d. factors that facilitate and hinder organization change. e. management potential in existing employees.

factors that facilitate and hinder organization change

Windmere allows its administrative employees to arrive any time between 7:00 a.m. and 9:00 a.m., and to leave any time between 4:00 p.m. and 6:00 p.m., as long as they work an eight-hour day. This arrangement is known as a. traditional schedule. b. flextime. c. empowerment. d. a nine-eighty schedule. e. compressed work schedule.

flextime

A(n) _____ group is a permanent group created by the organization to accomplish a number of organizational purposes with an unspecified time horizon. a. problem-solving b. virtual c. interest d. task e. functional

functional

One advantage of group decision making is: a. elimination of political forces. b. saved time. c. lowered cost of decision making. d. more acceptance of the final decision. e. groupthink.

groupthink

In the context of the charismatic leadership theory, proposed by Robert House, charismatic leaders are likely to a. have a firm conviction in their beliefs. b. rate low on self-confidence. c. have an external locus of control. d. avoid influencing people. e. be dependent on others.

have a firm conviction in their beliefs

In the television show Mad Men, Roger has more experience in the organization than Don. However, Don is perceived as the creative talent that all the customers want on their accounts and the reason for the firm's success. In this scenario, Don is the: a. task specialist. b. formal leader. c. veteran. d. maintenance specialist. e. informal leader.

informal leader

A group is defined as two or more people who ______. a. form an organization for nonprofit or profit-making purposes. b. interact regularly to accomplish a common purpose or goal. c. are put together by the organization for a specific purpose with an unlimited time frame. d. select and follow a leader. e. interact on one occasion to fulfill a goal.

interact regularly to accomplish a common purpose or goal

A manager who has a high level of risk propensity is likely to: a. be wary of making a wrong choice. b. ​spend a lot of time evaluating alternatives. c. ​make decisions quickly. d. ​avoid risks. e. ​rely heavily on mathematical analysis.

make decisions quickly

One of the benefits of job specialization is that it a. makes employees proficient at a task. b. significantly increases employee satisfaction. c. offers new challenges and stimulation to the workers. d. eliminates job monotony and fatigue. e. decreases boredom and absenteeism among workers.

makes employees proficient at a task

An organization's _____ is a statement of its fundamental, unique purpose that sets a business apart from other firms of its type and identifies the scope of the business's operations in product and market terms. a. mission b. tactical plan c. statement of qualification d. operational goal e. article of incorporation

mission

In the two-factor theory, the factors that influence the satisfaction continuum, which are related specifically to work content, are called _____ factors. a. esteem b. hygiene c. security d. environmental e. motivation

motivation

During the _____ stage of group development, group members begin to recognize and accept their roles, and understand the roles of other members. a. storming b. conforming c. performing d. norming e. forming

norming

The standards of behavior that a group accepts for and expects of its members are called a. roles. b. rules. c. values. d. norms. e. customs.

norms

The term span of management refers to the a. number of managers assigned to a department. b. extent to which authority is systematically delegated to middle and lower levels of management. c. extent to which authority is delegated at the individual level. d. process of grouping jobs according to some logical pattern. e. number of people reporting to a particular manager.

number of people reporting to a particular manager

. In the context of the job characteristics approach, skill variety refers to the a. number of things a person does in a job. b. extent to which a worker does a complete or identifiable portion of the total job. c. degree of control a worker has over how the work is performed. d. perceived importance of a task. e. extent to which a worker knows how well the job is being performed.

number of things a person does in a job

Goals set for and by line-managers are called _____ goals. a. operational b. organizational c. strategic d. developmental e. tactical

operational

Samantha is responsible for building the day-to-day work schedules for her subordinates. She assigns specific tasks to her subordinates and designs activities according to the objectives that she receives from her seniors. Samantha works on _____ goals. a. tactical b. organizational c. divestiture d. operational e. strategic

operational

A company has recently undergone a transformation from using a highly centralized approach to a much more decentralized approach for managing its operations. This change represents a change in the area of a. work processes. b. organization structure. c. work sequences. d. technology. e. enterprise resource planning.

organization structure

Justin put in extra hours to complete an important project on time after unanticipated complications threw it off schedule. In recognition of his efforts, he received a bonus. This motivates him to put in more hard work and better performances. The organization has used _____ to strengthen his behavior. a. avoidance b. punishment c. distortion d. extinction e. positive reinforcement

positive reinforcement

According to the Lewin model of organization change process, refreezing involves a. the implementation of the change. b. recognizing why the change is necessary. c. reinforcing the change so that it becomes a part of the system. d. repeating the organization change process at frequent intervals. e. informing people about the change.

reinforcing the change so that it becomes part of the system

Mike is in a hurry to appoint a personal assistant to help him with scheduling his meetings with clients. He posts an advertisement on a job website, and picks the first person who sends in her resume for the job. He only checks for the candidate's qualification and does not consider her work experience. This is an example of _____. a. satisficing b. evidence-based management c. Optimizing d. rational decision making e. classical decision making

satisficing

According to Maslow's hierarchy of needs, once an individual has satisfied his physiological needs, he turns his focus towards _____ needs. a. security b. Survival c. Belongingness d. Esteem e. self-actualization

security

Some smokers block out negative information about the health effects of smoking because they do not want to change their behavior. This is an example of a. selective perception. b. objective reality. c. stereotyping. d. attribution. e. negative affectivity.

selective perception

The process of screening out information we are uncomfortable with or that contradicts our beliefs is called a. selective perception. b. distinctiveness. c. stereotyping. d. cognitive dissonance. e. consistency.

selective perception

In _____, the output of one unit becomes the input for another in a serial fashion. a. reciprocal interdependence b. total interdependence c. pooled interdependence d. sequential interdependence e. structural interdependence

sequential interdependence

Which of the following stages of group development is often characterized by a general lack of unity and uneven interaction patterns? a. storming b. reforming c. norming d. performing e. forming

storming

The top managers of Dietizza, a large low-fat pizza chain, plan to increase the profitability of all its outlets by 15 percent in a period of two years. This is a(n) _____ goal. a. nonspecific b. operational c. divestiture d. tactical e. strategic

strategic

The normal process within an organization that leads to a system decline is known as a. reengineering. b. entropy. c. innovation. d. process gain. e. synergy.

synergy

A difference between tactical and strategic plans is that a. tactical plans have a more concrete focus. b. tactical plans have broader time horizons. c. tactical plans are set for and by the board of directors. d. strategic plans are developed by first-line managers. e. strategic plans deal with the day-to-day operations of an organization.

tactical plans have a more concrete focus

When a manager answers a subordinate's question regarding the process of creating a report from raw data, he is relying on his _____ skills.

technical

Managers are most prone to error in a condition of a. uncertainty. b. risk. c. rationality. d. certainty. e. perfect information.

uncertainty

A satisfied employee tends to be a. more stressed. b. looking for other jobs. c. disrupted from work. d. less productive. e. absent less often.

Absent Less Often

_____ is the first stage of the General Adaptation Syndrome. a. Alarm b. Resistance c. Exhaustion d. Conflict e. Burnout

Alarm

Paul is a manager who extremely intent on getting the job done. He does not show much consideration for his staff, and he expects them to work late as needed to meet deadlines and achieve goals. According to the Managerial Grid, Paul's style reflects what type of management? a. Authority-compliance b. Country club c. Team d. Middle-of-the-road e. Impoverished

Authority-compliance

In the rational decision-making process, optimization means a. identifying obvious, standard alternatives. b. gathering the most complete information before making the decision. c. developing the maximum number of creative, innovative alternatives. d. choosing the alternative with the best overall expected outcomes. e. choosing an alternative that is feasible even if it is not satisfactory or has undesirable consequences.

Choosing the alternative with the best overall expected outcomes

Jordon, a manager, realizes that many employees are leaving the organization. He identifies inconvenient work timings and some of the new employment policies as the causes. Jordon decides to introduce better policies and flexible work timings to reduce employee turnover. This scenario illustrates Jordon's _____ skills. a. time management b. Spatial c. Mechanical d. Technical e. Diagnostic

Diagnostic

Which of the following motivational theories is based on the idea that employees compare the treatment they receive relative to others' treatment in order to determine if they are being treated fairly? a. Expectancy theory b. Two-factor theory c. Hierarchy of needs theory d. Reinforcement theory e. Equity theory

Equity theory

_____ is a behavioral process in which a decision maker stays with a decision even when it appears to be wrong. a. Risk propensity b. Escalation of commitment c. Intuitive rationality d. Bounded optimization e. Strategic maximization

Escalation of Commitment

____ focuses on how much people want something and how likely they think they are to get it. a. Two-factor theory b. Reinforcement theory c. Maslow's hierarchy d. Expectancy theory e. Variable work schedule

Expectancy theory

SegSystems gives its workers a small bonus every time they achieve 100 injury-free days in a row. The type of reinforcement used here is a. fixed-interval. b. variable-interval. c. fixed-ratio. d. variable-ratio. e. fixed-variable.

Fixed-ratio

In most change situations, there are factors that make the change process more difficult and others that seem to ease the process. The process by which a manager identifies these factors and then tries to tip the balance so that the factors facilitating the change outweigh those hindering the change is called a. implementation. b. education . c. participative development. d. force-field analysis. e. facilitation.

Force-field analysis

Creating different teams for finance, production, and marketing is consistent with _____ departmentalization. a. location b. sequential c. functional d. product e. customer

Functional

At Gamma Inc., there are separate departments of employees who specialize in sales, service maintenance, customer service, and accounting. What form of departmentalization does Gamma use? a. Location departmentalization b. Product departmentalization c. Sequential departmentalization d. Functional departmentalization e. Customer departmentalization

Functional departmentalization

Which of the following disadvantages of group decisions typically results from the group being very cohesive? a. Lower acceptance of the final decision b. Conflicts c. Minimal participation of members d. Groupthink e. Disagreement

Groupthink

_____ develop a new business in the context of a large organization. a. Entrepreneurs b. Intrapreneurs c. Transformational leaders d. Venture capitalists e. Extrapreneurs

Intrapreneurs

Which of the following statements about the contingency perspective is true? a. It states that the behavior of employees at work is not influenced by social processes. b. It is a part of the classical perspective of management. c. It states that all employees tend to perform better when they are promised higher incentives. d. It states that effective managerial behavior in one situation cannot always be generalized to other situations. e. It states that the organizations that are not influenced by their external environments tend to be more successful than others.

It states that effective managerial behavior in one situation cannot always be generalized to other situations.

Which of the following statements about the behavioral management perspective is true? a. It essentially dealt with job specialization techniques. b. It viewed jobs and organizations from a mechanistic point of view. c. It was first introduced by Max Weber. d. It slighted the role of the individual in organizations. e. It was influenced by the industrial psychology movement.

It was influenced by the industrial psychology movement.

Jimmy owns an ice cream parlor. He designs a schedule for the different tasks the employees have to perform in order to prevent monotony at work. According to the schedule, if an employee makes waffle cones on a day, he serves ice creams the next day and clears the tables on the day after that. Jimmy is using the _____ approach at his ice cream parlor. a. job rotation b. job enlargement c. job deskilling d. job enrichment e. job specialization

Job rotation

_____ is the set of processes used to get members of an organization to work together to further the interests of the organization. a. Planning b. Organizing c. Controlling d. Leading e. Decision making

Leading

Compared to Type A individuals, Type B individuals are: a. less likely to experience conflict with other people. b. less successful. c. more devoted to work. d. less likely to have a balanced approach to life. e. more likely to be aggressive and impatient.

Less likely to experience conflict with other people

_____ refers to the extent to which people believe that their behavior has a real effect on what happens to them. a. Authoritarianism b. Openness c. Locus of control d. Self-efficacy e. Self-esteem

Locus of control

_____ refers to pay awarded to employees on the basis of the relative value of their contributions to the organization, which is a performance-based reward arrangement for individuals. a. Gainsharing b. Merit pay c. Scanlon plan d. Piece-rate incentives e. Incentive pay

Merit Pay

_____ is defined as the set of forces that cause people to behave in certain ways. a. Management b. Contribution c. Attribution d. Motivation e. Personality

Motivation

Individuals become aware of and interpret information about their environment through a set of processes called a. stereotyping. b. objective reality. c. general adaptation syndrome. d. burnout. e. perception.

Perception

Alan is a member of a group in which team members are intent on solving the problem at hand, and the group leader has the group focused on attaining goals and functioning well. This group is in the _____ stage of group development. a. forming b. performing c. transforming d. norming e. storming

Performing

_____ is the relatively stable set of psychological and behavioral attributes that distinguish one person from another. a. Motivation b. Attribution c. Behavior d. Perception e. Personality

Personality

. _____ describes activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes. a. Political behavior b. Workplace diversity c. Group cognition d. Organizational culture e. Collective intelligence

Political Behavior

When the low-indicator light turns red on the frozen drink machine, Karen follows an established set of procedures to refill and reset the machine. In doing so, she's making a(n) _____ decision. a. Intuitive b. Programmed c. Irrational d. Strategic e. Unstructured

Programmed

_____ are new products, services, or technologies developed by an organization that completely replace the existing products, services, or technologies in an industry. a. Managerial innovations b. Incremental innovations c. Mechanical innovations d. Radical innovations e. Process innovations

Radical innovations

_____ is a piecemeal response to circumstances as they develop. a. Premeditated change b. Natural change c. Planned change d. Programmed change e. Reactive change

Reactive change

_____ argues that behavior that results in rewarding consequences is likely to be repeated, whereas behavior that results in punishing consequences is less likely to be repeated. a. Two-factor theory b. Maslow's hierarchy c. Expectancy theory d. Reinforcement theory e. Equity theory

Reinforcement theory

In group role structure, the _____ role comprises the messages and cues that group members use to communicate their expectations to another member. a. intrasender b. received c. enacted d. expected e. sent

Sent

A newcomer in an organization gradually begins to learn the company norms such as dress codes, working hours, and interpersonal relations. This process is known as a. assimilation. b. overload. c. socialization. d. communization. e. soldiering.

Socialization

What is the basic assumption of situational approaches to leadership? a. Initiating structure for employees so they know exactly what needs to be done will be most effective. b. Effective leaders can be identified by certain traits. c. The appropriate leader style will vary from one set of circumstances to another. d. The 1,1 manager exhibits minimal concern for both production and people. e. Increasing worker job satisfaction through considerate leadership will get the best results.

The appropriate leader style will vary from one set of circumstances to another

Emilio says, "Employees and situations are unique. Sometimes I get good results by trying one approach, sometimes I decide to do something completely different." Emilio's statement is best aligned with which of the following management views? a. The classical management perspective b. Administrative management c. Scientific management d. The contingency perspective e. Theory X

The contingency perspective

Which of the following concepts suggests that there must be a clear and unbroken line of authority that extends from the lowest to the highest position in the organization?

The scalar principle

Which of the following is an organizational strength? a. ​High purchasing power of customers b. High employee turnover c. Well-established distribution channels d. High production costs e. New competitors

Well-established distribution channels

. Managers can overcome resistance to change by a. limiting the involvement of employees in the change process. b. letting employees know about the change only after it has been successfully implemented. c. minimizing communication during the change process. d. announcing the change much in advance. e. not letting employees know about the change.

announcing the change much in adavnce

Technical skills a. depend on a manager's ability to think in the abstract. b. are crucial for top managers more than any other managers. c. are nonspecific and broad. d. are especially important for first-line managers. e. are used the most when making organizational policies.

are especially important for first-line managers