WorksheetsManagement Principles-2
Total questions: 25
Worksheet time: 14mins
Which of the following is not a part of Management process
Directing
Planning
Delegating
Controlling
Creating company mission statement is
Planning
Controlling
Organising
Staffing
A manager engaged in the managerial function of______is monitoring progress toward goal achievement and taking corrective action when needed
Motivating
Planning
Controlling
Coordinating
Esprit De Corpse stands for
Values
Team spirit
Group dynamic
Morale
Dismissing(firing) an employee for poor performance is _________
Planning
Controlling
Staffing
Supervision
Which of the following tend to be least important to the success of lower level management
Decisions skills
Human skills
Conceptual skills
Technical skills
Management as a profession has which of the features
well defined and systematised knowledge
Service motive
Code of conduct
All of the above
Which of the following is NOT a level of management?
top manager
middle manager
first- line manager
executive manager
Middle managers are managers who ........
may be directors, chief executive officers, presidents and vice presidents
are responsible for the management of employees directly engaged in producing the goods or services provided by the business
are responsible for major areas of organizational activity
are the ones who set policies and procedures and make final business decisions
The strategic level of management is considered to be .............
top level management
middle management
lower- level management
organised management
The amount of resources used to achieve an organisational goal is known as ______________________.
effectiveness
resourcefulness
management
efficiency
Organisational effectiveness means _____________.
doing things right
doing the right task
Monitoring performance and taking corrective action where needed.
planning
organising
leading
controlling
The management function of commanding (directing) can be defined as ___________.
ensuring that all groups and persons work efficiently and economically
building the morale of staff so that they can work effectively
delegating authority, arranging and allocating work and resources
using leadership skills to get the best possible performance from subordinates
Which of the following is not a duty of the manager while performing the interpersonal role?
figurehead
leader
spokesperson
liaison
Under the decisional role of the manger, the manger who is an entrepreneur will ________________________.
make decisions on how to allocate the resources of the organization
respond to pressures over which the department or organization has no control such as conflicts
initiate small-scale projects to improve the department or to react to a change in the environment
draw up contracts with suppliers and trade unions
Managerial skills include: technical, human and conceptual skills. Conceptual skills include ____________.
the ability to work with people, to communicate, lead and motivate them as individuals or groups
managers being able to use the processes, practices, techniques, and tools of a specialty area
managers possessing the capacity to develop ideas, understand abstract relationships, and solve problems
work-related skills that demonstrate the manager’s ability to use the technology, tools, techniques and procedures in a particular field
An individual at the top management level would need which of the following set of skills?
more conceptual skills, then human skills and technical skills
more human skills, then technical and conceptual
requires more technical skills, then human and conceptual
At the lower level of management, which skill is the most important?
conceptual skill
human skill
political skill
technical skill
Which of the following is a reward of management?
having difficulty in effectively blending the knowledge, skills, ambitions, and experiences of a diverse group of employees
receiving recognition and status in the organization and in the larger community
poor interpersonal relationships among workers and also between workers and management
having your success typically being dependent on others’ work performance
