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WorksheetsPRINCIPLES & PRACTICES OF MANAGEMENT(BMG20103)
Total questions: 20
Worksheet time: 15mins
The managerial function that provides direction, a common sense of purpose for the organization through the development of goals and objectives, and the means to reach them is ______.
planning
controlling
leading
organizing
The statement that explains the primary purpose of the organization and why the organization exists is the ______.
budget
strategic plan
mission statement
operational plan
Plans that usually span one year or less, are developed by middle managers, and are concerned with what the major subsystems within each organization must do are ______.
strategic plans
tactical plans
operational plans
contingency plans
Goals that are established by top management and relate to where the organization wants to be in the future are ______.
operational objectives
budgets
standing goals
strategic goals
All of the following are significant major barriers to effective planning except a(n) ______.
lack of commitment to the planning process
overreliance on the planning department
overemphasis on the uncontrollable environmental factors
lack of focus on the long term
1. Classical management thinkers ______.
utilize the “it all depends” approach
utilize quantitative decision-making tools
look for the one best way to do something
realize that their most important and complex resource is people
The Hawthorne studies are an important foundation of the __________ approaches.
classical
human relations
administrative
quantitative
Models, simulations, and queuing theory are examples of techniques found in the __________ approach to management
classical
quantitative
bureaucratic organization
modern
Which of the following statements does not accurately reflect the characteristics of contingency theory?
Managers should draw on all past theories in attempting to analyze and solve problems.
The best way to initially approach all management problems is through scientific management.
The contingency approach is integrative in nature.
Managers should stay flexible and consider the alternatives and fallback positions when defining and attacking problems.
In a fast-changing environment, the most effective method of improv- ing the quality of a product would be ______.
Kaizen
bureaucracy
reengineering
management science
For most organizations, top management consists of ______.
any manager above the level of foreman
the chief executive officer, the president, and his or her vice presidents
the chief executive officer only
the chief executive officer and the president only
The management functions are ______.
planning, organizing, staffing, leading, and controlling
organizing, selling, accounting, leading, and controlling
planning, accounting, controlling, leading, and organizing
planning, organizing, selling, leading, and controlling
The categories of management roles are ______.
figurehead, leader, and liaison
monitor, disseminator, and spokesperson
interpersonal, decisional, and entrepreneur
interpersonal, informational, and decisional
The skills that all managers need are ______.
planning, organizing, and controlling
conceptual, technical, and human
effectiveness, efficiency, and planning
interpersonal, decisional, and informational
Which of the following is a reality of a manager’s job?
A manager’s job is less a science than an art.
Managers are self-starting, self-directing, and autonomous.
Managers have no regular duties to perform.
Managers are reflective and systematic planners.
An organization that regularly affects and is affected by various and constantly changing forces can be described as a(n) ______.
natural force
sociocultural force
open system
closed system
Of the following, which is a directly interactive force in an organiza- tion’s external environment?
technological forces
leadership
economic forces
customers
Which of the following is not an indirectly interactive force in an organization’s external environment?
sociocultural forces
competitive forces
legal/political forces
technological forces
The term organizational climate defines ______.
how the employees feel about working for the organization
how organizations share values, beliefs, habits, norms, philosophies, experiences, and behaviors
what the company does best
a key concept that guides managers and their actions
Boundary spanning sources include all of the following except ______.
customers
competitors
government statistics
core values
