Free Printable 11G/R 2.3. Recap Quiz 28-2-22

1.

responsible for setting objectives, organising resources and motivating staff so that the organisation’s aims are met

a)

manager

b)

team leader

c)

CEO

d)

supervisor

2.

There are ____ functions of management.

a)

3

b)

4

c)

5

d)

6

3.

– all good managers think ahead. Senior management will establish overall strategic objectives and these will be translated into tactical objectives for the less senior managerial staff. The planning needed to put these objectives into effect is also important.A new production or marketing objective will require the planning and preparation of sufficient resources.

a)

Setting objectives and planning

b)

Organising resources to meet the objectives

c)

Directing and motivating staff

4.

management by objectives establishes targets for all groups, divisions and individuals. It is management’s responsibility to appraise performance against targets and to take action if underperformance occurs. As Herzberg points out, it is just as important to provide positive feedback when things are going right.

a)

Controlling and measuring performance against targets

b)

Coordinating activities

c)

Organising resources to meet the objectives

5.

Mintzberg’s management roles are divided into:

a)

3 groups with 10 roles - Interpersonal roles, Informational roles, Decisional roles

b)

3 roles with 10 groups - Interpersonal roles, Informational roles, Decisional roles

c)

3 sections with 10 groups and roles - Interpersonal roles, Informational roles, Decisional roles

6.

'Figurehead - Symbolic leader of the organisation,

Opening new factories/offices

Hosting receptions

Giving important presentations

a)

Interpersonal roles

b)

Informational roles

c)

Decisional roles

7.

Sending information collected from external and internal sources to the relevant people within the organisation.

a)

Spokesperson

b)

Disseminator

c)

Liaison

8.

Responding to changing situations that may put the business at risk. Taking responsibility when threatening factors develop.

a)

Disturbance handler

b)

Negotiator

c)

Spokesperson

d)

Liaison

9.

A good manager always make an effective leader.

a)

True

b)

False

10.

the art of motivating a group of people towards achieving a common objective.

a)

Management

b)

Leadership

11.

'Official position of responsibility in the organisation, Listened to by others because of status – not necessarily because of personality, Directing and monitoring others' - fall under:

a)

Leadership

b)

Management

12.

'Natural abilities and instincts, Believes in doing the right thing, Creates and develops a culture of change' - fall under.

a)

Leadership

b)

Management

13.

a style of leadership that keeps all decision-making at the centre of the organisation.

a)

Laissez-faire leadership

b)

Paternalistic leadership

c)

Autocratic leadership

d)

Situational leadership

14.

a type of fatherly style typically used by dominant males where their power is used to control and protect subordinate employees who are expected to be loyal and obedient.

a)

Laissez-faire leadership

b)

Democratic leadership

c)

Autocratic leadership

d)

Paternalistic leadership

15.

a leadership style that promotes the active participation of workers in taking decisions.

a)

Democratic leadership

b)

Paternalistic leadership

c)

Laissez-faire leadership

d)

Situational leadership

16.

effective leadership varies with the task in hand and situational leaders adapt their leadership style to each situation.

a)

Situational leadership

b)

Laissez-faire leadership

c)

Paternalistic leadership

d)

Democratic leadership

17.

a leadership style that leaves much of the business decision-making to the workforce – a ‘hands-off’ approach and the reverse of the autocratic style.

a)

Situational leadership

b)

Laissez-faire leadership

c)

Democratic leadership

18.

There are ____ kinds of leadership styles.

a)

4

b)

5

c)

6

19.

'Meeting with all departmental managers to explain the store’s pricing and promotional strategy for the next ‘End of season sale’. She told all managers to inform employees of the agreed price reductions and the way in which goods should be presented. ' falls under:

a)

Coordinating activities

b)

Directingand motivating staff

c)

Setting objectives and planning

d)

Organising resources to meet the objectives

20.

'Attending a planning meeting with executives from head office to agree the 12-monthly sales targets for the store. Rebecca explained that the opening of a competitor’s store nearby was a factor that should be taken into account. ' falls under:

a)

Coordinating activities

b)

Setting objectives and planning

c)

Organising resources to meet the objectives

d)

Directing and motivating staff

21.

'Presenting three shop workers with ‘Reach for the stars’ badges for outstanding sales records over the last month. She had her picture taken with them for publication in the store’s internal newspaper. ' falls under:

a)

Setting objectives and planning

b)

Organising resources to meet the objectives

c)

Directing and motivating staff

d)

Controlling and measuring performance against targets

22.

'Reviewing the poor performance of the electrical products division with the manager. Poor absenteeism figures had contributed to this problem. Rebecca suggested that the manager should attend additional training sessions on staff motivation and monitoring of staff performance.' falls under:

a)

Organising resources to meet the objectives

b)

Directing and motivating staff

c)

Coordinating activities

d)

Controlling and measuring performance against targets

23.

'Meeting with builders, architects and planners to discuss progress on the new store extension. Rebecca was concerned that they were not working together closely enough and the project could fall behind schedule.' falls under:

a)

Coordinating activities

b)

Controlling and measuring performance against targets

c)

Directing and motivating staff

d)

Organising resources to meet the objectives

24.

'Settling a dispute between two departmental managers over which department should be able to stock a new electronic exercise bicycle – sports or electrical goods? It was agreed that it could not be displayed in both because of lack of space, so sports would stock it for six months next to gym equipment. Sales would be monitored closely and if it did not do well, then relocation might be possible.' falls under:

a)

Setting objectives and planning

b)

Organising resources to meet the objectives

c)

Coordinating activities

d)

Controlling and measuring performance against targets

25.

How might this image (a torch) relate to the topic of leadership and management?

a)

This image might suggest that being in a leadership or (senior) management role has its ups and downs, i.e. being an effective manager or leader is not an easy role nor will it be a smooth ride each day. Challenges will present themselves regularly.

b)

- a sense of direction or purpose linked to an organization's mission and vision statement. Leaders show others the path of where to go, especially during times of darkness (uncertainties or crises).

c)

This image might suggest the intricacies of management and leadership in business organizations, especially in large organizations with tall hierarchical structures. A leader and senior manager's role include bringing all the various functions of the business together, and "holding it all together" to ensure the organization survives and thrives.

26.

How might this image (yoyo) relate to the topic of leadership and management?

a)

This image might suggest that being in a leadership or (senior) management role has its ups and downs, i.e. being an effective manager or leader is not an easy role nor will it be a smooth ride each day. Challenges will present themselves regularly.

b)

This image might suggest the intricacies of management and leadership in business organizations, especially in large organizations with tall hierarchical structures. A leader and senior manager's role include bringing all the various functions of the business together, and "holding it all together" to ensure the organization survives and thrives.

c)

a sense of direction or purpose linked to an organization's mission and vision statement. Leaders show others the path of where to go, especially during times of darkness (uncertainties or crises).

27.

How might this image (elastic bands) relate to the topic of leadership and management?

a)

a sense of direction or purpose linked to an organization's mission and vision statement. Leaders show others the path of where to go, especially during times of darkness (uncertainties or crises).

b)

This image might suggest the intricacies of management and leadership in business organizations, especially in large organizations with tall hierarchical structures. A leader and senior manager's role include bringing all the various functions of the business together, and "holding it all together" to ensure the organization survives and thrives.

c)

This image might suggest that being in a leadership or (senior) management role has its ups and downs, i.e. being an effective manager or leader is not an easy role nor will it be a smooth ride each day. Challenges will present themselves regularly.

28.

There is not one leadership style which is best in all circumstances and for all businesses.

a)

True

b)

False

11G/R 2.3. Recap Quiz 28-2-22

Total questions: 28

Worksheet time: 16mins

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