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Worksheets

BOH4M

Total questions: 129

Worksheet time: 3hrs 34mins

Name
Class
Date
1.

__________ refers to the presence of “free riders” that slack off because responsibility is diffused in teams and others are present to do the work.

a)

Social imperfection.

b)

Poor work ethics.

c)

Antisynergy.

d)

Synergy.

e)

Social loafing.

2.

Which is NOT a problem commonly encountered in teams?

a)

Personality conflicts.

b)

Personality consolidation.

c)

Differences in work styles.

d)

Task ambiguity.

e)

Poor readiness to work.

3.

When the whole is greater than the sum of its parts, a special benefit of teamwork occurs. This special benefit is known as __________.

a)

A quality circle.

b)

Group dynamics.

c)

Team building.

d)

Cohesiveness.

e)

Synergy.

4.

All of the following are possible benefits of teams EXCEPT:

a)

Fostering innovation and creativity.

b)

Improving the quality of decision making

c)

Increasing members’ commitment to tasks.

d)

Increased motivation of members.

e)

Enhancing the effects of an increase in organizational size.

5.

__________ are not recognized on organization charts and are not officially created to serve an organizational purpose.

a)

Psychological groups.

b)

Unofficial groups.

c)

Emergent groups.

d)

Informal groups.

e)

Ad hoc groups.

6.

A committee is a __________.

a)

Group of people who meet to work on a specific problem.

b)

Permanent self-managing team.

c)

Temporary work team.

d)

Formal team of people working together outside their daily job assignments to pursue a specific purpose.

e)

Informal collection of people working together in a division of labor to accomplish a common purpose.

7.

Frank works in the downtown office of a large consulting firm. Joe, Steve, and Michele work in a branch office in a northwest suburb. Joan and David work in a branch office in an eastern suburb. When these people collectively work on problems and try to figure out solutions that they all can accept, they sit down at their computer terminals and communicate with each other through a special software program that guides their discussion. These people are operating as __________.

a)

A free riding group.

b)

Committee

c)

A virtual team.

d)

An informal group.

e)

A human network.

8.

People who exercise moral leadership do all of the following EXCEPT:

a)

They act as a role model for ethical behavior.

b)

They urge others to take the initiative in performing leader-like acts.

c)

They encourage others to be highly ethical.

d)

They are truly willing to let others do their best.

e)

They closely monitor others’ behavior to detect questionable actions.

9.

__________ involves the leader’s honesty, credibility, and consistency in putting values into action.

a)

Consideration.

b)

Integrity.

c)

Supportive leadership.

d)

Visionary leadership.

e)

Transformational leadership

10.

An effective team is defined as one that __________.

a)

Achieves and maintains high levels of task performance.

b)

Achieves and maintains member satisfaction.

c)

Is functional and productive (viable).

d)

All of the above

e)

None of the above

11.

A tendency for highly cohesive groups to lose their individual evaluative capabilities is called __________.

a)

Group Think

b)

Norm overload.

c)

Dysfunctionalism.

d)

Synergy.

e)

Group stasis.

12.

__________ is a technique that is used for team decision making whereby criticism is ruled out and freewheeling and building on one another’s ideas are encouraged.

a)

Quality circles.

b)

Nominal team building.

c)

Brainstorming.

d)

Groupthink.

e)

Creativity.

13.

The degree to which members are attracted to and motivated to remain part of the team is called __________.

a)

Groupthink.

b)

Norm intensity.

c)

Cohesiveness.

d)

System interaction.

e)

Social behavior.

14.

__________ is sequence of planned activities used to gather and analyze data on the functioning of a team and to implement constructive changes to increase the team’s operating effectiveness.

a)

Team cohesiveness.

b)

Team building.

c)

Team planning.

d)

Leadership development.

e)

Virtual team creation.

15.

Leading is related to the other management functions. Specifically, __________ sets the direction and objectives; __________ brings the resources together to turn plans into action; __________ builds the commitments and enthusiasm needed for people to apply their talents fully to help accomplish plans; and __________ makes sure things turn out right.

a)

Planning,... leading, ...organizing, ...controlling.

b)

Leading,... planning ,... organizing,... controlling.

c)

Planning,... organizing ,... leading,... controlling.

d)

Organizing,... planning ,... leading ,... controlling.

e)

Leading ,... organizing ,... planning ,... controlling.

16.

__________ describes a leader who brings to the situation a clear and compelling sense of the future as well as an understanding of the actions needed to get there successfully.

a)

Visionary leadership.

b)

Participative leadership.

c)

Consultative leadership.

d)

Charismatic leadership.

e)

Transformational leadership.

17.

Which of the following is NOT a core principle that should be practiced by managers who want to meet the challenges of visionary leadership?

a)

Be a team player.

b)

Be a pioneer.

c)

Be a consistent role model of behavior.

d)

Be enthusiastic and inspire others to share a common vision.

e)

Be first with ideas and right in all you do.

18.

The ability to get someone else to do something you want done or to make thing happen the way you want is called __________.

a)

Leadership.

b)

Political behavior.

c)

Manipulation.

d)

Control.

e)

Power.

19.

Reward power, coercive power, and legitimate power are different types of __________.

a)

Formal leadership.

b)

Position power.

c)

Informal leadership.

d)

Personal power.

e)

Directive leadership.

20.

Which of the following would NOT be considered a source of position power for a manager?

a)

Giving someone a raise

b)

Possession of a charismatic personality.

c)

The ability to recommend disciplinary action for subordinates.

d)

Being a high-ranking executive in the company.

e)

The flexibility to schedule some subordinates into the most desirable job assignments.

21.
_______________ is the process of sending and receiving messages through a channel. 
a)
Communication
b)
Email
c)
Conferencing
d)
Talking
22.
All messages have specific _________ attached. 
a)
meanings
b)
files
c)
attachments
23.
Different factors influence the meaning of a message from the _________ of the sender and the decoding ability of receiver. 
a)
intension
b)
sound
c)
email
24.
Different factors influence the meaning of a message from the intention of the sender and the __________ ability of receiver. 
a)
email
b)
decoding
c)
sound
25.
___________can interfere when communicating a message. 
a)
email
b)
people
c)
noise
26.
To be an effective manager, you have to be________ of what you are communicating and the way you are communicating it.
a)
conscientious
b)
noise
c)
ignorant 
d)
unknowing
27.
_______ is forcing people to do what you want.
a)
coercion 
b)
persuasion 
28.
_____ is offering choice but using tactics to "influence" the target audience.
a)
coercion 
b)
persuasion 
29.

Managers who have responsibility for work activities that make a direct contribution to production of the organization's product or service are called __________.

a)

Middle managers

b)

Staff managers

c)

Line managers

d)

General managers

e)

Administrators

30.

Henry Mintzberg identified a set of roles that managers perform. These roles are grouped into which of the following three categories?

a)

Interpersonal, strategic, and decisional

b)

Strategic, informational, and authoritarian

c)

Interpersonal, informational, and decisional

d)

Supervisory, authoritarian, and decisional

e)

Supervisory, informational, and strategic

31.

The three branches of the classical approach to management are __________.

a)

Behaviourism, rationalism, and self-actualization

b)

Scientific management, administrative management, and bureaucratic organization

c)

Economic, modern, and self-actualization

d)

Open, closed, and entropic

32.

According to McGregor, Theory Y managers tend to see their subordinates as __________.

a)

Passive, dependent, and reluctant

b)

Irresponsible, resistant to change, lacking in ambition, disliking work, and preferring to be led rather than to lead

c)

Willing to work, willing to accept responsibility, capable of self-direction, capable of self-control, imaginative, and creative

d)

Disliking work because they prefer to lead rather than to be led

e)

Basically rational and motivated by money

33.

An organization is a __________.

a)

A collection of people working together in a business

b)

A collection of people working in different departments

c)

A collection of people accountable to a single manager

d)

A collection of people working competitively to carry out the mission

e)

A collection of people working together to achieve a common purpose

34.

the ability to motivate individuals and groups to accomplish important goals

a)

human relations

b)

influence

c)

formal influence

d)

leadership

35.
Developing a weekly employee work schedule
a)
Planning
b)
Organizing / Staffing
c)
Leading
d)
Controlling
36.
Training employees on clean-up procedures of your restaurant
a)
Planning
b)
Organizing / Staffing
c)
Leading
d)
Controlling
37.
Counting up the day’s sales and reporting it to the owner
a)
Planning
b)
Organizing / Staffing
c)
Leading
d)
Controlling
38.
Creating a training manual for new employees
a)
Planning
b)
Organizing / Staffing
c)
Leading
d)
Controlling
39.
Meeting with assistant managers to review employee productivity
a)
Planning
b)
Organizing / Staffing
c)
Leading
d)
Controlling
40.
Creating a company mission statement
a)
Planning
b)
Organizing / Staffing
c)
Leading
d)
Controlling
41.
Assigning aisles and stocking protocols to stockers in the grocery department
a)
Planning
b)
Organizing / Staffing
c)
Leading
d)
Controlling
42.
Reviewing the week’s purchases (inventory list) for the store
a)
Planning
b)
Organizing / Staffing
c)
Leading
d)
Controlling
43.
Conducting an employee workshop on customer service relations
a)
Planning
b)
Organizing / Staffing
c)
Leading
d)
Controlling
44.
Which of the following are examples of top-level management job titles:
a)
President, senior vice president, and chief executive officer
b)
Floor supervisor, area supervisor, and section manager
c)
Collections supervisor, crew chief, and production supervisor
d)
District manager, department head, and regional sales manager
45.
Which of the following are examples of middle-management job titles:
a)
Floor supervisor, area supervisor, and section manager
b)
President, senior vice president, and chief executive officer
c)
Collections supervisor, crew chief, and production supervisor
d)
District manager, department head, and regional sales manager
46.
Which of the following is an important function of mid-level management:
a)
To prepare workers’ daily schedules
b)
To serve as a link between top-level and first-line management
c)
To make sure projects meet deadlines
d)
To establish long-term objectives for the company
47.
Which of the following are examples of first-line management job titles:
a)
President, senior vice president, and chief executive officer
b)
Collections supervisor, crew chief, and production supervisor
c)
Company vice president, department head, and regional sales manager
d)
Senior vice president, chief financial officer, and regional vice president
48.

Which one is not a recognized key skill of management?

a)

Conceptual skills

b)

Human skills

c)

Technical skills

d)

Writing skills

49.

True or False

The number of managerial positions at each level varies from organisation to organisation.

a)

True

b)

False

50.

Technical skills are more important for which level of manager?

a)

Top

b)

Middle

c)

Front-line

d)

None

51.

Conceptual skills are more important for which level of manager?

a)

Top

b)

Middle

c)

Front-line

d)

None

52.

Technical skills include...

a)

Setting big goals

b)

Inspiring an entire organization

c)

Dealing with people

d)

Completing specific tasks

53.

Human relational skills are most important for which level of management

a)

Top

b)

Middle

c)

Front-line

d)

All levels of managers

54.

Arranging tasks, people, and resources is typical of what managerial function? (organizing, planning, leading, controlling)

a)

organizing

b)

planning

c)

leading

d)

controlling

55.

The leading function of management is more about setting performance objectives

a)

True

b)

False

56.

Middle Managers work directly with staff on a day-to-day basis.

a)

True

b)

False

57.

A Chief Executive Officer would be an example of a Top Level Manager.

a)

True

b)

False

58.

Manager titles vary across industries and organizations.

a)

True

b)

False

59.

Measuring performance and taking action to ensure desired results explains which function of management?

a)

Planning

b)

Organizing

c)

Leading

d)

Controlling

60.

The concept of putting operating workers at the top serving customers, while managers are at the bottom supporting them is a known as the _______________

a)

customer centred pyramid

b)

upside-down pyramid

c)

team approach

d)

network organization

61.

____________ is defined as the collective brainpower or shared knowledge of a workforce that can be used to create value.

a)

Managerial expertise

b)

A learning organization

c)

Knowledge management

d)

Intellectual capital

62.

The “glass-ceiling effect” limits the career advancement and promotion of women and minorities.

a)

True

b)

False

63.

The three branches of the classical approach to management are __________.

a)

behaviourism, rationalism, and self‑actualization.

b)

authoritarian, permissive, and homeostatic

c)

scientific management, administrative principles, and bureaucratic organization.

d)

open, closed, and entropic.

64.

The view that people will rationally consider available opportunities and do whatever is necessary to achieve the greatest personal economic gain is the underlying assumption of which approach to management thought?

a)

Quantitative approach

b)

Modern approach

c)

Classical approach

d)

Behavioural approach

65.

Who is known as the father of scientific management?

a)

Frank Gilbreth

b)

Max Weber

c)

Henri Fayol

d)

Frederick Taylor

66.

The practical lessons of scientific management include all of the following except

a)

make results-based compensation a performance incentive.

b)

select workers with the right abilities to do the job.

c)

allow workers to have input into the determination of work methods and performance standards.

d)

Train supervisors to support workers by carefully planning their work.

67.

__________ refer(s) to a job science that includes careful selection and training of workers along with proper supervisory support.

a)

Administrative principles

b)

Scientific management

c)

Contingency theory

d)

Self‑actualization

68.

Data are raw facts and observations.

a)

True

b)

False

69.

Information is data made useful and meaningful for decision-making.

a)

True

b)

False

70.

Information technology assists us in acquiring, storing, and processing information.

a)

True

b)

False

71.

Any decision should meet the ethics double-check.

a)

True

b)

False

72.

Any discomfort in answering the “ethics double-check” questions signifies that the decision may have ethical shortcomings.

a)

True

b)

False

73.

The first step in the decision-making process involves _____________.

a)

generating alternative solutions and evaluating them

b)

identifying and defining the problem

c)

implementing the preferred solution

d)

selecting a preferred solution

74.

The third step of the decision-making process involves __________.

a)

generating alternative solutions and evaluating them

b)

implementing the solution

c)

gathering information, processing information, and deliberating

d)

selecting a preferred course of action

75.

___________________ is the process of inspiring others to work hard and to accomplish a common goal or important tasks

a)

Planning

b)

Leading

c)

Organizing

d)

Controlling

76.

"If you do what I ask, I will give you a promotion"

This is an example of:

a)

Reward Power

b)

Coercive Power

c)

Legitimate Power

d)

Expert Power

77.

"If you don't do what I ask, I will punish you"

This is an example of:

a)

Reward Power

b)

Coercive Power

c)

Legitimate Power

d)

Expert Power

78.

Personal Power comes from:

a)

Expert knowledge and because people admire you

b)

A person holds a position above you.

c)

Ability to force people to do something

d)

Your ability to reward someone.

79.

Shows low concern of people and low concern for production

a)

team management

b)

impoverished management

c)

country club management

80.

High concern of people and high concern for production.

a)

management

b)

authority-compliance management

c)

team management

81.

Leading is related to the other management functions. Specifically, __________ sets the direction and objectives; __________ brings the resources together to turn plans into action; __________ builds the commitments and enthusiasm needed for people to apply their talents fully to help accomplish plans; and __________ makes sure things turn out right.

a)

Planning,... leading, ...organizing, ...controlling.

b)

Leading,... planning ,... organizing,... controlling.

c)

Planning,... organizing ,... leading,... controlling.

d)

Organizing,... planning ,... leading ,... controlling.

e)

Leading ,... organizing ,... planning ,... controlling.

82.

Reward power, coercive power, and legitimate power are different types of __________.

a)

Formal leadership.

b)

Position power.

c)

Informal leadership.

d)

Personal power.

e)

Directive leadership.

83.

Which of the following would NOT be considered a source of position power for a manager?

a)

Giving someone a raise

b)

Possession of a charismatic personality.

c)

The ability to recommend disciplinary action for subordinates.

d)

Being a high-ranking executive in the company.

e)

The flexibility to schedule some subordinates into the most desirable job assignments.

84.

Personal Power comes from:

a)

Expert knowledge and because people admire you

b)

A person holds a position above you.

c)

Ability to force people to do something

d)

Your ability to reward someone.

85.
_______________ is the process of sending and receiving messages through a channel. 
a)
Communication
b)
Email
c)
Conferencing
d)
Talking
86.
Different factors influence the meaning of a message from the intention of the sender and the __________ ability of receiver. 
a)
email
b)
decoding
c)
sound
87.
___________can interfere when communicating a message. 
a)
email
b)
people
c)
noise
88.

This is not a CSR issue

a)

Concern for the environment

b)

Concern for worker safety

c)

Concern for profits

d)

Gender representation in workforce

89.

An ethical dilemma arises where a manager is faced with a situation that a potential gain or benefit; but may be considered unfair, wrong, or dishonest.

a)

True

b)

False

90.

Which function of management involves motivating, directing and coordinating employees

a)

leading

b)

planning

c)

organizing

d)

controlling

91.

The four functions of managers include each of the following except:

a)

planning.

b)

organizing.

c)

cooperating.

d)

leading

92.

The management function of __________uses graphs, charts, and data to measure performance

a)

lead

b)

plan

c)

staff

d)

control

93.
Leaders who do not listen to others and make all the decisions themselves.
a)
democratic
b)
autocratic
c)
open
d)
situational
94.
This leader encourages group members to participate, but retains the final say over the decision-making process.
a)
Autocratic
b)
Democratic
c)
Open/Laissez-Faire
d)
Situational
95.

This leader offers little or no guidance and leaves decision- making up to the group.

a)

Autocratic

b)

Democratic

c)

Open/Laissez-Faire

96.

Match the definition to the the leadership style. Inspire staff by creating an environment of intellectual stimulation

a)

Transformational

b)

Transactional

c)

Servant

d)

Autocratic

97.

Match the definition to the the leadership style. Have significant control over staff, rarely considers worker suggestions or share of power

a)

Autocratic

b)

Laissez-faire

c)

Democratic

d)

Bureaucratic

98.

Match the definition to the the leadership style. Relies heavily on the positive charm & personality of the leader in question.

a)

Democratic

b)

Bureaucratic

c)

Charismatic

d)

Servant

99.

Match the definition to the the leadership style. Establishes a clear chain of command utilizing a carrot & stick approach to management

a)

Transformational

b)

Transactional

c)

Servant

d)

Autocratic

100.
Which of the following assumptions is characteristic of contingency approaches to leadership?
a)
Group situations vary with different situations, requiring different leadership styles.
b)
Members' skills and experience will affect the type of leadership likely to be effective.
c)
Cultural values will affect the type of leadership likely to be effective.
d)
all of the above
101.

The four path-goal types of leader behaviours are ...

a)

Leader, Follower, Task, Motivation

b)

Directive, Coaching, Supporting, Delegating

c)

Directive, Supportive, Participative, Achievement

d)

Task, Knowledge, Skills, Motivation

102.
The process of sending and receiving messages that convey information, ideas, feelings, and beliefs is
a)
communication
b)
decoding
c)
protocol
d)
body language
103.

Factors that distort the quality of the message, known as __________, can interfere with communication at any point in the process.

a)

disruptor

b)

noise

c)

distractor

d)

negativity

104.
The person who starts a conversation.
a)
Reciever
b)
Sender
c)
messenger
d)
inceptor 
105.

What we see and believe at a given moment is influenced by our psychological frames of references - our beliefs, values, knowledge, experiences, and goals.

a)

Emotional barrier

b)

Perceptual barrier

c)

Cultural barriers

106.

Barriers caused by sender and recipient can result from:

a)

incomplete understanding of the information

b)

incomplete understanding of the situation

c)

the vocabulary and attitudes of the other party

d)

all of these

e)

none of these

107.

What is the correct order for the Stages of Team Development

a)

Forming, Norming, Storming, Adjourning, Performing

b)

Adjourning, Performing, Norming, Storming, Forming

c)

Forming, Storming, Norming, Ajouring, Performing

d)

Forming, Storming, Norming, Performing, Adjourning

108.

This type of conflict resolution style is used when you want to find a solution that merges insights from both parties.

a)

Avoiding

b)

Accommodating

c)

Collaborating

d)

Compromising

109.

Objective to win and make the other lose no matter the expense is

a)

compensation

b)

pride

c)

competition

d)

jealousy

110.

Finding the middle ground in a conflict is

a)

avoid conflict

b)

compromise conflict

c)

manage conflict

d)

process conflict

111.

True or false.

Companies should take the expectations of the broader community into account when making decisions.

a)

True

b)

False

112.

Corporate Social Responsibility is

a)

managing a business in such a way that the broader community including owners, and the environment are taken into account when making business decisions.

b)

managing a business in such a way that the broader community including the employees, competitors, customers and suppliers are taken into account when making business decisions

c)

managing a business in such a way that the broader community including the owners and employees are taken into consideration when making business decisions

d)

managing a business in such a way that the broader community, including employees, customers, suppliers and the environment, is taken into consideration when making business decisions

113.

_______ provide managers with information about how well the organizational strategy and structure are working.

a)

Reward policies

b)

Rules and guidelines

c)

Control systems

d)

Programmed decisions

114.

Which function of management involves monitoring the organization in order to determine if the organization is operating efficiently and effectively?

a)

planning

b)

organizing

c)

structuring

d)

controlling

115.

Which type of control is used by employees to constantly monitor the quality of the goods or services they provide at every step of the production process and inform managers as soon as they discover problems?

a)

feedback control

b)

feedforward control

c)

concurrent control

d)

output control

116.

When the new game controller came out, customers soon went on the website to complain that it was difficult to operate because the buttons were too small. The engineers received this information and quickly released a new model with larger buttons. What type of control aided this decision?

a)

output control

b)

concurrent control

c)

clan control

d)

feedback control

117.

In order to anticipate problems before they arise, managers should develop a system for _______ control.

a)

feedforward

b)

concurrent

c)

behavior

d)

clan

118.

A manufacturing company that produces bolts and washers decides to use a new steel supplier. The manufacturing company wants to ensure that the materials from the supplier are delivered on time and within the specifications needed to meet the manufacturing company's product goals. What form of control system could the manufacturing company implement to ensure its needs are met?

a)

concurrent

b)

feedforward

c)

output

d)

clan

119.

During the conversion stage, managers use _______ control to recognize when problems are arising.

a)

feedforward

b)

concurrent

c)

input

d)

clan

120.

__________ refer(s) to forces within the individual that account for the level, direction, and persistence of effort expended at work.

a)

Work desire.

b)

Motivation.

c)

Job preferences.

d)

Job expectations.

e)

Career aspiration.

121.

__________ are externally administered; they are valued outcomes given to someone by another person, typically a supervisor or higher-level manager

a)

Extrinsic rewards.

b)

Intrinsic rewards.

c)

Lower-order needs.

d)

Higher-order needs.

e)

Valences.

122.

__________ are self-administered and they occur “naturally” as a person performs a task.

a)

Extrinsic rewards.

b)

Intrinsic rewards.

c)

Lower-order needs.

d)

Higher-order needs.

e)

Valences.

123.

To take full advantage of the possibilities for creatively linking rewards and performance, managers must __________.

a)

Respect diversity and individual differences.

b)

Clearly understand what people want from work.

c)

Allocate rewards to satisfy the interests of both individuals and the organization.

d)

All of the above.

e)

None of the above.

124.

__________ plans involve employees in ownership through the purchase of stock in the companies that employ them.

a)

Bonus.

b)

Profit-sharing.

c)

Employee stock ownership.

d)

Gain-sharing.

e)

Merit.

125.

The system of awarding pay increases in proportion to individual performance contributions is a __________.

a)

Gain-sharing system.

b)

Merit pay system.

c)

Scanlon system.

d)

Profit-sharing system.

126.

A manager can __________ an employee by administering an unpleasant outcome, such as a verbal reprimand, pay reduction, or demotion.

a)

Encourage.

b)

Satisfy.

c)

Punish.

d)

Reward.

e)

Reinforce.

127.

Which of the following statements are TRUE?

A. Punishment can and should be combined with positive reinforcement.

B. Punishment is used to remove undesirable behavior

C. Positive reinforcement is used to shape and develop more desirable behaviors.

D. All of these statements are true.

E. All of these statements are false.All of these statements are false.

a)

Punishment is used to remove undesirable behavior

b)

Positive reinforcement is used to shape and develop more desirable behaviors.

c)

Punishment and reward should be combined with verbal reinforcement.

d)

All of these statements are true.

e)

All of these statements are false.

128.

A person at the self-actualization level of Maslow’s hierarchy will be satisfied by the following outcomes:

a)

Creative and challenging work.

b)

Participation in decision making.

c)

Job flexibility.

d)

Growth of learning and skills

e)

All of the above

129.

A person who likes praise and recognition from his or her supervisor is seeking the satisfaction of the __________ needs in Maslow’s hierarchy.

a)

Physiological.

b)

Esteem.

c)

Self-actualization.

d)

Safety.

e)

Social.