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WorksheetsTopic 1: What Is Management? (MCQ)
Total questions: 110
Worksheet time: 55mins
Topic 1: What is management? What does “effectiveness” in management mean? Choose the best answer.
Reducing costs
Achieving organizational objectives
Saving time
Increasing the number of employees
Topic 1: What is management? Who is responsible for ensuring work gets done through other people? Choose the best answer.
Chief technician
Manager
Operations supervisor
Marketing executive
Topic 1: What is management? Conceptual skills are most important for which group? Choose the best answer.
Frontline workers
Supervisors
Middle managers
Top management
Topic 1: What is management? The scientific management approach focuses primarily on which area? Choose the best answer.
Employee satisfaction
Productivity and work methods
Human relations
Organizational change
Topic 1: What is management? What is the main focus of the human relations approach? Choose the best answer.
Tight control
Strict SOP compliance
Employee satisfaction to increase productivity
Close supervision of workers
Topic 1: What is management? In Mintzberg’s theory, the role of “liaison” refers to what? Choose the best answer.
Providing motivation
Communicating information to outsiders
Linking internal and external units
Making strategic decisions
Topic 1: What is management? Which of the following is NOT a management function? Choose the best answer.
Planning
Organizing
Controlling
Production
Efficiency means
Doing the right things
Doing work using a minimum of resources
Achieving results without targets
Doing work without rules
Who proposed the 14 principles of management?
Elton Mayo
Henry Fayol
Max Weber
F.W. Taylor
The contingency approach emphasizes that
One management style fits all situations
Each situation requires a different approach
Workers must follow orders 100% of the time
All organizations must use the same SOPs
Topic 2: Planning — The first step in the planning process is
Evaluating results
Determining objectives
Preparing an action plan
Reviewing performance
Topic 2: Planning — A plan that is used repeatedly is called a
Tactical plan
Medium-term plan
Standing plan
Flexible plan
Topic 2: Planning — Who is responsible for developing the strategic plan?
Supervisor
Middle manager
Top management
Team leader
Which of the following is an advantage of planning?
Reduces creativity
Creates rigidity
Provides direction
Hinders innovation
Contingency planning is used for:
Daily activities
Unexpected situations
Scheduling employees
Measuring performance
One weakness of planning is:
Increasing motivation
Making the organization rigid
Improving coordination
Adding task clarity
A good objective should be SMART. In SMART, the S stands for:
Strong
Simple
Specific
Systematic
An operational plan typically covers a time frame of:
More than 5 years
3–5 years
1 year or less
10 years
Environmental scanning is conducted to:
Determine KPIs
Assess competitor and market potential
Determine employee salaries
Measure only financial performance
A single-use plan is most suitable for:
A special project
Routine tasks
Standard work procedures
Spontaneous decisions
Decision making under certainty means:
Information is unknown
All outcomes are known
Only partial information is available
It depends on luck
The first step in the rational decision-making process is:
Evaluating alternatives
Defining the problem
Making the final choice
Monitoring the decision
Bounded rationality occurs when:
Managers have perfect information
Managers have limited resources
Decisions are made without problems
Information is not needed
The Delphi technique involves:
Open discussion
Individual expert opinions without meeting
Aggressive brainstorming
Instant polling
The phenomenon of groupthink occurs when:
Group members encourage different viewpoints
Group members agree without evaluation
There is conflict of ideas
The group has too few members
Risky decision conditions occur when:
There is no information at all
Probabilities of outcomes are known
All outcomes are guaranteed
Only one alternative exists
A weakness of group decision making is:
More ideas are generated
Decisions are more easily accepted
Pressure to conform to the majority
Knowledge is widely shared
The Nominal Group Technique involves:
Open debate
Silent idea generation
Only the supervisor’s opinion
A process without voting
A memory problem in decision making can result in:
All information being processed
Some information being forgotten
More accurate decisions
Perfect analysis
Too much information can lead to:
Accurate decisions
Information overload
Rapid analysis
No disturbances
Topic 4 — Organizational Design. Organizational structure refers to:
Marketing activities
Work arrangements and communication relationships
Financial planning
An IT monitoring system
Topic 4 — Organizational Design. Functional departmentalization is appropriate when an organization:
Has many different products
Is small in scale and has homogeneous operating activities
Has international markets
Manages different types of customers
A product-based departmental structure is used when an organization seeks which primary condition?
A focus on specific types of outputs or products
Only a single service offered
The lowest possible cost above all else
Employee preferences as the main priority
A wide span of control is most likely when which condition exists?
Employees are less experienced
Work is complex
Only minimal supervision is required
Communication is difficult
Line authority refers to which kind of power in an organization?
Power to give advice
Power to make decisions and issue orders
Authority exercised by customers
Power without responsibility
A matrix organization involves which structural feature?
Two sources of authority, functional and project
No supervisors at any level
Only a single, unified structure
Informal appraisals only
Centralization in an organization means what about decision-making power?
Power resides at lower levels
Power is concentrated at top management
All employees make decisions equally
There is no hierarchy
Decentralization tends to increase which outcome?
Slow decision-making
A culture of uncertainty
Rapid responses to customers
Tight, centralized control
Job design includes which of the following?
Scheduling of employee leave
How tasks are structured and performed
Financial analysis activities
Customer relations programs
A mechanistic organization has which characteristic?
Flexible
Informal communication
Tight chain of command
Highly organic
Job analysis is:
A pay system
A process to identify job tasks and requirements
A method of product marketing
A performance appraisal process
A job description refers to:
Responsibilities and duties of a position
Minimum wage
Performance records
Education level only
A job specification includes:
Organizational structure
Required qualifications, skills, and experience
Marketing activities
Succession plan
Human resource forecasting involves:
Reviewing leave
Assessing the future number and types of employees
Calculating utility costs
Setting daily work schedules
Internal recruitment increases:
Training costs
Employee development time
Employee motivation and commitment
Employee turnover rate
On-the-job training means:
A course at a hotel
Training while performing actual tasks
Online learning only
A written test
Performance appraisal is used to:
Reduce salaries
Support employee development
Eliminate employees
Reduce bonuses
A 360-degree appraisal gathers feedback from:
Managers only
Customers only
All relevant parties (superiors, peers, subordinates)
Only the company owner
Vestibule training is conducted when:
Machines are hazardous and training cannot occur at the actual worksite
The company has no budget
All work is manual
There is no instructor
The primary purpose of HRM is to:
Control employees
Ensure the organization has competent employees
Reduce the workforce
Eliminate training
Maslow stated that the highest need is:
Safety
Social
Esteem
Self-actualization
Herzberg’s Two-Factor Theory divides factors into:
Internal & external
Motivators & hygiene
Cognitive & affective
Social & psychological
A hygiene factor includes:
Responsibility
Recognition
Relationship with the supervisor
Achievement
Theory X and Theory Y were introduced by:
Herzberg
McClelland
McGregor
Elton Mayo
Theory X assumes that workers:
Like to work independently
Are naturally diligent and creative
Dislike work and need close supervision
Have high motivation
The affiliation need (McClelland) refers to:
Full power
Desire for social relationships
Feeling respected
Need for safety
Job enrichment means:
Increasing the amount of work
Increasing the depth and autonomy of work
Reducing tasks
Distributing work
Expectancy Theory states that motivation depends on:
Fixed salary
Relationships with coworkers
The expectation that effort leads to performance and rewards
Managerial control
Employee involvement increases motivation because:
Employees work less
Employees feel valued
Rewards are reduced
Rules are decreased
A financial incentive is an example of:
Intrinsic motivation
Extrinsic motivation
Social need
Physical need
Communication is a process of:
Storing information
Conveying and understanding messages
Punishing employees
Only making decisions
Formal communication occurs through:
Gossip
The official chain of command
Informal WhatsApp groups
Idle chatter
Nonverbal communication includes:
Tone of voice and body language
Memo
Written report
Barriers to communication include:
Sufficient time
Inconsistent language
Clear information
No interference
Downward communication is:
From subordinates to superiors
Between coworkers
From superiors to subordinates
Between external departments
Active listening in communication includes:
Cutting off the conversation
Giving response and attention
Ignoring the message
Changing the topic
The grapevine is:
A formal communication system
An informal channel that spreads quickly
A company report
A filing system
Feedback is important because it:
Avoids conflicts
Helps to understand the message
Reduces salaries
Eliminates hierarchy
Horizontal communication occurs between:
Superiors to subordinates
Employees at the same level
The CEO to frontline workers
Customers to suppliers
Effective communication requires:
An incomplete message
Difficult language
Accurate and clear information
No feedback
Leadership means:
Directing by force
The ability to influence others
Managing files
Reducing employees
A task‑oriented leader focuses on:
Social relationships
Achievement of work objectives
Internal motivation
Interpersonal conflict
Trait Theory believes leaders:
Are born with certain traits
Are developed only through training
Cannot change
Are defined by years of service
Fiedler’s theory states a leader’s style is:
Easy to change
Fixed and difficult to change
Entirely dependent on experience
Based on bonuses
A transformational leader focuses on:
Rewards and punishments
Inspiration and behavioral change
Forcing compliance
Reducing workload
A transactional leader focuses on:
Deep inspiration
Personal relationships
Rewards and penalties
Moral leadership
Leader charisma involves:
A passive attitude
Exceptional influence
Disregard for employees
Rigid and bureaucratic behavior
Democratic leadership style:
Ignores employees’ opinions
Encourages participation
Uses coercion
Prohibits communication
A laissez-faire leader:
Is very controlling
Gives full freedom
Sets strict SOPs
Controls all decisions
The most suitable situation for autocratic leadership is:
Skilled workers
An emergency situation
A creative project
A brainstorming team
Control is a process to:
Produce reports only
Ensure activities follow the plan
Increase the number of workers
Reduce inventory
The first step of the control process is:
Making comparisons
Taking corrective action
Setting standards
Reporting performance
Time standard refers to:
Labour cost
Time to complete a task
Quality of raw materials
Number of customers
Pre-control is also called:
Action control
Preventive control
Tactical control
Spontaneous control
Objective control includes:
Behavior and output control
Culture control
Marketing control
Risk control
Normative control depends on:
Formal rules
Organizational culture and values
Financial penalties
Technical processes
Concertive control is suitable for:
Self-managed teams
Only large organizations
Untrained workers
Emergency situations
Performance deviations should be:
Ignored
Punished only
Corrected through corrective action
Presented without action
Financial control includes:
Annual leave
Labor costs, sales, and profit
Recreational activities
Customer relationships
The purpose of control is to:
Reduce workload
Achieve performance standards
Eliminate reporting
Avoid communication
A team is:
A group of people without the same objective
Individuals working separately
A group that shares goals and a coordinated effort
A conflicting group
An advantage of teamwork includes:
Slow decision making
Increased job satisfaction
Reduced creativity
Limited communication
A weakness of teams is:
Diversity of ideas
Social support
The social loafing phenomenon
Rapid implementation
Virtual teams communicate through:
Face-to-face only
Physical tickets
Technology and digital platforms
Printed documents
A self-designed team has:
No autonomy
Moderate autonomy
Full autonomy
Restricted to physical work
The team development process begins with:
Storming
Forming
Norming
Performing
The phase with the most conflict is:
De-forming
Storming
Performing
Norming
A team should be formed when:
Work does not require cooperation
Objectives can be achieved individually
Work requires complex coordination
There are no group rewards
The optimum team size is:
Very large
Very small
Small and focused
No limit
A high-performing team is characterized by:
Uncontrolled conflict
Weak communication
Strong trust and collaboration
No leadership
Planned change aims to:
Reduce employees
Enhance organizational capability
Increase conflict
Eliminate work culture
A change agent is:
Only an external consultant
An individual who leads the change process
Only a new employee
A finance manager
First-order change is:
Radical and drastic
Linear, gradual and incremental
Removing all structure
Without planning
Second-order change is:
Slow
Does not involve structure
Drastic and multidimensional
Does not require leadership
Individual barriers to change include:
Lack of motivation
Fear of new things
Full support
Clarity of objectives
Organizational barriers include:
Lack of training
Threats to group authority
High morale
Clear objectives
A tactic that reduces barriers through information and explanation is:
Negotiation
Facilities and support
Communication and learning
Coercion
Negotiation is appropriate when:
Employees are not involved
Powerful parties feel threatened
There is no conflict
Everyone agrees
Coercion is used as a last resort when:
Employees accept the change
Time is extremely pressing
The situation is stable
There is no leadership
Innovation refers to:
Imitating other products
The process of creating new ideas
Reducing creativity
Eliminating R&D
