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WorksheetsRevision for final exam – Worksheet Questions
Total questions: 106
Worksheet time: 53mins
The four basic management functions are planning, organizing, influencing and controlling.
TRUE
FALSE
Planning involves choosing tasks that must be performed to attain organizational goals, outlining how the tasks must be performed, and indicating when they should be performed.
TRUE
FALSE
Influencing is the process of assigning the tasks developed under the planning function to various individuals or groups within the organization.
TRUE
FALSE
Organizing is also commonly referred to as motivating, leading, directing, or actuating.
TRUE
FALSE
Controlling is the management function through which managers compare present performance to preestablished performance standards.
TRUE
FALSE
Efficient means that a small proportion of total resources contributes to productivity during the manufacturing process; inefficient means that a large proportion of resources contributes to productivity.
TRUE
FALSE
Technical skills involve the ability to apply specialized knowledge and expertise to work-related techniques and procedures.
TRUE
FALSE
Human skills, unlike technical skills, involve the ability to see the organization as a whole.
TRUE
FALSE
As one moves from lower-level management to upper-level management, conceptual skills become more important and technical skills less important.
TRUE
FALSE
The primary task of management is to encourage individual activity that will _______.
promote the individual's growth
always produce outstanding results
utilize the maximum amount of resources
lead to reaching organizational goals
always generate the highest revenue
_______ refer to all the organizational assets available for activation during the production process.
Supplies
Plans
Technologies
Strategies
Resources
People-related activities within an organization include _________________________.
clarifying objectives of jobs in organizations
consulting when making decisions
proposing new strategies and vision
encouraging innovative thinking
short-term planning
In an organization, task-related activities include _____________________________.
empowering others to solve problems
consulting when making decisions
providing recognition for achievements and contributions
encouraging innovative thinking
short-term planning
As a manager moves from lower-level management to upper-level management, ________.
conceptual skills become more important and technical skills less important
technical skills become more important and human skills less important
human skills become more important and conceptual skills less important
conceptual skills and human skills become less important
technical skills and human skills become more important
_______ skills are very important to managers at the lower, middle and top levels.
Human
Conceptual
Technical
Strategic
Tactical
Who is often referred to as the "father of scientific management"?
Henri Fayol
Henry L. Gantt
Frederick W. Taylor
Frank Gilbreth
What was the main focus of lower-level management analysis under the classical approach?
Encouraging teamwork
Finding the "one best way" to perform a task
Understanding social relationships
Promoting decentralization
Which of the following is NOT one of Henri Fayol’s general principles of management?
Unity of command
Esprit de corps
Open system integration
Division of work
The Gantt chart, developed by Henry L. Gantt, is primarily used for:
Motivating employees
Scheduling tasks over time
Designing jobs for efficiency
Analyzing team behavior
The Hawthorne Studies found that worker productivity often increased due to:
Higher wages
Improved lighting alone
Attention and social factors
Better machinery
Which movement was sparked by the Hawthorne Studies?
Scientific management movement
Human relations movement
Systems movement
Operations research movement
According to Douglas McGregor’s Theory Y, managers believe employees:
Dislike work and avoid responsibility
Must be coerced into performing tasks
Are self-directed and accept responsibility
Work best under strict supervision
In the bank wiring observation room experiment, workers slowed down fast workers primarily to:
Increase group pay
Maintain group solidarity
Please management
Avoid fatigue
The management science approach is also known as:
Behavioral science
Operations research
Administrative theory
Contingency theory
The management science approach began largely during:
The Industrial Revolution
World War I
World War II
The 1980s technology boom
Which is a common characteristic of management science applications?
Focus on non-quantifiable factors only
Use of mathematical models
Exclusive use in small organizations
Avoidance of computers in analysis
An inventory control model used to optimize stock levels is an example of which approach?
Behavioral
Contingency
Classical
Management science
The contingency approach emphasizes that:
There is one best way to manage in all situations
Management actions depend on specific circumstances
Human relations are always the top priority
Systems are closed and unaffected by the environment
In a contingency framework, if a manager has inexperienced subordinates, they should:
Provide less supervision
Avoid giving instructions
Use a more directive leadership style
Delegate all decisions
Which of the following is a challenge of the contingency approach?
Reducing motion in work tasks
Accurately perceiving organizational situations
Creating mathematical decision models
Encouraging team learning
The main goal of the contingency approach is to:
Increase output through standardization
Outline conditions where certain methods work best
Eliminate external influences
Maximize harmony among employees
In the system approach, a system is defined as:
A group of unrelated tasks
A set of interdependent parts functioning as a whole
A closed mechanism unaffected by its surroundings
A hierarchical chain of command
Which of the following is an example of an open system?
A clock
A calculator
A plant
A filing cabinet
The “wholeness” concept in system theory suggests that:
Modifications in parts should be made without regard to the whole
Parts should be analyzed in isolation
The whole should be the primary focus of analysis
Systems work best when centralized
In the triangular management model, which three sources of information are integrated to analyze the management system?
Behavioral, classical, and management science
Behavioral, contingency, and system
Classical, contingency, and system
Behavioral, system, and learning organization
What is the managerial obligation to take action that protects and improves the welfare of society and the interests of the organization?
Corporate Governance
Corporate Social Responsibility
Ethical Leadership
Social Welfare
The Japanese "Three-Way Satisfaction" ethic, or Sanpōyoshi, is a business philosophy that originates from the 17th–19th century Ōmi merchants in Japan. This ethic emphasizes being good for which three parties?
The company, the employees, and the government
The seller, the buyer, and the society
The managers, the investors, and the customers
The producers, the distributors, and the competitors
According to the Davis Model of corporate social responsibility, social responsibility arises from what?
Financial Power
Social Power
Managerial Power
Political Power
Which of the following is NOT one of the three areas where managing ethics can enhance overall corporate health?
Productivity
Stakeholder relations
Marketing and advertising
Government regulation
A formal statement that acts as a guide for how people within an organization should act and make decisions is known as a(n):
Mission Statement
Strategic Plan
Code of Ethics
Legal Mandate
The set of forces and conditions that originate with global suppliers, distributors, customers, and competitors is known as the:
General Environment
Task Environment
Sociocultural Environment
Economic Environment
Which of the following describes a cost advantage associated with large-scale operations that makes it difficult for new organizations to enter an industry?
Brand Loyalty
Barriers to Entry
Economies of Scale
Technological Forces
Pressures emanating from the social structure of a country or society or from the national culture are known as:
Demographic Forces
Political and Legal Forces
Sociocultural Forces
Economic Forces
According to the concept of corporate social responsibility, a manager only needs to achieve organizational goals.
True
False
The Davis Model of corporate social responsibility is a list of three propositions that describe why and how business should be socially responsible.
True
False
One of the propositions of the Davis Model is that the social costs related to each activity, product, or service should be passed on to the consumer.
True
False
An organization's success depends on its responsiveness to its customers.
True
False
The global environment is a set of forces and conditions inside an organization's boundary that affect how it operates.
True
False
Demographics include characteristics of a population such as age, gender, and ethnic origin.
True
False
Political and legal forces include changes in laws and regulations, such as the deregulation of industries.
True
False
According to the lecture, what is the "primacy of planning"?
Planning is the most time-consuming management function.
Planning is the first and most critical management function, upon which all others depend.
Planning is only important for large corporations.
Planning should be the last step after organizing and leading.
Which of the following is NOT listed as a primary purpose of planning?
To provide direction and focus.
To reduce uncertainty and risk.
To eliminate all competition.
To establish standards for control.
The lecture defines an "objective" as:
A general wish or a dream for the company.
A specific, measurable target that the organization commits to achieving.
A daily list of tasks for employees.
A mission statement.
When setting objectives, which of the following is NOT mentioned as a key area for a healthy organization?
Innovation.
Employee satisfaction.
The number of meetings held per month.
Market share.
What is the correct sequence of steps in a classic planning process as described in the lecture?
Assess Situation -> Set Objectives -> Identify Alternatives -> Implement.
Set Objectives -> Assess Situation -> Identify Alternatives -> Choose & Implement.
Identify Alternatives -> Set Objectives -> Assess Situation -> Implement.
Implement -> Assess Situation -> Set Objectives -> Identify Alternatives.
Which of the following is described as a potential DISADVANTAGE of planning?
It provides a basis for control.
It can create rigidity and discourage flexibility.
It coordinates efforts and resources.
It provides focus for the team.
The lecture warns that a plan can create a "false sense of certainty." What does this mean?
A plan guarantees that the company will be successful.
A plan is a forecast, not a guarantee, and conditions can change unexpectedly.
A plan makes employees feel too certain about their job security.
A plan is always 100% accurate.
Transforming a vague goal like "being the best in our industry" into a concrete goal like "achieving a 95% customer satisfaction score" is an example of what?
The disadvantage of stifling creativity.
Setting a clear and measurable objective.
The process of organizing a team.
A potential disadvantage of planning.
The lecture uses the analogy of a "ship without a rudder" to describe what?
A team that has too many objectives.
A company with too many resources.
A team that is working without a plan.
A company that plans too much.
What is the key takeaway from the conclusion of the lecture?
Planning should be avoided because it is too rigid.
The goal is to create plans that are clear but also flexible.
Only large companies need to worry about planning.
The most important part of planning is reducing costs.
What is the SMART framework used for?
To measure employee satisfaction.
To ensure that objectives are set in a clear, measurable, and achievable way.
To analyze competitors.
To forecast annual revenue.
What does the "R" in SMART stand for and what does it mean?
Realistic: The objective must be attainable.
Relevant: The objective must align with the company's overall mission.
Resources: The objective must have sufficient resources for implementation.
Risk: The objective must take risks into account.
What kind of process is "Management by Objectives" (MBO)?
A process where goals are dictated from the top down without discussion.
A collaborative process where managers and employees work together to set goals.
A project management software.
A method that focuses solely on cost reduction.
According to the lecture, what is one of the main advantages of MBO?
It reduces the time needed for meetings.
It increases employee motivation and commitment.
It completely eliminates the need for senior management.
It always ensures that quality is prioritized over quantity.
What is the main difference between "Strategic Planning" and "Operational Planning"?
Strategic planning is for large companies, while operational planning is for small ones.
Strategic planning focuses on short-term goals, while operational planning focuses on long-term goals.
Strategic planning focuses on long-term goals ("doing the right things"), while operational planning focuses on short-term goals ("doing things right").
Strategic planning is unnecessary if operational planning is already good.
"What business are we truly in?" is a key question answered by which type of planning?
Operational planning.
Financial planning.
Marketing planning.
Strategic planning.
How is "Strategic Management" defined?
A one-time strategic document.
The ongoing process of implementing and adjusting strategy to maintain a competitive advantage.
The act of changing the company's strategy every month.
An annual meeting of the board of directors.
What is one of the potential cons of MBO?
It decreases alignment between departments.
It can lead to an overemphasis on numbers over quality.
It is not suitable for measurable goals.
It reduces employee motivation.
Chapter 5 – Review Quiz. What is the primary purpose of organizing as a management function?
To set a clear direction and goals for the organization.
To monitor performance and take corrective action.
To arrange and structure work to accomplish organizational goals.
To select and train competent employees.
Chapter 5 – Review Quiz. According to classical organizing theory, which principle emphasizes that each employee should report to only one manager?
Span of Control.
Unity of Command.
Chain of Command.
Division of Labor.
Chapter 5 – Review Quiz. How does the principle of "Span of Management" affect the structure of an organization?
A narrow span of control leads to a flat organizational structure.
A narrow span of control leads to a tall, hierarchical structure.
A wide span of control leads to a tall, hierarchical structure.
It has no effect on the number of management levels.
Chapter 5 – Review Quiz. Which of the following best defines the term "Delegation"?
The process of dividing work activities into separate job tasks.
The obligation or expectation to perform a duty.
The assignment of authority to another person to carry out specific activities.
The power to give orders and to make decisions.
Chapter 5 – Review Quiz. What is the main characteristic of a line position in an organization?
It supports line managers with advice and expertise.
It holds authority over departments that are directly in the chain of command.
It is responsible for indirect business activities like HR or legal counsel.
It has no authority to make decisions.
Chapter 5 – Review Quiz. In the context of departmentalization, grouping jobs together based on the products or services a company offers is known as what?
Functional departmentalization.
Geographical departmentalization.
Product departmentalization.
Process departmentalization.
Chapter 5 – Review Quiz. What is the primary role of the "chain of command" in an organizational structure?
To define reporting relationships and lines of authority.
To allocate resources between departments.
To set company strategy annually.
To track financial performance.
Which of the following is a potential disadvantage of a highly centralized organization?
It reduces top management's control over operations.
It slows down decision-making.
It leads to a lack of uniformity in policies.
It increases the span of control for managers.
According to Max Weber's bureaucratic model, which of the following is a key feature of a bureaucracy?
A reliance on informal communication.
A flexible and flat organizational structure.
Clear division of labor and a defined hierarchy.
Decision-making is based on personal relationships.
The concept of 'Division of Labor' in classical organizing theory primarily aims to achieve what?
To increase employee morale and job satisfaction.
To encourage a wider range of tasks for each employee.
To increase efficiency and productivity by allowing specialization.
To reduce the need for a strict chain of command.
Which of the following best defines the term 'Responsibility' as a concept in management?
The power to act or make decisions.
The obligation to perform assigned tasks and achieve specific goals.
The process of assigning duties to subordinates.
The ability to direct the work of others.
According to the provided content, what is a key difference between authority and responsibility?
Authority is an obligation, while responsibility is a right.
Authority can be delegated, but responsibility cannot.
Authority flows from subordinates to managers, while responsibility flows from managers to subordinates.
Authority and responsibility are interchangeable terms with the same meaning.
What is the primary characteristic of 'Line Authority'?
The right to advise and assist managers in other departments.
The power to give orders and direct the work of a subordinate.
The ability to influence others without formal power.
The right to make decisions for the entire organization.
The concept of 'Span of Control' is most directly related to which of the following?
The level of trust between managers and employees.
The number of subordinates a manager can effectively supervise.
The type of authority a manager possesses.
The formal chain of command in an organization.
What is the main purpose of 'Delegation' in an organization?
To increase the number of management levels.
To empower employees and free up managers' time for strategic tasks.
To centralize decision-making at the top of the hierarchy.
To reduce the need for employee training and development.
Which of these is a key principle for effective delegation?
Delegating only tasks that a manager dislikes.
Delegating responsibility without delegating the corresponding authority.
Matching the delegated task to the subordinate's skills and abilities.
Giving a subordinate full responsibility but no accountability.
What is a common reason why managers fail to delegate effectively?
A lack of qualified subordinates to handle the tasks.
The belief that they can do the job better and faster themselves.
A fear of losing control over the department's work.
All of the above.
According to the slide content, what is the 'Iron Law of Responsibility'?
Authority without responsibility leads to abuse of power.
Responsibility without authority leads to inefficiency.
Authority should always be greater than responsibility.
A manager's responsibility is always equal to their authority.
What is the difference between 'Formal Authority' and 'Real Authority'?
Formal authority is based on position, while real authority is based on personal influence and expertise.
Formal authority is always greater than real authority.
Real authority is a type of line authority.
They are two different names for the same concept.
Which of the following describes the relationship between responsibility and accountability?
Responsibility is the right to command, while accountability is the duty to obey.
Responsibility can be delegated, but accountability remains with the delegator.
Both are interchangeable terms for the same concept.
A person can be accountable for a task without being responsible for it.
_____ skills are very important to managers at the lower, middle and top levels.
human
technical
conceptual
interpersonal
The four basic management functions are ________.
planning, organizing, influencing, controlling
planning, leading, staffing, controlling
plan, organize, lead, control
planning, directing, staffing, coordinating
_____ skills involve the ability to apply specialized knowledge and expertise to work-related techniques and procedures.
technical
human
conceptual
creative
_____ and control are called the Siamese twins of management.
planning
organizing
staffing
leading
An organization's success depends on its _____ to its customers.
responsiveness
profitability
compliance
centralization
_____ is the process of guiding the activities of organization members in appropriate directions.
Influencing
Controlling
Coordinating
Scheduling
_____ skills involve the ability to see the organization as a whole.
Conceptual
Technical
Human
Operational
An "objective" is a specific, _____ target that the organization commits to achieving.
measurable
aspirational
ambiguous
implicit
Planning involves choosing tasks that must be performed to attain organizational goals, outlining _____ the tasks must be performed, and indicating _____ they should be performed.
how; when
who; why
where; how
what; who
The management science approach is also known as _____.
operational researching
operations strategy
management by objectives
organizational behavior
The global environment is a set of forces and conditions _____ an organization's boundary that affect how it operates.
outside
inside
within
across
"Strategic Management" is the ongoing process of implementing and _____ strategy to maintain a competitive advantage.
evaluating
delegating
outsourcing
advertising
_____ movement was sparked by the Hawthorne Studies?
human relations movement
scientific management movement
administrative management movement
systems movement
The Controlling Process includes measuring performance, comparing measured performance to standards, and taking _____.
corrective action
corrective feedback
performance pay
strategic drift
Position power is power derived from the organizational _____ that a manager holds.
authority
tenure
visibility
affiliation
Personal power is power derived from a manager’s _____ with others.
relationship
rank
title
office
Communication is the sharing of information between two or more individuals or groups to reach a _____.
common understanding
shared opinion
unilateral decision
competitive stance
Management by Wandering Around is Face-to-face communication technique in which a manager _____ around a work area and talks informally with employees about issues and concerns.
walks
drives
emails
broadcasts
