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S.No Question CO KD CD LL M Cmt Edit

_____________is the process of maintaining an environment in
which individuals work together in groups.

a. Management Edit
1 1 F R A 1
b. managers Delete
c. society
d. trust

Managing is concerned with ______________

a. productivity Edit
2 b. planning 1 F R A 1
Delete
c. placement
d. idea

When we classify managers according by their level in the

organization they are described as

Edit
3 a. Functional, staff and line managers 1 F R A 1
Delete
b. Top managers, middle managers and supervisors
c. High level and lower level managers
d. General Managers and administrative managers

The lowest level of management is ______________.

a. a non managerial employee Edit

4 b. a department of research manager 1 F R A 1
Delete
c. a vice president
d. a first-line manager

Scientific approach first requires ________

a. concepts Edit
5 b. planning 1 F R A 1
Delete
c. researching
d. studying

Edit
6 Define the term management 1 F R A 1
Delete
___________ is the ability to work with people

a. human skill Edit

7 b. design skill 1 C U A 1
Delete
c. proficiency skill
d. conceptual skill

8 Strategic management entails all of the basic management 1 C U A 1 Edit

functions: Delete

a. Planning, organizing, leading, and controlling.

b. Motivation, efficiency, authority and effectiveness.
c. Planning, bossing, controlling, and organizing.

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d. Making things happen, meeting the competition, organizing

the people and leading.

The rights inherent in a managerial position to give orders and

expect them to be obeyed is known as:

Edit
9 a. responsibility 1 C U A 1
Delete
b. span of control
c. authority
d. accountability

___________is the ability to solve problems

a. design skill Edit

10 b. proficiency skill 1 C U A 1
Delete
c. conceptual skill
d. human skill

Conceptual skills relate to a manager’s ability to:

a. Take a strategic view of how the part of the organization

function. Edit
11 b. Solve detailed problems in groups. 1 C U A 1
Delete
c. Correctly evaluate organizational problems.
d. Understand and interact effectively with others in the
organization.

An important emerging skill for future managers is

a. computer literacy Edit

12 b. media management 1 F R A 1
Delete
c. international politics
d. human resources

The ability of proficiency in working is ___________

a. proficiency skill Edit

13 b. human skill 1 C U A 1
Delete
c. conceptual skill
d. design skill

What are the three general skills that affect managerial Edit
14 1 F R A 1
effectiveness? Delete
A manager is someone who

a. Actually performs the service or produces the product. Edit

15 1 C U A 1
b. Works anonymously behind the scenes. Delete
c. Sets the goals of the organization.
d. Who supervises the work of others.

16 Planning involves two important elements: 1 C U A 1 Edit

Delete
a. Goals and plans.
b. Organizing and controlling.
c. Lead and plans.
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d. Staffing and leading.

___________ method involves the determination of facts through

observation

a. scientific Edit
17 1 C R A 1
b. research Delete
c. optimization
d. mathematical

Organizations that have a high potential of offering rival products

or services are called

a. Suppliers Edit
18 1 F R A 1
b. Competitors Delete
c. Clients
d. Customers

Effectiveness is the achievement of ________

a. objectives Edit
19 b. ideas 1 C R A 1
Delete
c. vision
d. mission

The purpose of an organizational structure is to improve ________

a. human performances Edit

20 b. productivity 1 C U A 1
Delete
c. profit
d. market sales

.------------- is the process of getting activities completed efficiently

and effectively with and through other people.

a. Leading Edit
21 1 C U A 1
b. Management Delete
c. Supervision
d. Controlling

One of the following is characteristic of Democratic Leaders:

a. Unilateral decisions Edit

22 b. Involve group in decision making 1 C U A 1
Delete
c. Dictate work method
d. Participate only to answer question.

__________focused on the work or the job and how to do it better.

a. Scientific management Edit

23 b. Bureaucratic management 1 F R A 1
Delete
c. Classical management
d. Administrative management

24 A job has high -------------- if workers are given substantial 1 C U A 1 Edit

freedom, independence, and discretion in scheduling the work and Delete
determining the procedures to be used in carrying it out.

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a. Autonomy
b. Feed back
c. Skill Variety
d. Enlargement

Strategic goals are concerned with :

a. Top level managers. Edit

25 b. Middle level managers. 1 C U A 1
Delete
c. First-Line Managers.
d. Non-managerial Employees.

A mission statement is a __________declaration of the basic,

unique purpose.

a. Narrow. Edit
26 1 F R A 1
b. Broad. Delete
c. Contracted.
d. Goal

The distinction between a managerial position and a nonmanagerial

position is _______________.

a. planning the work of others Edit

27 1 C U A 1
b. coordinating the work of others Delete
c. controlling the work of others
d. organizing the work of others

The organised knowledge underlying the managing practice is

referred to as a _______

a. science Edit
28 1 C U A 1
b. theories Delete
c. laws
d. geometry

Managers can work better by learning about the _____________

a. theory of management Edit

29 b. practices of management 1 C U A 1
Delete
c. ideas
d. bench marking

A supervisor job is difficult because

a. He is linking pin between management and operatives
b. he has handle technical problems c. he has to deal with Edit
30 1 F R A 1
c. only un educated workers Delete
d. he is not well recognized kin of the organization

31 An organization that groups activities according to women's 1 C U A 1 Edit

footwear, men's footwear, apparel, accessories, and leggings would Delete
use ___________ departmentalization.

a. functional
b. product
c. customer
d. geographic

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_________ refers to reducing the number of employees in an

organization

a. downsizing Edit
32 1 F R A 1
b. upsizing Delete
c. recruiting
d. umemploying

Edit
33 Define Management. 1 F R A 2
Delete
Edit
34 List four characteristics of Management. 1 F R A 2
Delete
Edit
35 Compare two skills of middle level and bottom level management 1 C U A 2
Delete

Differentiate two functions of top level and middle level Edit

36 1 C U A 2
management. Delete
Edit
37 Summarize the functions of management 1 C U A 2
Delete
Edit
38 Summarize the functions of lower level management. 1 C U A 2
Delete
Edit
39 List any two functions of manager. 1 F R A 2
Delete
Edit
40 Summarize the basic roles of manager. 1 C U A 2
Delete

List the three essential skills of managers need to perform their Edit
41 1 F R A 2
duties. Delete
Edit
42 Define scientific management. 1 F R A 2
Delete
Edit
43 List the six elements of scientific management. 1 F R A 2
Delete

List the three approaches generally adopted by managers in Edit

44 1 F R A 2
selecting an alternative. Delete
Edit
45 Define administration. 1 F R A 2
Delete

Differentiate management and administration based on the Edit

46 1 C U A 2
function. Delete
Edit
47 Summarize the two goals of scientific management 1 C U A 2
Delete
Edit
48 Recall the need and importance of management. 1 F R A 2
Delete
Edit
49 Recall the purpose of division of work. 1 F R A 2
Delete
Edit
50 Summarize two benefits of unity of command. 1 F R A 2
Delete
Edit
51 Summarize two benefits of unity of command. 1 F R A 2
Delete
52 State the importance of studying the various management theories 1 C R A 2 Edit
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that have been developed. Delete

Compare the skills required to lower, middle and upper level Edit
53 1 C U A 6
managers Delete
Edit
54 With an example explain the roles of a manager 1 C U A 6
Delete
Edit
55 Distinguish between management and administration 1 C U A 6
Delete
Edit
56 Differentiate management and administration. 1 C U A 6
Delete
Edit
57 1 C U A 6
Delete
Edit
58 Explain the importance of management with an example 1 C U A 12
Delete
Edit
59 Explain the four functions of management 1 C U A 12
Delete

Summarize the functions of manager that should be performed to Edit

60 1 C U A 12
attain the set goals Delete
Edit
61 Describe elaborately the essential roles performed by managers. 1 C U A 12
Delete

Explain the functions of managers in the development of Edit

62 1 C U A 12
organization Delete
Edit
63 Interpret “the management is an art or science” with an example 1 C U A 12
Delete

Is management art or science or both? Explain with illustrative Edit

64 1 C U A 12
examples. Delete
---------- are an organization's objectives, and --------- are the
documented ways that organizations intend to meet those
objectives.

Edit
65 2 C U A 1
a. Goals; plans Delete
b. Stated goals; real goals
c. Standing plans; single-use plans
d. Specific plans; directional plans

Planning gives direction, reduces the impact of change, minimizes

waste and redundancy, and __________.
a. establishes the workloads for each of the departments
b. sets the basis used for promotion of individuals within the Edit
66 2 F R A 1
organization Delete
c. eliminates departments that are found to not be needed within the
plan
d. sets the standards used in controlling
67 Planning involves defining the organization’s goals, establishing an 2 C U A 1 Edit
overall strategy for achieving those goals, and developing a Delete
comprehensive set of plans
_____________.
a. as to which shift will perform what work functions
b. to determine which manager will be over which department
c. to integrate and coordinate organizational work

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d. to establish the quality and quantity of work to be accomplished

Formal planning involves which of the following aspects?

a. developing general objectives
b. planning for up to one year Edit
68 2 F R A 1
c. writing objectives Delete
d. distributing the plan to all managerial employees

Governmental regulations, powerful labor unions, and other critical

environmental forces constrain managers’ options and
__________.
a. reduce the impact of planning on an organization’s performance
b. increase the impact of planning on an organization’s Edit
69 performance 2 F R A 1
Delete
c. neutralize the impact of planning on an organization’s
performance
d. don’t affect the impact of planning on an organization’s
performance

Edit
70 Distinguish between strategic and operational plans. 2 C U A 1
Delete
In order to manage effectively in dynamic environment, managers
must recognize that planning is _____________.
a. an ongoing process Edit
71 b. not renewable from one planning period to the next 2 F R A 1
Delete
c. best left to the formal planning department
d. best done at the beginning of a new year

In informal planning, __________ sharing of goals with others in

the organization.
a. everything may be written down, but there is little or no Edit
72 b. everything is written down, and there is 2 F R A 1
Delete
c. nothing is written down, and there is little or no
d. nothing is written down, therefore management does a lot of

Studies of performance in organizations that plan have reached

___________.
a. somewhat negative conclusions regarding the benefits of
planning
b. generally mixed conclusions regarding the benefits of planning Edit
73 2 C U A 1
c. generally negative conclusions regarding the benefits of Delete
planning
d. generally positive conclusions regarding the benefits of
planning

In the traditional approach to planning, planning was done entirely

by top-level managers who were often assisted by ____________.
a. business level managers Edit
74 b. functional level managers 2 F R A 1
Delete
c. a mixture of managers from the line, functional, and business
level
d. a group of planning specialists
75 Official statements of what an organization says and what it wants 2 C U A 1 Edit
its various stakeholders to believe are referred to as ___________. Delete
a. real goals
b. stated goals
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c. committed goals
d. comprehensive goals

Planning can’t eliminate change. Managers plan in order to

___________.
a. be prepared for when changes in management at the top occurs
b. anticipate changes and develop the most-effective response to
changes Edit
76 c. decide what needs to be done when a change in environments 2 F R A 1
Delete
happen
d. have the appropriate materials available when the demand for
them comes
about

The plan is categorized by _________, when it is categorized as

being directional versus specific.
a. breadth Edit
77 b. specificity 2 C U A 1
Delete
a. frequency of use
d. depth

Frequently cited criticisms of formal planning include,

____________.
a. “plan’s can’t be developed for a dynamic environment”
b. “formal planning is too time consuming, given the dyamism in
modern Edit
78 business environments” 2 C U A 1
Delete
c. “formal planning creates extra, often redundant levels of
hierarchy within
the organization”
d. “formal planning works well only for large, diversified
companies”
Using a single objective can result in unethical practices because
managers ____________.
a. want to satisfy the stockholders of the organization
b. will manipulate the outcomes reported to assure that the one
objective is achieved
c. will ignore other important parts of their jobs in order to look Edit
79 2 C R A 1
good on that one Delete
measure
d. will use overtime to accomplish that single objective without
reporting it

Management by objectives is a management system in which the

first steps are setting specific performance goals that are
_____________.
a. established that can be easily accomplished
b. jointly determined by employees and their managers
c. determined by top management with clarity so that the objective Edit
80 2 C U A 1
are clear to even Delete
the most incompetent employee
d. developed in such a manner that the employees are self-directed
and do not need
supervision

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81 As organizational environments have become more uncertain, 2 C U A 1 Edit

____________. Delete
a. organizations are having to make longer term plans
b. organizations have to resist the uncertainties to keep the plans
moving toward the
objectives
c. organizations have to request the government to pass more
legislation restricting
the amount of uncertainty
d. the definition of long term has changed

One of the potential problems of MBO programs is that

____________.
a. there may be an overemphasis on the employee accomplishing
their goals without
regards to others in the work unit Edit
82 2 C U A 1
b. they may not be as effective in times of dynamic environmental Delete
change
c. both a & b
d. employees take goal setting seriously enough

It is __________ formal planning efforts when the environment is

highly uncertain.
a. not as important to continue rarely verbalized Edit
83 b. important to switch to directional planning and cease 2 F R A 1
Delete
c. necessary to cease
d. important to continue

The quality of the planning process and the appropriate

implementation of the plans probably ___________.
a. don’t contribute to high performance nearly as much as the
extent of planning
b. contribute more to high performance than does the extent of Edit
84 planning 2 C U A 1
Delete
c. contribute less to high performance than does the extent of
planning
d. should be studied more to factually determine which contributes
the most

Planning is often called the primary management function because

it ____________.
a offers some basis for future decision making Edit
85 b. creates the vision for the organizational members to work toward 2 C U A 1
Delete
c. establishes the basis for all the other functions
d. sets the tone for the organizational culture

A city’s policy concerning skateboarding on downtown sidewalks

that provides guidance for police action would be considered what
type of plan?
a. standing Edit
86 2 F R A 1
b. contingency Delete
c. directional
d. single use

87 The most common ways to describe organizational plans are by 2 F R A 1 Edit

their breadth, time frame, specificity and ___________. Delete

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a. quantifiability
b. flexibility
c. frequency of use
d. attainability

Plans are documents that outline how goals are going to be met and
___________.
a. define which department has what responsibilities needed to
accomplish the goals
b. tell what materials and processes are necessary to fulfill the Edit
88 2 C U A 1
goals Delete
c. identify how much capital is required to complete the goals
d. describe resource allocations, schedules, and other necessary
actions to
accomplish the goals
Emphasis on one goal ___________.
a. assures that the one goal will be accomplished even above the
established level
b. ignores other goals that must also be reached if long-term
success is to achieved Edit
89 2 C U A 1
c. make the goal easier to be accomplished by all the organizational Delete
members
d. denies the organizational members the opportunity to grow and
develop

____________ planning dominates managers’ planning efforts at

lower levels of the organization.
a. Strategic Edit
90 b. Tactical 2 C U A 1
Delete
c. Operational
d. Functional

Strategic plans are plans that apply to the entire organization,

establish the organization’s overall goals, and ____________.
a. guide the organization toward maximizing organizational profits
for the
stockholders Edit
91 2 C U A 1
b. attempt to satisfy all government regulations while maximizing Delete
profits
c. satisfy the organization’s stakeholders
d. seek to position the organization in terms of its environment

Which one of the following is not a planning premeise

a. Internal
b. controllable Edit
92 2 C U A 1
c. tangible Delete
d. remedial

------------ is a condition in which the decision maker chooses a

course of action without complete knowledge of the consequences
that will follow implementation.
a. Risk Edit
93 2 C U A 1
b. Uncertainty Delete
c. Ambiguity
d. Accuracy

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94 When organizational members are more actively involved in 2 C U A 1 Edit

planning, they see that the plans ____________. Delete
a. stated to stakeholders are the real plans that the organization
desires to achieve
b. are not as important as management makes them out to be
c. are how the company is going to be judged by the stockholders
d. are more than just something written down on paper

Stated goals are official statements of what an organization says its

goals are and ___________.
a. what it wants its various stakeholders to believe its goals are Edit
95 b. are the goals that the organization actively works to achieve 2 C U A 1
Delete
c. what it wants its stockholders to believe its goals are
d. what it believes its goals are

Edit
96 Define planning. 2 F R A 2
Delete
Edit
97 List the objectives of planning. 2 F R A 2
Delete
Edit
98 Define “Mission”. 2 F R A 2
Delete
Edit
99 Recall the advantages of planning. 2 F R A 2
Delete
Edit
100 Illustrate the nature of planning. 2 C U A 2
Delete
Edit
101 Distinguish between strategic and operational plans 2 C U A 2
Delete
Edit
102 List the different types of operational plans 2 F R A 2
Delete

Distinguish between strategic and tactical planning based on the Edit

103 2 C U A 2
characteristics. Delete
Edit
104 2 C U A 2
Delete
Edit
105 Recall any two important procedures in organization. 2 F R A 2
Delete
Edit
106 State the advantages of MBO 2 F R A 2
Delete
Edit
107 Recall the drawback of MBO. 2 F R A 2
Delete
Edit
108 Distinguish two points between goals and objectives. 2 C U A 2
Delete

Summarize the factors to be considered while formulating Edit

109 2 C U A 2
strategies Delete
Edit
110 Define “policies”. 2 F R A 2
Delete
Edit
111 Interpret the required reasons for the need of policies. 2 C U A 2
Delete
112 Define budgets. 2 F R A 2 Edit

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Delete
Edit
113 Recall the classification of budgets 2 F R A 2
Delete
Edit
114 Summarize any four limitations of planning 2 C U A 2
Delete
Edit
115 Recall two practices made in making effective premising. 2 F R A 2
Delete
Edit
116 Distinguish between policies and strtegies 2 C U A 2
Delete

Distinguish between Policies and Procedures based on the Edit

117 2 C U A 2
functions. Delete

List the three approaches generally adopted by managers in Edit

118 2 F R A 2
selecting an alternative. Delete

Explain the process of decision making that affects the efficiency Edit
119 2 C U A 6
of the business decision. Delete

Compare tangible and intangible factor relevant to decision Edit

120 2 C U A 6
making. Delete
Edit
121 Explain the various elements in planning. 2 C U A 12
Delete
Edit
122 Describe elaborately steps involved in planning process 2 C U A 12
Delete

Explain the eight recommendations that should considered by Edit

123 2 C U A 12
mangers for successful implementation of strategies. Delete
Edit
124 Define MBO. Discuss the elements of MBO system 2 C U A 12
Delete

With an example explain the various forecasting techniques used Edit

125 2 C U A 12
for decision making process. Delete

Exemplify the modern approaches to decision making under Edit

126 2 C U A 12
uncertainty. Delete
Edit
127 2 C U A 12
Delete

Describe the steps in the decision making problem with illustrative Edit
128 2 C U A 12
model. Delete
An organization is ______________.
a. the physical location where people work
b. a collection of individuals working for the same company
c. a deliberate arrangement of people to accomplish some specific Edit
129 3 F R A 1
purpose Delete
d. a group of individuals focused on profit-making for their
shareholders

One of the common characteristics of all organizations is

____________ , which is typically expressed in terms of its goals.
a. its people Edit
130 b. its goals 1 F R A 1
Delete
c. its systematic structure
d. its purpose

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131 One of the common characteristics of all organization is 1 F R A 1 Edit

_____________, which clarifies members’ work relationships. Delete
a. its people
b. its goals
c. its deliberate structure
d. its purpose

A deliberate arrangement of people to accomplish some specific

purpose is
a. a structure. Edit
132 b. a process. 1 F R A 1
Delete
c. an organization.
d. an assembly operation.

The process of monitoring, comparing, and correcting is called

_____________.
a. controlling Edit
133 b. coordinating 3 F R A 1
Delete
c. leading
d. organizing

A difference between traditional organizations and new

organizations is that the new organizations will be more
a. stable. Edit
134 b. command oriented. 3 F R A 1
Delete
c. rule oriented.
d. dynamic.

Now that both companies are merged and are a systematic

arrangement of people set to accomplish a specific purpose, they
could be described as a(n) _____________.
a. business unit Edit
135 1 F R A 1
b. multinational company Delete
c. organization
d. holding company

Organizing includes _____________.

a. defining organizational goals
b. hiring organizational members Edit
136 1 F R A 1
c. motivating organizational members Delete
d. determining who does what tasks

A manager resolving conflict among organizational members is

performing what function?
a. controlling Edit
137 b. commanding 1 C U A 1
Delete
c. directing
d. leading

138 Universality of management means that _____________ 3 C U A 1 Edit

a. all managers in all organizations perform the four management Delete
functions
b. all managers in all organizations can perform their job the same
way
c. all organizations can hire any manager to perform the
management jobs
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d. any manager can work in any organization and perform any

management job

Edit
139 Why organization is important in management process? 1 C U A 1
Delete
. An organization is ______________.
a. the physical location where people work
b. a collection of individuals working for the same company
c. a deliberate arrangement of people to accomplish some specific Edit
140 1 F R A 1
purpose Delete
d. a group of individuals focused on profit-making for their
shareholders

One of the common characteristics of all organization is

_____________, which clarifies members’ work relationships.
a. its people Edit
141 b. its goals 2 C U A 1
Delete
c. its deliberate structure
d. its purpose

Edit
142 Define Organizing 1 F R A 1
Delete
One of the common characteristics of all organizations is
____________ , which is typically expressed in terms of its goals.
a. its people Edit
143 2 C R A 1
b. its goals Delete
c. its systematic structure
d. its purpose
One of the common characteristics of all organization is
_____________, which clarifies members’ work relationships.
a. its people Edit
144 b. its goals 2 C R A 1
Delete
c. its deliberate structure
d. its purpose

A deliberate arrangement of people to accomplish some specific

purpose is
a. a structure. Edit
145 b. a process. 2 C U A 1
Delete
c. an organization.
d. an assembly operation.

The process of monitoring, comparing, and correcting is called

_____________.
a. controlling Edit
146 b. coordinating 2 F R A 1
Delete
c. leading
d. organizing

. A deliberate arrangement of people to accomplish some specific

purpose is
a. a structure. Edit
147 2 C U A 1
b. a process. Delete
c. an organization.
d. an assembly operation
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148 A manager resolving conflict among organizational members is 2 C U A 1 Edit

performing what function? Delete
a. controlling
b. commanding
c. directing
d. leading

Edit
149 What is matrix structure? 2 F R A 1
Delete
A difference between traditional organizations and new
organizations is that the new organizations will be more
a. stable. Edit
150 b. command oriented. 2 C U A 1
Delete
c. rule oriented.
d. dynamic.

A deliberate arrangement of people to accomplish some specific

purpose is
a. a structure. Edit
151 2 F R A 1
b. a process. Delete
c. an organization.
d. an assembly operation
The process of monitoring, comparing, and correcting is called
_____________.
a. controlling Edit
152 2 F R A 1
b. coordinating Delete
c. leading
d. organizing
Universality of management means that _____________
a. all managers in all organizations perform the four management
functions
b. all managers in all organizations can perform their job the same
way Edit
153 2 C U A 1
c. all organizations can hire any manager to perform the Delete
management jobs
d. any manager can work in any organization and perform any
management job

An organization is ______________.
a. the physical location where people work
b. a collection of individuals working for the same company
c. a deliberate arrangement of people to accomplish some specific Edit
154 2 F R A 1
purpose Delete
d. a group of individuals focused on profit-making for their
shareholders

One of the common characteristics of all organizations is

____________ , which is typically expressed in terms of its goals.
a. its people Edit
155 2 F R A 1
b. its goals Delete
c. its systematic structure
d. its purpose
156 One of the common characteristics of all organization is 2 F R A 1 Edit
_____________, which clarifies members’ work relationships. Delete
a. its people
b. its goals
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c. its deliberate structure

d. its purpose

A difference between traditional organizations and new

organizations is that the new organizations will be more
a. stable. Edit
157 b. command oriented. 2 F R A 1
Delete
c. rule oriented.
d. dynamic.

One of the common characteristics of all organizations is

____________ , which is typically expressed in terms of its goals.
a. its people Edit
158 b. its goals 2 C U A 1
Delete
c. its systematic structure
d. its purpose

We have a vested interest in improving the way organizations are

managed because ________________.
a. we want the organization to be functioning when our education
is completed Edit
159 b. we interact with organizations every single day of our lives 2 C U A 1
Delete
c. if organizations don’t improve we won’t have a place to work in
the future
d. organizations supply inputs to other organizations

One of the common characteristics of all organizations is

____________ , which is typically expressed in terms of its goals.
a. its people Edit
160 b. its goals 2 C U A 1
Delete
c. its systematic structure
d. its purpose

Edit
161 What is span control? 2 F R A 1
Delete
Edit
162 Define organizing 1 F R A 2
Delete
Edit
163 List out the principles of effective organization 3 F R A 2
Delete
Edit
164 3 F R A 2
Delete
Edit
165 What are the four forms of organization 3 F R A 2
Delete
Edit
166 3 F R A 2
Delete
Edit
167 What are the three types of staff 1 F R A 2
Delete
Edit
168 How to overcome line and staff conflict 1 F R A 2
Delete
Edit
169 What is meant by the term directing? 2 F R A 2
Delete
170 2 F R A 2
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Edit
Delete
Edit
171 How can we define power? 2 F R A 2
Delete
Edit
172 Differentiate line and staff authority. 2 C U A 2
Delete
Edit
173 What is staff authority? 2 C U A 2
Delete

1. Define staffing. Edit

174 2 C U A 2
Delete
Edit
175 State the limitations of line and staff authority. 2 F R A 2
Delete
Edit
176 List down the human factors in managing. 2 F R A 2
Delete
Edit
177 Distinguish between centralization and decentralization 2 C U A 2
Delete
Edit
178 What is meant by resources allocation? 2 C U A 2
Delete
Edit
179 List out and explain the nature of organization 3 C U A 6
Delete
Edit
180 Explain the forms of decentralization? 2 C U A 6
Delete
Edit
181 Distinguish centralization and de-centralization. 2 C U A 6
Delete

What are the steps involved in the organizing process?Explain with Edit
182 1 C U A 12
suitable illustration. Delete
Edit
183 List out and explain the principles of effective organization. 1 C U A 12
Delete

Explain the factors determining an effective span of management Edit

184 2 C U A 12
Delete

Exemplify the four types departmentation that is followed in Edit

185 2 C U A 12
organization. Delete
Describe the various bases for departmentation and suggest a Edit
186 scheme of departmentation for a large marketing organization with 2 C U A 12
Delete
a field network all over the country
Explain the concept of functional authority. How the authority is Edit
187 2 C U A 12
delegated? Delete
Edit
188 With a diagram explain the steps involved in selection process. 2 C U A 12
Delete

Describe the steps involved in employee selection process with Edit

189 2 C U A 12
suitable illustration. Delete
190 One of the common characteristics of all organization is 3 C U A 1 Edit
_____________, which clarifies members’ work relationships. Delete
a. its people
b. its goals
c. its deliberate structure

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d. its purpose

A deliberate arrangement of people to accomplish some specific

purpose is
a. a structure. Edit
191 b. a process. 3 F R A 1
Delete
c. an organization.
d. an assembly operation.

The process of monitoring, comparing, and correcting is called

_____________.
a. controlling Edit
192 b. coordinating 3 F R A 1
Delete
c. leading
d. organizing

Managers who are responsible for making organization-wide

decisions and establishing
the plans and goals that affect the entire organization are
_____________. Edit
193 a. first-line managers 3 F R A 1
Delete
b. top managers
c. production managers
d. research managers

. When a subordinate or lower level manager passes information or

offers suggestions to higher level management, they're using which
level of communication?
a. Upward communication Edit
194 3 F R A 1
b. Downward communication Delete
c. Lateral communication
d. Diagonal communication

When an employee checks the amount of output that the employees

have completed and the number of units that have been scraped, he
is performing which of the management functions?
a. controlling Edit
195 3 F R A 1
b. leading Delete
c. planning
d. organizing

. Planning gives direction, reduces the impact of change, minimizes

waste and redundancy, and __________.
a. establishes the workloads for each of the departments
b. sets the basis used for promotion of individuals within the Edit
196 3 C U A 1
organization Delete
c. eliminates departments that are found to not be needed within the
plan
d. sets the standards used in controlling
197 Environmental scanning is the screening of large amounts of 3 C R A 1 Edit
information to anticipate Delete
and ____________.
a. follow new legislation that is being passed by Congress
b. interpret changes in the environment
c. correct failure in pollution equipment

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d. forecast climatic changes that will affect materials used

Competitor intelligence experts suggest that 80 percent of what a

manager need to
know about competitors can be found out from ______________.
a. companies such as Dun & Bradstreet Edit
198 3 F R A 1
b. their competitors’ employees, suppliers, and customers Delete
c. their competitors’ products, suppliers, and customers
d. their own employees, suppliers, and customers

When seeking competitor intelligence, there is often a fine line

between what’s
considered legal and ethical and what’s considered ____________. Edit
199 a. illegal and ethical 3 C U A 1
Delete
b. illegal and unethical
c. legal and unethical
d. practical and legal
All of the following are managerial roles that are more important at
the higher levels of the organization except ________________.
a. leader Edit
200 b. disseminator 3 F R A 1
Delete
c. figurehead
d. negotiator

Someone who works with and through other people by

coordinating their work
activities in order to accomplish organizational goals is
___________. Edit
201 a. a very intelligent individual 3 F R A 1
Delete
b. a supervisor of production work
c. a manager
d. an operations supervisor

Cost leadership as a strategy requires a firm to ____________.

a. aggressively search out efficiencies to maintain the lowest cost
structure Edit
202 b. be unique in its product offering 3 F R A 1
Delete
c. aim at a cost advantage in a niche market
d. aim to be similar to its competition in most operations

Which of the following would not be associated with the

quantitative approach to management?
a. information models Edit
203 b. critical-path scheduling 3 C U A 1
Delete
c. systematic motivation of individuals
d. linear programming

Which of the following would not be associated with the

quantitative approach to management?
a. information models Edit
204 b. critical-path scheduling 3 C U A 1
Delete
c. systematic motivation of individuals
d. linear programming

205 Concern for employee motivation is most closely associated with 3 F R A 1 Edit
which management approach? Delete
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a. bureaucracy
b. organizational behavior
c. scientific management
d. systems

Which of the following is true concerning the management beliefs

of Barnard?
a. Employee ability and motivation remain fixed within a single
employee, but vary across different employees.
b. To improve productivity, management should concentrate on Edit
206 3 F R A 1
selecting the best employee rather than motivating current Delete
employees.
c. Productivity is best achieved by insulating the organization from
external constituencies.
d. Organizations are social systems that require human cooperation
The _____________ role is more important for lower-level
managers than it is for
either middle- or top-level managers.
a. leader Edit
207 3 F R A 1
b. entrepreneur Delete
c. spokesperson
d. disseminator

All of the following are managerial roles that are more important at
the higher levels of the organization except ________________.
a. leader Edit
208 b. disseminator 3 C U A 1
Delete
c. figurehead
d. negotiator

Cost leadership as a strategy requires a firm to ____________.

a. aggressively search out efficiencies to maintain the lowest cost
structure Edit
209 b. be unique in its product offering 3 C U A 1
Delete
c. aim at a cost advantage in a niche market
d. aim to be similar to its competition in most operations

Cost leadership as a strategy requires a firm to ____________.

a. aggressively search out efficiencies to maintain the lowest cost
structure Edit
210 b. be unique in its product offering 3 C U A 1
Delete
c. aim at a cost advantage in a niche market
d. aim to be similar to its competition in most operations

Michael Porter’s competitive strategies framework identifies three

generic competitive strategies: cost leadership, differentiation, and
___________.
a. depth Edit
211 3 C U A 1
b. breadth Delete
c. revenue growth
d. focus

212 The vertical flow of communication from lower level to one or 3 F R A 1 Edit
more higher levels is _____________. Delete

a. Upward communication
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b. Downward communication
c. Formal Communication
d. Horizontal communication

A focus strategy requires that a firm have ___________.

a. sustained capital investment and access to capital
b. strong marketing abilities Edit
213 3 F R A 1
c. strong basic research skills Delete
d. a reputation for quality or technological leadership

An internal organizational communication system that uses Internet

technology and is
accessible only by organizational employees to communicate with
its global workforce
is called a(n) _______________. Edit
214 3 C U A 1
a. extranet Delete
b. local area network
c. intranet
d. hypernet

Customer service strategies involve giving the customer what they

want, effective communication, and ____________.
a. providing employees with incentives and bonuses for good
service Edit
215 3 F R A 1
b. providing employees with customer service training Delete
c. commitment from upper management
d. commitment from bottom level management

The only real influence project managers have is __________.

a. their ability to keep the project moving forward
b. their communication skills and their power of persuasion Edit
216 3 F R A 1
c. the ability of the supplier to deliver Delete
d. insistence that the project be finished according to plans

The only real influence project managers have is __________.

a. their ability to keep the project moving forward
b. their communication skills and their power of persuasion Edit
217 3 F R A 1
c. the ability of the supplier to deliver Delete
d. insistence that the project be finished according to plans

Edit
218 What is strategic planning? 3 F R A 2
Delete
Edit
219 List the four sources of conflict. 3 F R A 2
Delete
Edit
220 Distinguish between line and staff people 3 F R A 2
Delete
Edit
221 Define creativity. 3 F R A 2
Delete

1. Define motivation. Edit

222 3 F R A 2
Delete

1. List the steps involved in motivation process. Edit

223 3 F R A 2
Delete
224 1. What are the types of motivation? 3 F R A 2 Edit
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Delete

1. What are the types of motivation? Edit

225 3 F R A 2
Delete

1. What is performance Appraisal? Edit

226 3 F R A 2
Delete
Edit
227 3 F R A 2
Delete
Edit
228 How does leadership differ from management? 3 C U A 2
Delete

1. What is management by exception? Edit

229 3 F R A 2
Delete

1. What is concurrent control? Edit

230 3 F R A 2
Delete

1. What is feed forward control? Edit

231 3 F R A 2
Delete

1. List the four importance of motivation. Edit

232 3 F R A 2
Delete

1. Define control. Edit

233 3 F R A 2
Delete

1. What is the need of control in the organization? Edit

234 3 F R A 2
Delete

1. What are the characteristics of control in the organisation? Edit

235 3 C U A 2
Delete
1. What are the Inter –relationship between planning and end Edit
236 with control? 3 C U A 2
Delete

1. What is Feedback Control? Edit

237 3 F R A 2
Delete

1. What is an Internal Audit? Edit

238 3 F R A 2
Delete

1. Differentiate fixed and flexible budget. Edit

239 3 C U A 2
Delete

1. List the four dangers in Budgeting. Edit

240 3 F R A 2
Delete
Edit
241 What are the four primary sources of control in organizations? 3 F R A 2
Delete
Edit
242 State the assumptions of Theory X and Theory Y. 3 C U A 6
Delete
Edit
243 Explain the qualities required for effective leadership 3 C U A 6
Delete
Edit
244 Explain the different non-budgetary control techniques. 3 C U A 6
Delete
Explain McGregor’s Theory X and Theory Y and Frederick
Herzberg’s motivation-hygiene theory Edit
245 3 C U A 12
of motivation. Delete

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246 Explain different styles of leadership based on authority 3 C U A 12 Edit

Delete
Edit
247 With a block diagram explain the process of communication. 3 C U A 12
Delete

Explain the process of communication and also explain the barriers Edit
248 3 C U A 12
to effective communicatin Delete

Explain the steps involved in the process of Edit

249 3 C U A 12
controlling. Delete
Edit
250 Explain the steps in the process of controlling. 3 C U A 12
Delete
1. Global organizations must __________ their ethical
guidelines so that employees know what is expected of them
while working in a foreign location.
Edit
251 a. clarify 3 F R A 1
Delete
b. provide
c. establish
d. broaden

1. Which of the following is not one of the six determinants

that are relevant in deciding issue intensity?

a. How great a harm (or benefit) is done to victims (or

beneficiaries) of the ethical act in question? Edit
252 3 F R A 1
b. What is the probability that your act will be discovered? Delete
c. How much consensus is there that the act is evil (or good)?
d. What is the length of time between the act in question and its
expected consequences?

1. Issue intensity, as an issue that affects ethical behavior, is

described as _______________.

a. the characteristics of the ethical issue itself Edit

253 3 C U A 1
b. the level of control and influence one has over the event Delete
c. the cultural strength of the organization
d. the organizational structure

1. Which of the following organizational structural

characteristics would most likely result in managerial ethical
behavior?
Edit
254 a. few job descriptions 3 C U A 1
Delete
b. formal rules
c. mixed messages from authority figures
d. performance appraisal systems focused on outcomes

1. control their own fate.

a. Ego strength Edit

255 b. Locus of control 3 C U A 1
Delete
c. Social responsibility
d. Social obligation

256 8. Ethnocentric views concentrate on their _____________. 3 C U A 1 Edit

a. home country Delete
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b. host country
c. world orientation
d. racial orientation

8. The Global Compact principle that businesses should work

against corruption in all its forms, including extortion and
bribery, is a principle for doing business globally in the area
of _________________. Edit
257 a. anticorruption 3 F R A 1
Delete
b. human rights
c. labor
d. the environment

1. A personality measure of a person’s convictions is

_______________.

a. moral development Edit

258 3 F R A 1
b. ego strength Delete
c. locus of control
d. social desirability

1. Reasoning at the ______________ level of moral

development indicates that moral values reside in
maintaining the conventional order and the expectations of
others.
Edit
259 3 F R A 1
a. preconventional Delete
b. conventional
c. principled
d. arrival

8. Freedom of association and the effective recognition of the

right to collective bargaining are principles for doing
business globally in the area of _________________.
a. anticorruption Edit
260 3 F R A 1
b. human rights Delete
c. labor
d. the environment

8. A learning organization develops the capability to

______________.
a. add new training programs even when competitors are
going bankrupt Edit
261 3 F R A 1
b. accept the conventional wisdom of the industry Delete
c. continuously learn, adapt, and change
d. attract new employees who work well in teams

8. __________ is the process of developing businesses to

pursue trends and changes that no one else has responded to
previously.
a. Entrepreneurship Edit
262 3 F R A 1
b. Division of labor Delete
c. Evolution
d. E-commerce

263 8. Parochialism is ____________. 3 F R A 1 Edit

a. acceptance of diverse points of view Delete
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b. a desire to leave one’s own culture for a foreign culture

c. a tendency to view the world through a single
perspective
d. recognition of diverse religious beliefs

8. One reason for parochialism in the United States is that

Americans tend to study _____________ in school.
a. only English Edit
264 b. only two languages 3 F R A 1
Delete
c. English and French
d. English and Spanish

8. Knowledge management involves encouraging the members

of the organization to ________________.
a. improve the educational level of the average employee
b. develop new training programs to help new employees Edit
265 learn their jobs 3 F R A 1
Delete
c. develop a corporate university
d. systematically gather information and share it with
others

8. _____________ is a document that outlines principles for

doing business globally in the areas of human rights, labor,
the environment, and anticorruption.
a. A code of ethics Edit
266 3 C U A 1
b. The Global Compact Delete
c. The Foreign Corrupt Practices Act
d. Global Ethics

8. Which of the following is not a way for management to

reduce unethical behavior?

a. select individuals with high ethical standards Edit

267 3 C U A 1
b. establish codes of conduct Delete
c. provide ethics training
d. monitor employee telephone calls

8. A _____________ is a formal statement of an organization’s

primary values and the ethical rules it expects its employees
to follow.
Edit
268 a. mission statement 3 F R A 1
Delete
b. statement of purpose
c. code of ethics
d. vision statement

8. The fastest growth in the U.S. workforce is expected to be

among ________________.
a. African-American workers Edit
269 b. Asian workers 3 F R A 1
Delete
c. Japanese workers
d. German workers

270 8. The geocentric attitude is a _____________ view. 3 F R A 1 Edit

a. nationalistic Delete
b. world-oriented
c. culture-bound
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d. franchise-based

8. Which of the following describes the current state of the

world use of languages?
a. Germans and Italians, unlike other Europeans, only
speak their native language.
b. Americans tend to study many other languages in Edit
271 school. 3 F U A 1
Delete
c. More than 75 percent of all primary school children in
China now learn English.
d. Americans tend to think of English as the only
international business language.

8. Workforce diversity will be significantly affected in the next

decade by _______.
a. increases in the teen worker population Edit
272 b. the aging of the U.S. population 3 C U A 1
Delete
c. increases in the U.S. divorce rate
d. increases in U.S. birthrates

8. The 1977 Foreign Corrupt Practices Act makes it illegal for

U.S. firms to _________________.

a. make any cash payment for deferential treatment in a foreign

transaction Edit
273 b. make any payment over 5 percent of total cost toward 3 F R A 1
Delete
administrative overhead in foreign transactions
c. knowingly corrupt a foreign official
d. make any payment to foreign clerical or ministerial
employees in exchange for service

8. ______________ involves cultivating a learning culture

where organizational members systematically gather
knowledge and share it with others in the organization so as
to achieve better performance. Edit
274 a. Systems management 3 F R A 1
Delete
b. Software management
c. Technical management
d. Knowledge management

8. Each of the following might be expressed by employees of a

learning organization except ________________.
a. “if it was invented or reinvented here, reject it”
b. “if you aren’t changing, you won’t be working for Edit
275 3 F R A 1
long” Delete
c. “innovation is the responsibility of all employees”
d. “good managers are directive and controlling”

8. Quality management is driven by a focus ________.

a. workplace diversity
b. workplace spirituality Edit
276 3 C U A 1
c. continual improvement Delete
d. knowledge management

277 8. The primary debate about ethics training programs is 3 F R A 1 Edit

whether _________________. Delete
a. ethics can be taught
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b. ethics is what causes misconduct

c. the programs cover misconduct outside the workplace
d. the programs give unethical individuals more
ammunition

8. A _____________ is a formal statement of an organization’s

primary values and the ethical rules it expects its employees
to follow.
Edit
278 a. mission statement 3 C U A 1
Delete
b. statement of purpose
c. code of ethics
d. vision statement

1. What is meant by corporate social responsibility? Edit

279 3 F R A 2
Delete
1. What are the ways available for corporate social Edit
280 responsibility? 3 F R A 2
Delete

1. What are the three opportunities of corporate social Edit

281 responsibility? 3 F R A 2
Delete

1. What is the need of corporate social responsibility? Edit

282 3 F R A 2
Delete

1. List any four advantages of corporate social responsibility. Edit

283 3 F R A 2
Delete

How the corporate social responsibility is useful in development of Edit

284 3 F R A 2
the company? Delete

1. What is a multinational company? Edit

285 3 F R A 2
Delete

1. What is a meant by code of ethics? Edit

286 3 F R A 2
Delete

1. List any four benefits of ethics training in an organization. Edit

287 3 F R A 2
Delete

1. List the two disadvantages of ethics in business. Edit

288 3 F R A 2
Delete

1. List the four characteristics of American management. Edit

289 3 F R A 2
Delete

1. List the advantages of American management. Edit

290 3 F R A 2
Delete

1. List the drawbacks of American management. Edit

291 3 F R A 2
Delete

1. Why the management style differ from country to country? Edit

292 3 C U A 2
Delete
Edit
293 List the four characteristics of Japanese management. 3 F R A 2
Delete

1. List the two limitations of Japanese management. Edit

294 3 F R A 2
Delete
295 1. Distinguish the Chinese and Japanese management. 3 C U A 2 Edit

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Delete

1. List the four characteristics of Chinese management. Edit

296 3 F R A 2
Delete

1. List the drawbacks of Chinese management. Edit

297 3 F R A 2
Delete

1. Distinguish the American and Chinese management. Edit

298 3 C U A 2
Delete
Edit
299 List the four characteristics of chinese management. 3 C U A 2
Delete
Edit
300 Explain the four responsibilities of corporate social responsibility 3 C U A 6
Delete

Distinguish the Japanese approach of management from Chinese Edit

301 3 C U A 6
approaches of management. Delete

1. Explain the three models of corporate social responsibility. Edit

302 3 C U A 12
Delete

1. Exemplify the recent issues of ethics in business. Edit

303 3 C U A 12
Delete
1. Explain the typical management practices in Japan, and how Edit
304 it is compared to the management practices in U.S. 3 C U A 12
Delete

1. Summarize the ten features of Japanese management Edit

305 approach. 3 C U A 12
Delete

1. Explain the five functions of Japanese management Edit

306 approach. 3 C U A 12
Delete

Edit
307 Explain the typical management practices in Japan 3 C U A 12
Delete

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