MGT 101 Principles Of Management Final Exam Answer

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Question
1 points
1
When creativity is desirable, then:
the organization should be completely centralized
the organization should be completely decentralized
some degree of decentralization is desirable
it is impossible to recommend centralization or decentralization in this
situation

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2

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In order to raise the odds their commands will be accepted, Barnard

recommends:
the manager uses informal channels of communication
each organization member receive directions from the most expedient
communication channel
the line of communication between manager and subordinate go through
the CEO
commands are authenticated as coming from a manager

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3

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According to staff personnel, one reason for line/staff conflict is that line
personnel:
tend to assume staff authority
do not give sound advice
fail to keep staff personnel informed of their activities
resist new ideas

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4

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The three main types of authority that can exist within an organization are:
line, staff, and formal
staff, informal, and formal
line, staff, and functional
line, functional, and formal

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5

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The most basic method of dividing job activities is the:

process control method
customer location method
centralization method
functional similarity method

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6

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The roles that staff personnel perform include all of the following EXCEPT:
the advisory or counseling role
the service role
the financial role
the control role

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7

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All of the following should be done by staff personnel to reduce line-staff

conflict EXCEPT:
emphasize the objectives of the organization as a whole
encourage and educate line personnel in the appropriate use of staff
personnel
deal intelligently with resistance to change, rather than view it as an
immovable barrier
all of the above should be used by staff personnel to reduce line-staff
conflict

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8
The process of assigning job activities and related authority to specific
individuals in the organization is termed:
delegation
accountability
responsibility
authority

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9

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The three steps of the delegation process are:

create accountability, promote acceptance, and require performance
assign specific duties, grant authority, and create accountability
assign responsibility, create accountability, and assign specific duties
create responsibility, grant authority, and promote acceptance

Question
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10
The amount of power an individual in an organization possesses is:
total power
position power
authority
personal power

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11
A manager who quietly makes her significant achievements visible to others
and builds up a successful record and a solid professional reputation is
attempting to increase her:
personal power through creating a belief she possesses a high level of
expertise within the organization
position power through creating a belief she possesses a high level of
expertise within the organization
personal power by establishing a sense of identification with the manager
position power by establishing a sense of identification with the manager

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Question
1 points
12
Which one of the following is NOT one of the three main steps of the
controlling process?
taking corrective action
measuring performance
establishing policies and rules
comparing measured performance to standards

Question
1 points
13
A sign that a problem exists is:
declining sales
a symptom
low employee morale
a standard

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14
A good, objective method of determining the optimal amount of control to
use is:
the Delphi technique
cost-benefit analysis
linear programming
post-control processes

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15
The power derived from a managers relationship with others is:
total power
position power
authority
personal power

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16
Making something happen the way it was planned to happen is:
control
planning
influencing
organizing

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1 points
17
The controller would most likely report to which of the following
individuals?
chairperson of the board of directors
chief executive officer
outside accounting firm
vice president of finance

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1 points
18
Factors within an organization that are barriers to organizational goal
attainment are:
problems
issues
symptoms
standards

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19
Because of its value to management, ______________ should be
_____________ as much as possible.
communication, ignored
message encoding, ignored
feedback, encouraged
nonverbal communication, practiced

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20
Which of the following statements is most accurate regarding nonverbal
communication:
nonverbal communication is usually consistent with verbal communication
nonverbal communication usually contains more meaning than verbal
communication
nonverbal communication should be ignored
managers do not need to be effective at reading nonverbal communication

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21
The originator of an interpersonal communication is the:
source
encoder
decoder
both a and b

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22
In interpersonal communication, the destinations reaction to a message, is
known as:
feedforward
feedback
listening
the communication process

Question
1 points
23
Which form of communication is primarily used for coordinating various
activities?
formal communication
lateral organizational communication
downward organizational communication
upward organizational communication

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Question
1 points
24
A position description is an example of which form of communication?
upward formal communication
downward formal communication
downward informal communication
lateral formal communication

Question
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25
Which of the following strategies should be followed to encourage the flow
of formal communication channels?
Support the flow of clear and concise statements through formal
communication channels
Take care to ensure that all organization members have free access to
formal communication channels
Assign specific communication responsibilities to staff personnel
All of the above are effective strategies for encouraging the flow of formal
communication

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26
Organizational communication that follows the lines of the organizational
chart are:
verbal communication
informal organizational communication
formal organizational communication
nonverbal communication

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27
A source can gather nonverbal feedback simply by:
watching the nonverbal response of the destination to the message
testing the destination
asking the destination questions about the message
listening to the destinations verbal response to the message

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Question
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28
Passing information from one individual to another in a series, or sequence, is
known as:
lateral organizational communication
the grapevine
serial transmission
noise

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29
The unique way in which a manager perceives organizational problems are:
forces in the environment
forces in the task
forces in the manager
forces in the subordinate

Question
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30
The most widely used basis for establishing departments within the formal
structure is:
functional departmentalization
product departmentalization
geographic departmentalization
customer departmentalization

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31
Helgesen stipulates that ______________tend to create networks or webs
of authority.
men managers
women managers
all managers
there are not any managers who do this

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Question
1 points
32
Which of the following statements would be most accurate if subordinates
activities were very similar?
there could be a large span of control
there is no need for unity of command
the organization should be departmentalized by product
the organization should be departmentalized by manufacturing process

Question
1 points
33
The main criticism of Max Webers bureaucracy is that it:
violated the unity of command concept
created a narrow span of control
did not give enough concern for the human variable
did not emphasize specialization of labor

Question
1 points
34
The main components of Webers bureaucracy include all of the following
EXCEPT:
detailed procedures and rules
a clearly outlined organizational hierarchy
impersonal relationships among organizational members
task duplication

Question
1 points
35
A unique group of resources established by management to perform some
organizational task is:
an organizational team
a group
a standing committee
a department

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Question
1 points
36
The assignment of various portions of a particular task among a number of
organizational members is:
coordination
division of labor
unity of command
span of control

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37
The writer who had the most profound influence on classical organizing
theory was:
Max Weber
Frederick Taylor
Abraham Maslow
Henri Fayol

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38
All of the following are characteristics of successful JIT programs EXCEPT:
high quality of materials purchased from supplies
closeness of suppliers
well-organized receiving and handling of materials purchased from
suppliers
low management commitment and support

Question
1 points
39
Which of the following ratios should be used when evaluating an
organizations performance?
return on investment
inventory turnover
current ratio
all of the above

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Question
1 points
40
The operational plan of action outlining which goods and services an
organization will produce is a:
marketing strategy
product strategy
process strategy
layout strategy

Question
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41
The ratio that is calculated by dividing sales by inventory (measured in
dollars) is the:
current ratio
debt ratio
inventory turnover ratio
return on investment ratio

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42
Scheduling, sequencing, routing, dispatching, and expediting are all:
cost-benefit analysis activities
break-even analysis activities
shop-floor activities
top-management directional activities

Question
1 points
43
The algebraic equation for the determination of the break-even point is:
BE = VC/(P-FC)
BE = P/ (FC-VC)
BE = C/R
BE = FC/(P-VC)

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Question
1 points
44
A control tool where the manager assigns a specialized set of objectives and
action plans to workers and then rewards those workers on the basis of how
close they came to reaching their goals is:
management by exception
management by objectives
management by consideration
manpower planning

Question
1 points
45
Operational tools used to establish labor standards useful for planning,
control, productivity improvements, and compensation are:
manpower plans
work measurement methods (Operational Tools in Human Resource
Strategy, difficult)
motion-study techniques
work methods analysis

Question
1 points
46
The amount of revenue that exceeds the total costs of producing the products
sold is:
total revenue
profits
break-even point
total costs

Question
1 points
47
Which of the following is an observable symptom of undesirably high stress
levels?
moodiness
chronic worrying
increased aggression
all of the above

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Question
1 points
48
Which of the following is NOT a guideline for reducing the resistance to
change?
change should be made as quickly as possible
avoid surprises
make tentative change
promote real understanding of the change

Question
1 points
49
When workers come into the office frequently, but are not assigned a
permanent office space:
it is called tethering workers
the worker is called fully mobile
it is called hoteling
it is called telecommuting

Question
1 points
50
When an organization ties together company stakeholders through e-mail or
the Web, it is creating a:
virtual team
bureaucracy
virtual corporation
virtual office

Question
1 points
51
Which of the following statements is most accurate regarding the research
conducted on the managerial grid?
grid OD leads to increased profit for the organization
grid OD leads to positive changes in managerial behavior
grid OD leads to positive changes in managerial attitudes
more testing needs to be completed before any conclusive statements can be

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made

Question
1 points
52
Which of the following would NOT be considered a potential advantage to
matrix organizations?
better customer relations
shorter project development time
lower project costs
more complex internal operations

Question
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53
The best rationale for modifying an existing organization is to increase:
organizational effectiveness
employee morale
customer service
profit

Question
1 points
54
Another name for a matrix organization is:
a project organization
a complex organization
a multi-level multinational corporation
a traditional organization

Question
1 points
55
The primary advantage of changing a traditional organization into a matrix
organization is that it:
creates a more complex internal organization
is flexible
enhances the equal application of company policies
is easier to manage

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Question
1 points
56
The process of increasing the number of operations an individual performs in
a job is:
job rotation
job enlargement
job enrichment
team management

Question
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57
According to Argyris continuum, as individuals mature they are more likely
to do all of the following EXCEPT:
have increasing needs for more activity
have a short-term perspective
have deeper and more lasting interests
have control over their own destiny

Question
1 points
58
A reward that consists of the elimination of an undesirable consequence of
behavior is:
positive reinforcement
negative reinforcement
punishment
extinction

Question
1 points
59
A manager who has a cooperative, team-centered management style who
prefers to influence subordinates to complete tasks through team efforts
probably has a high need for:
achievement
power
affiliation

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control

Question
1 points
60
Which of the following focuses on managing human activity by controlling
the consequences of performing that activity?
job enrichment
Needs-Goal Theory
behavior modification
reinforcement

Question
1 points
61
According to McClelland, people who are greatly motivated to influence
other people and to assume responsibility have a high need for:
achievement
affiliation
power
dominance

Question
1 points
62
Rewards that come directly from performing a task are:
goals
money
extrinsic rewards
intrinsic rewards

Question
1 points
63
The most fundamental motivation theory that begins with an individual
feeling a need is:
ERG theory
equity theory
Herzbergs Two-Factor Theory

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Needs-Goal Theory

Question
1 points
64
In Likerts Management System, which management style can be categorized
by a lack of confidence or trust in subordinates, with the bulk of all decisionmaking being done at the top of the organization?
System 1
System 2
System 3
System 4

Question
1 points
65
In order to avoid the potential weaknesses of performance appraisals,
supervisors should do all of the following EXCEPT:
view paperwork as an aid in providing feedback
make the appraisal as tactful as possible
make the appraisal as objective as possible
view the appraisal process as a means of rewarding or punishing employees

Question
1 points
66
The process of developing qualities in human resources that will enable them
to be more productive is:
recruitment
training
selection
performance appraisal

Question
1 points
67
The performance appraisal should:
focus on the evaluators impression of the individuals work habits
stress only performance in the position the individual holds

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be acceptable to the evaluator and the individual being evaluated

focus on subjective areas of performance

Question
1 points
68
The form used in compiling a human resource inventory that summarizes
information about organizational members who could fill a position is a:
management manpower replacement chart
position replacement form
management inventory card
human resource inventory

Question
1 points
69
The purpose of training is to:
serve as a recruitment tool
serve as a basis for promotion
increase the compensation of individuals
increase the productivity of employees by influencing their behavior

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70
Selection is dependent upon effective:
recruitment
performance appraisal
advertising
affirmative action programs

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71
The initial attraction and screening of the supply of prospective human
resources available to fill a position is:
performance appraisal
screening
selection

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recruitment

Question
1 points
72
Excessive rejected products, unmet deadlines, and high labor costs are all
clues that help the manager:
determine those individuals who need to be terminated
determine training needs and identify needed skills
identify where to place the blame
determine needed areas for recruitment

Question
1 points
73
Performance appraisals can best be described as:
a one-time evaluation of an individuals productivity
a continuing activity that provides feedback to organization members
a method of developing organizational goals
an activity without any potential weaknesses

Question
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74
Accepted facts or truths about an object or person that have been gained from
either direct experience or a secondary source are:
attitudes
beliefs
values
perceptions

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75
The approach to learning that is based on the belief that behavior is a function
of its consequences and that behavior leading to positive consequences is
more likely to be repeated is:
cognitive learning
perception

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operant learning
MBO

Question
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76
The basis for goal-setting strategies, which is widely used in the business
world, is:
cognitive learning
perception
operant learning
positive reinforcement

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77
Managers can avoid inappropriate attributions by doing all of the following
EXCEPT:
making a greater effort to see situations as they are perceived by others
guarding against perceptual distortions
paying more attention to individual differences among subordinates
ignoring individual differences among subordinates

Question
1 points
78
The most common application of goal-setting is:
the path-goal theory
MBO (Cognitive Learning, moderate)
operant conditioning
selective perception

Question
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79
A predisposition to react to a situation, person, or concept with a particular
response is a/an:
belief
attitude

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value
perception

Question
1 points
80
Which of the following is NOT one of four major causes of behavior
problems?
lack of skills
lack of positive attitude
low salary
personal problems

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81
Consistently providing personnel activities that are highly valued by
employees will in the long run improve attitudes, intentions, and behaviors.
This management philosophy is also known as the:
golden rule
law of supply and demand
team management
human resource approach

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82
Ben believes that all women are poor drivers. This is a:
projection
case of selective perception
stereotype
self-serving error

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83
A manager who has the tendency to sell his or her decisions is most likely
to:
be on the right-hand side of the Tannenbaum and Schmidt Leadership

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Continuum
be a subordinate-centered leader
be willing to give up significant freedom
want to use their authority to a large degree

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84
The OSU studies concluded that leaders exhibit two main styles of behavior:
structure behavior and employee-centered behavior
consideration behavior and job-centered behavior
structure behavior and consideration behavior
employee-centered behavior and job-centered behavior

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1 points
85
According to the characteristics of the emerging leader versus characteristics
of the manager, which of the following would be associated with the leader?
independent
consulting
authoritative
problem-solving

Question
1 points
86
Generally, except for which of the following, managers increase their success
by allowing subordinates more freedom in making decisions when the
subordinates have:
a relatively high need for dependence
the necessary knowledge and expertise to deal with the problem
a relatively high tolerance for ambiguity
learned to share in decision-making

Question
1 points
87
Which approach to leadership views the personal characteristics of an

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individual as the main determinants of how successful that individual could

be as a leader?
trait approach
behavior approach
situational approach
characteristic approach

Question
1 points
88
The subtle barrier of negative attitudes and prejudices that prevents women
from reaching seemingly attainable top management positions is known as
the:
glass door
glass ceiling
glass wall
glass barrier

Question
1 points
89
According to the OSU studies, the behavior that reflects friendship, mutual
trust, respect, and warmth in the relationship between leader and follower is:
employee-centered behavior
job-centered behavior
consideration behavior
structure behavior

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1 points
90
Which of the following is a situational leadership theory?
the trait approach
path-goal theory
the Michigan Studies
the Ohio State studies

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91
The Vroom-Yetton-Jago Model is designed to:
determine the maturity level of subordinates
determine the appropriate level of subordinate involvement in the decisionmaking process
determine the degree of boss-centered activity that is appropriate
determine the degree of structure in the situation

Question
1 points
92
Which of the following is the correct sequence of the stages of group
development?
acceptance, communication/decision-making, solidarity, control
acceptance, solidarity, control, communication/decision-making
solidarity, acceptance, communication/decision-making, control
control, solidarity, acceptance, communication/decision-making

Question
1 points
93
Which of the following is least accurate regarding groups?
they are found in all organizations
an understanding of groups can help managers raise the probability the
groups will cause desirable consequences for the organization
groups inevitably form in all facets of organizational existence
groups invariably cause desirable consequences within the organization

Question
1 points
94
A formal group of organization members who interact with one another to
accomplish some nonroutine task is a/an:
work group
command group
interest group
task group

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Question
1 points
95
Which stage of team development is characterized by conflict and
disagreement as team members try to clarify their individual roles and
challenge the way the team functions?
forming
norming
performing
storming

Question
1 points
96
The most fundamental ingredient for an effective teams is:
money
strong management support
common interests
trust

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97
Which of the following is a procedural step that could be taken to increase the
probability a committee will be successful?
rephrasing ideas already expressed
specifying the authority of the committee
bringing all members into active participation
stimulating further thought by members

Question
1 points
98
A set of shared values and beliefs organization members have regarding the
functioning and existence of their organization is:
organizational climate
corporate culture
corporate climate
none of the above

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Question
1 points
99
Which of the following is an organization-related step in building an effective
work team?
develop clear objectives, directions, and project plans for the team
reward and recognize team members for their accomplishments
encourage team involvement
try to make the teams work satisfying

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1 points
100
Which of the following is the correct sequence of the stages for team
development?
acceptance, communication/decision-making, solidarity, control
forming, norming, storming, performing, adjourning
forming, storming, norming, performing, adjourning
norming, forming, storming, performance, adjourning

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