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130 Solved Latest 2010 Online Quiz


Mark the correct answer

(1)_____ courses help managers gain a better understanding of motivation, leadership, trust,
employee selection, performance appraisals, and training techniques.
¾ Psychology
¾ Sociology
¾ Political science
¾ Anthropology

(2) In general, entrepreneurs are better able than managers in a traditional hierarchical
organization to
¾ lead.
¾ organize.
¾ respond to a changing environment.
¾ respond to a static environment.

(3) A construction supervisor site who sees an impending thunderstorm, tells workers to go home,
and secures the site is demonstrating
¾ authority.
¾ delegation.
¾ accountability.
¾ responsibility

(4) _________ involves the delegation of decision-making and authority to lower levels in the
¾ Decentralization
¾ Departmentalization
¾ Specialization
¾ Centralization

(5)The belief that a firm's obligation goes beyond that required by law and economics, and
includes a pursuit of long-term goals that are good for society is known as
¾ social responsiveness.
¾ ethical responsibility.
¾ social responsibility.
¾ social obligation)

(6) The objective of TQM is to create an organization committed to continuous

¾ Improvement.
¾ Development
¾ Struggle
¾ a&b

(7) The process of assigning authority and responsibility to one’s subordinates to manage a
project is called 1
¾ centralization.
¾ supervision.
¾ delegation.
¾ specialization.

(8)One of the greatest effects of e-commerce is that

¾ costs will be reduced.
¾ customers will be empowered.
¾ employees become more powerful.
¾ computers will be less important.

(9) Time -and- motion study introduced by

¾ Henri Fayol
¾ Fredrick W. Taylor
¾ Frank and Lillian Gilberth
¾ Adam Smith

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

¾ Scientific management
¾ Bureaucratic management
¾ Classical management
¾ Administrative management

Choose the correct option.

(1) Strategic management entails all of the basic management functions:

¾ Planning, organizing, leading, and controlling.
¾ Motivation, efficiency, authority and effectiveness.
¾ Planning, bossing, controlling, and organizing.
¾ Making things happen, meeting the competition, organizing the people and

(2) Which of the following is not a part of strategy formulation?

¾ Identifying the mission and strategic goals.
¾ Conducting competitive analysis.
¾ Developing specific strategies.
¾ Carrying strategic plans.

(3) Planning involves two important elements:

¾ Goals and plans.
¾ Organizing and controlling.
¾ Lead and plans.
¾ Staffing and leading.

(4) Strategic goals are concerned with :

¾ Top level managers.
¾ Middle level managers.
¾ First-Line Managers.
¾ Non-managerial Employees. 2
(5) Tactical goals and plans typically involve time periods of _________.
¾ 1 year.
¾ 1 to 3 years.
¾ 3 to 5 years.
¾ More than 5 years.

(6) ______________are those targets or future end results set by lower management that
address specific, measurable outcomes required from the lower levels.
¾ Strategic goals.
¾ Tactical goals.
¾ Operational goals.
¾ None of given options.

(7) MBO was first described by _________.

¾ Peter Drucker.
¾ Henry Minzberg.
¾ Henri Fayol.
¾ Fredrick W. Taylor.

(8) A__________ is a prescribed series of related steps to be taken under certain recurring
¾ Procedure.
¾ Plans.
¾ Policy.
¾ Project.

(9) Tactical plans tend to be_________ specific and concrete than strategic plans.
¾ More.
¾ Less.
¾ Lower.
¾ None of given options

(10)A mission statement is a __________declaration of the basic, unique purpose.

¾ Narrow.
¾ Broad.
¾ Contracted.
¾ None of given options.
Choose the most appropriate choice.

1. __________ is the degree to which followers perceives someone as honest,

competent, and able to inspire.
¾ Credibility 3
¾ Trust
¾ Integrity
¾ Consistency

2. Women leaders tend to adopt a more ____________than men do.

¾ Autocratic
¾ Democratic
¾ Directive
¾ None of above mentioned

3. __________leadership is described as going beyond charisma with the

ability to create and articulate a realistic, credible, attractive vision of the
future for an organization or organizational unit that grows out of and
improves on the present.
¾ Charismatic
¾ Transformational
¾ Visionary
¾ None of above mentioned

4. ___________studied three leadership styles: autocratic, democratic, and

¾ Ohio State Studies
¾ University of Michigan Studies
¾ University of Iowa Studies
¾ Hawthorne studies

5.When a divisional structure is superimposed over a functional structure, the

type of structure that results is called a _________organization.
¾ functional
¾ divisional
¾ matrix
¾ product

6. _________ would NOT be considered a source of position or legitimate

power for a manager.
¾ The ability to give special monetary rewards to deserving subordinates
¾ Possession of a charismatic personality
¾ The ability to recommend disciplinary action for subordinates
¾ Being a high-ranking executive in the company

7. The rights inherent in a managerial position to give orders and expect them
to be obeyed is known as: 4
¾ responsibility
¾ span of control
¾ authority
¾ accountability

8. Power can be viewed as a three-dimensional concept. It includes functional

and hierarchical dimensions as well as a third dimension called:
¾ influence.
¾ legitimacy.
¾ departmentalization.
¾ centrality

9. An organization that groups activities according to women's footwear,

men's footwear, apparel, accessories, and leggings would use ___________
¾ functional
¾ product
¾ customer
¾ geographic

10. One of the following is characteristic of Democratic Leaders:

¾ Unilateral decisions
¾ Involve group in decision making
¾ Dictate work method
¾ Participate only to answer question.

1. Conceptual skills relate to a manager’s ability to:
¾ Take a strategic view of how the part of the organization function.
¾ Solve detailed problems in groups.
¾ Correctly evaluate organizational problems.
¾ Understand and interact effectively with others in the organization.

2. Which of the following statements about middle managers is not true?

¾ Middle managers coordinate the work of supervisors.
¾ Middle managers implement the objectives and plans of top management.
¾ The number of middle managers in the most organizations is
¾ Operatives can report directly to middle managers.

3. When the CEO of a large retail store chain decided to sell off or close some of the
locations that were not profitable, he was performing the management function
referred to as _________. 5
¾ Leading
¾ Planning
¾ Controlling
¾ Organizing

4. -------------- involves cultivating a learning culture where organizational members

systematically gather knowledge and share it with others to achieve better
¾ Knowledge management
¾ Learning Organization
¾ Entrepreneurship
¾ None of the given options

5. Mr. A. is a manager in a manufacturing company, he attempts to establish a culture of

quality affecting the attitudes and actions of every employee and relies on a workforce
that wants to improve quality. He focuses on establishing:
¾ Total Quality Management
¾ Knowledge management
¾ Operations Management
¾ Management of Information System

6. Ali is working in XYZ Company, he desires to get himself secure from crimes,
company lay offs and other adverse impacts. We can say that he fulfils the ----------------
- need.
¾ Self Actualization
¾ Social need
¾ Esteem
¾ Safety

7. In -------------- theory management assumes that employees may be ambitious, self-

motivated, and anxious to accept greater responsibility, and exercise self-control, self-
direction, autonomy and empowerment.
¾ Theory Y manager
¾ Theory X manager
¾ Theory Z manager
¾ All of the above

8. ----------- involves the products, services, and other outcomes produced by the
¾ Inputs
¾ Transformation process
¾ Outputs
¾ Feed Back

9. ----------- is known as the father of scientific management.

¾ Fredrick Winslow Taylor.
¾ Max Weber
¾ Peter Drucker
¾ None of the given options

10. --------------- searches organization and its environment for opportunities and initiates
“improvement projects” to bring about changes. 6
¾ Disturbance handler
¾ Liaison
¾ Leader
¾ Entrepreneur

11. Mr. A is a manager in Xyz Company. He gets his work done with and through other
people. He leads the employees motivates them and have a good interaction with his
employees, which of the following skills he has:
¾ Technical Skills
¾ Human Skills
¾ Conceptual Skills
¾ Decisional Skills
12. ---------------- is the final step in the decision-making process.
¾ Implementing the decision
¾ Evaluating the decision
¾ Recognizing the decision
¾ Evaluating the alternatives

13. A --------- is a series of interrelated sequential steps that can be used to respond to a
structural problem.
¾ Policy
¾ Rule
¾ Well structured problems
¾ Procedure

14. Mintzberg grouped the ten managerial roles into three primary headings. Which of the
following is not one of these headings?
¾ interpersonal relationships
¾ transfer of information
¾ planning
¾ decision making

15. Organizations that have a high potential of offering rival products or services are
¾ Suppliers
¾ Competitors
¾ Clients
¾ Customers

16. Mr. Zafar has undertaken a new business of leather bags investing
150,000; usually with some accountability of risk. We may call Mr. Zafar:
¾ Manager
¾ Leader
¾ Competitor
¾ Entrepreneur

17. -------------------is achieved when the cost of producing a given output is

as low as possible.
¾ Efficiency
¾ Effectiveness 7
¾ Break even
¾ Both A and B

18. Set of the attitudes, experiences, beliefs and values of an organization is

called organization’s
¾ Strengths
¾ Environment
¾ Culture
¾ Resources

19. Mr. X the HR manager of Star Mini Miners Club recruits labor with different skills for
different jobs. This approach is characteristic of
¾ Equity
¾ Impersonality
¾ Division of labor
¾ Discipline

20. In ABC Company, all the activities particularly those regarding decision-making, are
concentrated within a particular location and/or group. The company observes
¾ Centralization
¾ Decentralization
¾ Span of control
¾ Job Rotation

1. Which of the following is not allowed in a brainstorming session?
¾ Clear definition of the problem
¾ Criticism of poor ideas
¾ Large number of alternatives
¾ Recording of all alternatives

2. Mr. A is the HR Manager of XYZ Company. He decided to terminate a group of employees

because their positions were no longer necessary in the organization. What will you say Mr. A has
decided for?
¾ Restructuring
¾ Turnover
¾ Downsizing
¾ Job Rotation

3. A job has high -------------- if workers are given substantial freedom, independence, and discretion
in scheduling the work and determining the procedures to be used in carrying it out.
¾ Autonomy
¾ Feed back
¾ Skill Variety
¾ Enlargement 8
4. A ------------- Structure is well suited to organizations which have a single or dominant core
product because each subunit becomes extremely adept at performing its particular portion of the
¾ Divisional
¾ Functional
¾ Matrix
¾ Both A and B

5. Which of the following has not contributed to the boundaryless organization?

¾ Changes in technology
¾ Complex and dynamic environments
¾ Static environments
¾ Increases in telecommunication

6. Managers will often not choose the decision alternative that rational decision making indicates to
be best because they have a “vague feeling” that another alternative will be better. Which of the
behavioral factors that influence decision-making does this behavior reflect?
¾ Bounded rationality
¾ Escalation of commitment
¾ Intuition
¾ Satisficing

7. ------------ means that the two merging companies became history and a new firm is established
¾ Acquisition
¾ Merger
¾ Joint Venture
¾ Both A and B

8. ------------- means only one company became history which is the acquired company while the
acquiring company remain.
¾ Joint Venture
¾ Merger
¾ Acquisition
¾ Both A and B
9. A ------------- takes as input an object or situation described by a set of properties, and outputs a
yes/no decision.
¾ Decision Criteria
¾ Decision Making Process
¾ Decision Tree
¾ None of the given options

10. Maslow's hierarchy of needs proposes that an individual begins by satisfying ----------- needs.
¾ Self-actualization
¾ Esteem
¾ Physiological
¾ Safety

11. Which element of structure refers to the continuous line of authority that extends from the highest
organizational levels to the lowest and clarifies who reports to whom?
¾ Work specialization
¾ Span of control
¾ Centralization
¾ Unity of command

12. For a manager to control or direct the work of an employee, the manager must have _____. 9
¾ Line authority
¾ Responsibility
¾ Referent power
¾ Staff authority

13. Organizations that have developed the capacity to continuously adapt and change because their
members take an active role in identifying and resolving work-related issues are called _____
¾ Learning
¾ Visionary
¾ Community
¾ Interdependent

14. Master Sofa Makers recently bought an upholstery firm, Fabulous Fabrics, in an effort to control
its inputs by becoming its own supplier. This is an example of -------------.
¾ Concentration
¾ Vertical integration
¾ Horizontal integration
¾ Diversification

15. When an organization is in several different businesses, these single businesses that are
independent and formulate their own strategies are often called _____.
¾ Strategic business units
¾ Monopolistic advantages
¾ Quality controllers
¾ Stars

16. Organizations using Porter's _____ strategy select a market segment in an industry and attempt to
exploit it rather than serve the broad market.
¾ Cost leadership
¾ Differentiation
¾ Stuck in the middle
¾ Focus

17. ----------- involves increasing----------.

¾ Job enrichment; job variety
¾ Job enlargement; job depth
¾ Job enlargement; job scope
¾ Job enrichment; job feedback

18. ---------- are an organization's objectives, and --------- are the documented ways that organizations
intend to meet those objectives.
¾ Goals; plans
¾ Stated goals; real goals
¾ Standing plans; single-use plans
¾ Specific plans; directional plans

19. Which of the following is NOT one of the characteristics of well-designed goals?
¾ Goals should be written in terms of actions rather than outcomes.
¾ Goals should be measurable and quantifiable.
¾ Goals should be challenging but attainable. 10
¾ Goals should be communicated to all organizational members who need to know about

20. Work specialization, departmentalization, chain of command, and span of control are ----------- f
an organization that managers may be able to change.
¾ technologies
¾ human resources
¾ strategies
¾ structural components

(1) When we classify managers according by their level in the organization they are
described as _______.
¾ .Functional, staff and line managers
¾ Top managers, middle managers and supervisors
¾ High level and lower level managers
¾ General Managers and administrative managers

(2) All of the following are primary management functions except _______.
¾ Setting goals
¾ Hiring employees
¾ Monitoring activities
¾ Motivating employees

(3) A manager is someone who

¾ Actually performs the service or produces the product.
¾ Works anonymously behind the scenes.
¾ Sets the goals of the organization.
¾ Who supervises the work of others.

(4) A manager who has a reputation for being open and honest and understands how to motivate employees
and customers is said to have good ________ skills.
¾ Sales
¾ Political
¾ Interpersonal
¾ Technical

(5) Which of the following is not the branch of quantitative management?

¾ Operations Research
¾ Project Management
¾ Management Information System
¾ Operations management

(6) The ____________ performs symbolic legal or social duties.

¾ Figurehead
¾ Monitor
¾ Liaison
¾ Leader

(7) The concept of organizational performance was analyzed by ___________ 11
¾ Henry Mintzberg
¾ .Peter Drucker
¾ Adam Smith
¾ Max Weber

(8)___________ examines the nature of things, particularly values and ethics.

¾ Philosophy
¾ Psychology
¾ Anthropology
¾ Sociology

(9)___________ Plans specify the details on how overall objectives are to be achieved.
¾ Tactical
¾ Strategic
¾ Long term
¾ Operational

(10) Vertical thinking is ___________ but only in one direction

¾ Logical
¾ Rational
¾ Illogical
¾ None of the above

Choose the most appropriate option.

(1) The strategic management process is an/a _______________process.

¾ Eight step
¾ Eleven step
¾ Twelve step
¾ None of above

(2) MBO was first described by ______________.

¾ Abraham Maslow
¾ Peter Drucker
¾ Fredrick W. Taylor
¾ Adam Smith

(3) Corporate-level strategy is developed by ____________and the board of directors.

¾ Top level manager
¾ Middle level manager
¾ Lower level manager
¾ Non-manager 12
(4) An ________________is the purchase of all or part of one organization by another.
¾ merger
¾ Concentration
¾ Acquisition
¾ Joint venture

(5) A _____________is a mean whereby an organization that is unable to pay its debts can seek court
protection from creditors and from certain contract obligations while it attempts to regain financial stability.
¾ Bankruptcy
¾ Divestiture
¾ Harvest
¾ Liquidation

6) The planning process can be used to promote ________in organizations.

¾ Technology
¾ Relation
¾ Innovation
¾ None of above

(7) Tactical goals and plans typically involve time periods of ________years.
¾ 1 to 3
¾ 3 to 5
¾ 5 to 7
¾ 7 to 10

(8) A __________involves attempting to develop products and services that is viewed as unique in the
¾ Differentiation strategy
¾ Focus strategy
¾ Cost leadership strategy
¾ Portfolio strategy

(9) ___________is the obligation or expectation to perform and carry out duties and achieve goals related
to a position.
¾ Accountability
¾ Authority
¾ Responsibility
¾ Liability

(10) ___________is a form of departmentalization that adopts parts of both functional and divisional
structures at the same level of management.
¾ Hybrid structure
¾ Divisional structure
¾ Functional structure
¾ Matrix structure 13
1) The person most closely associated with bureaucratic management is

¾ Adam Smith
¾ Frederick Taylor
¾ Frank Gilbreth
¾ Max Weber

2) Which of the following characteristics is NOT related to bureaucratic management?

¾ Short-term career commitment

¾ Highly formal system of rules
¾ Division of labor
¾ Impersonality

3) An organization which relies on rules and has a set hierarchy of authority is using what type
of management?

¾ Bureaucratic
¾ Contingency
¾ Administrative
¾ Scientific

4) For his fast-food restaurant, Bob Stevens recruits labor with different skills for different
jobs. This approach is characteristic of

¾ rationality
¾ impersonality
¾ division of labor
¾ hierarchical structure

5) The divine right of kings is characteristic of what type of authority?

¾ Traditional
¾ Charismatic
¾ Rational-legal
¾ Neoclassical

6) An important emerging skill for future managers is

¾ computer literacy
¾ media management
¾ international politics
¾ human resources 14
7) In what specific sequence do managers perform their functions to help achieve company

¾ Controlling, planning, organizing, directing

¾ Directing, controlling, planning, organizing
¾ Organizing, directing, controlling, planning
¾ Planning, organizing, directing, controlling

8) A regional vice president lets local store managers operate each store as if it were a separate
business. In this effort to better coordinate company human and material resources, the VP
was seeking to improve what managerial function?

¾ Controlling
¾ Directing
¾ Organizing
¾ Planning

9) Which managerial role is the simplest and most basic?

¾ Decisional
¾ Figurehead
¾ Stakeholder
¾ Spokesperson

10) Which of the following sets of managerial roles classify Mintzberg's ten most common
roles of managers?

¾ Controlling, planning, and directing

¾ Entrepreneurial, decisional, and logistical
¾ Figurehead, monitor, and spokesperson
¾ Interpersonal, informational, and decisional

(1) The greater the uncertainty, the more plans should be of the _____
¾ long-term
¾ short-term
¾ intermediate in length
¾ rigid

(2) What types of goals produce higher levels of output?

¾ goals of moderate difficulty
¾ generalized goals such as "do your best"
¾ specific, hard goals
¾ easy goals 15
(3) The importance of environmental scanning (outside of national security
agencies) was first recognized by firms in the _____ industry.
¾ television
¾ advertising
¾ computer
¾ life insurance

(4) Which of the following is not one of the grand strategies?

¾ growth
¾ stability
¾ retrenchment
¾ cost-leadership

(5) Strategy formulation involves__________.

¾ Developing and evaluating a set of alternative strategies
¾ Evaluating a set of alternative strategies and selecting the best for
each level
¾ Selecting a strategy that will increase the level of operations
¾ Completing a SWOT analysis

(6) The greatest number and concentration of managers in most

organizations can be found at the _____ level.
¾ top manager
¾ middle manager
¾ district manager
¾ First-line supervisor

(7) Managers in not-for-profit organizations, as opposed to profit-seeking

organizations, do not face a(n) _____ test for performance.
¾ profit-maximizing
¾ evaluation
¾ employee accountability
¾ management by objectives 16
(8) When Gina Wright, Head of Plant Safety brought employees together to
discuss the fire safety procedures at the plant after the fire, she was
performing the following role:
¾ Leader
¾ Disturbance handler
¾ Disseminator
¾ Spokesperson

(9) Getting work done with a minimum effort, expense, or waste is the
definition of __________
¾ management
¾ planning
¾ efficiency
¾ effectiveness

(10) The utilitarian view of ethical behavior is that which provides_______.

¾ the greatest good for the greatest number of people
¾ respect and protects the individual’s fundamental rights
¾ fair and impartial enforcement of rules
¾ protection of individual rights to free speech, privacy.
Please choose the right option
1. An organization’s ------------ is the organization’s purpose or fundamental reason for existence.
¾ Goal
¾ Plan
¾ Mission
¾ Vision

2. In the brutal world of athlete endorsements, the two big sporting-apparel companies -- Reebok and
Adidas frequently go head to head. Adidas acquired Reebok in 2006 and combined with each
other as one organization, the process is called:
¾ Acquisition
¾ Divesture
¾ Merger
¾ Joint venture

3. ABC Company is unable to pay its debts and seek court protection from creditors and from
contract obligations while it attempts to regain its financial ability. The status of the organization
¾ Divesture
¾ Harvest
¾ Turnaround
¾ Bankruptcy 17
4. A firm pursuing --------------- attempts to gain a competitive advantage primarily by reducing its
economic costs below its competitors.
¾ Differential strategy
¾ Focus Strategy
¾ Stability Strategy
¾ Cost Leadership Strategy

5. Mr. Umar undertook a new business of providing internet fiber cables to corporations and homes
by investing Rs. 1000000 and assumes some accountability for the inherent risks. We can say that
Mr Umar is an
¾ Entrepreneur
¾ Intrapreneur
¾ Innovator
¾ Risk taker 18
6. ---------------is the downward transfer of formal authority from superior to subordinate. The
employee is empowered to act for the supervisor, while the supervisor remains accountable for the
¾ Accountability
¾ Delegation
¾ Authority
¾ None of the given options

7. ---------------is an environmental condition that offers significant prospects for improving an

organization’s situation relative to competitors.
¾ Threat
¾ Weakness
¾ Strength
¾ Opportunity

8. All the organizations make --------------- that are also called large scale action plans for interacting with
the environment in order to achieve long-term goals.
¾ Policies
¾ Plans
¾ Strategies
¾ Rules

9. Mr. Amir is the Chief Executive officer of ABC Company. All of his subordinates coordinate with
him in order to achieve organizational goals. The type of coordination they have with one an other is
¾ Vertical Coordination
¾ Horizontal Coordination
¾ Flat coordination
¾ All of the given options

10. In ABC Company, middle level managers are also given the authority to give
their opinion in decision making process. It is called as:
¾ Centralization
¾ Decentralization
¾ Span of control
¾ Downsizing


1. _____ teams rely on the use of information technology and a strong 19
commitment to the group instead of frequent personal exchange and
face-to-face meetings.
¾ Virtual
¾ Cross-functional
¾ Transnational
¾ Self-managed

2. High-performing teams have members who possess both technical

and _____ skills.
¾ Managerial
¾ Technological
¾ Interpersonal
¾ Nonconformity skills

3. A group that engages in collective work that requires joint effort and
generates a positive synergy is a ______.
¾ Work group
¾ Work team
¾ Quality circle
¾ Functional team

4. _____________ is/are the combination of psychological traits that

characterize a person.
¾ Perceptions
¾ Norms
¾ Personality
¾ Values

5. After having a very bad experience waiting on line for 3 hours at the
Motor Vehicles Bureau, Gretchen tells her father, “In the future, I am
going to renew my license on the website and am never going back to
wait on that long line again.” This is an example of which component of
an attitude?
¾ The cognitive component
¾ The affective component
¾ The behavioral component
¾ The conceptual component

6. Which of the following essentially attempts to determine which 20
applicant, if hired, will be successful?
¾ Selection process
¾ Human resource inventory report
¾ Recruitment
¾ Strategic human resource planning

7. _________ involves the delegation of decision-making and authority

to lower levels in the organization.
¾ Decentralization
¾ Departmentalization
¾ Specialization
¾ Centralization

8. ____________ is a potential disadvantage of the matrix structure.

¾ Inefficient use of scarce resources
¾ Lack of flexibility
¾ Conflict between product and functional managers
¾ Development of cross-functional skills by employees

9. __________ is the ability to influence the behavior of other people

because of one's capacity to offer rewards or other desirable outcomes.
¾ Legitimate power
¾ Expert power
¾ Coercive power
¾ Reward power

10. Martin is the physician who heads the Critical Care Unit at Mercy
Hospital, the most important roles that he performs probably
__________ roles.
¾ Monitor
¾ Decisional
¾ Figurehead
¾ Disseminator 21