Title: Management
Course: Question Banks

Q: Typical functions of first line managers include:
- Planning, decision making, and objective setting.
- Strategy development and corporate reporting.
- Setting team budgets, tracking expenses, and hiring new employees.
- Coordinating activities, supervising employees, and participating in day-to-day operations.
A: Coordinating activities, supervising employees, and participating in day-to-day operations.

Q: The primary role of middle managers is to:
- Supervise employees and participate in day-to-day operations.
- Plan and make decisions, scan the environment, and set objectives.
- Develop strategic initiatives, hire new employees, and develop expense reports.
- Allocate resources, oversee first-line managers, and develop and implement activities.
A: Allocate resources, oversee first-line managers, and develop and implement activities.

Q: In business, the title “manager” refers most to:
- One particular role in all businesses.
- A specific set of communication skills.
- A member of the executive team.
- Three distinct sets of roles, responsibilities, and activities.
A: Three distinct sets of roles, responsibilities, and activities.

Q: Skills you need to master in order to perform specific tasks are:
- interpersonal skills.
- organizational skills.
- soft skills.
- technical skills.
A: technical skills.

Q: You are employed by an automaker specializing in electric cars. As a production line supervisor your technical management skills will include:
- understanding self-awareness.
- formulating strategies, objectives, and policies.
- developing relationships with your team members.
- understanding electricity storage in batteries.
A: understanding electricity storage in batteries.

Q: A manager needing to explain the operation of equipment to an employee needs ________ skills and communication skills.
- conceptual
- human
- soft
- technical
A: technical

Q: An ability to reason abstractly and analyze complex situations is known as:
- technical skills.
- organizational skills.
- soft skills.
- conceptual skills.
A: conceptual skills.

Q: Conceptual skills are most essential for:
- lower-level managers and employees.
- mid-level managers.
- front-line employees.
- top-level managers.
A: top-level managers.

Q: Your local pool service company has been the only service in town for 20 years. You learn of a new competitor entering the area and immediately call a meeting of your marketing team to discuss the situation and changes to your strategy. This is an example of applied:
- technical skills.
- human skills.
- soft skills.
- conceptual skills.
A: conceptual skills.

Q: Skills that allow you to get along with and motivate other people are:
- technical skills.
- conceptual skills.
- functional skills.
- human skills.
A: human skills.

Q: You have just been promoted from a supervisory role to a mid-level management position overseeing several work teams. You are eager to strengthen your managerial skill set to meet the challenges of your new role. What skill set should be your particular focus in this role as you foster teamwork, manage conflict and encourage improvement?
- technical skills
- conceptual skills
- functional skills
- human interpersonal skills
A: human interpersonal skills

Q: Ability to lead is a ________ management skill.
- technical
- conceptual
- functional
- human
A: human

Q: Evidence of Frederick Taylor’s Principles of Scientific Management can today be seen in:
- Strengths, Weaknesses, Opportunities, and Threats analysis.
- Mission and vision statements.
- Employee compensation structures.
- Organizational charts, performance evaluations, quality measurements and metrics, and sales and/or production goals.
A: Organizational charts, performance evaluations, quality measurements and metrics, and sales and/or production goals.

Q: Auto manufacturing workers typically perform tasks that are overseen by their managers. This arrangement is which one of Taylor’s scientific management principles?
- Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.
- Scientifically select, train, and develop each employee rather than passively leaving them to train themselves.
- Implement performance-based incentives to ensure front-line workers do their jobs efficiently.
- Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.
A: Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.

Q: Which of the following would best summarize Taylor’s four principles of scientific management.
- Hire, train on the job, and fire when necessary.
- Work as a team to assure everyone experiences job satisfaction.
- Enforce a performance-based pay system to incentivise workers to be productive.
- Study the process and optimize the way work is done.
A: Study the process and optimize the way work is done.

Q: Using films of worker’s activities to identify areas for improvement, is the essential description of whose work?
- Frederick Taylor
- Stephen Covey
- John D. Rockefeller
- Frank and Lillian Gilbreth
A: Frank and Lillian Gilbreth

Q: The work of Frank and Lillian Gilbreth focused on:
- profits.
- reduced process time.
- employee motivation.
- work motions to improve the process.
A: work motions to improve the process.

Q: Adjusting the height of conveyors to match the height of manufacturing workers is an outcome that could be attributed to which one of Frank and Lillian Gilbreth’s philosophies?
- Dividing work nearly equally between managers and workers.
- Training workers to be efficient.
- Use machines to replace workers.
- Efficiency by reducing motions involved.
A: Efficiency by reducing motions involved.

Q: Which of the classical management theories is focused on management structure?
- Lillian Gilbreth
- Frederick Taylor
- John D. Rockefeller
- Henri Fayol
A: Henri Fayol

Q: Henri Fayol felt that successful organizations, and therefore successful management, were linked to:
- productive employees.
- employee welfare.
- employee self-management.
- satisfied and motivated employees.
A: satisfied and motivated employees.

Q: Fayol introduced a management concept derived from the military. This concept is called:
- Laissez faire.
- Dictatorship.
- Delegative leadership.
- Chain of command.
A: Chain of command.

Q: Fred Frumple is known for his planning ability as a manager. Every task and resource is carefully accounted for. However, Fred is unable to communicate or inspire employees. Which of the six management functions is Fred lacking?
- Organizing
- Controlling
- Planning
- Motivating
A: Motivating

Q: Today the key management functions are considered to be:
- management by objectives.
- strategic, tactical and operational.
- technical, relational, and conceptual.
- planning, organizing, leading, staffing, motivating, and controlling.
A: planning, organizing, leading, staffing, motivating, and controlling.

Q: Commanding and coordinating are considered to be part of which management function?
- Organizing
- Planning
- Controlling
- Leading
A: Leading

Q: The process of establishing an overall course of action for the company and aligning it to the company’s mission and values is known as:
- tactical planning.
- contingency planning.
- organizational planning.
- strategic planning.
A: strategic planning.

Q: Tactical plans:
- provide highly detailed action steps to be taken by individuals or groups.
- establish detailed standards guiding the implementation of the strategic plan.
- outline the visionary milestones an organization wants to achieve.
- break down strategic plans into manageable, shorter-term components.
A: break down strategic plans into manageable, shorter-term components.

Q: Contingency planning:
- trains teams to deal with emergencies and crises.
- focus on providing detailed action steps that cover short periods (e.g., one week or one month).
- outlines the steps an employee should take if they make a major mistake.
- develops alternative courses of action to address potential future scenarios or events.
A: develops alternative courses of action to address potential future scenarios or events.

Q: The SWOT analysis examines an organization’s:
- sales, working capital, operating expenses and taxes.
- strengths, weaknesses, operations and tactics.
- strategy, working capital, opportunities, and threats.
- strengths, weaknesses, opportunities and threats.
A: strengths, weaknesses, opportunities and threats.

Q: The external factors include opportunities and threats that are ________ the organization.
- within
- both within and outside
- created by
- outside
A: outside

Q: The internal factors include strengths and weaknesses ________ the organization currently.
- outside
- both within and outside
- created by
- within
A: within

Q: ________ is the process of thinking about and organizing the activities needed to achieve a desired goal.
- Organizing
- Contingency planning
- Vision mapping
- Planning
A: Planning

Q: In order to develop a plan, managers need to have a foundation for planning such as:
- business plans.
- strategic plans.
- a review of current processes.
- an idea, opportunity, or dream.
A: an idea, opportunity, or dream.

Q: Until a business has determined what its ________ is, planning cannot begin.
- vision
- product
- buyer persona
- mission
A: mission

Q: The organizing function of managers involves:
- not allocating resources needed to perform assigned activities.
- determining strategic priorities for the organization as a whole.
- determining how to most effectively utilize financial resources.
- assigning activities identified in the planning process to some person, team or department.
A: assigning activities identified in the planning process to some person, team or department.

Q: The arrangement of people within an organization is known as:
- span of control.
- unity of command.
- team structure.
- organizational structure.
A: organizational structure.

Q: A good organizational structure is ________ for the expansion of business activities.
- unnecessary
- recommended
- optional
- essential
A: essential

Q: At the company where Cindy works, everyone works in units with people who perform similar jobs. All of Cindy’s accounting colleagues work in one department. All the marketing and sales people work in one department, as do all the people involved in producing the company’s apparel products. What type of organization is this?
- divisional organization
- matrix organization
- flat organization
- functional organization
A: functional organization

Q: In a functional structure, communication generally occurs within each functional department and is transmitted across departments through:
- the CEO.
- Chief Communication Officer.
- team leads.
- department heads.
A: department heads.

Q: One disadvantage of a functional structure is that:
- they may share too much information.
- employees will be more flexible.
- employees often aren’t utilized to their full capacity.
- the different functional groups may not communicate with one another.
A: the different functional groups may not communicate with one another.

Q: A leader sends out a directive that employees will work by rules set forth solely by the leader suggests which type of leadership style?
- democratic leadership
- laissez-faire leadership
- delegative leadership
- autocratic leadership
A: autocratic leadership

Q: An approach of open communication and collaborative decision making suggests which type of leadership?
- autocratic leadership
- laissez-faire leadership
- delegative leadership
- democratic leadership
A: democratic leadership

Q: James has a leadership style that is sometimes described as “hands off” or laissez-faire management because he:
- isn’t in the office all the time but keeps a close watch on all duties.
- likes to micromanage the employees.
- spends most of his time collaborating with employees.
- delegates the tasks to the employees while providing little or no direction.
A: delegates the tasks to the employees while providing little or no direction.

Q: Managers with a transactional leadership style:
- think only about themselves.
- encourage employees to participate in the decisions of the department.
- encourage employee creativity and are accepting of small mistakes.
- tend to tell employees what is expected of them and hold them accountable.
A: tend to tell employees what is expected of them and hold them accountable.

Q: Narcissistic leaders are known for being:
- leaders who both motivate and show empathy for their employees.
- always constructive in their leadership style.
- overly critical and prone to making harsh statements to employees.
- interested only in themselves at the expense of others.
A: interested only in themselves at the expense of others.

Q: Mentoring subordinates, working one-on-one to develop their team members professionally, and providing opportunities for challenge and growth are characteristics of which leadership style?
- transactional
- democratic
- autocratic
- transformational
A: transformational

Q: A tornado has touched down in a town not far from a manufacturing company and it is moving toward the plant. The president of the company needs to get everyone to leave the building and get into the tornado shelter for safety. What style of management should the company president use to be the most effective in this situation?
- The laissez-faire management style.
- The democratic style of management.
- The transformational management style.
- The autocratic management style.
A: The autocratic management style.

Q: Heather is the president of a small company, BrainZ, consisting of 20 highly skilled software engineers. BrainZ takes on projects for other companies who do not have the expertise to create internal programs to help run their businesses. What style of management would be an effective management style for Heather to use in this situation?
- The autocratic management style.
- The authoritarian style of management.
- The transformational management style.
- The laissez-faire management style.
A: The laissez-faire management style.

Q: Cranks, Inc., a medium sized car parts manufacturer has been purchased and is merging with a larger car parts company. Cranks, Inc. is entering into the transition period and the “usual way” of doing things now requires adaptation and adjustment for all of the employees. What would be the most effective style of management for the Cranks managers to use in this transition period?
- Autocratic style of management.
- Laissez-faire style of management.
- Transactional style of management.
- Democratic style of management.
A: Democratic style of management.

Q: Philip is a new manager of a 15 person manufacturing operation. His predecessor has handed him a complete annual plan, including budget, objectives and organization chart. . Philip has presented the company’s strategic plan to his staff and met with each person individually to establish rapport. After a month on the job, the owner approaches him and asks for a briefing on performance relative to plan. Philip is unable to respond. He has failed to attend to which of the 4 management functions?
- Planning
- Leading
- Organizing
- Controlling
A: Controlling

Q: The management control function is essential to:
- planning for organizational resources.
- leading.
- determining what strategic initiatives the organization should take on.
- helping organizations and individual employees achieve their goals.
A: helping organizations and individual employees achieve their goals.

Q: Reducing customer complaints, employee frustration, and waste are outcomes attributed to which characteristic of the controlling function?
- Punitive
- Detailed
- Accurate
- Proactive
A: Proactive

Q: Peter Drucker suggests that operational objectives should be SMART, which means:
- specific, measurable, actionable, realistic and time constrained.
- specific, measurable, accountable, realistic and time constrained.
- strategic, meaningful, actionable, realistic and time constrained.
- specific, measurable, achievable, realistic and time constrained.
A: specific, measurable, achievable, realistic and time constrained.

Q: Peter Drucker suggests that operational objectives should be:
- METRIC.
- ACTION.
- BHAG.
- SMART.
A: SMART.

Q: When developing SMART operational objectives, it is important to get employee input during the process, because it may be:
- required by the organization.
- challenging for management to set the objectives.
- challenging for managers to communicate objectives to employees.
- challenging for employees to understand or accept them after they’re set.
A: challenging for employees to understand or accept them after they’re set.

Q: The first three steps in the controlling process include:
- comparing performance to standards; setting standards; taking corrective action.
- measuring performance; taking corrective action; revising performance standards.
- reviewing current processes, comparing processes to industry benchmarks, taking corrective action.
- setting standards; measuring performance; comparing performance to standards.
A: setting standards; measuring performance; comparing performance to standards.

Q: The process of control usually consists of the following four parts:
- comparing performance to standards; setting standards; revising performance standards; taking corrective action.
- measuring performance; taking corrective action; measuring performance again; revising performance standards.
- reviewing current processes, surveying employees, taking corrective action, revising performance standards.
- setting standards, measuring performance against those standards, analyzing performance; taking corrective action.
A: setting standards, measuring performance against those standards, analyzing performance; taking corrective action.

Q: James has just started working for a company that does not tell their employees what to do, how to do it or when things are due. This type of freedom is an example of a company that does not utilize:
- the balanced scorecard.
- performance standards.
- process of organizing.
- the process of control.
A: the process of control.