Foundations of Management

Question 1

Which term best describes the process of obtaining, deploying, and utilizing a variety of essential resources to contribute to an organization’s success?

A) planning
B) organizing
C) staffing
D) management

Answer 1

D) management

Question 2

Which title is given to an individual who is in charge of and coordinates the activities of a group of employees engaged in related activities within a unit of an organization?

A) manager
B) employee
C) vender
D) contractor

Answer 2

A) manager

Question 3

Which management function involves setting goals and objectives and creating specific plans for completing them?

A) planning
B) organizing
C) controlling
D) leading

Answer 3

A) planning

Question 4

Which level of management is responsible for establishing a vision for the organization, developing broad plans and strategies, and directing subordinate managers?

A) first level managers
B) middle managers
C) executive managers
D) second level managers

Answer 4

C) executive managers

Question 5

Which level of management is responsible for implementing programs that are intended to carry out the broader objectives of an organization set by executives?

A) supervisory managers
B) middle managers
C) first level managers
D) chief financial managers

Answer 5

B) middle managers

Question 6

Which management principle states that each individual should report to only one boss in order to avoid conflict and/ or confusion?

A) division of command
B) chain of command
C) unity of direction
D) unity of command

Answer 6

D) unity of command

Question 7

Which management principle states that orders and instructions should flow down from top to bottom or from a higher level manager to a lower one?

A) division of work
B) chain of command
C) unity of direction
D) unity of command

Answer 7

B) chain of command

Question 8

A manager who possesses knowledge of the processes, equipment, and potential problems of an industry would possess what type of managerial skill?

A) technical
B) administrative
C) interpersonal
D) organizational

Answer 8

A) technical

Question 9

The ability of a manager to interface and work effectively with individuals and groups is descriptive of what type of managerial skill?

A) technical
B) administrative
C) interpersonal
D) organizational

Answer 9

C) interpersonal

Question 10

By exceeding the monthly marketing budget set for a company, a manager would fail to meet which type of performance measure?

A) quantity
B) quality and workmanship
C) cost and budget control
D) customer satisfaction

Answer 10

C) cost and budget control

Question 11

If a manager leads a team to exceed their monthly goal of new clients, which type of performance results have they attained?

A) quantity
B) quality and workmanship
C) cost and budget control
D) customer satisfaction

Answer 11

A) quantity

Question 12

For a manager, which should take priority- the job task or the employees performing the job?

A) The job task always takes priority over employees.
B) Employees always take priority over the job task.
C) Neither, a manager should balance interest in the job task with the needs of the employees performing the job.
D) Neither, administration of the business takes priority over the job task and the employees.

Answer 12

C) Neither, a manager should balance interest in the job task with the needs of the employees performing the job.

Question 13

Economic uncertainty, regulatory requirements, and new competitors are examples of what type of factors that affect managers?

A) intrapersonal factors
B) internal factors
C) interpersonal factors
D) external factors

Answer 13

D) external factors

Question 14

Which management function involves measuring results, comparing results to expectations, and taking corrective action?

A) planning
B) organizing
C) leading
D) controlling

Answer 14

D) controlling

Question 15

Which type of issues are first level managers routinely influenced by?

A) long range issues
B) short range issues
C) strategic issues
D) shareholder issues

Answer 15

B) short range issues

Question 16

Which of the following characterize a manager as being effective?

A) They use a minimum amount of resources for the amount of outputs produced.
B) They devote a large amount of time to planning.
C) They achieve their goals.
D) They interview, select, and train people who are most suitable to fill open jobs.

Answer 16

C) They achieve their goals.

Question 17

Which of the following characterize a manager as being efficient?

A) They use a minimum amount of resources for the amount of outputs produced.
B) The devote a large amount of time to planning
C) They achieve their goals.
D) They interview, select, and train people who are most suitable to fill open jobs.

Answer 17

D) They interview, select, and train people who are most suitable to fill open jobs.

Question 18

Which management principle states that work should be divided so that each person will perform a specialized portion?

A) division of work
B) chain of command
C) unity of direction
D) unity of command

Answer 18

A) division of work

Question 19

What two major end results are managers seeking on a daily basis?

A) a product or service
B) management and efficiency
C) energy and utilities
D) facilities and equipment

Answer 19

A) a product or service

Question 20

20.In management, the various roles that managers are called on to perform are defined in which process?

A) management process
B) executive process
C) business process
D) supervisory process

Answer 20

A) management process

Question 21

Which type of managers are responsible for reporting to middle managers?

A) employees
B) managers
C) executive managers
D) second level managers

Answer 21

B) managers

Question 22

Which part of the management process includes measuring results, comparing results to expectations, and taking corrective action to bring results in to line?

A) planning
B) organizing
C) leading
D) controlling

Answer 22

D) controlling

Question 23

Which influential thought leader is known for his common sense approach to self- improvement as demonstrated through the book he authored, How to Win Friends and Influence People?

A) Dale Carnegie
B) Frederick W. Taylor
C) W. Edwards Deming
D) Steven Covey

Answer 23

B) Frederick W. Taylor

Question 24

Which influential thought leader is known as the father of scientific management?

A) Dale Carnegie
B) FrederickW.Taylor
C) W. Edwards Deming
D) Peter F. Drucker

Answer 24

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Question 25

The term “core competency,” was coined by which of the following influential business thinkers?

A) W. Edwards Deming
B) C.K. Prahalad
C) Ken Blanchard
D) Frederick W. Taylor

Answer 25

B) C.K. Prahalad

Question 26

Which influential thought leader is known for his theory on organizational forms?

A) John Maxwell
B) Tom J. Peters
C) Henry Mintzberg
D) John P. Kotter

Answer 26

C) Henry Mintzberg

Question 27

Your group is not responding lately to your friendly conversation and obvious concern for their welfare. Their performance is declining rapidly.

A. Emphasize the use of uniform procedures and the necessity for task accomplishment.
B. Make yourself available for discussion but do not push your involvement.
C. Talk with them and then set goals.
D. Intentionally do not intervene.

Answer 27

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Question 28

The observable performance of your group is increasing. You have been making sure that all members were aware of their responsibilities and expected standards of performance.

A. Engage in friendly interaction, but continue to make sure that all members are aware of their responsibilities and expected standards of performance.
B. Take no definite action.
C. Do what you can to make the group feel important and involved.
D. Emphasize the importance of deadlines and tasks.

Question 29

Members of your group are unable to solve a problem themselves. You have normally left them alone. Group performance and interpersonal relations have been good.

A. Work with the group and together engage in program solving.
B. Let the group work it out.
C. Act quickly and firmly to correct and redirect.
D. Encourage the group to work on the problem and be supportive of their efforts.

Question 30

You are considering a change. Your group has a fine record of accomplishment. They respect the need for change.

A. Allow group involvement in developing the change, but do not be too directive.
B. Announce changes and them implement with close supervision.
C. Allow the group to formulate its own directive.
D. Incorporate group recommendations, but you direct the change.

Question 31

The performance of your group has been dropping during the last few months. Members have been unconcerned with meeting objectives. Redefining roles and responsibilities has helped it the past. They have continually needed reminding to have their tasks done on time.

A. Allow the group to formulate its own direction.
B. Incorporate group recommendations, but see that objectives are met.
C. Redefine roles and responsibilities and supervise carefully.
D. Allow group involvement in determining roles and responsibilities but do not be too directive.

Question 32

You stepped into an efficiently run group. The previous leader tightly controlled the situation. You want to maintain a productive situation, but would like to begin having more time building interpersonal relationships among members.

A. Do what you can do to make the group feel important and involved.
B. Emphasize the importance of deadlines and tasks.
C. Intentionally do not intervene.
D. Get the group involved in decision-making, but see that objectives are met.

Answer 32

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Question 33

You are considering changing to a structure that will be new to your group. Members of the group have made suggestions about needed change. The group has been productive and demonstrated flexibility.

A. Define the change and supervise carefully.
B. Participate with the group in developing the change but allow members to organize the implementation.
C. Be willing to make changes as recommended, but maintain control of the implementation.
D. Be supportive in discussing the situation with the group but not too directive.

Question 34

Group performance and interpersonal relations are good. You feel somewhat unsure about your lack of direction in the group.

A. Leave the group alone.
B. Discuss the situation with the group and then you initiate necessary changes.
C. Redefine goals and supervise carefully.
D. Allow group involvement in setting goal, but don’t push.

Question 35

You have been appointed to give leadership to a study group that is far overdue in making requested recommendations for change. The group is not clear on its goals. Attendance at sessions has been poor. Their meetings have turned into social gatherings. Potentially they have the talent necessary to help.

A. Let the group work out its problems.
B. Incorporate group recommendations, but see that objectives are met.
C. Redefine goals and supervise carefully.
D. Allow group involvement in setting goals, but do not push.

Question 36

Your group, usually able to take responsibility, is not responding to your recent redefining of job responsibilities as a result of one member leaving the city.

A. Allow group involvement in redefining standards but don’t take control.
B. Redefine standards and supervise carefully.
C. Avoid confrontation by not applying pressure, leave situation alone.
D. Incorporate group recommendations, but see that new job responsibilities are met.

Question 37

You have been promoted to a leadership position. The previous leader was involved in the affairs of the group. The group has adequately handled its tasks and direction. Interpersonal relationships in the group are good.

A. Take steps to direct the group towards working in a well-defined manner.
B. Involve the group in decision-making and reinforce good contributions.
C. Discuss past performance with the group and then you examine the need for new practice.
D. Continue to leave the group alone.

Question 38

Recent information indicates some internal difficulties among group members. The group has a remarkable record of accomplishment. Members have effectively maintained long- range goals. The have worked in harmony for the past year. All are well qualified for the tasks.

A. Try out your solution with the group and examine the need for new procedures.
B. Allow group members to work it out themselves.
C. Act quickly and firmly to correct and redirect.
D. Participate in problem discussion while
providing support for group members.

Question 39

Leaders should adapt their style to follower development style (or ‘maturity’), based on how ready and willing the follower is to perform required tasks (that is, their competence and motivation).
There are four leadership styles (S1 to S4) that match the development levels (D1 to D4) of the followers.
The four styles suggest that leaders should put greater or less focus on the task in question and/or the relationship between the leader and the follower, depending on the development level of the follower.
If the leader focused more on the relationship, the follower may become confused about what must be done and what is optional. The leader thus maintains a clear ‘do this’ position to ensure all required actions are clear.

Question 40

S3: Participating / Facilitating / Supporting
Follower: D3: High competence, variable commitment / Able but unwilling or insecure
Leader: Low task focus, high relationship focus
When the follower can do the job, but is refusing to do it or otherwise showing insufficient commitment, the leader need not worry about showing them what to do, and instead is concerned with finding out why the person is refusing and thence persuading them to cooperate.
There is less excuse here for followers to be reticent about their ability, and the key is very much around motivation. If the causes are found then they can be addressed by the leader. The leader thus spends time listening, praising and otherwise making the follower feel good when they show the necessary commitment.

Question 41

S2: Selling / Coaching
Follower: D2: Some competence, variable commitment / Unable but willing or motivated
Leader: High task focus, high relationship focus
When the follower can do the job, at least to some extent, and perhaps is over-confident about their ability in this, then ‘telling’ them what to do may demotivate them or lead to resistance. The leader thus needs to ‘sell’ another way of working, explaining and clarifying decisions.
The leader thus spends time listening and advising and, where appropriate, helping the follower to gain necessary skills through coaching methods.
Note: S1 and S2 are leader-driven.

Question 42

S4: Delegating / Observing
Follower: D4: High competence, high commitment / Able and willing or motivated
Leader: Low task focus, low relationship focus
When the follower can do the job and is motivated to do it, then the leader can basically leave them to it, largely trusting them to get on with the job although they also may need to keep a relatively distant eye on things to ensure everything is going to plan.
Followers at this level have less need for support or frequent praise, although as with anyone, occasional recognition is always welcome.
Note: S3 and S4 are follower-led.

Question 43

S1: Telling / Directing
Follower: D1: Low competence, low commitment / Unable and unwilling or insecure
Leader: High task focus, low relationship focus
When the follower cannot do the job and is unwilling or afraid to try, then the leader takes a highly directive role, telling them what to do but without a great deal of concern for the relationship. The leader may also provide a working structure, both for the job and in terms of how the person is controlled. The leader may first find out why the person is not motivated and if there are any limitations in ability. These two factors may be linked, for example where a person believes they are less capable than they should be may be in some form of denial or other coping. They follower may also lack self-confidence as a result.