Principles of Management MCQs

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1.Someone who coordinates and oversees the
work of other people so that organizational
goals can be accomplished is called a :
a) Leader
b) Politician
c) Manager (Ans)
d) Entrepreneur

2.who are responsible for
making organization-wide decisions and
establishing the goals and plans that affect the
entire organization
a) First line managers
b) Middle line managers
c) Top managers (Ans)
d) None of them

3. How many Management functions are there ?
a) Three
b) Five
c) Six
d) Four(Ans)

4.Interpersonal Roles includes the following:
Ans.
Figurehead,
Leader,
Liaison

5.Managerial roles that involve people and other
duties that are ceremonial and symbolic in
nature are known as:
a) Informational roles
b) Disseminator roles
c) managerial roles
d) Interpersonal roles (Ans)

6.Job-specific knowledge and techniques
needed to proficiently perform work tasks
a) technical skills (Ans)
b) Human skills
c) Conceptual Skills
d) None of these

7. Who presented the theory of bureaucracy
a) Henry Fayol
b) Max Weber (Ans)
c) Chester Bernard
d) Mary Parker

8.An approach that involves using the scientific
method to find the “one best way” for a job to
be done
a) scientific management approach (Ans)
e) Behavioral approach
f) Contingency approach
g) Quantitative approach

9.A classification scheme for labeling basic hand
motion
a) Therbligs (Ans)
b) organic scheme
c) mechanistics scheme
d) None of these

10.A tendency or preference toward a particular
perspective or ideology
a) Bias (Ans)
b) Prejudice
c) Stereotyping
d) Discrimination

11.Decision making that’s rational, but limited
(bounded) by an individual’s ability to process
information
a) bounded rationality(Ans)
b) Rational decision making
c) Intuition
d) Heuristics

12.Plans that are clearly defined and leave
no room for interpretation
a) specific plans (Ans)
b) Directional plans
c) Stated plans
d) Operational plans

13.A process of setting mutually agreed-upon
goals and using those goals to evaluate
employee performance
a) management by objectives (MBO) (Ans)
b) means-ends chain
c) commitment concept
d) mission

14.An analysis of the organization’s strengths,
weaknesses, opportunities, and threats
a) Comparison analysis
b) SWOT analysis (Ans)
c) Organizational analysis
d) None of these

15.An organizational structure that assigns
specialists from different functional departments
to work on one or more projects
a) Matrix structure(Ans)
b) Organic structure
c) Mechanistics structure
d) None of all

16.The number of employees a manager can
efficiently and effectively manage
a) span of control(Ans)
b) Centralization
c) Decentralization
d) Unity of command

17.How standardized an organization’s jobs are
and the extent to which employee behavior is
guided by rules and procedures
a) Centralization
b) formalization (Ans)
c) Decentralization
d) Informalization

18.The degree to which lower-level employees
provide input or actually make decisions
a) Centralization
b) decentralization(Ans)
c) Formalization
d) All of the above

19.An organizational design that’s rigid and tightly
controlled
a) Organic organization
b) MNC
c) mechanistic organization(Ans)
d) None of these

20. An organizational design that’s highly adaptive
and flexible
a) organic organization(Ans)
b) Mechanistics organization
c) Neutral organization
d) All of the above

21.What sets an organization apart; its distinctive
edge
a) competitive advantage(Ans)
b) Strategy advantage
c) Comparative advantage
d) None of these

22. The single independent businesses of an
organization that formulate their own competitive strategies
a) Operational business unit (OBU)
b) strategic business unit (SBU)(Ans)
c) Local business unit
d) All of the above
23.A corporate strategy in which an organization
continues to do what it is currently doing
a) stability strategy(Ans)
b) Instability strategy
c) Short term strategy
d) Renewal strategy
24.A corporate strategy designed to address
declining performance
a) Stability strategy
b) Non renewal strategy
c) renewal strategy (Ans)
d) Instability strategy
25. An organizational strategy for how an organization will compete in its businesses
a) Market strategy
b) Renewal strategy
c) competitive strategy ( Ans)
d) Stability strategy
26. An organizational strategy that determines what
businesses a company is in or wants to be in,
and what it wants to do with those business
a) Competitive strategy
b) Market strategy
c) corporate strategy(Ans)
d) Renewal strategy
27.Any activities the organization does well or any
unique resources that it has
a) Strengths (Ans)
b) Weaknesses
c) Opportunities
d) Threats
28.Activities the organization does not do well or
resources it needs but does not possess:
a) weaknesses (Ans)
b) Opportunities
c) Threats
d) Strengths
29. A corporate strategy that’s used when an
organization wants to expand the number of
markets served or products offered, either
through its current business(es) or through
new businesses
a) Business strategy
b) Competitive strategy
c) Growth strategy(Ans)
d) Market strategy
30. A statement of an organization’s purpose
a) Vision
b) mission (Ans)
c) Both
d) None of these
31.Positive trends in the external environment
a) Threats
b) Weaknesses
c) opportunities(Ans)
d) Strengths
32.Negative trends in the external environment
a) Threats(Ans)
b) Weaknesses
c) Opportunities
d) Strengths
33.How a company is going to make money
a) Management model
b) Price model
c) Product model
d) business model (Ans)
34. What managers do to develop the organization’s strategies
a) Operations management
b) Financial management
c) strategic management(Ans)
d) Business management
35. An approach to setting goals in which top
managers set goals that then flow down through
the organization and become subgoals for each
organizational area.
a) Non traditional goal setting
b) traditional goal setting(Ans)
c) Modern goal setting
d) None of these
36. Ongoing plans that provide guidance for
activities performed repeatedly
a) standing plans (Ans)
b) Stated plans
c) Real plans
d) Strategic plans
37.An integrated network of goals in which the
accomplishment of goals at one level serves as
the means for achieving the goals, or ends, at
the next level
a) Business model
b) Market model
c) means-ends chain (Ans)
d) None of these
38.Official statements of what an organization says,
and what it wants its various stakeholders to
believe, its goals are
a) stated goals (Ans)
b) Real goals
c) Strategic goals
d) Operational goals
39. Goals that an organization actually pursues, as
defined by the actions of its members
a) Stated goals
b) real goals (Ans)
c) Operational goals
d) Strategic goals
40. Plans that apply to the entire organization and
establish the organization’s overall goals
a) strategic plans(Ans)
b) Operational plans
c) Specific plans
d) Directional plans
41.Plans that encompass a particular operational
area of the organization
a) operational plans(ans)
b) Strategic plans
c) Specific plans
d) Directional plans
42.Plans with a time frame beyond three years
a) Short term plans
b) Specific plans
c) long-term plans (ans)
d) Directional plans
43.Plans covering one year or less
a) short-term plans (ans)
b) Long term plans
c) Specific plans
d) Directional plans
44. Plans that are clearly defined and leave
no room for interpretation
a) specific plans (ans)
b) Directional plans
c) Short term plans
d) Long term plans
45.Plans that are flexible and set out general
guidelines
a) Specific plans
b) directional plans(ans)
c) Short term plans
d) Long term plans
46.Decision style characterized by a person’s
preference for using external data and facts
and processing this information through rational,
logical thinking
a) Linear thinking style(ans)
b) Non linear thinking style
c) Democratic style
d) None of the above
47. Decision style characterized by a person’s
preference for internal sources of information
and processing this information with internal
insights, feelings, and hunches
a) Linear thinking style
b) nonlinear thinking style(ans)
c) Democratic style
d) All of the above
48.Straightforward, familiar, and easily defined
problems
a) Unstructured problems
b) structured problems(Ans)
c) Random problems
d) All of the above
49.Problems that are new or unusual and for which
information is ambiguous or incomplete
a) unstructured problems(Ans)
b) Structured problems
c) Random problems
d) None of these
50.A repetitive decision that can be handled by a
routine approach
a) Non Programmed decisions
b) Programmed decision(Ans)
c) Quick decisions
d) All of the above
51.Unique and nonrecurring decisions that require
a custom-made solution
a) nonprogrammed decisions(ans)
b) Programmed decisions
c) Quick decisions
d) None of these
52.
A situation in which a manager can make
accurate decisions because all outcomes are
known
a) certainty (ans)
b) Uncertainty
c) Risk
d) None of these
53.A situation in which the decision maker is able
to estimate the likelihood of certain outcomes
a) Certainty
b) Uncertainty
c) risk (ans)
d) All of the above
54. An increased commitment to a previous
decision despite evidence it may have been
wrong is called :
a) escalation of commitment (ans)
b) Span of control
c) Esprit de corpse
d) None of these
55.Making decisions on the basis of experience,
feelings, and accumulated judgment is known as:
a) Bounded rationality
b) Rational decision making
c) intuitive decision making(ans)
d) None of these
56.Describes choices that are logical and
consistent and maximize value
a) rational decision making(ans)
b) Irrational decision making
c) Bounded rationality
d) None of these
57.Decision making that’s rational, but limited
(bounded) by an individual’s ability to process
information
a) bounded rationality(ans)
b) Intuition
c) Rational decision making
d) None of these
58. Taking creative ideas and turning them into
useful products or work methods
a) innovation(ans)
b) Change
c) Both
d) None of these
59. Any alteration of people, structure, or
technology in an organization
Ans: organizational change
60.how many types of change?
a) Three(ans)
b) Four
c) Five
d) Six
61.
Someone who acts as a catalyst and assumes
the responsibility for managing the change
process
a) change agent (ans)
b) Manager
c) Leader
d) All of the above
62.
Judging a person based on a perception of a
group to which that person belongs
a) stereotyping (ans)
b) Prejudice
c) Discrimination
d) All of the above
63.
When someone acts out their prejudicial
attitudes toward people who are the targets of
their prejudice
a) discrimination (ans)
b) Prejudice
c) Bias
d) All of the above
64.A tendency or preference toward a particular
perspective or ideology
a) Prejudice
b) Discrimination
c) Bias (ans)
d) All of the above
65.
A preconceived belief, opinion, or judgment
toward a person or a group of people
a) Bias
b) Discrimination
c) prejudice (ans)
d) All of the above
66.
The biological heritage (including skin color and
associated traits) that people use to identify
themselves
a) race (ans)
b) Ethnicity
c) Sect
d) Culture
67.
Social traits (such as cultural background or
allegiance) that are shared by a human
population
a) Race
b) Population
c) ethnicity (ans)
d) Culture
68.
Easily perceived differences that may trigger
certain stereotypes, but that do not necessarily
reflect the ways people think or feel
a) surface-level diversity (ans)
b) Diversity
c) Deep level diversity
d) All of the above
69.
Differences in values, personality, and work
preferences
a) Surface level diversity
b) deep-level diversity(ans)
c) Both
d) None of these
70.
The ways in which people in an organization are
different from and similar to one another
a) workforce diversity(ans)
b) Joint venture
c) Surface level diversity
d) Deep level diversity
71.
A specific type of strategic alliance in which the
partners agree to form a separate, independent
organization for some business purpose
a) joint venture(ans)
b) Partnership
c) Company
d) Sole proprietorship
75.
An organization gives another organization the
right to make or sell its products using its
technology or product specifications
a) licensing (ans)
b) Franchising
c) Joint venture
d) None of these
76.
An organization gives another organization
the right to use its name and operating
methods
a) Franchising (ans)
b) Licensing
c) Joint venture
d) None of these
77.
Making products domestically and selling them
abroad
a) Exporting (ans)
b) Import
c) Both
d) None of these
78.
Acquiring products made abroad and selling
them domestically
a) importing(ans)
b) Exporting
c) Both
d) None of these
79.
A culture where organizational values promote
a sense of purpose through meaningful work
that takes place in the context of community
a) workplace spirituality(ans)
b) Workplace diversity
c) Workforce
d) None of these
80.
The process that helps employees adapt to the
organization’s culture
a) socialisation(ans)
b) Formalization
c) Centralization
d) Decentralization
81.
The shared values, principles, traditions, and
ways of doing things that influence the way
organizational members act
a) organisational culture(ans)
b) Ethnicity
c) Race
d) Sect
82.
Organizational cultures in which the key values
are intensely held and widely shared
a) strong cultures(ans)
b) Weak culture
c) Mix culture
d) All of the above
83.
Those factors and forces outside the
organization that affect its performance
a) external environment(ans)
b) Internal environment
c) Both
d) None of these
84. The view that managers are directly responsible
for an organization’s success or failure
a) omnipotent view of management(ans)
b) Symbolic view of management
c) Escalation of management
d) Management by objectives
85.
The view that much of an organization’s
success or failure is due to external forces
outside managers’ control
a) symbolic view of management(ans)
b) Omnipotent view of management
c) Management by objectives
d) All of the above
86.The breakdown of jobs into narrow
and repetitive tasks
a) division of labor (job specialization) (ans)
b) Division of work
c) Unity of command
d) Span of control
87.
A period during the late eighteenth century
when machine power was substituted for
human power, making it more economical to
manufacture goods in factories than at home
a) industrial revolution(ans)
b) Agricultural revolution
c) French revolution
d) None of these
88.
The use of quantitative techniques to improve
decision making is called
Ans: quantitative approach
89.
The study of the actions of people at work
Ans: organizational behavior (OB)
90. A series of studies during the 1920s and 1930s
that provided new insights into individual and
group behavior
Ans: Hawthorne Studies
91.
A classification scheme for labeling basic hand
motions is called
Ans: therbligs
92.
An approach to management that focuses on
describing what managers do and what
constitutes good management practice is known as:
Ans: general administrative theory
93.
Fundamental rules of management that could
be applied in all organizational situations and
taught in schools
Ans: principles of management
94.
A form of organization characterized by division
of labor, a clearly defined hierarchy, detailed
rules and regulations, and impersonal
relationships
Ans: bureaucracy
95.
First studies of management, which emphasized
rationality and making organizations and
workers as efficient as possible
a) classical approach(ans)
b) Behavioral approach
c) Contingency approach
d) All of the above
98.A philosophy of management that is driven by
continuous improvement and responsiveness to
customer needs and expectations
a) total quality management (TQM)(ans)
b) Operations management
c) Production management
d) Performance management
99.
A set of interrelated and interdependent parts
arranged in a manner that produces a unified
whole
a) system(ans)
b) Open system
c) Close system
d) All of the above
100.
Systems that are not influenced by and do not
interact with their environment
a) closed system(ans)
b) Open system
c) Both
d) None of these
101.
Systems that interact with their environment
a) open system(ans)
b) Close system
c) Both
d) None of these
102.
A management approach that recognizes
organizations as different, which means they
face different situations (contingencies) and
require different ways of managing
a) contingency approach(ans)
b) Behavioral approach
c) Classical approach
d) All of the above
103.who presented 14 principles of management?
Ans: Henry Fayol
104.
Who presented the theory of bureaucracy?
Ans: Weber
105.Who presented the theory of scientific management?
Ans: F W Taylor
106.who presented the theory of division of labor ?
Ans: Adam smith
107. What FRANK and Lillian Gilbreth represented ?
Ans: Therbligs
108.what Henry Gantt presented?
Ans: Data into different time scales
110. Who were early advocates of Organizational behavior (O.B)?
Ans:Chester Bernard,
Mary Parker etc
111. What is the Calm waters Metaphor ?
Ans: Lewin’s description of change process as a break in the organization’s Equilibrium state
Unfreezing(the status quo)
Changing (to a new state)
Refreezing ( to make the change permanent)
112.
Managers at the lowest level of management
who manage the work of nonmanagerial
employees
a) first-line managers(ans)
b) Middle Managers
c) Top managers
d) All of the above
113.
Managers between the lowest level and top
levels of the organization who manage the
work of first-line managers
a) middle managers (ans)
b) Top managers
c) First line managers
d) All of the above
114.
Managers at or near the upper levels of the
organization structure who are responsible for
making organization-wide decisions and
establishing the goals and plans that affect the
entire organization
a) top managers(ans)
b) Middle Managers
c) First line managers
d) All of the above
115.
A deliberate arrangement of people to
accomplish some specific purpose
a) organisation (ans)
b) Management
c) Both
d) None of these
116. Coordinating and overseeing the work activities
of others so that their activities are completed
efficiently and effectively
a) management (ans)
b) Organization
c) Both
d) None of these
117.
Doing things right, or getting the most output
from the least amount of inputs
a) Effectiveness
b) efficiency (ans)
c) Both
d) None of these
118.
Doing the right things, or completing activities
so that organizational goals are attained
a) Effectiveness (ans)
b) Efficiency
c) Both
d) None of these
119.
Management function that involves setting
goals, establishing strategies for achieving those
goals, and developing plans to integrate and
coordinate activities
a) planning(ans)
b) Organizing
c) Leading
d) Controlling
120.
Management function that involves arranging
and structuring work to accomplish the
organization’s goals
a) organising(ans)
b) Planning
c) Leading
d) Controlling
121.
Management function that involves working
with and through people to accomplish
organizational goals
a) Planning
b) Organizing
c) leading(ans)
d) Controlling
122.
Management function that involves
monitoring, comparing, and correcting work
performance
a) controlling(ans)
b) Planning
c) Organizing
d) Leading
123.Interpersonal Roles include all the following:
Ans:
• Figurehead
• Leader
• Liaison
124.Informational Roles includes all the following:
Ans:
• Monitor
• Disseminator
• Spokesperson
125.Decisional Roles includes all the following:
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
126.
Specific actions or behaviors expected of and
exhibited by a manager
a) managerial roles(ans)
b) Informational roles
c) Decisional roles
d) All of the above
127.
Managerial roles that involve people and other
duties that are ceremonial and symbolic in
nature
a) interpersonal roles(ans)
b) Decisional roles
c) Informational roles
d) All of the above
128.
Managerial roles that involve collecting,
receiving, and disseminating information
a) informational roles (ans)
b) Decisional roles
c) Interpersonal roles
d) All of the above
129.
Managerial roles that revolve around making
choices
a) decisional roles(ans)
b) Informational roles
c) Interpersonal roles
d) All of the above
130.
Job-specific knowledge and techniques
needed to proficiently perform work tasks
a) technical skills (ans)
b) Human skills
c) Conceptual skills
d) All of the above
131.
The ability to work well with other people
individually and in a group
a) Technical Skills
b) Conceptual skills
c) human skills (ans)
d) All of the above
132.
The ability to think and to conceptualize about
abstract and complex situations
a) conceptual skills(ans)
b) Human skills
c) Technical Skills
d) All of the above
133.
The reality that management is needed in
all types and sizes of organizations, at all
organizational levels, in all organizational
areas, and in organizations no matter where
located.
a) Management principles
b) universality of management (Ans)
c) Operations management
d) Production management
134. The merger of two or more firms, which are engaged in the same line of business and
their activity level is also same;The product may include complementary product, by-product
or any other related product, competitive product or entering into the product’s repairs,
services, and maintenance section is called
a) Horizontal integration(ans)
b) Vertical integration
c) Forward integration
d) Backward integration
135. _________is between two firms that are carrying on business for the same product but
at different levels of the production process. The firm opts to continue the business, on the
same product line as it was done before integration. It is an expansion strategy used to gain
control over the entire industry.
a) Vertical integration (ans)
b) Backward integration
c) Horizontal integration
d) All of the above
136.If the company acquires control over distributors, then it is downstream or forward
integration.
a) Forward integration (ans)
b) Backward integration
c) Horizontal integration
d) All of the above
137.When the company acquires control over its supplier, then it is upstream or backward
integration.
a) Backward integration (ans)
b) Vertical integration
c) Horizontal integration
d) All of the above

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