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MGT 101 Final Exam Principles of Management

MGT 101 Final Exam Principles of Management


MGT 101 Principles of Management

Question 1

When creativity is desirable, then:

  1. the organization should be completely centralized
  2. the organization should be completely decentralized
  3. some degree of decentralization is desirable
  4. it is impossible to recommend centralization or decentralization in this situation

Question 2

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

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

Question 3

According to staff personnel, one reason for line/staff conflict is that line personnel:

  1. tend to assume staff authority
  2. do not give sound advice
  3. fail to keep staff personnel informed of their activities
  4. resist new ideas         

Question 4

The three main types of authority that can exist within an organization are:

  1. line, staff, and formal
  2. staff, informal, and formal
  3. line, staff, and functional
  4. line, functional, and formal

Question 5

The most basic method of dividing job activities is the:

  1. process control method
  2. customer location method
  3. centralization method
  4. functional similarity method

Question 6

The roles that staff personnel perform include all of the following EXCEPT:

  1. the advisory or counseling role
  2. the service role
  3. the financial role
  4. the control role

Question 7

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

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

Question 8

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

  1. delegation
  2. accountability
  3. responsibility
  4. authority

Question 9

The three steps of the delegation process are:

  1. create accountability, promote acceptance, and require performance
  2. assign specific duties, grant authority, and create accountability
  3. assign responsibility, create accountability, and assign specific duties
  4. create responsibility, grant authority, and promote acceptance

Question 10

The amount of power an individual in an organization possesses is:

  1. total power
  2. position power
  3. authority
  4. personal power

Question 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:     

  1. personal power through creating a belief she possesses a high level of expertise within the organization
  2. position power through creating a belief she possesses a high level of expertise within the organization
  3. personal power by establishing a sense of identification with the manager
  4. position power by establishing a sense of identification with the manager

Question 12

Which one of the following is NOT one of the three main steps of the controlling process?

  1. taking corrective action
  2. measuring performance
  3. establishing policies and rules
  4. comparing measured performance to standards      

Question 13

A sign that a problem exists is:

  1. declining sales
  2. a symptom
  3. low employee morale
  4. a standard

Question 14

A good, objective method of determining the optimal amount of control to use is:

  1. the Delphi technique
  2. cost-benefit analysis
  3. linear programming
  4. post-control processes

Question 15

The power derived from a manager’s relationship with others is:     

  1. total power
  2. position power
  3. authority
  4. personal power

Question 16

Making something happen the way it was planned to happen is:

  1. control
  2. planning
  3. influencing
  4. organizing

Question 17

The controller would most likely report to which of the following individuals?

  1. chairperson of the board of directors
  2. chief executive officer
  3. outside accounting firm
  4. vice president of finance

Question 18

Factors within an organization that are barriers to organizational goal attainment are:

  1. problems
  2. issues
  3. symptoms
  4. standards

Question 19

Because of its value to management, ______________ should be _____________ as much as possible.

  1. communication, ignored
  2. message encoding, ignored
  3. feedback, encouraged
  4. nonverbal communication, practiced

Question 20

Which of the following statements is most accurate regarding nonverbal communication:

  1. nonverbal communication is usually consistent with verbal communication
  2. nonverbal communication usually contains more meaning than verbal communication
  3. nonverbal communication should be ignored
  4. managers do not need to be effective at reading nonverbal communication

Question 21

The originator of an interpersonal communication is the:

  1. source
  2. encoder
  3. decoder
  4. both a and b

Question 22

In interpersonal communication, the destination’s reaction to a message, is known as:

  1. feedforward
  2. feedback
  3. listening
  4. the communication process

Question 23

Which form of communication is primarily used for coordinating various activities?

  1. formal communication
  2. lateral organizational communication
  3. downward organizational communication
  4. upward organizational communication

Question 24

A position description is an example of which form of communication?

  1. upward formal communication
  2. downward formal communication
  3. downward informal communication
  4. lateral formal communication

Question 25

Which of the following strategies should be followed to encourage the flow of formal communication channels?                                           

  1. Support the flow of clear and concise statements through formal communication channels
  2. Take care to ensure that all organization members have free access to formal communication channels
  3. Assign specific communication responsibilities to staff personnel
  4. All of the above are effective strategies for encouraging the flow of formal communication

Question 26

Organizational communication that follows the lines of the organizational chart are:

  1. verbal communication
  2. informal organizational communication
  3. formal organizational communication
  4. nonverbal communication

Question 27

A source can gather nonverbal feedback simply by:                                    

  1. watching the nonverbal response of the destination to the message
  2. testing the destination
  3. asking the destination questions about the message
  4. listening to the destination’s verbal response to the message

Question 28

Passing information from one individual to another in a series, or sequence, is known as: 

  1. lateral organizational communication
  2. the grapevine
  3. serial transmission
  4. noise

Question 29

The unique way in which a manager perceives organizational problems are:                                             

  1. forces in the environment
  2. forces in the task
  3. forces in the manager
  4. forces in the subordinate

Question 30

The most widely used basis for establishing departments within the formal structure is:

  1. functional departmentalization
  2. product departmentalization
  3. geographic departmentalization
  4. customer departmentalization

Question 31

Helgesen stipulates that ______________tend to create networks or “webs” of authority.

  1. men managers
  2. women managers
  3. all managers
  4. there are not any managers who do this       

Question 32

Which of the following statements would be most accurate if subordinates’ activities were very similar?

  1. there could be a large span of control
  2. there is no need for unity of command
  3. the organization should be departmentalized by product
  4. the organization should be departmentalized by manufacturing process

Question 33

The main criticism of Max Weber’s bureaucracy is that it:                                       

  1. violated the unity of command concept
  2. created a narrow span of control
  3. did not give enough concern for the human variable
  4. did not emphasize specialization of labor

Question 34

The main components of Weber’s bureaucracy include all of the following EXCEPT:

  1. detailed procedures and rules
  2. a clearly outlined organizational hierarchy
  3. impersonal relationships among organizational members
  4. task duplication

Question 35

A unique group of resources established by management to perform some organizational task is:

  1. an organizational team
  2. a group
  3. a standing committee
  4. a department

Question 36

The assignment of various portions of a particular task among a number of organizational members

  1. coordination
  2. division of labor
  3. unity of command
  4. span of control

Question 37

The writer who had the most profound influence on classical organizing theory was:

  1. Max Weber
  2. Frederick Taylor
  3. Abraham Maslow
  4. Henri Fayol

Question 38

All of the following are characteristics of successful JIT programs EXCEPT:

  1. high quality of materials purchased from supplies
  2. closeness of suppliers
  3. well-organized receiving and handling of materials purchased from suppliers
  4. low management commitment and support

Question 39

Which of the following ratios should be used when evaluating an organization’s performance?

  1. return on investment
  2. inventory turnover
  3. current ratio
  4. all of the above

Question 40

The operational plan of action outlining which goods and services an organization will produce is a:

  1. marketing strategy
  2. product strategy
  3. process strategy
  4. layout strategy

Question 41

The ratio that is calculated by dividing sales by inventory (measured in dollars) is the:

  1. current ratio
  2. debt ratio
  3. inventory turnover ratio
  4. return on investment ratio

Question 42

Scheduling, sequencing, routing, dispatching, and expediting are all:

  1. cost-benefit analysis activities
  2. break-even analysis activities
  3. shop-floor activities
  4. top-management directional activities

Question 43

The algebraic equation for the determination of the break-even point is:     

  1. BE = VC/(P-FC)
  2. BE = P/ (FC-VC)
  3. BE = C/R
  4. BE = FC/(P-VC)

Question 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:

  1. management by exception
  2. management by objectives
  3. management by consideration
  4. manpower planning

Question 45

Operational tools used to establish labor standards useful for planning, control, productivity improvements, and compensation are:

  1. manpower plans
  2. work measurement methods (Operational Tools in Human Resource Strategy, difficult)
  3. motion-study techniques
  4. work methods analysis

Question 46

The amount of revenue that exceeds the total costs of producing the products sold is:

  1. total revenue
  2. profits
  3. break-even point
  4. total costs

Question 47

Which of the following is an observable symptom of undesirably high stress levels?

  1. moodiness
  2. chronic worrying
  3. increased aggression
  4. all of the above

Question 48

Which of the following is NOT a guideline for reducing the resistance to change?                                      

  1. change should be made as quickly as possible
  2. avoid surprises
  3. make tentative change
  4. promote real understanding of the change

Question 49

When workers come into the office frequently, but are not assigned a permanent office space:

  1. it is called tethering workers
  2. the worker is called fully mobile
  3. it is called hoteling
  4. it is called telecommuting

Question 50

When an organization ties together company stakeholders through e-mail or the Web, it is creating a:

  1. virtual team
  2. bureaucracy
  3. virtual corporation
  4. virtual office

Question 51

Which of the following statements is most accurate regarding the research conducted on the managerial grid?

  1. grid OD leads to increased profit for the organization
  2. grid OD leads to positive changes in managerial behavior
  3. grid OD leads to positive changes in managerial attitudes
  4. more testing needs to be completed before any conclusive statements can be made

Question 52

Which of the following would NOT be considered a potential advantage to matrix organizations?

  1. better customer relations
  2. shorter project development time
  3. lower project costs
  4. more complex internal operations

Question 53

The best rationale for modifying an existing organization is to increase:                                          

  1. organizational effectiveness
  2. employee morale
  3. customer service
  4. profit

Question 54

Another name for a matrix organization is:

  1. a project organization
  2. a complex organization
  3. a multi-level multinational corporation
  4. a traditional organization

Question 55

The primary advantage of changing a traditional organization into a matrix organization is that it:

  1. creates a more complex internal organization
  2. is flexible
  3. enhances the equal application of company policies
  4. is easier to manage

Question 56

The process of increasing the number of operations an individual performs in a job is:

  1. job rotation
  2. job enlargement
  3. job enrichment
  4. team management

Question 57

According to Argyris’ continuum, as individuals mature they are more likely to do all of the following EXCEPT:

  1. have increasing needs for more activity
  2. have a short-term perspective
  3. have deeper and more lasting interests
  4. have control over their own destiny

Question 58

A reward that consists of the elimination of an undesirable consequence of behavior is:

  1. positive reinforcement
  2. negative reinforcement
  3. punishment
  4. extinction

Question 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:

  1. achievement
  2. power
  3. affiliation
  4. control

Question 60

Which of the following focuses on managing human activity by controlling the consequences of performing that activity?

  1. job enrichment
  2. Needs-Goal Theory
  3. behavior modification
  4. reinforcement

Question 61

According to McClelland, people who are greatly motivated to influence other people and to assume responsibility have a high need for:

  1. achievement
  2. affiliation
  3. power
  4. dominance

Question 62

Rewards that come directly from performing a task are:

  1. goals
  2. money
  3. extrinsic rewards
  4. intrinsic rewards

Question 63

The most fundamental motivation theory that begins with an individual feeling a need is:

  1. ERG theory
  2. equity theory
  3. Herzberg’s Two-Factor Theory
  4. Needs-Goal Theory

Question 64

In Likert’s Management System, which management style can be categorized by a lack of confidence or trust in subordinates, with the bulk of all decision-making being done at the top of the organization?

  1. System 1
  2. System 2
  3. System 3
  4. System 4

Question 65

In order to avoid the potential weaknesses of performance appraisals, supervisors should do all of the following EXCEPT:

  1. view paperwork as an aid in providing feedback
  2. make the appraisal as tactful as possible
  3. make the appraisal as objective as possible
  4. view the appraisal process as a means of rewarding or punishing employees

Question 66

The process of developing qualities in human resources that will enable them to be more productive is:

  1. recruitment
  2. training
  3. selection
  4. performance appraisal

Question 67

The performance appraisal should:                                       

  1. focus on the evaluator’s impression of the individual’s work habits
  2. stress only performance in the position the individual holds
  3. be acceptable to the evaluator and the individual being evaluated
  4. focus on subjective areas of performance

Question 68

The form used in compiling a human resource inventory that summarizes information about organizational members who could fill a position is a:                                              

  1. management manpower replacement chart
  2. position replacement form
  3. management inventory card
  4. human resource inventory

Question 69

The purpose of training is to:                                     

  1. serve as a recruitment tool
  2. serve as a basis for promotion
  3. increase the compensation of individuals
  4. increase the productivity of employees by influencing their behavior

Question 70

Selection is dependent upon effective:                                             

  1. recruitment
  2. performance appraisal
  3. advertising
  4. affirmative action programs

Question 71

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

  1. performance appraisal
  2. screening
  3. selection
  4. recruitment

Question 72

Excessive rejected products, unmet deadlines, and high labor costs are all clues that help the manager:

  1. determine those individuals who need to be terminated
  2. determine training needs and identify needed skills
  3. identify where to place the blame
  4. determine needed areas for recruitment

Question 73

Performance appraisals can best be described as:                                      

  1. a one-time evaluation of an individual’s productivity
  2. a continuing activity that provides feedback to organization members
  3. a method of developing organizational goals
  4. an activity without any potential weaknesses

Question 74

Accepted facts or truths about an object or person that have been gained from either direct experience or a secondary source are:                                               

  1. attitudes
  2. beliefs
  3. values
  4. perceptions

Question 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:

  1. cognitive learning
  2. perception
  3. operant learning
  4. MBO

Question 76

The basis for goal-setting strategies, which is widely used in the business world, is:

  1. cognitive learning
  2. perception
  3. operant learning
  4. positive reinforcement

Question 77

Managers can avoid inappropriate attributions by doing all of the following EXCEPT:

  1. making a greater effort to see situations as they are perceived by others
  2. guarding against perceptual distortions
  3. paying more attention to individual differences among subordinates
  4. ignoring individual differences among subordinates

Question 78

The most common application of goal-setting is:                                          

  1. the path-goal theory
  2. MBO (Cognitive Learning, moderate)
  3. operant conditioning
  4. selective perception

Question 79

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

  1. belief
  2. attitude
  3. value
  4. perception

Question 80

Which of the following is NOT one of four major causes of behavior problems?

  1. lack of skills
  2. lack of positive attitude
  3. low salary
  4. personal problems

Question 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:    

  1. golden rule
  2. law of supply and demand
  3. team management
  4. human resource approach

Question 82

Ben believes that all women are poor drivers. This is a:

  1. projection
  2. case of selective perception
  3. stereotype
  4. self-serving error

Question 83

A manager who has the tendency to “sell” his or her decisions is most likely to:

  1. be on the right-hand side of the Tannenbaum and Schmidt Leadership Continuum
  2. be a subordinate-centered leader
  3. be willing to give up significant freedom
  4. want to use their authority to a large degree

Question 84

The OSU studies concluded that leaders exhibit two main styles of behavior:

  1. structure behavior and employee-centered behavior
  2. consideration behavior and job-centered behavior
  3. structure behavior and consideration behavior
  4. employee-centered behavior and job-centered behavior     

Question 85

According to the characteristics of the emerging leader versus characteristics of the manager, which of the following would be associated with the leader?

  1. independent
  2. consulting
  3. authoritative
  4. problem-solving

Question 86

Generally, except for which of the following, managers increase their success by allowing subordinates more freedom in making decisions when the subordinates have: 

  1. a relatively high need for dependence
  2. the necessary knowledge and expertise to deal with the problem
  3. a relatively high tolerance for ambiguity
  4. learned to share in decision-making

Question 87

Which approach to leadership views the personal characteristics of an individual as the main determinants of how successful that individual could be as a leader?

  1. trait approach
  2. behavior approach
  3. situational approach
  4. characteristic approach

Question 88

The subtle barrier of negative attitudes and prejudices that prevents women from reaching seemingly attainable top management positions is known as the:

  1. glass door
  2. glass ceiling
  3. glass wall
  4. glass barrier

Question 89

According to the OSU studies, the behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and follower is:

  1. employee-centered behavior
  2. job-centered behavior
  3. consideration behavior
  4. structure behavior

Question 90

Which of the following is a situational leadership theory?

  1. the trait approach
  2. path-goal theory
  3. the Michigan Studies
  4. the Ohio State studies

Question 91

The Vroom-Yetton-Jago Model is designed to:

  1. determine the maturity level of subordinates
  2. determine the appropriate level of subordinate involvement in the decision-making process
  3. determine the degree of boss-centered activity that is appropriate
  4. determine the degree of structure in the situation

Question 92

Which of the following is the correct sequence of the stages of group development?

  1. acceptance, communication/decision-making, solidarity, control
  2. acceptance, solidarity, control, communication/decision-making
  3. solidarity, acceptance, communication/decision-making, control
  4. control, solidarity, acceptance, communication/decision-making    

Question 93

Which of the following is least accurate regarding groups?

  1. they are found in all organizations
  2. an understanding of groups can help managers raise the probability the groups will cause desirable consequences for the organization
  3. groups inevitably form in all facets of organizational existence
  4. groups invariably cause desirable consequences within the organization

Question 94

A formal group of organization members who interact with one another to accomplish some nonroutine task is a/an:

  1. work group
  2. command group
  3. interest group
  4. task group

Question 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?

  1. forming
  2. norming
  3. performing
  4. storming

Question 96

The most fundamental ingredient for an effective teams is:

  1. money
  2. strong management support
  3. common interests
  4. trust

Question 97

Which of the following is a procedural step that could be taken to increase the probability a committee will be successful?

  1. rephrasing ideas already expressed
  2. specifying the authority of the committee
  3. bringing all members into active participation
  4. stimulating further thought by members

Question 98

A set of shared values and beliefs organization members have regarding the functioning and existence of their organization is:

  1. organizational climate
  2. corporate culture
  3. corporate climate
  4. none of the above

Question 99

Which of the following is an organization-related step in building an effective work team?

  1. develop clear objectives, directions, and project plans for the team
  2. reward and recognize team members for their accomplishments
  3. encourage team involvement
  4. try to make the team’s work satisfying

Question 100

Which of the following is the correct sequence of the stages for team development?

  1. acceptance, communication/decision-making, solidarity, control
  2. forming, norming, storming, performing, adjourning
  3. forming, storming, norming, performing, adjourning
  4. norming, forming, storming, performance, adjourning


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MGT 101 Final Exam Principles of Management

Answer Posted By

  • james
  • Questions : 1750
  • Solutions : 1789
Solution Description


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