MCQS of Business Research: Research Method (Islamia College University)

lOMoARcPSD|8856637
MCQS of Business Research
Research Method (Islamia College University)
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lOMoARcPSD|8856637
GATSubjectPaperDistribution/Curicula
Test Format of GAT Subject:
Total Questions (MCQs) = 100

Total Test Time = 120 Minutes (2 Hours)
Test Type: Paper Based
Test Contents:
General Section = 30% of the Total Test

Subject Section = 70% of the Total Test
Areas of General Section:
English (Verbal) = 15%

Analytical Reasoning = 15%
Management Sciences
Percentag
Sr. No. Core Areas
e
1. Finance 10
2. Accounting %
10
3. Marketing %
15
4. Management %
15
5. Quantitative Techniques %
15
6. Business Research Methods %
15
7. Business Communication and Report Writing %
10
8. Economics %
10
Total %
100%
ManagersandM
anaging
Organizations
colectionsofpeoplewhoworktogetherandco o
rdinatetheiractionstoachieveawidevarietyofgoalsor
desiredfutureoutcomes.
Management
theplan
n
ing,organizing,leading,andcontrolingofhumanandother resourc
estoachieveorganizational goalsefficientlyandeffectively.
organizationalperformance
ameasureofhowefficientlyandeffectivelyamanagerusesresourcest
osatisfycustomersand organizationalgoals.

lOMoARcPSD|8856637
efficiency
ameasureofhowproductivelyresourcesareusedtoachieveagoal.
effectiveness
ameasureoftheap
p ropriatenes
s
ofthegoalsanorganizationispursuingandofthedegre
e
stowhichthe organizationachievesthosegoals.
plann ing
identifyingandselectingapp
strategy
aclusterofdecisionsaboutwhatgoalstopursue,andhowtou
seresourcestoachievegoals.
organizing
structuringworkingrelationshipssoorganizationalmembersw
orktogethertoachieveorganizational
goals,oneofthefourprincipletasksofmanagement.
organizationalstructure
aformalsystem oftaskandreportingrelationshipsthatco
o
rdinatesandmotivatesorganizational
memberssothat
theyworktogethertoachieveorganizationalg
oals.
leading
controling
evaluatinghowwelanorganizationisachievingitsgoalsan
dtakingactiontomaintainorimprove
performance.oneofthefourtasksofmanagement.
department
agroupofpeoplewhoworktogetherandpos
sess
similarskilsorusethesameknowledge,too lsor
techniquestoperform theirjobs.
first-linemanager
amanagerwhoisresponsibleforthedailysupervisionofnonman
agerialemploye
e s.
midd lemanager
amanagerwhosupervisesthefirstlinemanagersandisresponsibl
topmanager
amanagerwhoestablishesorganizationalgoals,decideshowdepar
tmentsshouldinteract,andmonitors theperformanceofmidd
lemanagers.
top-management team
agroupcomposedoftheCEO,theCOO,thepresident,andtheh
eadsofthemostimportant departments.
conceptualskils
theabilitytoanalyzeanddiagnosethesituationandtodist
inguishbetwe
e ncauseandeffect.
humanskils
theabilitytounderstand,alter,lead,andcontrolthebeha
technicalskils
thejobspecificknowledgeandtechniquesrequiredtop
erform anorganizationalrole.
corecompetency
thespecificsetofdepartmentalskils,knowledge,andexperi
encethatalowsoneorganizationto outperform another.

lOMoARcPSD|8856637
restructuring
downsizinganorganizationbyeliminatingthejobsorlargenumb
ersoftop,mid
d le,andfirstmanagers andnonmanagerialemploye
e
s.
outsourcing
contractingwithanothercompany,usualyabroad,tohaveitperf
orm anactivitytheorganization
previouslyperformeditself.
empowerment
self-managedteam
agroupofemploye
e
swhoas
sumeresponsibilityfororganizing,controling,andsup
ervisingtheirown
globalorganization
organizationsthatoperateandcompeteinmorethanonecountry.
competitiveadvantage
theabilityofoneorganizationtooutperform
anotherbecauseitproducesdesiredgo o dsorservicesmore
efficientlyandeffectivelythantheydo.
in
n ovation
theprocess ofcreatingneworimprovedgoo
dsandservicesordevelopingbeterwaystoproduceor
turnaroundmanagement
thecreationofanewvisionforastrug g lingcompanybasedona
newap
p roachtoplann ingand
organizingtomakebeteruseofacompany'sresourcestoalow
1.Theproces
s
ofmonitoringperformance,comparingitwithgoalsandcor
rec
tinganysignificant
deviationsisk
nownas:
A.Plan
n ing
B.Organizin
2.Mr.AisaManageronXYZcompany;hehasareputationfo
rbeinganopenandhonest
personandunderstandshowtomotivateemploye
go
od ski e
A.Sales ls.
B.Politi
cal
C.Interpe
r sonal
3.Someonewhoworkswithandthroughotherpeoplebyco
o rdi
natingtheirworkactivitiesto
ac
complishorganizational
goalsiscaled:
A.AVeryinteligent:Ind
ividual
B.ASupervisorofProduct

lOMoARcPSD|8856637
4.SWOTanalysisdividesorganizationalstrengthint
otwocategories;Commonstrength
and .
A. Strategicimitation
B. CompetitivePa
rity
C.DistinctiveC
ompetencies
D.Threats
SWOTanalysisdividesorganizationalstrengthsintotw
5.TheContinueslineifauthoritythatextendsfrom theup
p
erlevelofmanagement
tothelowest
levelsoftheorganiza
tioniscaled:
A.Authoritylineofr
esponsibility
B.UnityofCommerce
6.Whichisthemostcommoncauseofb
usines
s failure?
A.InsufficientC
apital
B.Unstablemar
ket
7.Whichofthefolowingistheac countabilityfortheachi
evementofobjectives,theuseof
resources,andtheadherencetoorganizat
ionalpolicy? A.Power
B.Respons
ibility
C.Authori
8.Organizationscanplayroleinad
d
res
singglobalenvironmentis
suesthroughalofthe
folowingwaysEXCE
PT: A.Gree
ningofManagement
B.Depletionofnatur
alResources
9. arelargescaleactionplansofanorganiz
ationforinteractingwith
environmentinordertoachiev
elongterm goals.
A.Objecti
ves
B.Strateg
icGoals

lOMoARcPSD|8856637
10.LivingOrganismstakesubstancesfrom
theirenvironmentsuchasfo
o dandairandreturn
othersubstancesenvironment.Thisisanexa
mpleof A.CloseSystem
B.Hybrid
System
D.NoneofA
bove
livingorganismsareconsideredopensystemsbecauseth
eytakeinsubstancesfrom
materialsintheproductionofproductsandemitfinished
go dsandpolutionasaresult.
Incontrast,awatchisanexampleofaclosedsystem
inthatitisarelativelyself- contained,self-
maintainingunithathaslitleinteractsorexchangewi
thits environment.htp:/www.vuzs.info/
1.
Whenthestrengthprovidessuperioranduniquecustom
imitatethenthedistinctivecompetencecreate.
sasustainable
A.Competitive
Advantage
B.Scope
C.ResourceDepl
oyment
D.EffectiveStr
ategy
htp:/www.vuzs.in
fo/
12.Whichofthefolowingorganizationisrigi
13.Inajuicemakingcompanysalesmanagerhastheset
the
goalofincreasingthe
salesby10%
insummerseason.At
theendofsummerManagerwilcheckei
thergoal hasarchivedornot.Thisfunctionisknownas
A.Plann
ing
B.Organ
Theterm managerreferstoanyonewho .
Answer:hasdesignatedresponsibilitiesforca
r yingoutmanagerialactivities
WhatistheprimarylegacyofFrederickTaylor?
Answer:"onebestway":standardizedto o
lsandtasks,standardquotaandpay;pieceworkcompensation;
unionopp osition;congres
sionalinvestigation
Astheregionalmanagerofanacc
ountingfirm,Ruthisoftenrequiredtoat
tendceremonial

lOMoARcPSD|8856637
din
n erofadepartingemploye e
.Whichofthefolowingissimilartothegivenscenario?
Answer:figureheadrole:emphasizesceremonialactivitiessucha
satendingasocialfunction,welcoming
avisitingdignitary,orpresidingatafarewelreception
Whichofthefolowingrolesisaninterpersonalrole?
Answer:Interpersonalroles:figurehead,leader,andliaison
The
Inhiscapacityastheregionalproductionmanager,Ma
rkBrownisrequiredtoadd ress the
regionalheadsfrom across thecountryinaquarterlymee
tingorganizedbyhiscompany.At this me
e
ting,Markpresentsthedetailedproductionfiguresofh
isregionandalsooutlinesthe
changesheplanstoimplementinordertoimproveprodu
Ac
c rolesinclude
ordingtoMintzberg'stheoryofmanag actingasan
entrepreneur,adisturbancehandler,aresourcealoca
tor,andanegotiator.
Answer:decisional
JessicaandAlexhavebee
nunableadecidewhoshoulddotheteam'sworkschedulingforthene
xtone
month,ataskthatisbothcomplexandtimeconsuming.Astheirmana
ger,Melanieintervenesandtels them
tojointlydrawupthenextmonth'sproductionschedule.Melaniei
splayingtheroleofa .
Answer:disturbancehandler
Whenmanagersarecaledupontomakeac c
ommodationswithotherunitsorotherorganizations,
theyarefunctioninginthe role.
Ac
c ordingtotheuniversalap p
roachtoethicaldecisionmaking,managersmustfirstd
etermine
whetheracourseofactioncanap p
lytoalpeopleinalsituations,thenaskthemselveswh
ether
.
Answer:youwouldalsowantthisap
p
liedtoyou."dountoothersasyouhavethem dountoeveryone"
isthedegre e towhichpeoplese e anis
s
ueasanethicalone.
Answer:moralintensity
from from
theefficiencyperspectiv thesocialresponsibili
Answer:managerialyresponsible
;socialyir responsible
Corporationsreact tothevariouspres s
uresandconstituenciescon n
ectedtothetopicofsocial
responsibilityindifferentways.Defenders .
Answer:fighteffortsthattheyse
e
asresultingingreater restrictionandregulationoftheirabilit
yto maximizeprofits;operate@ edgeofthelawandactivelyse
e
klegallo pholesinconductingbusines s;

lOMoARcPSD|8856637
thatnonresponsivenes
s
couldhaveanegativeeconomicimpact;ex:onlychangetorecycle
dpaperfor
boxeswhenpres
surefrom
customersbecomesstrongenoughthatnonresponsivenes
s wouldlead
customerstoboycotproducts
Whichofthefolowingbestexplainstheinside-outap p
roachtostrategiccorporatesocial responsibility?
Answer:managerscanloo
kinsidethecompanyatissuesthataremoreratherthanles
s
importantasa functionofthecompany'sstrategyandbusines
s
activities;ex:manager@ wal-martlo o kinginward
A(n) isanemploye e
whodisclosesilegalorunethicalconductont
theorganization.
Answer:whistle-blower
TheForeignCor ruptPracticesActprohibitpaym
entsto .
Answer:foreigngovernmentofficialstowingov'tcontra
Ofthefolowin isadimensionofacountry'sdistinc
g, tinstitutionalenvironment.
Answer:consistsofcountry'srules,policies,andenforcement
proces
ses
Brian,aseniormanagerinalogisticsfirm,hasademocraticstyl
eofleadership.Brianisvery
Brian'sdepartmentiso . ap
p
neof
Answer:Lowpowerdista
istheextent
towhichpeople'sidentitiesareself-
Whichofthefolowingisacharacteristicofcolectivis
m?
Answer:Concernedwithgroupdynamicanddecisions.Colectivism
cancreatestrongtiesofloyalty.In theworkplace,colectivism
canmeanfocusingonmoreintrinsicrewards,suchasmasteringanew
skilor technique.Less
emphasisisplacedonmaintainingandpromotingpersonalopinions
;instead, managementemphasizesharmonyandco
o peration.
Aforeigncompanycanenteranewmarketvia agre
e
mentsthatalowalocalfirm inthe
newmarkettomanufactureanddistributetheforeignco
mpany'sproduct.
Answer:licensing
areco
o perativear
rangementsbetwee
ntwofirmsinwhichtheyagree toshareresources toac
c
Whichofthefolowingisarequirementforswift trust?
Answer:teamsmanagermusthelpmemberscommunicatew/oneanother
inapositiveway,co o rdinate
theirefforts,quicklyeliminatemisunderstandings;significant
culturalknowledge/sensitivityinadd itionto
effectivemanagerialskils;buildsunifiedvision/emphasizesco
laborativeoutcomes
Managingmulticulturalteams,competingininterna

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Nobele,achocolatierbasedinFrance,producescandyco
ntainingexoticingredientsfrom the
rainforestsofBrazil.Theingredientsareprovidedby
asinglesup p lierwhohasanexclusive
Thisisanexampl .
eof
Answer:Competitiv
Whichofthefolowingisthefirststepinthestrategicma
nagementproces s?
Answer:determinationofthefirm'sstrategicvision
arethosethatleadtonewfeaturesandcapabilitiesine
Federalspendingpushesthefederaldeficitup,causinga
nincreaseininterestrates.Whatisthe
LEASTlikelyresultofthisoc c ur
rence?
Answer:moneybecomesmoreexpensiveforfirmstobor
rowandtherefor
e,theybor
rowless;expand busines
s activities@
slowerpace/fewercontracts;contributestounemployment;reduce
sconsumer spending
involveacountry'sinfrastructure,suchasroads,te
lecommunications,airlinks,arable land,de
e
pwaterharbors,mineralresources,forests,andclim
ate.
Answer:physicalforces
Whichofthefolowingwouldleadtohigherprofitsforanin
dustry?- -thinkecon Answer:fewcompetitors,quality-
basedcompetition,highentrybar
riers,fewnewentrants,fewsubst
itutes, manycostomers,fragmentedcustomers,manysup
p liers
SockUpisacompanythatmanufacturessocksofdifferen
tsizes,types,andcolorsformen,
women,andchildren.Thecompanyaimsatbeingthelowe
lowerthanthemarketprice.This .
isanexampleof
Answer:costleadershipstrategy
Whichofthefolowingbusines s
planshasthebroadestscope?
Answer:strategic
Whichofthefolowingorganizational levelsisalso
knownasthestrategicbusines s unit?
Nedheadsthefinancedepartmentofabusines s.
Atwhichorganizational levelisNed
functioning?
Answer:FunctionalLevel
AGanttchartcanhelpmanagersdeviseanactionplaninal
ofthefolowingwaysEXCEPT
.
Answer:Ac
countability?
Amanageratalocalbo o kstoreisabout
toalocateextraflo
o
rspacetoanespress ocounterwhen anewcoffe
e
shopopensnextdo
o
r.Hestopsimplementationofhisplanandinsteadlo o

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Acateringcompanymanagerisproposingthepurchaseof
anewvantoenablethecompanyto
handlemoredeliveries.Sheisworkingon .
Answer:capitalexpenditurebudget
Basedontheavailableforecasts,abusines s
'salesareexpectedtodrop20percentinthecur rent
yearascomparedtothepreviousyear.Whichofthefolow
ingwilbeacascadingeffectofthis forecast?
Answer:CascadingEffect:mgrske
e ptrackofchangestodevelopap
p
ropriateobjectivesandaction plans.ForExample:3 3%
reductioninhomesbuiltbybuilderleadstolowerrevenue,les
s
workers,etc.
ThesalesforecastsforthesummerseasonforLocoPoco,
Whatsortofinterdependenceexistswhentwoormoregro
upswithinacompanydependupon
oneanotherforinputs?
Answer:reciprocalinterdepence
organizationstendtobesloweratmakingdecisionsan
drespondingtochangesinthe busines
s
environment.Asaresult,theseorganizationstendto
bebestsuitedtostableexternal environments.
Answer:formal/centralized
KenLangleyisaproductionsupervisorinanautomobilem
anufacturingfirm.Afterevaluating
Ken'smanagerialcapabilities,somemembersofthesen
iormanagementfe e lthataverage
productivitywouldimproveifmoreworkersareas
s
ignedtohim.However,somemanagersare
skepticalaboutKen'sabilitytohandlemoreworkers.Wh
ichofthefolowingstatements,iftrue,
wouldweakentheargumentfavoringincreasedspanofcon
exemplifiesa( modeofdecisio
n) nmaking.
Answer:decentra
A
consistsoftwoorganizationalstructuressuper
imposedoneachother.Asa
SLPLLimitedadherestoastrategythatalowsmanagerst
ofocusoncorecompetenciesorthe
activitiesthataremostlikelytoyieldcompetitivea
dvantage.Indoingso,SLPLoutsourcesmost
oftheactivitiesinitsvaluechaintoothercompanies
,retainingjustafewelements.From the
aboveexample,itcanbeconcludedthatSLPLhasa
structure.
Answer:highnetworked
Whichofthefolowingisacorecategoryofenvironmenta
lcomplexity?
Answer:categoriesinclude:products,customers,technology,co
mpetitors,sup
p liers,geogpraphy

lOMoARcPSD|8856637
explainingtothesepeoplewhythedidnotget
thejob,thismaymaket
hem thinkifthejobwasever
"open",generatesskepticism,limitspo
o
lofcandidates,lawsuits
Whichofthefolowingisthebestdefinitionofavalidsel
ectiontechnique? Answer:scre
e ningproces
s
thatcandifferentiatebetwe
e
solving,decisionmaking,pl
an
n ing,andorganizing.
Answer:Conceptual
Thepracticeofmovingindividualstovarioustypesofj
obswithintheorganizationat thesame
levelornext-immediate-
known .
as
Answer:Cros s
functionaljobrotatio
JEGrecentlyevaluateditsmanufacturingproces s
esanddiscoveredthat themonotonousnature
ofjobswascontributingtoemploye e diss
atisfaction.Asmanufacturingworkedonanas s embly-
linesystem,eachemploye e hadtorepetitivelyad d
justasinglepart totheproduct.JEGdecided toform
theemploye e sintoteamsandhaveeachteam as s
embleacompleteproduct together.This
effortbyJEGtomaketheworkmoreinterestingforitsemp
loyee sisknownas .
Answer:Ree ngine
e ring
Anindividual'sdriver .
eferstoa(n)
Answer:Ahighlevelofenergy,effort,andpersistenceinthepersu
itofobjectives.
Transformational leaders .
Answer:Emphasizeleadershiptraitsthatmotivateothersmakecha
ngesorachievehighlevelsofsuc
ces
s
Whichofthefolowingsituationscanbese e nasanapp
licationofleader-memberexchange(LMX) theory?
Answer:App lications:typesofrelationshipsthatdevelopbetwe
e
naleaderandafolower;leaderstask=
buildstrong,mutualyrespectfulandsatisfyingrelationships
Whichofthefolowingisthebestexampleofaleadershi
psubstitute?
Answer:highlevelsoftraining,experience,orability;intri
nsicalyrewardingtask,supp ort/advisorystaff, directfe
e
dbackfrom
Tobeginmotivatinganapatheticas s
ociate,amanagerinformalyquestionsherabouther
satisfactionwithherjob'sabilitytoprovidesafety,
socialinteraction,self-respect,and
op
p
ortunitiesforgrowth.What theoryofmotivationisthis
managermostlikelytryingtoap p lyin
workingwiththeas s ociate?
Answer:maslow'sne
e dhierarchy
Thethre
e basiccategoriesofne
e

lOMoARcPSD|8856637
criticizethe asbeingoverlysimplistic.
Answer:two-factortheory
Asoftwareengine e
rbelievesthatifshecancompletehercurrentprojecto
ntimeshewilgether
muchawaitedpromotiontotheranksofateam
leader.However,shedoubtshercapabilityof
completingtheprojectontime.Withinthecontextofex
pectancytheory,whatlevelofmotivation
wouldtheengine e rhaveandwhy?
Answer:Effort
toPerformance
Acalcentermanagerhopestoimprovetheperformanceof
herstaffbydecreasingtheaverage
timespentonacal.First,shesetsupaperformanceboa
rdwheretheaveragelengthofacalfor thepreviouswe
e
Aproductionsupervisorreceivesabonusforeachdayap
rojectiscompletedaheadofschedule.
Thisisanexampl .
eof
Answer:Incentive
Groupscomposedofindividualswhoareverydis
s
imilartoeachotherareknownas .
Answer:Friendships/Informal
emergeswhenamemberhastofulfiltwoormorecontrastin
gsetsofexpectations.
Answer:RoleConflict
Theproductdevelopment team
atJEGwereworkingtogetherforayearandwerevery
comfortablewithaninformalstyleofworking.However
,thenewmanagerwhostep p edin
preferredtouseamoreformalstyleduringme e
tingsandteam interactions,asthiswastheway
hehadalwaysworked.Whichofthefolowingismostsimil
artothissituation?
Answer:thissituationisaboutnormsandnorming;theteam
hadalreadynormedbehaviorandthe
managerwasimportingnewnorms
Highlevelsofgroupcohesion .
Answer:positiveeffects:increasedqualityandquantityofgroup
interactions,strengthenedadherenceto
groupnorms,increasedeffectivenes
s
inachievinggroupgoals,augmentedindividualsatisfactionwit
A(n) isacommunicationroutethat theorganizat
iondoesn'tprespecifybut
developsthroughtheinterperson that
alactivitiesofemploye e s.
Answer:InformalcommunicationChan n
"Amanagerisconsideringthre e staffmembersaspos
s
iblecandidatesforanewposition.One
morning,sheaskseachofthem,inprivate,whetherthey
mightbeinterestedintakingupthepost.
Shealsoasksthem not todiscus s
theofferwithanyone.Atafunctionafterwork,sheis

lOMoARcPSD|8856637
theymightbeinterestedintakingupthepost.Shealsoa
sksthem not
todiscus s theofferwith
anyone.Atafunctionafterwork,sheisap p
roachedbyseveralstaffmembers.Theyaskherabout
thenewpositiontheyhaveheardabout" "onthegrapevine
."
" Whatimportantfeatureofinformal
communicationchan n elsdoesthisscenarioilustrate?"
Answer:InformationFlowcanbeveryfast
referstotheproces s ofscre
e
ningoutsomepartsofanintendedmes s agebecausethey
contradictourbeliefsordesires.
Answer:SelectivePerception
Whichofthefolowingcharacteristicsisfoundinahigh
Whichofthefolowingstatementsistrueaboutindividualandgrou
pdecisionmaking?
Answer:technologyaffectsboth
Whichofthefolowingoccurswhenagre
e
mentamongmembersbecomessodominant
thatitover
ridesa
realisticap
p raisalofalternativecoursesofaction?
Answer:GroupThink
Groupssufferingfrom
as . groupthinktendtominimizetheseriousnes
s
Answer:SelfC
ensorship
Whichofthefolowingstatementsistrueabo
ut
theDelphitechnique?
Answer:UsesQuestionaire
WhichofthefolowingistrueofTQM?
Answer:Focusesonquality
Sandra,theoperationsmanageroftheZaraclothingchain,isin
formedthat
thesummerlinerequires
certainmaterialsthatarenotavailablelocaly.Sherecalsha
vingusedthesamerawmaterialstwo summersagofrom anichesup
p
lier.Whichofthefolowingshouldsheusetosolvethisis sue?
Answer:materaialsrequirementplann ing
Whatarestockouts?
ProductionofSliver'slatestsmalcar,theBe e tle,hasbe
e
nadramaticimprovementcomparedtoits
previousproduct,Quiver.Theproductiontargetof2,0 0
0Bee tlecarsperdayhasbe
e nreachedonlywithin 10we e
kssincethelaunchdate,whichwasles s thanthetimetheynee
dedforQuiver.Whichofthe
folowing,iftrue,wouldsug g
est
thatSliveradoptedaJITstrategyfortheBe e tle?
Answer:ReducesInventory,ImprovesProductivity,andIncreas
esCustomerSatisfaction
areachievedwhentheper-
unitalocationoffixedcostsand,therefore,thetotalcostperunitg
o downasmoreunitsareproduced.
Answer:EconomiesofScale
DepartmentAshowsanann ualafter-taxprofitof$40
0 ,0
0 0from
investedassetsof$12milion.
DepartmentBshowsanann ualafter-taxprofitof$40
0 ,0
0 0from

lOMoARcPSD|8856637
hadthebestfinancialperformance?
Answer:departmentB
Whichofthefolowingcontrolsthequality,quantity,andchara
cteristicsoftheinputsintotheproduction proces
s?
Answer:precontrolofoperations
Proponentsofthebalancedscorecardap p .
roachtocontrolassertthatit
Answer:isanintegrated/balancedsetofmeasuresfro4critical
areas(perspectives);4perspectives=
traditionalfinancial,customer,internalbusiness,learning/i
IBFIndustries,Inc.isaleadingmanufacturerandmarketerofsk
incareandsolarfiltersintheUnited
States.ThecompanyisamarketleaderintheU.S.,andthedemandfor
itsproductshasbee nstaticover
thelastfivequarters.Inordertoachievebetergrowth,themanagem
entisnowplann ingtodevelopits business
byenteringtheCanadianmarket.Whichofthefolowinginformatio
Go
o ofthenee
gle'spurchaseofYouTubeexemplifi dtoenhanceitsmissionoforgan
theworld'sinformationandmakingituniversalyusefulandac ces
si
ble.
Answer:strategy
ThelinemanagersatHarmonyCorp.believethat theintroductionoft
hecustomercarehotlinefacilityhas be e
nahugemistake.Theyareoverwhelmedbythenumberofcomplaintsth
atcomeineachday,mostof
whichareduetofaultyusageandnotfaultyproducts.Thetopexecut
ivesatHarmonybelievethat the
Thees
senceofanorganizationaldevelopment(OD)ap p .
roachtochangeis
Answer:emphasisonplan n edstrategic,long-
rangeeffortsfocusingonpeopleandtheirinterrelationships
inorganizations
Whenthestrengthprovidessuperiorandunique
customervalueandisdifficulto
imitatethenthedistinctivecompetencecrea
Competitivea
dvantage
Scope
Resourcedepl
oyment
DelCompanyselsthevarietyofproductslike
computers,laptops,ac es ories
overtheinternet.Delisengagedin
Intranet
Extranet
E-
commerc
e E-
Busine
s

lOMoARcPSD|8856637
Nonmanagers
Supervis
ors
Skiledwo
rkers
Semiskiledworkers
Aplandevelopedtocaryoutacourseofactiont
hatisnotlikelytoberepeatedin
thefutureiscaled:
Single-
useplan
Specificp
lan
Reaction
plan
Directio
nalplan
Theleaderofanorganizationperforms
,asperMintzberg
.
AnInterperson
alrole
AnInformation
Whichofthefolowingskilismostes
entialtogetmostoutofthepeople?
Technical
skil
Humanskil
Conceptua
lskil
Mechanica
lskil
Thedegre
e
towhichjobsarestandardizedandguidedbyru
lesandproceduresis caled:
Whichfactorhasbe
nthemostrapidlychangingcomponentinanorg
anization’s
generalenvironmentinthepastquarter-
century?
Globa

lOMoARcPSD|8856637
Technolo
gical
.info
Monitoringorganizationalprogres
towardsgoalatainmentiscaled:
Plan
ing
Organi
zing
Leadin
g
Contro
ling
Question#1 of20(Startime:09:04:09PM)
Whichoneofthefolowingindividualsismostcloselya
sociatedwithscientific management?
FrederickT
aylor
MaryParker
Folet
Sacrif
icing
Satisfi
cing
Minim
PERTChartas istsin
thetaskswithinanorganization.
Budget
ing
Schedu
ling
Evalu
ating
Final
izing
Question#14of20(Startime:09:06:13PM)
Asatransportationmanageryouaresup
Theproces
ofmonitoringperformance,comparingitwithgoals
andcorectingany

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Plan ing
Organi
zing
Leadin
g
Contro
ling
Socialobligation
SocialScre
ning
Socialyresp
onsibility
Asma,anewmanageratXYZInc.primarilyworiesabout
asemblingandco rdinating
thehuman,financial,physical,andotheresourcesne
dedtoachievehergoals.Which
functionisAsmaprimarilyconcernedabout?
Organi
Question#18of20(Startime:
09:09:02PM)
Thesetofstrengths,characteristicsandqualitiesi
ncludingskils,technologies,or
resourcesthatdistinguishafirm from
itscompetitorsiscaled: Scope
DistinctiveC
ompetency
Resourcedeplo
yment
Effectivestrat
egy
Question#19of20(Startime:09:09:3 PM)
Alofthefolowingarethecharacteristicsofano
rganizationEXCEPT: People
Produ
ct
Purpo
se
Struc
ture
Question#20of20(Startime:09:10:2 PM)

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Whichofthefolowingmanagementhinkercreatedarol
eclasificationsystem based
onhowmanagersspendtheirtimeatworktodescribeama
nager'srole? Selectcorectoption:
PeterBrabeck
-Letmathe
Abraham
Maslow
AndreaJung
HenryMintzber
g
Theproces
Managementbyobjective
Managementbyres
ources
Managementbyaut
hority
Managementbysy
stem
Whichofthefolowingistheproces
ofdevelopingbusinesestopursuetrendsand
changesthatnooneelsehasse nbefore?
Selectcorectoption:
Entrepren
eurship
Divisiono
flabor
Evolution
E-commerce
Whatisthebesterm todescribetheproces
ofatemptingtoinfluenceotherpeopleto
ataintheorganization'sobjectives?
Plan
ing
Organi
zing
Leadin
g
Contro
ling
Anorganizationthatasignsspecialistsfrom
differentfunctionaldepartmentstoworkon
oneormorethanoneprojectsbeingledbyprojectmanager

lOMoARcPSD|8856637
Thedegre
towhichdecisionmakingisconfinedatasinglepointin
describedas .
Unityofcomma
nd
Chainofcomma
nd
Spanofmanage
Globalcompetition,aceleratedproductdevelopmentb
ycompetitors,andincreased
demandsbycustomersforbeterservicehaveencourag
_
edorganizationstobecome more .
Organic
Mechanistic
Technologic
alypure
Taskoriente
d
Theideathatemploye
sshouldalsosharetheprofitoforganizationwasgivenby
: Selectcorectoption:
FrederickTa
ylor
RobertOwen
CharlesBab
age
W.EdwardsD
eming
Plantmanagerscomeunderwhichofolowing
managementlevels? First-linemanagers
Plan ing
Organi
zing
Leadin
g
Contro
ling
Whichoneofthefolowingethicalap
roachesexemplifiesthebeliefthateveryperson
hasfundamentalhumanrightsthatshouldberespecteda
swelasprotected?
Selectcorectoption:
Justiceap
Selectcorec
toption:

lOMoARcPSD|8856637
Budgeting
Linearprogr
amming
Break-
evenanalys
is
Scheduling
Alevelsofmanagementbetwe
nthesupervisorylevelandthetoplevelofthe
organizationaretermedas:
Mid
lemanagers
First-
linemanage
rs
Supervisor
s Foremen
Asituationinwhichanorganizationisnotimplemen
tingvaluablestrategiesthatare
beingimplementedbycompetingorganizationiscal
ed: Competitivedisadvantage
Distinctiveco
mpetencies
Competitiveed
ge
Competitivepa
rity
Abudgetisanexampleofwhichofth
efolowingplan? Strategicplan
Singleus
eplan
Informal
plan
Standing
plan
Themanagementfunctionthatspecifiesgoalstobeachie
vedanddecidinginadvance theap
ropriateactionstoachievethosegoalsis:
Leadin
g
Contro
ling
Organi

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WhichofthefolowingstatementbestdescribesSoci
alObligation?
Selectcorectoption:
Firm’scapacitytoadaptchangingsocia
lcondition Ap
lyingsocialcriteriatoinvestmentdec
isions
Firm’sobligationpursuelongterm
goalsthatarego dforsociety
Firm’sobligationtome
titseconomic&legalresponsibilities
Question#1of20(Startime:09:37:01PM )
TotalMarks:1
Whichofthefolowingviewisconcernedwithrespec
tingandprotectingindividual
libertiesandprivilegessuchastherightstopriva
Question#2of20(Startime:09:38:1
PM )TotalMarks:1
Communicationsh
ouldbe:
Selectcorectop
tion: From
ToptoBotom
TotalMarks:1
Whichtypeofenvironmentisbestsuitedform
echanisticorganizations?
Dynamic
Manufact
uring
Service
Stable
TotalMarks:1
Globalcompetition,aceleratedproductdevelopmen
tbycompetitors,andincreased
demandsbycustomersforbeterservicehaveencourag
edorganizationstobecome more .
Selectcorec
toption:
Organic
Mechanistic
TotalMarks:1
Theproces
throughwhichrawmaterialschangedintoconsumerpr

lOMoARcPSD|8856637
Selectcorect
option:
Developmentp
roces
Transformati
onproces
PM )TotalMarks:1
Thebestwaytocharacterizemanagemen
tistosaythatitis:
Partoftheeconomy
Anactivityorproces
Anovercrowdedcare
rfield
Oneofthechiefdifficultie
Question#7of20(Startime:09:4 :09PM )
TotalMarks:1
Theideathatemploye
sshouldalsosharetheprofitoforganizationwasgive
FrederickTa
ylor
RobertOwen
CharlesBab
age
Question#8of20(Startime:09:45:2 PM )
TotalMarks:1
Computersandcampusfacilitiesgiventoa
universityarecaledits:
Humanresourc
es
Financialre
sources
Physicalres
PM )TotalMarks:1
Whichisthemostcommoncauseofbusine
s failure? Selectcorectoption:
Insufficientca
pital
Unstablemark
et
Insufficientex

lOMoARcPSD|8856637
PM )TotalMarks:1
GANT Chartisato lof:
Selectcorectoption:
Budgeting
Linearprogr
amming
Break-
evenanalys
Question#1
of20(Startime:09:49:13PM )
TotalMarks:1
Transformationproces
Rawmaterialsin
toinputs
Inputsintorawm
aterials
Outputintofinis
TotalMarks:1
SalesresponsibilitiesdividedintotheSouthwest
,Midwest,southern,northern,and
westernregionswouldbeanexampleofwhatypeofdep
artmentalization?
Selectcorec
toption:
Product
PM )TotalMarks:1
IntheMBOsys
tem:
Objectivesaredeterminedbym
anagement
Goalsareonlyreviewedatheti
meofcompletion
PM )TotalMarks:1
Anorganicorganizationalstructureis
characterizedby------
Minimalformal
ization
Rigiddepartmen

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Narowspansofc
ontrol
Highformaliza
Question#15of20(Startime:09:54:2 PM )
TotalMarks:1
InXYZCompanyHRdirectorhasnegotiatedwit
hstrikingemploye swhowere
demandingforincreaseinsalariesduetoinfla
tion.Hehasperformedtheroleof
Selectcorectoption:
Leader
Question#16of20(Startime:09:5 :
53PM )TotalMarks:1
Alofolowingareelementsofplan
ingfunctionEXCEPT
Establishings
trategies
DevelopingPl
TotalMarks:1
Whichofthefolowingstatementbestd
escribesSocialObligation?
Firm’scapacitytoadaptchangingsocialcon
dition Ap
lyingsocialcriteriatoinvestmentdecisio
TotalMarks:1
Inordertocommunicate,motivateandde
legateamanagermusthave:
Political
skils
Conceptual
TotalMarks:1
Inthepyramidoflevelsofmanagement,non-
managerialstaffisplacedat/in:
Top
Mid
le
TotalMarks:1
Howwouldyoudefinetheproblem
ifaloutcomesofeveryalternativeare
known?
Selectcorect
option:

lOMoARcPSD|8856637
Certai
nty
Uncert
Theproces
ofmonitoringperformance,comparingitwith
goalsandcorecting
anysignificantdeviationsisknownas:
Plan
ing
Organi
zing
Leadin
saidtohavego d ski
ls.
Sales
Politica
l
Interpe
rsonal
Someonewhoworkswithandthroughotherpeopl
ebyco rdinatingtheirwork
activitiestoac
omplishorganizationalgoalsiscaled:
AVeryinteligent:
Individual
ASupervisorofProd
uctionWork
AManager
AnoperationSuperv
isor
XYZCompanyhaspolicyofemploye’sJobsecurity,car
e rprogres andensurethat
replacementareavailabletofilvacancies.Thiscompan
yispracticingwhichofthe folowingprinciple.
and .
Strategici
mitation
Competitiv
DistinctiveCo
mpetencies

lOMoARcPSD|8856637
TheContinueslineifauthoritythatextendsfr
om theup erlevelofmanagement
tothelowestlevelsoftheorganizationiscal
ed:
Authoritylineof
responsibility
UnityofCommerce
Responsibilityf
actor
Chainofcomman
d
Whichethicalap
roachguidedbywhatwilresultinthegreatestgo
dforthegreatest numberofPeople?
MoralRights
Ap roach
Individualap
roach
UtilitarianAp
roach
JusticeAp
roach
PlansthatProvide guidelinesform activitiesto be
performed repeatedlylike policy,
procedurearecaled.
SingleUsePla
ns
StandardPlans
ContingencyPl
an Snorterm
Plams

lOMoARcPSD|8856637
Whichofthefolowingistheacountabilityfortheachie
vementofobjectives,theuseof
resources,andtheadherencetoorganiz
ationalpolicy? Power
Respons
ibility
Authorit
y Plan
ing
Organizationscanplayroleinad
resingglobalenvironmentisuesthroughalofthe
folowingwaysEXCEPT:
Gre
ningofManagement
Depletionofnatura
Clas icaltheories
Betavoad
etheories
Conterporary
arelargescaleactionplansofanorganizationforinte
racting withenvironmentinordertoachievelongterm
goals.
Objectiv
es
Strategi
cGoals
Strategi
c
Selectinganalternativeinthedecision-
makingproces isacomplishedby:
Selectcorectoption:
Cho
singthealternativewitht
Cho
singtheOneYouLike

lOMoARcPSD|8856637
Selectingthealternativetha
thasthelowestprice
Selectingthealternativetha
Aplandevelopedtocaryoutacourseofactionthatisn
otlikelytoberepeatedinthe
futureiscale
d:
Selectcorec
toption:
Single-
useplan
Concernforemploye
motivationismostcloselyasociatedwithwhichofth
efolowing
managementap
roach?
Selectcorecto
ption:
Bureaucracy
Interestrates,inflationrates,andstockmarketindex
esarealexamplesofwhichofthe
factorofanorganization’sgeneralenviro
nment? Selectcorectoption:
Economi
c
Politic
al
Whichfactorhasbe
nthemostrapidlychangingcomponentinanorganizat
ion’s
generalenvironmentinthepastquarter-
century? Selectcorectoption:
Global
Economi
c Social
Technolo
gical
Theproces
ofmonitoringperformance,comparingitwithgoals
andcorectingany

lOMoARcPSD|8856637
Leadi
ng
Contro
WhenUsmandecidestodeployemploye
stoanotherdepartmenthatislag ingbehind
inproduction,heisactinginwhichofthefolowi
ngroles? Selectcorectoption:
Spokesperson
Negotiator
Leader
Resourceal
ocator
Thegreatertheriskinvolvesinmakingad
ecision,thegreaterthe:
Selectcorec
toption:
Outcomes
Information
available
Eachsubordinateshouldreportooneandonlyones
uperioriscaled:
Selectcorectoption:
Authority
Unityofco
mmand
Unityofdi
rection
Order
Whichofthefolowingispartofthe14principles
ofmanagementidentifiedby HenriFayol?
Selectcorec
toption:
Scalarchain
Alearningorganizationhasdev .
elopedits
Selectcorectoption:
Educationaldepartmentoke
pemploye strained
Capacitytoadaptandchange
Barierstoentryofitsmarkets
Asustainablecompetitiveadvantage
Whichofthefolowingisnotasugestionfor
motivatingemploye s?
Selectcorectoption:
Recognizeindividualdifference

lOMoARcPSD|8856637
Makesgoalsverydifficu
ltoachieve
Matchpeople
tojobs
InMaslow'sne
dhierarchy,ahealthyworkenvironmentisanexampleo
fwhatypeof
ne d?
Selectcorec
toption:
Physiologic
al Este m
Theplanswhichdealwithfairlysmalset
ofactivitiesarecaled:
Selectcorec
toption:
Strategicpla
n
Tacticalpla
Whichofthefolowingisknownastheproces
ofgetingactivitiescompletedefficiently
andeffectivelywithandthroughotherpeop
le? Selectcorectoption:
Leading
Managem
ent
Supervi
Whichofthefolowingdescribe(s)aglobalmarke
tplace?
Selectcorectoptio
n:
Theentireworldisam
arketplace
Nationalbordersare
irelevant
Thepotentialfororganizationstogrowexpandsdr
amaticaly Alofthegivenoptions
Theasignmentofneworad
itionalresponsibilitiestoasubordinateiscal
ed: Selectcorectoption:
onhowmanagersspendtheirtimeatworktodescribeama

lOMoARcPSD|8856637
Selectcorecto
ption:
PeterBrabeck
-Letmathe
Abraham
Maslow
Whichexpectancytheorylinkageexplainsthedegre
towhichastudentdesiresago d
job?
Selectcorec
toption:
Effortoperfo
rmance
Inputoout
come
Theasignmentofneworad
itionalresponsibilitiestoasubordinateiscal
ed:
Selectcorec
toption: Co
rdination
Specializat
Whichethicalap
roachisguidedbywhatwilresultinthegreatestgo
dforthegreatest
numberofpeopl
e?
Selectcorect
option:
Moral-
Lowlevelmanagementhasacompleteauthoritytom
akedecisionsincaseof:
Selectcorec
toption:
Centralizati
on
Decentraliza
Whichoneofthefolowingindividualsismostclo
selyasociatedwithscientific
management?
Selectcorec
toption:
FrederickTa

lOMoARcPSD|8856637
HaroldKo ntz
MaxWeber
Eachsubordinateshouldreportooneandonly
onesuperioriscaled:
Selectcorectoption:
Authority
Unityofco
mmand
Unityofdi
Therearemanyhealthcareproductsmanufacturers.XY
ZCompanymanufacturesonly
personalhygieneproducts.Itmarketssuchproducts
deodorant,bodypowder,body
creams,andexfoliates.Becauseitonlystocksbody
careandpersonalhygiene products,itisusing
Prospect
ing
Emergent
Focus
Costleade
Whenmanagersgivegoalstoemploye
s,theymustalways:
Selectcorectoption:
Useemploye
-recognitionasareward
Providefe
dbacktotheemploye s
Theorganizationthathasdevelopedthecapacityto
continuouslylearn,adapt,and
changeiscaled:
Selectcorecto
ption:
Virtualorgani
zation
Learningorgan
Yourfirm’satorneyhaswhichofthefolowingpowe
rwhengivinglegaladvice?
Selectcorec
toption:
Legitimate
Statu
s

lOMoARcPSD|8856637
Whichofthefolowingisafunctionofhowmuchdecisi
on-makingauthorityispushed
downtolowerlevelsinth
eorganization?
Selectcorectoption:
Departmentalization
Centrali
zation
Organizationsthatarehighlyflexibleandadaptiv
earedescribedaswhichofthe
folowing?
Selectcorect
option:
Organic
Mechanistic
Rational(NO
AhumanresourcemanageratendingalocalSoci
etyforHumanResource
Managementme
tingwouldbefunctioninginwhichofthefolow
ingrole? Selectcorectoption:
Informa
tional
Leader
Whichtypeofenvironmentisbestsuitedform
echanisticorganizations?
Selectcorec
toption:
Dynamic
Manufacturin
g Service
Themostoutspokenadvocateoftheclasicalviewofsoc
ialresponsibilityiseconomist
andNobelprize
win er:
Selectcorecto
ption:
CarnegieMilt
on
Intraditionalgoalseting,thegoalsaresetathetople
velofmanagementandafterthat
they:

lOMoARcPSD|8856637
Selectcorectoption:
Becometheresponsibilityoffirst-
linemanagement
Arebrokendownintosubgoalsforeachleve
loftheorganization
Altheeffortstoachievethegoalsaredirec
Whichofthemanagementasksisthemostimportantfo
rasupervisorymanager?
Selectcorec
toption:
Plan ing
Organizing
Controling
efolowingplan?
Selectcorec
toption:
Strategicpla
n
Singleusepl
Whichofthefolowingisthefinalstepinthed
ecision-makingproces?
Selectcorectoption:
Identifyingtheproblem
Evaluatingthedecision’s
effectivenes
Identifyingdecisioncrit
Thebehavioraldimensionofleadershipinvolvingthe
concernthatheleaderhasforthe
fe lings,ne
ds,personalinterest,problems,andwelbeingofolowe
rsisreferedtoas whichofthefolowing?
Selectcorec
toption:
Consideratio
n
Whatypeofanorganizationactivelycreates,acquire
s,andtransfersknowledgewithin
itselfandisabletomodifyitsbehaviortoreflectnewk
nowledge? Selectcorectoption:
Enlightenedorga
nization

lOMoARcPSD|8856637
Learningorg
anization
Modernorgani
AprimarybenefitofMBOis:
Selectcorectoption:
Avoidcompetition
Resistanceagainstn
ewentrance
Improveemploye
motivation
Increaseresources
Functionaldepartmentalizationgroupsjo
bsbywhichofthefolowing?
Selectcorectoption:
Taskstheype
rform
HenriFayol,aFrenchindustrialist,firstanalyzed
whatmanagersdoanddividedthat
workintofunctions.Thestudyofthemanagementfunc
tionthatdefinesgoalsand
establishesstrategiestoachievethem iscaled:
Selectcorec
toption:
Plan ing
Organizing
Whichoneofthefolowingitemsbestreflectstheextento
whichasocietyplacesahigh
valueonreducingriska
ndinstability?
Selectcorectoption:
Uncertaintyavoidance
Powerdistance
Masculinity/feminin
Whenamangermadeadecisionandheisuncertainabouthe
outcomes.Hisdecision
islikelytob
e:
Selectcorec
toption:
OfPo
rQuality

lOMoARcPSD|8856637
Forecastingtechniquesfalintowhichofth
efolowingtwocategories?
Selectcorectopti
on:
Fixedasetandhuman
capital
Predictiveandconfi
Aplandevelopedtocaryoutacourseofactionthatisn
otlikelytoberepeatedinthe
futureiscale
d:
Selectcorec
toption:
Single-
useplan
Theorganizationwhichhasnointeractionwithits
externalenvironmentiscaled:
Selectcorec
toption:
Opensystem
Closedsystem
Non-
Whichfamousmanagementhinkerwasrelatedwiththed
evelopmentof"TheoryX"?
Selectcorec
toption:
DouglasMcGr
egor Abraham
Maslow
vedanddecidinginadvance
theap
ropriateactionstoachievethose
goalsis: Selectcorectoption:
Leadin
g
Contro
Monitoringorganizationalprogres
towardsgoalatainmentiscaled:
Selectcorec
toption:

lOMoARcPSD|8856637
Organi
zing
Leadi
ng
Organizationalcultureissim
ilartoanindividual’s:
Selectcorec
toption:
Skils
Person
ality
WhichofthefolowingisNOTanexampleofanorganiza
tion’sgeneralenvironment?
Selectcorec
toption:
Economiccon
ditions
WhopresentedtheConceptofQuality?
Selectcorectoption:
HenriFayol
Prof.HenryM
intzberg
Frank&Lilia
nGilbreth
Prof.EdwardD
eming
Inordertocommunicate,motivateanddelegat
eamanagermusthave: Selectcorectoption:
Political
skils
Whichofthefolowingdepartmentalizationisused
moreinrecentyearstobeter
monitorthene
dsofcustomersandtorespondtochangesinthosene
ds? Selectcorectoption:
Ne ds-
based(NOTSURE
) Functional
Whichofthefolowingiscaledo
utputofasystem?
Selectcorectoption:

lOMoARcPSD|8856637
Services
Mater
ial
Human
Information
Whoiscreditedforthetheoryofmotivationbase
donthehierarchyofne ds?
Selectcorec
toption:
Abraham
Maslow
DouglasMcGr
WhichofthefolowingisNOTanexampleofaconstituen
cythatmakesupthespecific
environment
?
Selectcorec
toption:
Customer
s Socio-
cultural
Sup
liers
Competit
ors
TheSWOTap
Anofficesup lyfirm thathasthre

departmentsbaseduponretail,wholesale,and
governmentalcustomersisusingwhichofthefolowin
gtypesofdepartmentalization?
Selectcorectoption:
Functi
onal
Produc
Todeterminethe
,amanagermustdeterminewhat
isrelevantor
importantinresolvingtheproblem.
Selectcorectoptio
n:
Geocentricbehavio
rne ded

lOMoARcPSD|8856637
Amanagerwhostrivestoensuretheactivitiesoftheorg
anization'semploye sare
sup
ortedandblendwelwiththoseofindividualsoutsidet
hefirm couldbesaidtohold
whichofthefolowinginterpersonalrolewithintheco
mpany?
Selectcorec
toption:
(USMANKHALID)
Whatwouldbethebestdescriptionofplansthatfoc
usonthebroadfutureofthe
organizationandincorporatebothexternalenvir
onmentaldemandsandinternal
resourcesintomanagers'actions?
Selectcorec
toption:
Operationalp
lans
Whichofthefolowingscientistismostcloselyasoci
atedwiththeHawthornestudies?
Selectcorec
toption:
Adams
Mayo
Lawl
Whenobjectivesarenotwritendownorarelyverbaliz
ed,andtheplan ingisgeneral
andlackscontinuity,whichofthefolowingtypesofp
lan ingisused? Selectcorectoption:
Environmenta
lplan ing
Economicplan
ing
Whichofthefolowingisthepowerthatrestsontheleade
r’sabilitytopunishorcontrol?
Selectcorec
toption:
Rewardpower

lOMoARcPSD|8856637
Coercive
power
Expertpo
wer
Inspiringpeopletobehighpe
rformeriscaled:
Selectcorec
toption:
Controling
Leading
Plan
Whichofthefolowingtheoryiscurentlythemostwid
elyaceptedwhendescribing
employe
motivation?
Selectcorec
toption:
Reinforceme
nt Thre -ne d
Activitiessuchastakingvisitorstodin
erandatendingrib oncutingceremoniescome
underwhichofthefolowingma
nagementrole?
Selectcorectoption:
Leader
Liaiso
n
Figure
head
Negoti
ator
LGandSonyelectronicsagre e dtocoo
perateondevelopingnewtechnologies.
Representativesfrom eachfirm me
e tregularlytoco
o
rdinatethisnewventure.Whichof
thefolowingrolesthesemangersareplaying?
Askilorcapabilitythatenablesanorganizationt
oconceiveofandimplementits
strategiesis
its:
Selectcorec

lOMoARcPSD|8856637
Weakne
s
Op
ortunit
Thetaskenvironmentoforganizationsconsistsofcon
stituenciesthathaveadirect
impactonmanagers’decisionsandactions.Themainc
onstituenciesaremadeupof customers,sup
liers,competitors,and .
Selectcorec
toption:
Legislators
Presuregroup
Setofprocesesinvolvedincreatingordeterminingth
estrategiesoftheorganizationis
caled:
Selectcorecto
ption:
Strategyformu
lation
Strategyimple
Whatypeofanorganizationactivelycreates,acquire
s,andtransfersknowledgewithin
itselfandisabletomodifyitsbehaviortoreflectnewk
nowledge? Selectcorectoption:
Enlightenedorga
nization
Conceptualizedo
rganization
Whichofthefolowingisageneralstatementorundersta
ndingthatguideorchan elize
thinkingindecis
ionmaking?
Selectcorectopt
ion: Policy
Proced
ure

lOMoARcPSD|8856637
Whichofthefolowingisaproces
thatinvolvesmanagersfrom alpartsofthe
organizationintheformulationofstrategi
cgoals? Selectcorectoption:
Strategicmana
gement
Strategicpos
itioning
Maslow'sne
dhierarchy,ahealthyworkenvironmentisanexample
ofwhatypeof
ne d?
Selectcorec
toption:
Physiologic
al Este m
Whatwouldbethebestdescriptionofplansthatfoc
usonthebroadfutureofthe
organizationandincorporatebothexternalenvir
onmentaldemandsandinternal
Operationa
lplans
Tactica
lplans
Strategi
cplans
Holisti
cplans
WhichofthefolowingisNOTakeyelementoftheT
otalQualityManagement
ap roach?
Focusonthecus
tomer
Employe
involvement
Continuousimpr
ovement
Focusonthesu
p lier
Whencalcentermanagersspendmuchoftheirtimemonit
oringcustomercalsand
givingemploye sfe
dbackabouthowtoimprovetheirdialoguewithcustome

lOMoARcPSD|8856637
Techn
ical
Concept
ual
Situat
ional
Ethi
cal
Theproces
ofselectingdecisioncriteriaisaco
Masagingthedatathatwilsup
ortagivendecision
Flip ingacointoproducea50-
50chanceofbeingright
Determiningwhatisrelevantin
makingthedecision
Examiningthedifferenceintheop
ortunitiesavailable
Alternativesthatanorganizationcho sesfrom
itsoperationsacros severalindustries
andseveralmarketsiscaled:
Busines-
levelstrateg
Corporate-
levelstrategy
Functional-
levelstrategy
Market-
levelstrate
IntheMBOsy
stem:
Objectivesaredeterminedb
ymanagement
Goalsareonlyreviewedatheti
meofcompletion
Goalsareusedasc
ontrols
Progres
isperiodicalyrevi
Strategicplanscoverabroaderviewoftheorganizati
onandincludetheformulationof
goals,whereasoperationalplansdefinewaysto:
Maximizetheorganiz
ation’sprofits
Achieveth
egoals

lOMoARcPSD|8856637
Minimizethenumberof
employe s
Providethemostefficientmetho
dsofproduction
Thefirststepinthedecision-makingproces
iswhichofthefolowing?
Developingdeci
sioncriteria
Alocatingweightst
othecriteria
Analyzingal
ternatives
Identifyin
gaproblem
Askilorcapabilitythatenablesanorganizationt
oconceiveofandimplementits
strategiesisits:
Stren
gth
Weakn
es
Op
ortunit
Thre
at
vedanddecidinginadvance
theap ropriateactionstoachievethosegoalsis:
Lead
ing
Contro
ling
Organi
zing
Plan
ing
Theplanswhichdealwithfairlysmalset
ofactivitiesarecaled:
Strateg
icplan
Tactica
lplan
Operation
alplan
Persona
lplan

lOMoARcPSD|8856637
efolowingplan?
Strateg
icplan
Singleus
eplan
Informa
lplan
Standin
gplan
Whichofthefolowingcanbedefinedastheartandscienc
eoformulating,
implementingandevaluatingcros-
functionaldecisionsthatenableanorganizationto
Strategyfor
mulation
Strategyev
aluation
Strategyimple
mentation
Strategicmana
gement
WhichofthefolowingisNOToneofthesituationalfact
orsthoughtoinfluencethe
relationshipbetwe
nleaderbehaviorandsubordinatemotivationtoperfor
Preferencesoft
heleader
Subordinatelocu
sofcontrol
Characteristicsoft
heworkgroup
Taskstru
cture
Socialobligationistheobligation
ofabusines tome tits:
Selectcorectoption:
Socialandtechnologicalresponsib
ilities
Economicandsocialresponsibiliti
es

lOMoARcPSD|8856637
Alofthefolowingaretheexamplesoftheactionst
hatcanbetakeninstrategy
implementationstag
eEXCEPT:
Changingorganization's
pricingstrategy
Developingnewemploye
benefits
Transferingmanagersam
Themethodbywhichstrategiesareoperationalzedorex
ecutedwithintheorganization
iscaled:
Selectcorec
Strategyimple
mentation
Strategyeva
luation
Strategyfor
mulation
Theideathatemploye
sshouldalsosharetheprofitoforganizationwasgive
nby:
Selectcorec
toption:
FrederickTa
W.EdwardsD
eming
Insomecountries,suchasVenezuela,titles,rank,a
ndstatuscaryalotofweight.
Thesecountriesha
vealarge:
Selectcorectopti
on:
Powerdistance
Individualism
versuscolectivism
Whichofthefolowingisasociatedwiththeclasic
alviewofsocialresponsibility?
Selectcorectoption:
EconomistRobertReich
Concernforsocialwelfare
Stockholderfinancialretur
n Voluntaryactivities

lOMoARcPSD|8856637
onhowmanagersspendtheirtimeatworktodescribeaman
ager'srole? Selectcorectoption:
PeterBrabeck
-Letmathe
Abraham
Maslow
Whichofthemanagementasksisthemostimportantfo
rasupervisorymanager?
Selectcorec
toption:
Plan ing
Contro
ling
Staffing
Forecastingtechniquesfalintowhichofth
efolowingtwocategories?
Selectcorectopti
on:
Predictiveandc
onfirmatory
Quantitativeand
qualitative
Whichofthefolowingtheoryiscurentlythemostwid
elyaceptedwhendescribing
employe
motivation?
Selectcorec
Thre
-ne ds
Expect
ancy
Aleader,suchasBilGatesofMicrosoft,whocaninspir
efolowersabovetheirownself-
interestsandcanhaveaprofoundeffectontheirperforma
nce,areknownaswhichof thefolowing?
Selectcorectoption:
Transactiona
leaders
Directivele
Information
aleaders

lOMoARcPSD|8856637
Transformatio
naleaders
Asituationinwhichanorganizationisnotimplemen
tingvaluablestrategiesthatare
beingimplementedbycompetingorganizationisc
aled: Selectcorectoption:
Competitivedis
advantage
Distinctiveco
mpetencies
Competitiveed
Whichofthefolowingterm isdefinedasabusines
firm’sobligation,beyondthat
requiredbylawandeconomics,topursuelong-term
goalsthatarego dforsociety?
Socialobligati
on
Socialresp
onsibility
Socialscre
Fe dBackof isnecesarytoimprovethequali
Selectcorectyoftheproduct.
toption:
Custom
ers
Inves
tors
Alofthegiven
options
Whichofthefolowingistheacountabilityfortheachi
evementofobjectives,theuseof
resources,andtheadherencetoorganizationalp
olicy? Selectcorectoption:
Power
Responsibility
Autho
rity
Plan
ing
Whichmanagementheoryfocusesonmanagingt
hetotalorganization?

lOMoARcPSD|8856637
Administrativem
anagement
Behavioralmana
gement
Communicationsh
ouldbe:
Selectcorectop
tion: From
ToptoBotom
level From
Botom totop
Thefolowingistheproces
ofdevelopingbusinesestopursuetrendsandchanges
thatnooneelsehasse
nbefore?
Selectcorectoption
: Entrepreneurship
Divisionoflabor
Evolut
Alearningorganizationhasdev .
elopedits
Selectcorectoption:
Educationaldepartmentoke
pemploye strained
Capacitytoadapta
ndchange
Asustainablecompetitiveadvantagethat
iseasytomaintain
Thegreatertheriskinvolvesinmakingad
ecision,thegreaterthe:
Selectcorectoption:
Outcomes
Informationa
vailable
Askilandcapabilityheldbynumerouscom
petingfirmsiscaled:
Selectcorecto
ption:
Commonstrength
Competitiveed
ge
Thequantitativeap
p
roachhascontributeddirectlyinthe

lOMoARcPSD|8856637
Plan
ingandcont
rol
Controlandl
eading
Whichofthefolowingearlyadvocatesoforgan
izationalbehaviorwasthefirsto
arguethatorganizationswereopensystems?
RobertOwen
s
HugoMunster
berg
Thepeopleathebotom
oftheorganizationgeneralydealwithrepet
itiveand
familiarproblemssuchasworkerswhoarelat
eormachinerythatbreaksdown.
Asaresult,mostofthedecisionsmadebyfirstl
inesupervisorsare: Programmeddecisions
Il-
Themethodbywhichstrategiesareoperationa
lzedorexecutedwithinthe
organizationiscaled:
Strategyimple
mentation
Strategyevalu
ation
Strategyformu
lation
Strategyimita
tion
Thebeliefthatbusines
s
esshouldberesponsiblebecausesuchactions
1. areinvolvedwithmanagingtheworkofemploye
e
sinvolveddirectlyinproduction.
Topmanagers
Chiefexecuti
veofficer Mid
d
lemanagers
Front-
linemanagers
2."Doingthingsrig
ht"describes"
topmanagers
mid
d

lOMoARcPSD|8856637
effectiv
eness
leader
ship
3.: managerstypicalyhavetitles
suchasCEO,COO,VP:
agencyhead
subordinat
es
topmanager
s midd
lemanagers
4. studiedfivechiefexecutivesatworkandi
MichaelP dentifiedtenmanagerialroles.
orter
MaxWeber
HenriFay
ol
RobertKat
5. firstwroteabout
themanage
MichaelP mentfunctions.
orter
MaxWeber
RobertKat
z
HenriFay
6.Ac c ordingtothetext,traditionalorganizationsne e
dtobetransformedintoneworganizations
(moredynamic,flexibleandconsumer-
oriented)inordertosurvive.
Tru
7.Acquiringpowerisamanagementskilas s
ociatedwithwhichmanagementfunction(s):
organizingandl
eading plann
ingandorganizi
ng
designingmoti
8.Alorganizationssharethethre e
folowingcharacteristics:
distinctpurpose,structure,andprofitmax
imization
distinctpurpose,profitmaximization,an
dgoalatainment
distinctpurpose,deliberatestructure,a
9.Althre e
ofMintzberg'sinterpersonalrolesarepar
toftheleadingfunction.
Tru
10.Althre e
ofMintzberg'sinterpersonalrolesarepart
oftheleadingfunction.
Tru
1 .
BilJacksonisthecoachofhiscolegesoc c
erteam.Heisprobably:

lOMoARcPSD|8856637
afirst-
linemanager
amidd
lemanager
aunitchief
12.Budgetingisamanagementskilas s
ociatedwithwhichmanagementfunction(s):
plann
ingandleading
plann
ingandcontroli
ng
13.Efficiencyandeffectivene
s areinter related.
Tru
e
14.Inneworganizations,workdays
havenotimeboundaries.
Tru
e
15.Inthecomingyears,Canadafaces
ashortageofmanagers.
Tru
e
16.Interpersonalrolesincludele
ader,liaison,andfigurehead.
Tru
e
17.Interpersonalrolesincludele
ader,liaison,andfigurehead.
Tru
e
18.Itiseasiertobeeffectivei
foneignoresefficiency.
Tru
e
19.Managementisdefinedasapr .
oces
coo s of
rdinatingworkactivitiessothat theyarecompletedefficientlya
ndeffectivelythroughotherpeople
Theworkofmanagers.
Achievingefficienciesat
theexpenseofeffec
tivenes s. co
o
20.Neworganizationstendtobeles
s
flexibleandmoredynamic.
Tru
e
21.Neworganizationstendtobeles
s
flexibleandmoredynamic.
Tru
e
2 .Plann inginvolves .
determiningwhattasksmust
bedone
hiringandfiringstaff

lOMoARcPSD|8856637
motivatingemployees
managingbehaviouralproblems
amongemploye es
creatingstrategiestoachieveg
23.Runn ingproductiveme e
tingsisamanagementskilas s
ociatedwithalfourofthe
managementfunctions(plan n
ing,organizing,leadingandcontroling).
24.Scan n ingtheenvironmentisamanagementskilas
s
ociatedwithwhichmanagement
function(s):
plan
n
ingandorganizi
ng
controlingando
rganizing plan n
25.Settinggoalsisamanagementfunctionas s
ociatedwithorganizingandleading.
Tru
e
26.Systemswhichinteractdynamical
ywiththeirenvironmentare:
Dynamicsys
tems
Opensystems
Nominalsys
tems
27.Technicalskilsbecomemoreimportantasthema
nagermovestohigherlevelsinthe
organization.
Tru
e
28.Technicalskilsbecomemoreimportantasthema
nagermovestohigherlevelsinthe
organization.
Tru
e
29.Thecontingencyperspectiveindicatesthatyour
managementstylemustbeconsistent,
regardles s
ofthenatureoftheorganizationthatyouaremanagi
ng.
30.Thefinalmanagementfunc
tionperformedis:
concernedwith
outputs
controling
increasingeffic
iency
31.Thefunctionofleadingalsoincludesmo
tivatingandresolvingconflicts.
Tru
e

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32.Thefunctionofleadingalsoincludesmo
tivatingandresolvingconflicts.
Tru
e
3 .
Traditionalorganizationstendtobemoredynam
icandmorecommand-oriented.
Tru
34.Traditionalorganizationstendtobemoredy
namicandmorecommand-oriented.
Tru
e
35.WhenaCEOholdsboardme e
tings,theyareactingintheroleof:
spokespe
rson
entrepre
neur
dis
semina
36.Whichofthefolowingfactorsisnotavariab
leinthecontingencyperspectiveto
management?
peopleskils
tasktechnology
environmentalu
ncertainty
individualdiff
37.Whichofthefolowingisnot typicalofconceptua
lskilsrelevant totoday'smanagers?
theabilitytothinkandconceptualizeaboutabst
ractsituations theabilitytose
e
theorganizationasawhole
theabilitytosee
howtheorganizationfitsintoitsbroaderenviron
38.WhichofthefolowingispartofMintzber
g’sDecisionalmanagementrole?
Leader
Liaiso
n
Figure
head
39.Whichofthefolowingstatementsabo
utorganizationsisnot true?
Peoplearenecessarytoatainorganiza
tionalgoals. Ahome-basedbusines s
canbeaone-personorganization.
Eachorganizationhasadistinctpurp
ose.
40.Withthesystemsap p
roachtounderstandingorganizations,informationi
safactorwhichis
bothan andan .
output/contro
l

lOMoARcPSD|8856637
transformation/control
input/transformation
A firm that is involved in two or more distinct businesses is known as:
A diversified company
A ventured company
A restructured company
A multinational corporation
Organizationsthatexploit
theirdistinctivecompet
enciesoftenat
tainabovenormaleconomic
performanceandobtain
Distinctive competencies
Common strength
Competitive edge
Competitive parity
Ref: htp:/bo o ks.go
o gle.com.pk/bo
o ks?id=R-
OvGf0pvK8C&pg=PA204&lpg=PA204&dq=Organizations+that+
exploit+their+distincti
Which of the following describe(s) a global marketplace?
The entire world is a marketplace
National borders are irrelevant
The potential for organizations to grow expands dramatically
All of the given options
The of a strategy specifies the range of markets in which an organization will
compete
Scope
Distinctive Competency
Resource deployment
Effective strategy
ref:htp:/www.docstoc.com/docs/24
4 32759/Strategy-and-
Strategic-Management
When a manger made a decision and he is uncertain about the outcomes. His
decision is likely to be:
Of Poor Quality
Unacceptable
Successful
Risky
Non-programmed decisions are typically made under a condition of which of the
following?
Certainty
Low levels of risk
Uncertainty
Reliability
Which of the following is part of the 14 principles of management identified by
Henri Fayol?
Scalar chain

lOMoARcPSD|8856637
Motivation
principle . Scalar Chain.
The line term refers to the degree to which subordinates are involved in
decision making.
A well-designed goal should be:
Short and very specific about expected outcomes
Written in terms of outcomes rather than actions
Identifiable to even the first-line supervisors
Specific and within a manageable time frame
CharacteristicsofWel-DesignedGoals
a.Writenintermso
foutcomes
b.Measurableandqu
antifiable
c.Clearastoatim
eframe
e.Writen
down
f.Communicatedtoalorganizationalmembers
The threat of new entrants is the extent to which new competitors can easily
enter a market. Thus the threat of new entrants for a local restaurant than a
automobile company is
High
Low
Moderate
Equal
Which of the following BEST describes directional plans?
Flexible plans that set out general guidelines
Stringent plans that establish specific directions
Formal plans that provide the directions of how to assemble the product.
General plans that allow the workers to change the schedule of production
SWOT analysis divides organizational strengths into two categories; common
strength and__.
Strategic imitation
Competitive edge
Competitive parity
Distinctivec
ompetencies
Planning is often called the primary management function because it:
Select correct option:
Offers some basis for future decision making
Creates the vision for the organizational members
Establishes the basis for all the other
functions Sets the tone for the organizational
culture
The organization that has developed the capacity to continuously learn, adapt, and
change is called:

lOMoARcPSD|8856637
Learning organization
Traditional organization
Bureaucratic organization
Which of the following is important in effectively implementing the chosen
alternative in the decision-making process?
Getting upper-management support

Double-checking your analysis for potential errors
Allowing those impacted by the outcome to participate in the process
Ignoring criticism concerning your chosen alternative
Cultivating a learning culture where organizational members systematically gather
knowledge and share it with others in the organization so as to achieve better
performance is called:
Knowledge management
Technical management
Software management
Systems management
Which one of the following individuals is most closely associated with scientific
management?
Frederick Taylor
Mary Parker Follett
Harold Koontz
Max Weber
All of the following are steps in objective setting, EXCEPT.
Specify deadlines
Allow the employee to actively participate
Link rewards to effort
Prioritize goals
Concern for employee motivation is most closely associated with which of the
following management approach?
Bureaucracy
Organizational behavior
Scientific management
Systems
TCS represents what factor to the Pakistan Postal Service in its specific
environment?
Competitor
Supplier
Customer
Government agency
Anap
p
ropriatemanagerialbehaviorinagivensituationthatdependson
awidevarietyofelements,is caled:
Opensystem
Contingencyperspective

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Entropy
Quantitativep
erspective
A budget is an example of which of the following plan?

Strategic plan
Single use plan
Informal plan
Standing plan
Which of the following is best described as doing something differently and has been
described as discontinuous or complementary change?
Entrepreneurship
Innovation
Variance
Enterprise
First-line mangers are responsible to report to:
Top level mangers
Middle-level mangers
Supervisors
Operational mangers
Strategic Management Solved MCQs from Book by David

(chap 2)
CHAPTER2
TheBusiness
VisionandMis s ion
1.Visionandmis s
ionstatementscanoftenbefoundinthefrontof
an
n ualreports.
2.Althoughitisimportantforcompaniestohaveaclear
lydefinedmis
s ionstatement,research
hasshownthatles s than50%
ofalcompanieshaveusedamis s
ionstatementinthepreviousfive years.
WhatDoWeWantToB
ecome?
3.Thefoundationfordevelopmentofacomprehensivem
is
s ionstatementisprovidedbyaclear
vision.
Ans:T
4.Themiss ionstatementshouldbeshort
—preferablyonesentence.
Ans:F

lOMoARcPSD|8856637
5. Whendevelopingavisionstatement,inputshouldber
eceivedfrom asmanymanagersas
poss ible.
Ans:T
6. Ifanorganizationcho
o sestohavebothamis
s
ionandavision,themiss ionstatementshould
beestablishedfirst.
WhatIsOurBu
sines
s?
7.Acc
ordingtoPeterDrucker,askingthequestion“Whatiso
urbusiness ?”issynonymouswith
askingthequestion“Whatisourvision?”
8. Adeclarationofanorganization’s“reasonforbei
ng”isthemiss ionstatement.
Ans:T
9. Amis
s ionstatement,sometimescaledacre
e
dstatement,canbedefinedasan“enduring
statementofpurposethatdistinguishesoneorganiz
ationfrom othersimilarenterprises.” Ans:T
10. Thereisnonee dforamis
s
1 .Amiss
ionstatementisadeclarationofanorganiz
ation’sfinancialstatus.
12. Amis
s
ionstatementcansometimesbecaledastatementofp
hilosophy.
Ans:T
13. Carefulypreparedstatementsofvisionandmis
s
ionarewidelyrecognizedasthefirststepin
strategicmanagement.
Ans:T
15.Whereasthemis s
ionstatementanswersthequestion“Whatdowewant tob
ecome?,”the
visionstatementanswersthequestion“Whatisourbu
16. Inordertomotivateaworkforceeffectively,bothp
rofitandvisionarene
e ded.
Ans:T
17. Whendevelopingamiss
ionstatement,itisusualyadvisabletoinvolveasfe
wmanagersas pos s ible.
Ans:F
18. Thefirststepintheprocess ofdevelopingamiss
ionstatementistoaskalparticipantsto
19.Ac c ordingtoCampbelandYeung,theproces s
ofdevelopingamis s ionstatementshould
createan“emotionalbond”and“senseofmis s ion”betwe
e
ntheorganizationanditsemploye e s.

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20.Ac c
ordingtoCampbelandYeung,anorganization’svision
isas s ociatedwithbehaviorand
withthepresent.
Ans:F
21.Ac c
ordingtoKingandCleland,carefulydevelopedandwr
it
tenmis s ionstatementsensure
unanimityofpurposewithintheorganization.
2 .
Miss
ionstatementsaresometimesdifficult toderivebecauset
opmanagementmaydisagre e over companyobjectives.
Ans:T
23. Themostimportant
timeforacompanytodevelopamis
s
ionandvisionstatementiswhenthe
companyisexperiencingfinancialdifficulty.
Ans:F
24. Inmultidivisionalorganizations,eachdivi
sionshoulddevelopamis s ionstatement
25.Mis s
ionstatementsprovidemanagerswithaunitofdirectio
nthat transcendsindividual,
parochialandtransitoryne e
dsbypromotingasenseofsharedexpectationsamongal le
26. Asenseofsharedexpectationsamongal levelsandgen
erationsofemployee sispromoted
withamis s ionstatement.
Ans:T
27. Whenacompanyhasbe e nsuc
c es
s fuland/orunsuc
c es
s
ful,thequestion“Whatisour
busines s ?”shouldbeasked.
CharacteristicsofaM
is
s ionStatement
28.Amis s
ionstatementisusualyasimplestatemen
tofspecificbeliefs.
29. Amis
s
ionstatementshouldbebroadenoughtoreconcilediff
erencesamonganorganizations
variousstakeholders.
Ans:F
30. Stakeholdersofanorganizationincludestockho
lders,customersandcreditors,butnot
competitors.
Ans:F
32.Stakeholdersbothaffectandareaffectedbyano
rganization’sstrategicdecisions.
Ans:T
3 .Mis
s
ionstatementsshouldbestatedwithhi
ghlevelofprecision.

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34.
Therelativeattentionanorganizationwildevotetom
e tingtheclaimsofvariousstakeholders
isindicatedinagoo dmis
s ionstatement.
Ans:T
35.
Precisionmightstiflecreativityintheformulation
ofanac
c eptablemis
s ionorpurpose.
Ans:T
36. Inmostcases,severalparagraphsarerequiredtoeffe
37.Aneffectivemis s ionstatementgeneratestheimpress
ionafirm issucc es
s ful,hasdirection,
andisworthyoftime,sup p ortandinvestment.
Ans:T
38. Ac
c ordingtoVernMcGin n is,tobeeffective,alamis
s
ionstatementne e dtodoisdefinewhat
theorganizationisandwhat theorganizationaspiredt
obe.
Ans:T
39. Itisgeneralyago
o dideatousethemis
s
ionstatementasaguidewhencompletingan
externalandinternalanalysis.
Ans:F
41.IndividualsalesovertheInternetgreatlyexce e
dbusines s -to-busines
s salesovertheInternet.
Ans:F
42. At
tractingcustomersisamajorreasonfordevelopin
gamis
s ionstatement.
Ans:T
43. InEurope,Germanyhasexperiencedthegreatestan
n
ualgrowthrateinconsumerpurchases
overtheInternet.
Ans:F
4.
45.Duringthestrategy-implementationproces s
,socialpolicyshouldbesetandadministered.
Ans:T
46. Socialpolicyshouldbereaffirmedorchangedduringst
rategyimplementation.
Ans:F
47.
Corporatepoliciesrelatedtomandatoryretiremen
tareagrowingconcerninmanycounties.
Ans:T
48. Ac
c ordingtoasurveycompletedin20 0
5,Proctor&Gamblescoredverylowincorporate
49.Ac c
ordingtotheNobelLaureateMiltonFriedman,organ
izationshavetremendoussocial
obligations.
ComponentsofaMis s ionStatement
50.Afirm’sphilosophyinamiss ionad
d ress
esthequestion,“Whatisthefirm’sdistinctive
competence?”
Ans:F

lOMoARcPSD|8856637
1-In management process, the most misinterpreted word is

(A) Organizing
(B) Delegating
(C) Controlling
(D) Planning
2-The department(s) that an event management company will have is (are)

(A) Creative
(B) Production
(C) Client servicing
(D) All of the above
3- Who said, “Management is a multiple purpose organ that manages a

business, manages a manager and manages workers and work”?
(A) Harold Konntz
(B) Peter Drucker
(C) Kenneth O ‘Donell
(D) Anonymous
4- Under mechanism of scientific management, scientific task setting

includes:
(A) Time study
(B) Motion study
(C) Method study
5- Management as a discipline is the function of .
(A) Science

lOMoARcPSD|8856637
(B) Art
(C) Creativity
6- Which theory assumes that people are naturally lazy and will avoid
work and responsibilities if possible?
(A) Theory X
(B) Theory Y
(C) Theory Z
(D) None of the above
7- Who is the person you have to give importance under the company’s
checklist before making call to the consultant.
(A) Managers
(B) Employees
(C) Customer
8- What is one of the most significant inhibitors in customer

preference while purchasing perishable items in retail?
(A) Proximity of markets
(B) Customer preference to brands
(C) Both (A) and (B)
9- The objectives in corporate governance are
(A) Growth
(B) Stability
(C) Shareholders value maximization
10- The word denotes a function, a task, a discipline.
(A) Management

lOMoARcPSD|8856637
(B) Leadership
(C) Motivation
ANSWERS:
1-(A), 2-(D), 3-(B), 4-(D), 5-(C), 6-(A), 7-(B), 8-(A), 9-(D), 10-(A)
11- The concept of SBU includes

(A) Unrelated products and businesses that are separated,
(B) The fact that each SBU has its own CEO
(C) A scientific method of grouping the

business
12- The factors coming under philosophy of scientific management are:

(A) Co-operation
(B) Maximum output
(C) Harmony
13- Advantage of delegation of authority results in prompt .

(A) Understanding
(B) Decision making
14- Costliness of the is the overriding factor determining the

extent of decentralization.
(A) Decision
(B) Staffing
(C) Controlling
(D) Managing

lOMoARcPSD|8856637
15- Which law states that ‘you get what you deserve and not what you
desire’?
(A) Law of destiny
(B) Law of Karma
(C) Law of vision
(D) Law of peace
16- Positive motivation makes people willing to do their work in the best
way they can and improve their .
(A) Skills
(B) Performance
17- is a tool for corporate governance.

(A) Management
(B) Communication
(C) Coordination
18-Who is the father of the three-needs theory?

(A) Vroom
(B) McClelland
(C) Peter Drucker
19-The non-financial type of motivators would be

(A) Encouragement
(B) Freedom

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(C) Recognition
20- Learning organizations are adaptive to their environment.

(A) Internal
(B) External
(C) Work
ANSWERS:
11-(D), 12-(D), 13-(B), 14-(A), 15-(A), 16-(B), 17-(B), 18-(B), 19-(D), 20- (B)
21- Fedrick Winslow Taylor’s Mechanism of Scientific Management includes

(A) Scientific task setting
(B) Planning the task
(C) Standardization of tools and equipments
22- Under the principles of effective , it is said that never

delegate and disappear.
(A) Delegation
(B) Management
(C) Organisation
(D) Centralisation
23- The higher the level of the employee, the lower the job
satisfaction.
(A) Managerial
(B) Educational
(C) Satisfaction

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24- is the result of human limitation to the span of

management.
(A) Delegation
(B) Satisfaction
(C) Motivation
(D) Development
25- The different A’s of the service sector are

(A) Acceptability, Awareness, Answerability
(B) Acceptability, Awareness,

Availability
(C) Administration, Awareness, Availability
(D) Acceptability, Acknowledgement,

Availability
26- The external factor(s) that limit control is (are)

(A) govt. policies
(B) Market changes
(C) Economic changes
27- Communication barrier(s) in the international environment is (are)

(A) Loss by transmission
(B) Loss by poor retention
(C) Poor listening
28- Management is a creative and process.

(A) Systematic

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(B) Continuous
(C) Long
29- The old control technique(s) which were used through years is (are)
(A) Unity of policies
(B) Break-even analysis
(C) Budgetary control
30- What does a mission statement specify that the organization will
achieve?
(A) Goals
(B) Profit
ANSWERS:
21-(D), 22-(A), 23-(B), 24-(A), 25-(B), 26-(D), 27-(D), 28-(B), 29-(D), 30- (A)
31- is a process of influencing people.
(A) Motivation
(B) Leadership
(C) Delegation
(D) Controlling
32- The following is (are) the element(s) of control

(A) Authority and knowledge
(B) Guidance and direction

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(C) Constraint and restraint
33- Which type of strategies do professional managers help

organizations in chalking out?
(A) Corporate
(B) Multi-disciplinary
34- Limitation of control is (are)

(A) External factors
(B) Fixing of responsibility
(C) Internal factors
(D) Both (A) and (B)
35- MBO was invented by .

(A) Peter Drucker
(B) Koontz & O ‘Donell
(C) Henry Fayol
36- The relationship(s) for selecting the span of control would be:
(A) One to one
(B) Cross relationship
(C) Direct group
37- Management is said to be the combination of three factors, arts, science

and the third is
(A) Profession

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(B) Authority
(C) Communication
38- One of the popular forecast is

(A) Technological
(B) Economic
(C) Demand
39- Events are occurrences designed for interests.

(A) Marketing
(B) Customer
(D) Company
40- Limitation(s) of business planning is (are)

(A) Time Consuming
(B) Expensive device
(C) Heavy cost of planning
ANSWERS:
31-(B), 32-(D), 33-(A), 34-(D), 35-(A), 36-(D), 37-(A), 38-(C), 39-(A), 40- (D)
Objective Questions on Business Communication

1- Communication is a:-
(A) Discrete process
(B) Continuous process

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(C) Verbal process
2- Which kind of attitude lets you see limitless opportunities around you?
(A) Positive mental attitude
(B) Determination to overcome failure
3- The broad purpose of a meeting is to:-

(A) Inform
(B) Instruct
(C) Persuade
4- Way(s) to deal with procrastination effectively are:-

(A) Delegate task to others
(B) Develop discipline
(C) Determine whether given task is absolutely necessary
5- is the special ability to recognize your own special abilities and

limitations.
(A) Delegation
(B) Capability
(C) Responsibility
6- The first step to become a great manager is to have:-

(A) Common sense

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(B) Good communication skills
(C) Excellent skills
(D) Good personality
7- Type(s) of written communication is (are):-

(A) Letters
(B) Memos
(C) Reports
8- Inside address contains:-

(A) Name and address
(B) Telephone number of the receiver of the letter
(C) The address which is put on the envelope
9- language should not be used while writing the minutes of the

meeting.
(A) Technical
(B) Verbal
(C) Non verbal
(D) Any of the above
10- has nothing to do with prediction but everything to do with hope.

(A) Mission
(B) Vision
(C) Quality policy

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ANSWERS:
1-(B), 2-(C), 3-(D), 4-(D), 5-(A), 6-(A), 7-(D), 8-(D), 9-(A), 10-(B)
11- A communication establishes and builds lasting relationships between
people.
(A) One way
(B) Two way
(C) Three way
12- Quality of determines the success of the meeting.

(A) Coordination
(B) Discussion
(C) Communication
(D) Speech
13- Body language refers to:-

(A) Gestures
(B) Facial expressions
(C) Body movements
14- What percentage of managerial time is spent on communication?

(A) 16 to 30%
(B) 31 to 45%
(C) 46 to 60%
(D) 61 to 75%
15- What is (are) the principle(s) of Effective communication?

(A) Clarity of objective

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(B) Selection of media
(C) Feedback
16- When there is lack of perspective, one should:-

(A) Look at the present with an eye towards future
(B) See things from a different point of view
(C) Study other cultures
17- Goals give us a sense of:-

(A) Purpose
(B) Tangible target
18- As per Newman and Summer Communication is the Exchange of:-

(A) Facts, Opinion, Emotions
(B) Facts, Words, Emotions
(C) Facts, Opinion, Letters
(D) Facts, Words, Letters
19- Kind of non verbal communication

(A) Gestures
(B) Eye contact
(C) Facial expression

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20- The kind(s) of stress (es) is (are):-

(A) Positive
(B) Negative
(C) Unavoidable
ANSWERS:
11-(B), 12-(C), 13-(D), 14-(D), 15-(D), 16-(D), 17-(C), 18-(A), 19-(D), 20- (D)
Question: 753 Management is defined as;
A. getting things done so that demand is fulfilled

B.getting things done through other people
C. to know what actually has been produced and which should have been
D. to work for others.
E.
Question: 754 Management is :
A. an art
B.a science
C. both an art and a science
D. neither an art nor a science
E.
Question: 755 Administrative Management means:
A. coordinating and communicating in the organization with the responsibility for

overall operations of the enterprise
B.coordinating the activities of sales and making people
C. a body which is concerned in setting various rules to run a business concern
D. none of these.
E.
Question: 756 The difference between administration and management is that:
A. administration is largely while management is essentially executive

B.management is largely determinative while administration is essentially executive

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C. management is performed at higher level of management while administration is performed

at lower levels
D. none of these.
E.
Question: 757 The founder of scientific management movement was:
A. Henri Fayol
B.F.W.Taylor
C. Elton Mayo
D. M.P.Follett.
E.
Question: 758 Paternalism refer to :
A.the hiring of many father -son teams of employees

B.the governing of a people in a fatherly manner
C. a very autocratic ,directive leadership pattern
D. the handicraft method of
production. E.
Question: 760 Taylor's pig iron experiment were cost-effective.For example:
A. Schmidt produced four times as much for a 60% incentive

B.Schmidt produced ten times as much for a 100% incentive
C. Schmidt produced the same amount for a 10% incentive
D. Schmidt produced four times as much for no additional
pay. E.
Question: 761 The person at the top of the organizational hierarchy is least likely to be
called;
A. President
B.General Manager
C. Executive officer
D. First-line supervisor.
E.
Question: 762 The primary measure of the effectiveness of a manager is :
A. the number of employees supervised

B.the total size of the organization
C. the results obtained
D. how busy the person is .
E.

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Question: 763 A study to Mintzberg characterized the manager's job as:
A. ordered
B.verbal
C. routine
D. structured.
E.
Question: 764 In comparison to top level managers, a first -line supervisor will spend more
time in :
A. direction of subordinates
B.policy making
C. public relations
D. long range planning
Question: 765 Technical supervisor will be most needed where:
A. operations are complex and organizational level is low

B.operations are simple and organizational level is low
C. operations are simple and organizational level is high
D. operations are complex and organizational level is
high E.
Question: 766 In the economic model of the firm,the input that is NOT explicitly included is :
A. materials
B.money
C. information
D. machines.
E.
Question: 767 The lowest management level in the hierarchy is engaged in:
A. adaptation
B.processing
C. coordination
D. operations control
E.
Question: 768 According to Theo Haimann,a managerial linking process would be:
A. communication
B.coordination
C. adaptation

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D. representing ,
E.
Question: 769 The managerial task most clearly identified with the external environment is :
A. operations control
B.adaptation
C. coordination
D. processing
E.
Question: 770 The first person to suggest the of functions of management was:
A. Henri Fayol
B.F.W.Taylor
C. Elton Mayo
D. P.F.Drucker.
E.
Question: 771 To the extent that an executive is carrying out the functions of planning
,organizing ,staffing ,directing and controlling ,he is involved in:
A. managerial activities
B.technical activities
C. financial activities
D. non-managerial activities.
E.
Question: 772 The time spent on technical activities is usually greatest at the
--------managerial level:
A. top
B.middle
C. first-line
D. all of these.
E.
Question: 773 Which level of management would be most involved in the function of
planning and organizing ?
A. top
B.middle
C. first level
D. all of these.
E.

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Question: 774 Which level of management would be most involved in the function of
directing and controlling?
A. top
B.middle
C. first level
D. all of these.
Question: 775 The identification of objectives and the formulation of policies,procedures

and methods make up the:
A. planning process
B.organizing process
C. directing process
D. controlling process
E.
Question: 776 Planning function of management is relatively more performed by:
A. top management
B.middle management
C. lower management
D. all of these.
E.
Question: 777 The determination and grouping of activities,delegation of authority, span of

management etc,are involved in the function of :
A. planning
B.organizing
C. directing
D. controlling
E.
Question: 778 The result of the process of organising are typically represented by means of
an:
A. organization
B.organization manual
C. organization matrix
D. organization committee.
E.
Question: 779 The managerial function of organizing is :

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A. to review and adjust plan in the light of changing conditions

B.to establish a program for the accomplishment of objectives
C. to create a structure of functions and duties to be performed by a group of people
D. to get things done through and with the help of
people. E.
Question: 780 According to "Scalar Principle of Organization"
A. a manager can directly supervise a limited number of people

B.the line of authority must be clearly defined
C. exceptionally complex problems are referred to higher levels of management
D. each subordinate should have one
superior, E.
Question: 781 Managerial planning should take place:
A. before doing work

B.after facts are known about the future
C. after the constraints of the managerial efforts are minded
D. none of these.
E.
Question: 782 An outstanding characteristic of managerial planning is that it is :
A. made up of variable components only

B.a tentative process
C. impervious to the influence of the human elements
D. all of these.
E.
Question: 783 The chief informational needs required for effective planning are:
A. objective,personnel and political

B.environmental,competitive and of the individual enterprise
C. environmental,political and price levels
D. none of these.
E.
Question: 784 Which of the following represents the proper sequence of events?
A. execution-planning-control
B.planning-control-execution
C. control-executive-planning
D. planning-executive-control

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Question: 785 Several results are known to be a product of formalized planning .Which is
the least likely?
A. the company will grow faster

B.performance will improve
C. the need for control will decrease
D. profits will improve.
E.
Question: 786 When performance is measure and evaluated against the plans,several
alternatives may be pursed.Which of the following would probably NOT be a viable option?
A. modify the measurement technique

B.modify the plans
C. modify operations
D. take no action.
E.
Question: 787 Three types of plans are usually used in large business corporations.Which
of the following is least useful?
A. strategic
B.annuual operating
C. short-range operational
D. informal
E.
Question: 788 What is the typical time horizon for long-range(strategic) plans for most
organizations?
A. 3 to 6 months
B.1 year
C. 5 years
D. 10 years
E.
Question: 789 The most current flow of formalized planning process is initiated at:
A. the top and flows downwards

B.the middle levels and flows up and down
C. the top and bottom and flows toward the middle
D. the bottom and flows upwards.
E.
Question: 790 The accuracy of a forecast is least dependent upon :

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A. the plan
B.the time span involved
C. the number of influencing variables
D. the predictability of the variables
E.
Question: 791 The most popular technological forecasting method is :
A. trend extrapolations
B.scenario writing
C. delphi technique
D. model building .
E.
Question: 792 The best way to keep up with socio-cultural trends is through:
A. Delphi technique
B.reading trade journals
C. contacting government agencies
D. Wharton econometric model
Question: 793 The forecasting technique involving expert-opinions is:
A. sale force composite

B.time -series forecast
C. correlation analysis
D. econometric model.
E.
Question: 794 MBA evaluates the performance of operating units and individuals in terms of
:
A. employee characteristics
B.employee personal traits
C. objective work goals
D. all of these.
Question: 795 Concern about Government's fiscal and momentary policy has been most
prevalent on the------scene.
A. domestic
B.international
C. both domestic nor international
D. neither domestic nor international.
E.

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Question: 796 The situation which leads to the greatest difficulty in planning is the one in
which prices in an industry are:
A. slowly increasing
B.slowly decreasing
C. subject to change in unanticipated ways
D. subject to no change.
E.
Question: 797 Sales forecast is particularly useful when the market demand for a firm's
products or services has been historically :
A. stable
B.unstable
C. both stable and unstable
D. none of these .
E.
Question: 798 Planning function of management is performed by:
A. top management
B.middle management
C. lower management
D. all of these levels.
E.
Question: 799 The final step in long -range planning is :
A. develop and planning premises

B.control to the plans
C. establish strategies
D. execute the plan.
E.
Question: 800 The statement "We desire to reduce absenteeism to 3.4% by March 15,1990"
is an example of:
A. an objective
B.a strategy
C. a policy
D. a rule.
E.
Question: 801 The statement "No smoking in the factory" is an example of :

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A. an objective
B.a strategy
C. a policy
D. a rule.
E.
Question: 802 Effecttve polities result in all but which of the following:
A. provides consistency in company operations

B.refer most decision upto top management
C. a facilitates delegation for decisions to other
managers. D.
E.
Question: 803 The least common,rarely feasible ,approach to developing strategy and long
-rang plans is :
A. have top management do it

B.delegate the responsibility to subordinates
C. use of professional staff
D. use a long-range planning
committee. E.
Question: 804 The most accurate statement regarding long-range planning is that:
A. execution follow control

B.strategies follow objectives
C. objectives precede planning staff
D. resource requirements precede program activities.
Question: 805 What is the typical time horizon for long-range plans for most organization ;
A. 3 to 6 months
B.12 months
C. 5 years
D. 10 years
E.
Question: 806 The best statement of a goal is :
A. increase our sales by 22 percent

B.change our method of assembly by June 17
C. reduce the scrap rate 35% before year end
D. do a better job than we did
previously. E.

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Question: 807 The participation rate of large firms (Fortune 's 500 largest U.S .Corporations )
in MBO systems has been:
A. none of them have tried it

B.about 15 percent
C. about 70 percent
D. all of them have tried it .
E.
Question: 808 The proper sequence of MBO activities is :
A. implement the program,define the job,set objectives,evaluate performance

B.evaluate performance,define the job,set objectives,implement the program
C. set objectives,evaluate performance,implement the program
D. define the job ,set objectives, evaluate performance,implement the
program. E.
Question: 809 Advantage of MBO is that :
A. a worker's job tasks become more clarified

B.worker's may adhere rapidly to establish goals
C. appraisals are now based on results
D. Self-evaluation and self-control are emphasized more than
before. E.
Question: 810 The decision to promote the sale of service contrasts with T.V .sales to
ensure that customers maintain the T.V.properly is an example of :
A. imposed policy
B.originated policy
C. appealed policy
D. none of these.
E.
Question: 811 A policy a paying 8.33% of the pay as bonus to employees every years that is
formulated because of "Payment of Bonus Act" is an example of :
A. imposed policy
B.originated policy
C. appealed policy
D. none of these.
E.
Question: 812 A decision to restrict the distribution of sugar,vanaspati etc.before a week to

the buget presentation in the Parliament constitutes a:

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A. production policy
B.finance policy
C. sales policy
D. personnel policy
E.
Question: 813 The decision to locate new plants within a certain distance from the major
market area constitutes a:
B.finance policy
C. sale policy
D. personnel policy.
E.
Question: 814 The decision to lease rather than purchase retail sales outlets is an example
of the formation of:
B.finance policy
C. sales policy
Question: 815 The decision that applicants should be placed in an apprentice program on
the basis of ability test is an example of a:
B.finance policy
C. sales policy
E.
Question: 816 The basic policy,which is very broad in scope and affects the organization as
a whole ,used mainly by:
A. top managers
B.middle managers
C. first-level managers
D. lower managers
E.
Question: 817 A great deal of which type of policy formulation indicates that top managers
have not successfully anticipated the policy needs of the organization?
A. appealed policy

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B.imposed policy
C. originated policy
D. all of these.
E.
Question: 818 A description of how each of a series of takes is to take place when it will take
place and by whom it is to be accomplished is normally included in a statement of :
A. objectives
B.policy
C. procedures
D. methods.
E.
Question: 819 The selection of action represents the culmination of the :
A. control process
B.planning process
C. management process
D. decision-making
process E.
Question: 820 The vast majority of supervisory decision are:
A. intuitive
B.judgemental
C. problem-solving
D. group decisions
E.
Question: 821 The decision making process has several characteristics. Which of the
following wing is NOT typically included?
A. it is goal oriented
B.it occurs in sequential chains
C. it occurs over time
D. it cannot be learned in the
classroom E.
Question: 822 The decision making process is conducted in three different ways .Which is
NOT a typically method?
A. intuitively
B.based on judgement
C. by fate

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D. by a problem solving process.

E.
Question: 823 Business firms typically seek--------solutions to problems:
A. minimal
B.satisfactory
C. maximal
D. optional
E.
Question: 824 The decision making -process is made up of :
A. diagnosis
B.discovery of alternatives
C. analysis of alternatives
D. all of these.
Question: 825 The function of diagnosis is:
A. to identify and clarify a problem

B.to discover various alternatives
C. to analyse the different alternatives
D. all of these.
E.
Question: 826 An accurate diagnosis depends on:
A. a definition of organizational objectives

B.identifying major obstacles
C. definition of objectives and identification of obstacles
D. none of these.
E.
Question: 827 The principle of limiting factor states that in choosing from among
alternatives the more individuals can identify and solve for those factors which are critical
to :
A. formulation of organizational policies,rules,procedures and strategies,the more clearly

and accurately they can select the most favourable alternatives
B.the attainment of desired goal,the more clearly and accurately they can select the most
favourable alternative
C. organizational efficacy, the more clearly and accurately they can select the most viable alternatives
D. none of these.
E.

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Question: 828 Synergy is an important technique of :
A. management of audit
B.performance appraisal
C. decision making
D. financial planning .
E.
Question: 829 Creative behaviour is made more likely:
A. when it is rewarded
B.when the level of stress is appropriate
C. when adequate time is available for considering a problem
D. all of these.
E.
Question: 830 One disadvantage of group participation in decision making is :
A. time required
B.knowledge available
C. motivation of the members
D. effect on morale.
E.
Question: 831 The primary advantage of the nominal group techniques over brain storming
is :
A. complex problem can be solved

B.stronger persons have a better chance for impact
C. evaluation is deferred
D. group-think is prevented.
E.
Question: 832 The managerial skill most clearly advocated is :
A. procrastination
B.indecisiveness
C. timidity
D. integration.
E.
Question: 833 Top management decision making is distinctively characterized by:
A. more uncertainty and less reliance on judgement

B.more uncertainly and greater reliance on judgement

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C. less uncertainly and greater reliance on judgement

D. less uncertainly and less reliance on
judegement. E.
Question: 834 The least plausible reason for students to study top management decision
making is :
A. they will be better able to interact with CEO"S

B.specialised job assignment will not prepare them well for a general management orientation
C. many will probably become CEO's
D. they will gain a broad (systems) perspective.
Question: 835 The extent of factual analysis, which is based on mathematical model
building and which has been found to be useful in decision making,is called:
A. operations research
B.simultation method
C. linear programing
D. any of the above.
E.
Question: 836 What are the three important organization universal ?
A. people ,purpose and environment

B.people ,purpose and hierarchy
C. purpose,hierarchy and environment
D. hierarchy ,environment and
purpose E.
Question: 837 A foremost in importance in managerial organizing is (are):
A. cost
B.time
C. tasks
D. people.
E.
Question: 838 A key organizational variables is that they :
A. vary across organizations but not over time

B.vary over time but not across organizations
C. neither vary over time nor across organizations
D. both vary over time and across
organizations. E.

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Question: 839 All of the are benefits to be expected from organizing expect:
A. provides guidelines for individual performance

B.creates conflict over jurisdictions
C. establishes a promotional for employees
D. establishes channels for communication and decision
making E.
Question: 840 The primary components of organizations include all but;
A. people
B.activities
C. objectives and results
D. company history
E.
Question: 841 The subordinate -acceptance approach to authority is based on:
A. the non-manager recognizing someone must make decisions

B.the opportunity to contribute to group's efforts
C. the manager winning the support
D. all of these
E.none of these.
Question: 842 The responsibility of the foreman is to :
A. maintain the required finished inventory

B.direct the work of operators and fulfill output schedules
C. raise the quality of work
D. control and complete costs.
E.
Question: 843 Formal organization comes into being:
A. when persons are able to communicate,willing to act and share a purpose

B.where persons are able to communicate and willing to act
C. where persons marshall their resources in such fashion as maximum return is ensured
D. when persons are ready to act and share a
purpose. E.
Question: 844 Within organization ,members with common social interests normally band
together to form:
A. dysfunctional groups
B.informal groups

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C. role groups
D. none of these.
Question: 845 Work distribution charging is primarily a technique of :
A. performance appraisal
B.organizational analysis
C. transactional analysis
D. none of these.
E.
Question: 846 The firm's internal organization structure often needs revision because of :
A. the death of a key executive

B.nepotism
C. excessive competition
D. seasonal variation in demand
E.the changing scope of business operations
Question: 847 The descriptive word most clearly associated with the organic approach to
structure is :
A. static
B.rigid
C. bureaucratic
D. dynamic.
E.
Question: 848 Principles of absoluteness of responsibility is one of:
A. major control principles

B.major principles of sound organization
C. major principles of staffing
D. major principles of planning.
E.
Question: 849 Organization chart is an important technique of :
A. analysis of any organization

B.analysis of non-formal organization
C. analysis of formal organization
D. analysis of informal
organization. E.

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Question: 850 Most organization charts are displayed on which basis:
A. vertical
B.horizontal
C. circular
D. three-dimensional.
E.
Question: 851 A prime example of an integrating mechanism is :
A. organization manual
B.scalar chain
C. job description
D. all of the above.
E.
Question: 852 It is generally agree that the most important activity of the Board of Directors
is :
A. trusteeship
B.assisting in public relations
C. selection of executives
D. none of these.
E.
Question: 853 Guidelines for establishing vertical layers include all but which one of the
following:
A. keep the number of levels to a minimum

B.place decision making at the highest level it can be efficiently handled
C. avoid duplication in the chain of command
D. authority and responsibility should be clearly
defined. E.
Question: 854 Traditional principles authority are limited by the fact that they are:
A. too general to provide guidance needed in application

B.too complex by involving the by dynamics of human behaviour
C. too flexible in the organization that results
D. too personal in their inclusion of motivational considerations.
Question: 855 The removal of an unpleasant stimulus is called:
A. punishment
B.positive reinforcement

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C. negative reinforcement
D. the law of effect.
E.
Question: 856 Among the following ,the term with the broadest scope is :
A. authority
B.influence
C. power
D. none of these.
E.
Question: 857 The source of power most likely to be used by a person with charisma is :
A. reward
B.coercive
C. referent
D. expect.
E.
Question: 858 Which regard to power and authority ,we may conclude all but which one of
the following :
A. authority is only one source of influence among many

B.supervisor should never have to rely on coercive power to obtain results
C. constant reliance on authority indicates a potential supervisory problem
D. group acceptance of authority is necessary for it to become useful
influence. E.
Question: 859 The process of delegation ideally includes all but which task ?
A. specification of decisions to be made

B.statement of the method of accomplishment to be used
C. definition of assignment
D. delincation of expected results.
E.
Question: 860 The ratio of the number of subordinates that a manager can effectively
supervise is :
A. six to one
B.eight to one
C. twelve to one
D. it depends on a number of other factors.
E.

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Question: 861 Given a fixed number of employees in an organization:
A. a board span of management to result in a flat structure

B.a narrow span tends to result in few levels in a hierarchy
C. a broad span tends to result in several (more)levels in a hierarchy
D. there is no relationship between span of management and shape of structure or number of
levels. E.
Question: 862 Centralization is a system of:`
A. planning
B.organizing
C. staffing
D. directing.
E.
Question: 863 An advantage of centralization is :
A. it reduces the workload of over burdened executives

B.it helps develop managerial talent
C. it achieves more conformity and coordination
D. decision can be made more quickly.
E.
Question: 864 Line function are concerned with those activities which are connected with
the discharge of ;
A. direct responsibility for accomplishing the subsidiary objectives of the organization

B.direct responsibility for accomplishing the main objectives of the organization
C. direct responsibility for taking and implementing all decisions
D. none of these.
Question: 865 With regard to the differentation of line and staff,we may conclude;
A. line has total authority ;staff is limited to an advisory role

B.power is shifting away from staff toward line and appropriately so
C. the continued distinction creates unfortunate psychological batters
D. there is a sharp difference between the
two. E.
Question: 866 Among large firms,committees have been reported to be used in:
A. less than 10 percent

B.about one -third
C. about two-thirds

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D. over 90 percent.
E.
Question: 867 Several guides to committee management exist .Which is NOT normally
advocated?
A. keep them small

B.define their purpose,goals and authority
C. distribute agendas and reports at the beginning of the meeting
D. select a strong,impartial chairperson.
E.
Question: 868 A disadvantage of the committee is :
A. the speed with which they act

B.their capacity to represent diverse interests
C. their use for developing managerial talent
D. their capacity for obtaining committee of the people
involved. E.
Question: 869 Committee are not well suited for work pertaining to :
A. review of past activities

B.innovation for improved control
C. evaluations of working conditions
D. none of these.
E.
Question: 870 Among the common approaches to departmentation are:
A. bottom-up and derivative

B.top-down and bottom-up
C. derivative and integrative
D. top-down and derivative.
E.
Question: 871 A task force is a mechanism best suited for :
A. sub-dividing the organization horizontally

B.establishing vertical layers and delegating authority
C. obtaining lateral coordination and integration
D. fitting in the individual.
E.
Question: 872 Matrix organizations are really a combination of the:

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A. product and process bases

B.process and geographic bases
C. customer and functional bases
D. functional and product
bases E.
Question: 873 Span of management means :
A. a good organization should consist of departments

B.authority of each person must be clearly defined
C. each subordinate should have one superior
D. a manager can supervise a limited number of
executives. E.
Question: 874 Which of the following is the oldest type of organization?
A. functional organization
B.line organization
C. line and staff organization
D. committee organization.
Question: 876 Due to the need for face-to -face contact,group membership seldom rises
above:
A. 5
B.10
C. 15
D. 20
E.
Question: 877 The need level least likely to be satisfied in most group contexts is :
A. physiological
B.security
C. social
D. esteem.
E.
Question: 878 The structure property of groups that supervisors should be most concerned
about is:
A. goals
B.norms
C. roles
D. status.

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E.
Question: 879 Groups are more cohesive when;
A. they are large

B.they are isolated from outside contact
C. they have little opportunity to interact
D. their membership is heterogeneous.
E.
Question: 880 Which of the following is a dysfunctional feature of group?
A. they tend to contribute to stability

B.they are primary sources of control
C. they are important sources of need satisfactory
D. they tend to become close systems.
E.
Question: 881 A good rule to follow when organizing a group is :
A. make it large to maximise a sense of belonging

B.match the objective with the relative homogeneity of the group
C. disregard previous informal relationships and watch the new one appear
D. prevent dissidents from joining or participating
. E.
Question: 882 With regard to the nature-nature controversy , a supervisor can ;
A. control neither heredity nor the environment

B.control heredity but not the environment
C. control the environment but not heredity
D. control both heredity and the environment
. E.
Question: 883 The process of perception typically includes all but which of following?
A. interpreting data
B.creating data
C. selecting data
D. organizing data.
E.
Question: 884 Distortions in perception may as a product of :
A. the information processing mechanisms only

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B.the accuracy of the processing

C. both the mechanisms and the accuracy of the processing
D. neither,perception is individualized therefore is never truly incorrect or distorted.
Question: 885 A supervisor is most likely to be able to directly affect an employees:
A. task assignments
B.work habits
C. personal aspirations
D. attitudes and values.
E.
Question: 886 Within an organization,members with common social intersts normally band
together to form:
A. dysfunctional groups
B.informal groups
C. role status group
D. none of these.
E.
Question: 887 The emphasis of the informal organization is on :
A. the positions
B.role
C. status
D. people and their
relationships. E.
Question: 888 Leadership authority in the informal organization flows from:
A. above
B.top
C. below
D. none of these.
E.
Question: 889 The major functions performed by informal groups are:
A. helping group members to attain their specific objectives

B.providing social satisfaction to get members
C. serving as a communication medium
D. serving as the agency for social control of behaviour
E.all of these.

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Question: 890 The control that informal groups exert over the behaviour of members of the
group itselg:
A. internal social control

B.external social control
C. functional control
D. self-control.
E.
Question: 891 Sociogram is a technique adopted for;
A. understanding degree of social responsibility of a business unit

B.analysing an informal organization
C. understanding technical characteristic of a work group
D. all of these.
E.
Question: 892 The grapevine is often:
A. completely accurate
B.80 percent accurate
C. 20 percent accurate
D. Never accurate.
E.
Question: 893 Dysfunctions are best defined as :
A. informal organization characteristics that permit non-formal behaviour to exist

B.formal organization characteristics that permit formal behaviour to exist
C. formal organization characteristics that permit behaviour to exist
D. informal organization characteristics that permit formal behaviour to
exist. E.
Question: 894 Personal problems exist:
A. only in large firms

B.in all firms regardless of size
C. only in firms that have no personal departments
D. only in unionized firms.
E.
Question: 895 Staffing function of management comprises the activities of :
A. selecting the suitable person for positions

B.defining the requirements with regard to the people for the job to be done

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C. training and developing staff to accomplish their task more effectively

D. all of these.
E.
Question: 896 The employee services department would probably NOT have responsibility
for :
A. publications
B.recreation programs
C. safety
D. grievance handing.
E.
Question: 897 The process involved in terminating an employee would most likely be
handled by:
A. employment
B.employment services
C. labour relations
D. training.
E.
Question: 898 Suppose you are the General Manager of a company and as such have to deal
with people and resources.An idea strikes your mind which is bound to improve the
productivity of the organization ,but you know that employees will resent it.
A. try to implement the idea inspite of their resentment

B.drop the idea since you know that they will not welcome it
C. educate your employees gradually and wait for such a time when it might be
implemented conveniently
D. none of these.
E.
Question: 899 Of the following ,the poorest advice for a job seeker is to :
A. prepare a professional resume

B.identify potential employee through classified advertisement s
C. make potential job contacts through your friends
D. establish career and pursue them flexibly.
E.
Question: 900 The selection interview often focuses on all but the candidate's
A. ability to communicate
B.age

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C. education
D. work experience.
E.
Question: 901 The proportion of terms using selection tests today is approximately:
A. none
B.25%
C. 50%
D. 75%
E.
Question: 902 Psychological tests for executive selection are helpful ,but have a serious
imitation ,which is :
A. cost in terms of time and of interpretative grading

B.lack of agreement on what traits should be included
C. dislike of many competent managerial candidates in being subjected to them
D. none of these.
E.
Question: 903 One of the main reasons for obtaining a manager from outside an enterprise
is :
A. to obtain fresh idea and new applications of management

B.to enhance the public image of the enterprise being good place to work
C. to avoid a moral problem among old employees
D. none of these.
E.
Question: 904 The favouring of relatives of the firm's excutives when promotions come up is
known as:
A. partiality
B.patronage
C. nepotism
D. red tappism.
Question: 905 The procedure followed in discovering all of the facts about a group of jobs is
;
A. job analysis
B.job specification
C. job evaluation
D. job rotation.

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E.
Question: 906 The shifting of an employee from one of another that does not involve the
assumption of greater responsibilities is know as:`
A. shifting
B.transfer
C. exchange
D. termination.
E.
Question: 907 When an employee is temporarily separated from a company this is called:
A. discharge
B.exclusion
C. lay off
D. termination.
E.
Question: 908 A collection of tasks,duties and responsibilities assigned to and performed by

a single individual is a :
A. job
B.occupation
C. position
D. grade.
E.
Question: 909 Process of collecting and analysing information about the

duties,responsibilities and conditions of a specific work assignment is :
A. job analysis
B.job evaluation
C. activity analysis
D. occupation analysis
E.
Question: 910 Work assignment having a specific of duties, responsibilities and conditions
differing those of other assignments is :
A. an occupation
B.an assignment
C. job
D. a position.
E.

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Question: 911 Performance appraisal is useful for determining the employees:
A. retention
B.promotion
C. training
D. all of these.
E.
Question: 912 An unlikely goal of performance appraisal is :
A. to uncover training needs

B.to identify psychological problems
C. to identify candidate for promotion
D. to discuss way in which performance can be
improved. E.
Question: 913 Traditional approach to appraisal, now-a-days, have increasingly emphasized

the evaluation of:
A. employee characteristics
B.employee performance
C. employee relations
D. none of these.
E.
Question: 914 One difficulty of trait-oriented appraisal system is that they:
A. fail to focus on performance

B.are not directly linked to performance
C. seldom result in improving performance
D. all of the above.
Question: 915 The traditional method of appraisal whereby the rate lists the employees
according to their level of performance is called the:
A. ranking method
B.critical incident method
C. check list method
D. graphic scales method
E.forced distributing method.
Question: 916 The method in which the relative percentage ranking of each employee is
indicated in respect to each factor,rather than on an overall basis ,is the:
A. ranking method

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B.critical incidents method

E.force distribution method.
Question: 917 The method of appraisal in which the employee is rated in respect to a
quantitative for each factor is the:
A. ranking method
E.force distribution the method.
Question: 918 The method in which the rate indicates which statements in a prepared list
are descriptive of the employee or his performance is the :
A. ranking method
E.force distributing method.
Question: 922 The method of appraisal in which the rater is required to keep a record of
notable instance and failure for each employee during the ranking period is the :
A. ranking incidents method

B.critical method
D. graphical scales method
E.forced distribution method
Question: 923 A relatively recent development in the area of performance appraisal by which
the performance review is oriented toward mutually established job objectives,is:
A. goal oriented appraisal

B.check list method
C. critical incidents method
D. graphical scales method.
E.
Question: 925 The formal meeting and discussion between the rater and the
employee,which is held in conjunction with a periodic appraisal of performance ,is called :
A. depth interview

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B.stress interview
C. appraisal interview
D. none of these.
E.
Question: 926 A job specification would be unlikely to specify requirements for:
A. level of performance expected

B.knowledge
C. previous experience
D. physical characteristics.
E.
Question: 929 The process of determining the correct rate of pay for a position is called:
A. job analysis
B.job evaluation
C. job description
D. job specification
Question: 932 Of the on-the-job methods of development ,the method which is most widely
used and which concerns the development of knowledge and skill in a particular job is :
A. coaching
B.position rotation
C. special projects
D. committee assignments.
E.
Question: 934 The on-the -job methods of development which involves assignment to
additional research studies or tasks that are not part of the usual job routine is called:
A. coaching
B.position rotation
C. special projects
D. committee assignments.
E.
Question: 935 Of the off-the -job methods of training and development,the method most
frequently used to convey special areas of knowledge is known as:
A. special training courses

B.business games
C. role playing
D. sensitive training .

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E.
Question: 936 The method of participants are placed in a simulated competitive

environment and operate as executive team is :

B.business games
C. role playing
D. sensitive training.
E.
Question: 937 The developmental method in which the participants have the opportunity to
learn human relations skill in a laboratory setting is :

B.business games
C. role playing
D. sensitive training .
E.
Question: 938 The method in which participants meet as a group for a relatively extended
period for the purpose of achieving better self-knowledge and awareness of social interaction
is :

B.business games
C. role playing
D. sensitive training.
E.
Question: 939 Sensitivity training sessions:
A. are proven to be effective OD techniques

B.encourage people to express and examine their feelings and behaviour
C. work best with 20 - 30 members
D. are highly structured sessions.
E.
Question: 941 Directing functions of management embraces activtes of :
A. issuing of orders to subordinates

B.supervising of subordinates
C. communicating with subordinates
D. proving adequate leadership and motivation to subordinates
E.all of these.

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Question: 945 The direction process has several characteristics.Which of the following is
not typically included?
A. it is goal oriented
B.it occurs in sequential chains
C. it occurs over time
D. it cannot be learned in the classroom.
Question: 947 In comparison to top level manager,a first-line supervisor will spend more
time in :
A. direction of subordinates
B.policy making
C. public relations
D. long-range planning.
E.
Question: 949 Technical skill of a supervisor will be most needed where:
A. operations are complex and organizational level is low

B.operations are simple and organizational level is low
C. operations are simple and organizational level is high
D. operations are complex and organizational level is
high. E.
Question: 950 The vast majority of supervisory decisions are:
A. intuitive
B.judgmental
C. problem-solving
D. group decisions.
E.
Question: 951 One disadvantage of group participation in directing is :
A. time required
B.knowledge available
C. motivation of the members
D. effect on morale.
E.
Question: 953 Execution involves all of the following steps except:
A. providing direction
B.initiating operations

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C. providing support resources

D. measuring performance against the
plan. E.
Question: 954 A supervisor is most likely to be able to directly affect an employees:
A. task assignment
B.work habits
D. attitudes and values.
E.
Question: 955 The element that is a linking process of managerial functions is :
A. planning
B.controlling
C. communicating
D. representing
E.
Question: 959 Successful communication involves the occurrence of a :
A. desire change
B.undesired change
C. no change
D. none of these.
E.
Question: 961 The proportion of a time manager spends communicating is probably about:
A. 25%
B.50%
C. 75%
D. 100%
E.
Question: 962 The proper sequence of elements in the expanded communication model is :
A. sender-message-transmission-recipient-meaning
B.message-sender-signal-receiver-decode
C. sender-transmission-message-decode-meaning
D. message-transmission- encode-receiver-decode.
Question: 963 Among several communication options,managers are known to spend the
most time in:

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A. writing
B.speaking
C. reading
D. listing.
E.
Question: 966 All of the following are useful guides to listening expect:
A. stop talking
B.restate the other's comment as you heard it
C. avoid the use of idle chatter
D. show genuine concern and a willingness to
listen. E.
Question: 967 Listener's retention of information immediately after hearing it is about:
A. 25%
B.50%
C. 75%
D. 100%
E.
Question: 968 Leadership implies the existence of the:
A. followers
B.leader
C. community of interests between the two
D. all of these.
E.
Question: 970 A reader typically :
A. seeks to understand and problems of his followers

B.puts plans into action and generates enthusiasm for them
C. motivates others to accomplish the required work
D. none of these
E.all of these.
Question: 971 The relationship between leadership and management is most accurately
stated as:
A. leadership is a subset of management

B.leadership and management are synonymous terms
C. there is nor relationship between leadership and management
D. mamngement is a subset of leadership.

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E.
Question: 972 Leadership is best described as being :
A. creative and continuous

B.dynamic and continuous
C. decisive and dynamic
D.
E.
Question: 973 In two polls regarding business leadership in 16 social and economic areas,it
was found that:
A. business should take more leadership in all areas

B.business should take more leadership in some areas, less in others
C. business should take less leadership in all areas
D. people really had little strong feeling
. E.
Question: 975 The assuming that a leader and his behaviour can not be analysed and that "
a leader is leader" are consistent with the-------approach to studying leadership.
A. great-man
B.trait
C. situational
D. none of these.
E.
Question: 976 Difficulties in defining and measuring personality characteristics of leader are
problems encountered in conjunction with the:
A. great-man approach
B.trait approach
C. situational approach
D. none of these.
Question: 977 Shifring the emphasis from what the leader is to what leader does is
consistent with the :
A. great-man approach
B.trait approach
C. behavioural approach
D. none of these.
E.

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Question: 978 The study of leadership has focused primarily on three areas, NOT include:
A. traits
B.leadership
C. attitude and emotions
D. situational factors.
E.
Question: 979 George Homans suggest that what a leader needs is :
A. a method for analyzing the social situation

B.absolute principles for managing people
C. concepts that do not change over time or because of new conditions
D. a good set of rules.
E.a
Question: 980 The manager who motivates people by offering them greater satisfaction of
their own motives they work towards the organization 's goals is utilising:
A. positive leadership
B.negative leadership
C. centralised leadership
D. decentralised leadership
E.
Question: 982 The manager who motivates people by explicitly or implicitly threatening
punishment of some kind for non-cooperation is using:
A. positive leadership
B.negative leadership
C. centralised leadership
D. decentralised leadership
E.
Question: 983 In which leadership climate would the employee tene to " look for a way out
"of the situation?
A. positive
B.negative
C. both positive and negative
D. neither positive nor negative.
E.
Question: 984 Bureaucratic leader is---------leadership.`

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A. boss centred
B.group centred
C. subordinates centred
D. rule centred.
E.
Question: 985 Democratic leadership is characteristics by:
A. decentralisation
B.two-way communication
C. participation
D. all of these.
E.
Question: 986 Autocratic leadership is characterised by :
A. maximum centralisation of authority

B.unilateral decision making
C. one-way communication
D. all of these.
E.
Question: 987 One who holds his position because of force of prestige attached to his office
is called:
A. intellectual leader
B.institutional leader
C. democratic leader
D. creative leader.
Question: 989 Industrial leaders are developed by improving the natural talents which
individuals possess through:
A. formal education
B.industrial training
C. self-development
D. all of these.
E.
Question: 991 Which motives would be most important in guiding a person's behaviour at a
particular time,those that are-----?
A. satisfied
B.unsatisfied
C. both of these

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D. none of these.
E.
Question: 992 For which socio-economic group of people would the physical dimension of
motiveation be most important?
A. upper income
B.middle income
C. lower income
D. none of these.
E.
Question: 993 Achievement for its own sake and sacrifice of personal com-fort for the good
of someone else or for a cause typify the--------dimension of motivation.
A. physical
B.social
C. psychic
D. none of these.
E.
Question: 994 Needs theory of motivation was enunciated by:
A. Abraham
B.David Mc Clelland
C. Kurt Lewin
D. Herzberg.
E.
Question: 995 A.H Maslow suggested that in modern society needs are:
A. completely satisfied (100%)

B.largely satisfied (70%)
C. partially satisfied(30%)
D. unsatisfied.
E.
Question: 996 What in your opinion would be the most powerful personal objective of a
Noble Prize winning chemist working in the research department of a medical concern?
A. money
B.status
C. pride of creativity
D. none of these.
E.

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Question: 997 Arrange these needs in a hierarchy in order of their power to motivate
behaviour:
A. love
B.esteem
C. physiological
D. self-actualization
E.safety.
Question: 999 An employee working under a financial incentive system,who would like to
produce more in order to earn more money but would thereby loose the friendship of those
in the work group,faces an- ---.
A. approach -approach conflict

B.approach -avoidance conflict
C. avoidance-avoidance conflict
D. none of these.
E.
Question: 1000 The junior executive who faces the choice of either working in the evening
or missing a due date for a job assignment is involved in an----conflict situation.
A. approach -approach
B.approach-avoidance
C. avoidance-avoidance
D. none of these.
Question: 1001 The foreman who"gets made" at an inspector for rejecting parts
manufacture in this department thereby exhibits:
A. aggressive response
B.withdrawal response
C. compromise response
D. none of these.
E.
Question: 1002 A woman employee who" breaks down and cries"when repairman who " hits
sensitive mechanism with a wrench because he is unable to loosen it both illustrate the
reaction called:
B.withdrawal response
D. none of these.
E.

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Question: 1003 Who propunded Theory X and Theory Y?
A. Douglas Mc Gregor
B.A.H Maslow
C. Frederick Herzberg
D. David Mc Clelland.
E.
Question: 1004 The managerial assumption that people basically dislike work ,prefer to be
directed,and want to avoid responsibility has been called:
A. Theory X
B.Theory Y
C. Theory Z
D. None of these.
E.
Question: 1031 Theory Y approach imply that great reliance should be placed on :
A. external control
B.internal control
C. production control
D. none of these.
E.
Question: 1032 Peter Drucker has been critical of Theory y for :
A. its attempt to control employees by psychological manipulation

B.totally discarding Theory X
C. stressing work as natural as play or rest
D. stressing on virtues of human nature.
E.
Question: 1035 In considering the hard or punitive verse the soft or human
relations,reactions to handing the consequences of Theory X,Mc Gregor suggest that the
best alternative is :
A. hard
B.soft
C. both hard and soft
D. neither hard not soft.
E.
Question: 1036 Who propounded " Motivation Maintenance Theory?"

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A. A.H.Maslow
B.Douglas Mc Gregor
D. F.W.Taylor.
E.
Question: 1038 The set of factors which is primarily concerned with things that "surround"
the job are called:
A. motivational factors
B.maintenance factors
C. motivational and maintenance factors
D. none of these.
Question: 1040 A set of factors which are concerned with the job itself are called:
B.maintenance factors
C. both of these
D. none of these.
Question: 1041 The two factors theory of motivation has been much criticised .Which
statement is least valid?
A. the study design(method)influenced the results

B.all people have strong derives for growth and accomplishment
C. the job content and job context factors are not mutually exclusive
D. satisfied workers are not necessarily the most
productive. E.
Question: 1044 Managerial control typically consists of three steps.Which one does NOT
belong?
A. take corrective action

B.evaluate progress
C. remove unnecessary obstacles
D. measure performance.
E.
Question: 1045 The proper sequence of the three steps in the traditional control process is :
A. set standards,take corrective action,measure performance

B.measure performance,set standards,take corrective actions
C. set standards,measure performance,take corrective actions
D. measure performance,take corrective actions,set standards.

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E.
Question: 1047 Controls should be exercised over each of the major functions of a
(manufaturing) organization.Which function is not normally listed as a major (line)?
A. accounting
B.marketing
C. production
D. quality.
E.
Question: 1048 A category not normally included in a resource budget is :
A. direct labour
B.travel
C. southern region
D. materials.
E.
Question: 1049 The function of management is performed by:
A. Board of Directors
B.President
C. Works manager
D. Foreman
E.All of these.
Question: 1050 Control systems typically focus on all but which of the following factors:
A. quality of the product

B.resources consumed
C. employee performance
D. quality of planning process.
E.
Question: 1051 Some pre-requisites for a workable control system are that control should:
A. be economical and flexible

B.follow the organization structure
C. register deviations quickly
D. all of these.
E.
Question: 1052 Execution involves all of the following steps except:

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A. providing direction
B.initiating operations
C. providing support resources
D. measuring performances against the
plans. E.
Question: 1053 When performance is measured and evaluated against the plans,several
alternatives may be pursued.Which of the following would probably NOT be a viable option?
A. modify the measurement technique

B.modify the plans
C. modify operations
D. take no action.
Question: 1055 If control are work ,they must be specially tailored:
A. to plans and positions

B.to the individual managers and their personalities
C. to the needs for efficiency and effectiveness
D. all of these.
E.
Question: 1056 Several means are available for the determination of performance:
A. observations
B.reports
C. summaries
D. statistical data
E.all of these.
Question: 1058 All of the following are dangers inherent in over control except:
A. accenting shortrun results and ignoring longrun outcomes

B.the reduction of personal freedom and independence at work
C. the creation of anxiety and stress among workers
D. a tendency toward increased
flexibility. E.
Question: 1059 The weekenesses of direct personal observations are:
A. time consuming
B.observer's purpose may be misunderstood
C. data aquired tend to be general rather than precise
D. all of these.
E.

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Question: 1060 In terms of the three focal points of control systems,people in our society
generally like-----best.
A. self control
B.centralized control
C. personal control
D. none of these.
E.
Question: 1062 Which focal point in the operation of control system has the classic
approach to organization theory tended to emphasize?
A. centralized control
B.personal control
C. self-control
D. all of these.
E.
Question: 1063 Which focal point in the operation of control systems does the behavioural
point of view emphasize?
A. centralize control
B.personal
C. self-control
D. man-oriented.
E.
Question: 1064 For best management,controlling should be
A. profit-oriented
B.cost-oriented
C. objective-oriented
D. man-oriented.
E.
Question: 1065 In controlling ,a common means for determining performance is by means

of:
A. reports
B.personal objectives
C. standards
D. key cases.
E.
Question: 1066 Customer orders received and shipments are illustrative of :

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A. the input and the controlling within an enterprise

B.the close relationship between planning and controlling
C. the key points for controlling
D. the exceptional cases of controlling.
Question: 1067 Included in the category of overall controls are:
A. sales budget,strategic points and organization pattern

B.ratios,break even analysis and return one investment
C. authority,standards and PERT
D. none of these.
E.
Question: 1068 The control function of management embraces:
A. cost control
B.financial control
C. budgetary control
D. all of these.
E.
Question: 1070 Several types of control systems rely on quantitaive data in their
measurement process .Which type does NOT?
A. social control
B.financial control
D. quality control.
E.
Question: 1071 A budget often appears as a projected:
A. trial balance
B.balance sheet
C. income statement
D. none of these.
E.
Question: 1072 The direction of budgeting procedure is a task for :
A. operating management
B.middle management
C. top management
D.
E.

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Question: 1073 One of the following budgets is probably most closely allied to the sales
budget:
A. labour budget
B.production budget
C. advertising budget
D. cash budget.
E.
Question: 1074 A budget that serves as a guide to the activities of the pur-chasing
department is :
A. the cash budget

B.the materials budget
C. the production budget
D.
E.
Question: 1075 The budget that is most directly concerned with the distribution of overhead
expenses is the :
A. production budget
B.cash budget
C. manufacturing budget
D.
E.
Question: 1076 Control of a departmental budget by a finance staff is an example of:
A. centralized control
B.personal control
C. self-control
D. none of these.
E.
Question: 1077 The period selected for a budget should:
A. coincide with the period used for the profit and loss statement
B.include the complete cycle of activity being budget
C. be guided by the limits of the forecasts about the activities
D. all of these.
Question: 1079 long range company budgeting is difficult because of :
A. changes in internal organization structure

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B.unanticipated union wage demands

C. hampering government regulations
D. inability to forecast costs and sales volume far in
advance.s E.
Question: 1080 Robert Anthony suggests that a budgeting process is:
A. more critical in private than than public institution

B.more critical in public than private institutions
C. equally critical for both public and private
D. not critical in either one.
E.
Question: 1082 The type of budget most common in public institutions is :
A. fixed
B.variable
C. semi-variable
D. flexible.
E.
Question: 1083 Flexible budgets eliminate which cause(use)of variance?
A. from a poor estimate (or inaccurate standard)

B.from unexpected efficiency
C. from unexpected inefficiency
D. from a change in level of activity.
E.
Question: 1084 The Gantt chart is a control device for:
A. maintaining quality
B.arranging floor plans
C. machine-loading
D. scales forecasting.
E.
Question: 4145 One conclusion from the Hawthorne studies was that:
A. moral declines when employees are allowed to voice their grievances

B.workers produce at the pace dictated by the formal organic
C. social interaction with fellow workers influences job satisfaction
D. providing recognition to employees has little positive impact on
productivity E.

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Question: 4146 The area of behavioral science application that emphasizes the importance
of common understanding and its assessment is ;
A. communication
B.motivation
C. leadership
D. development
E.
Question: 4147 The area of behavioral science research that focuses on the personal factors
underlying high productivity ,as well as high morale,is the area of employee:
A. communication
B.motivation
C. leadership
D. development
Question: 4148 The area having to do with identifying personal characteristics and
situational factors leading to managerial success is that of:
A. communication
B.motivation
C. leadership
D. development
Question: 4149 The situational variable organizations,the systems approach to management

has resulted in particular interest being given to:
A. economic
B.political
C. socio-culture
D. technological
Question: 4150 As applied in business organizations,the systems approach to management

has resulted in particular being given to:
A. behavioural factors
B.formal authority
C. information and decision process
D. none of the above
E.
Question: 4151 The first step in a situational analysis of managrial problems is :
A. decipher the situation to known which factors are significant

B.know the trade off associate with each concept

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C. match appropriate concepts and techniques with the situation

D. be knowledge of the various management concepts and
techniques E.
Question: 4152 With regard to situational management,managers should:
A. adopt the practice and style of someone else who is effect

B.develop their own natural style
C. disregard their own personality in their choice of a style
D. recognise that what works well in one situation should works equally well in another
situation E.
Question: 4153 The principle that a subordinate should receive order and be responsible to
only one boss is known as:
A. unity of command
B.unity of direction
C. unity of control
D.
E.
Question: 4154 When management pays attention to more important areas and when day-to
-day routine problems are looked after by lower-level of management ,this is known as:
A. Management By Objectives(MBO)
B.Management of Exception (MBE)
C. Unity of Command
D. Critical Path Method (CPM)
E.
Question: 4155 Division of labour :
A. reduces efficiency
B.affects the authority-responsibility relationship
C. increases efficiency
D. causes every employee to have only one
boss E.
Question: 4156 Fayol stated that:
A. discipline is over emphasized as a need for the manager

B.the individual 's interest and desire should control the goals of the organization
C. staff is not especially important when a strong manager is available
D. the degree of centralization
varies E.

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Question: 4157 Hierarchy:
A. is sometimes called a chain of command

B.should always be followed in communications
C. is never responsible for red tape
D. means fairness combined with
equity E.
Question: 4158 Current management theory is a combination of:
A. process and behaviour school

B.quantitative and systems school
C. process and systems school
D. process,quantitative and behavioural
school E.
Question: 4159 Modern management theory does not include:
A. a reduction in the application of systems theory

B.modern organization structure
C. increased research on human behaviour
D. greater attention to the management of change
Question: 4160 Systems theory:
A. is believed to be the basis of a school in itself

B.is the basis for systems management
C. provides the general base for the use of computers in business
D. all of the above
E.
Question: 4161 A managerial approach that uses those aspects of management schools that
meet the unique of the individual manager is called
A. eclectic
B.behavioural
C. quantitative
D. process
E.
Question: 4162 Functionalism involves:
A. a scalar chain of command

B.assigning tasks to certain people
C. compulsory staff consultation

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E.
Question: 4163 An open system does not include;
A. input
B.output
C. transformation process
D. resistance to change
E.
Question: 4164 Social systems are
A. mechanical
B.biological
C. contrived
D. all of the above
E.
Question: 4165 Management functions do not include
A. developing strategy
B.formulating objectives
C. being a company spokesman
D. developing technology
E.
Question: 4177 Staffing function of management comprises the actives of :
A. selecting suitable persons for positions

B.defining the requirements with regard to the people for the job to be done
C. training and developing staff to accomplish their tasks more effectively
D. all of these
E.
Question: 4178 Staffing function of management needs to be performed:
A. only in new enterprises

B.only in going enterprises
C. both in new and going enterprises
D. none of these
E.
Question: 4179 Guiding and supervising the efforts of subordinates towards the attainment
of the organization 's goals describes the function of :

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A. planning
B.organizing
C. directing
D. controlling
E.
Question: 4180 Directing function of management embraces activities of :
A. issuing orders to subordinates

B.supervising subordinates
C. guiding and teaching the subordinates
D. providing leadership and motivation to subordinates
E.all of these
Question: 4181 Adequate motivation of employees results in:
A. fostering in-disciplines among the subordinates

B.boosting the morale of the subordinates
C. decreasing the productivity of subordinates
D. all of these
E.
Question: 4182 "Unity of Command " principle of effective direction means:
A. subordinates should be responsible to one superior

B.there should be unity amongst subordinates
C. there should be unity amongst superiors
D. a superior can supervise a limited number of
subordinates E.
Question: 4184 Establishing standards,comparing actual results with standards and taking
corrective actions are the steps included in the process of
A. planning
B.controlling
C. directing
D. organizing
E.
Question: 4185 Control function of management cannot be performed without:
A. planning
B.organizing
C. staffing
D. motivation

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E.
Question: 4187 Successful coordination of activities results from effectively carrying out the
function:
A. planning
B.organizing
C. staffing
D. directing
E.all of these
Question: 4188 Line functions are concerned with those activities which are connected with
the discharge of:
A. direct responsibility for accomplishing the subsidiary objectives of the organization

B.direct responsibility for accomplishing the main objectives of the organization
C. direct responsibility for accomplishing both main and subsidiary objectives of the organization
D. none of these
E.
Question: 4189 Main functions of administrative management are:
A. planning,organizing ,staffing,directing and controlling

B.planning ,organizing,directing and controlling
C. planning ,organizing,staffing and directing
D. planning,organizing,controlling and
represntation E.
Question: 4192 In terms of the sequential relationship, the first function requiring
managerial attention is:
A. planning
B.coordinates
C. directing
D. controlling
E.
Question: 4194 The last function in the sequence,which culminates in the attainment of
organization objectives,is:
A. organizing
B.coordinating
C. controlling
D. planning
E.

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Question: 4195 Which of the following management functions are closely related?
A. planning and organizing

B.staffing and control
C. planning and control
D. planning and staffing
Question: 4196 Which of the following functions of management are more closely related?
A. planning
B.coordination
C. motivation
D. control
E.
Question: 4198 The corporate president's job could be described as requiring:
A. high technical ability

B.high administrative ability
C. accounting operations ability
D. an aptitude for security
operations E.
Question: 4199 Which of the following is not an element of administration?
A. planning
B.organizing
C. coordinating
D. initiative
E.
Question: 4203 According to Barnard,the executive,s primary job is:
A. to establish and maintain a communication system

B.to develop and improve technical skills
C. to develop job descriptions
D. to create a climate in which production workers will increase
productivity E.
Question: 4206 Which of the following is not one of the three executive functions described
by Barnard?
A. establish and maintain a communication system

B.get workers to make the necessary effort for the organization
C. develop authority relationships

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D. formulate purposes and objectives of the organization

E.
Question: 4209 Referring to staff:
A. employees can being immediately to perform productively on the job

B.it is useful to continually shift staff people from one job to another
C. a mediocre administrator who has been on the job for a while is more productive than a
competent manager who has been moving around
D. none of the above apply
E.
Question: 4211 In order to get workers to make a maximum effort,they must:
A. have excellent leadership

B.be intimidated by first line supervisors
C. be part of the overall executive communication network
D. identify with the organization
E.
Question: 4214 Understanding authority is important because:
A. authority is enough to get workers to obey

B.workers will faithfully obey any instructions if they understand them
C. the instructions must be consistent with the purpose of the organization
D. having authority is not enough to get workers to obey
instructions E.
Question: 4223 The activity of an executive manager in which we given careful

consideration to future even is known as:
A. planning
B.controlling
C. appraising
D. organizing
E.developing
Question: 4251 Goal congruence refers to a situation where:
A. personal interests of the employees are not looked after at the time of fixing
company objectives
B.the goals of the company and the personal goals of the employees are in conflict with each other
C. the goals of the and the personal goals of the employees are in conflict with each other
D. none of these

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Question: 4255 The principle of limiting factor states that in choosing from among
alternatives the more individuals can identify and solve for those factors which are critical to:
A. formulation of organizational policies,rules ,procedures and strategies,the more clearly

and accurately they can select the most favourable alternative
B.the attainment of desired goal,the more clearly and accurately they can select the most
favourable alternative
C. organizational efficiency and efficacy,the more clearly accurately they can select most favourable
alternative
D. none of these
E.
Question: 4256 Most managers have:
A. no objectives
B.multiple objectives
C. single objectives
D. none of these
E.
Question: 4262 By " satisficing "objectives is meant:
A. accomplishing the targeted work within time and cost allowed

B.having an objective that the manager finds easy to attain
C. maintaining present competitive and profit positions
D. none of these
E.
Question: 4264 Arranging the data in a matrix form is most characteristic of:
A. monto carlo
B.linear programming
C. simultation
D. none of these
E.
Question: 4265 Within an enterprise,existent plans do not :
A. need to be considered interdependent

B.tend to beget plans
C. apply to simple,repetitive work
D. none of these
E.

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Question: 4269 The responsibility of the "Production Planning and Control" department is to
:
A. offset seasonal variations

B.keep work in process at a minimum
C. formulate production policy
D. schedule output to fulfill sales needs
E.avoid inventory losses
Question: 4271 Thinking in term of phases in planning helps to:
A. reduce the plan to a simple series of actions

B.keep the planned efforts on schedule
C. coordinate the separate activities within the plan
D. insurance acceptance of the plan by all concerned or affected by it
E.all of these
Question: 4274 With regard to Gantt charts:
A. they ignore costs

B.they ignore the time factor
C. they show dependent relationships between activities
D. they explicitly show quantity and quality
considerations E.
Question: 4276 Which is not type of economic forecasting?
A. extrapolation
B.user expectations
C. lead and lag indicators
D. econometrice
E.
Question: 4277 Sales may be anticipated by:
A. jury of executive opinion

B.grass-roots method
C. current sales information
D. all of the above
Question: 4278 An econometric model;
A. uses no - mathematical techniques

B.is not used in forecasting
C. can suggest the results of using various strategies

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D. determines lag indictors.

E.
Question: 4279 An each system in the planning function is made up of four elements.The
are:
A. objectives ,policies,procedures,plans
B.procedures,feedback,control plans
C. standards,inputs ,outputs, controls
D. inputs,process,outputs,feedback
E.
Question: 4280 The specified of XYZ Ltd.can accept gifts from suppliers except token gifts
of purely nominal or advertising value.It is a:
A. objectives
B.policy
C. procedure
D. method
E.
Question: 4343 Management by objectives:
A. is the opposite of job enrichment

B.does not related to establishing goals
C. is not related to establishing goals
D. gives subordinates a voice in what is goint
on E.
Question: 4344 A policy is best defined as:
A. an unwritten objective
B.a rule
C. a guide to action and decision making
D. a regulation not be violated
E.
Question: 4345 Operation research :
A. is a research at the operation level

B.is a non-mathematical concept
C. shows how to conduct research on various manufacturing operations
D. helps broaden management 's vision and perspective in selecting alternative strategies
and solutions to problems
E.

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Question: 4346 In its approach to decision making,operations research emphasizes the use
of............point of view
A. departmental
B.inter-departmental
C. inter-firm
D. none of these
E.
Question: 4347 The steps involved in OR analysis are:
A. identification and quantification of goals of the system

B.identification and quantification of variables that affect goals attainment
C. selection or construction of the appropriate mathematical models
D. all of these
E.
Question: 4348 Selective probability is:
A. the product of benefits times probability

B.the product of costs times probability
C. based on known probabilities
D. based on limited knowledge or
experience E.
Question: 4349 The probability of a new product's success is 0.6 ,with an expected value of
Rs.21,600.What is projected savings?
A. Rs.12,960
B.Rs.21,600
C. Rs.34,560
D. Rs.36,800
Question: 4350 The method that is appropriate when costs associated with idle capacity
must be balanced costs of waiting is:
A. queuing theory
B.probability analysis
C. game theory
D. linear programming
E.
Question: 4352 The manager who attaches quantitative estimates of the likelihood of
various events as an aid to decision making is utilising

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A. queuing theory
C. game theory
E.
Question: 4354 Determining a decision -making strategy by anticipating what a major

competitor will do involves the use of :
A. queuing theory
C. game theory
E.
Question: 4356 The mathematical method that would be appropriate when we want to
determine how many units each of a number of limitations so as to maximize revenue is :
A. queuing theory
C. game theory
E.
Question: 4357 The most complex of the programming (charting) techniques for non-
repetitive action is:
A. PERT
B.Gantt
C. Impact
D. Milestone
E.
Question: 4361 If, in PERT,the optimistic time estimate for an activity is 3 days, the most
likely is 6 and the pessimistic 12, what is the expected time if all three have equal
probability?
A. 7 days
B.9 days
C. 12 days
D. 21 days
E.
Question: 4363 Assume an 80 percent learning curve. If it takes an average of 50 hours

assemble 2 units,how many hours (average/unit) would it take to assemble 4?

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A. 25
B.32
C. 40
D. 50
E.
Question: 4364 EDP is an acronym for:
A. efficient data processing

B.electronic data processing
C. elementary data processing
D. elementary data processing
E.
Question: 4365 Which of the following is not a step in decision making?
A. identifying the problem

B.talking about the problem but refusing to analyze relevant data
C. determining possible solutions
D. implementation of a solution
E.
Question: 4367 Quantitative methods of decision making received a big boost during:
A. World War II
B.World War I
C. The Korean War
D. The Indo-Pak War
Question: 4369 Inventory costs include
A. clerical and administrative costs

B.storage costs
C. carrying cost
D. all of the above
E.
Question: 4370 Game theory involves:
A. economic order quantity

B.conflict of interest situations
C. linear programming
D. waiting-line theory
E.

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Question: 4371 Saddle point zero-sum games:
A. can included two party zero-sum games

B.use minimax
C. use maximin
D. all of these
E.
Question: 4380 Monto Carlo technique uses:
A. subjective technique
B.calculated payoffs
C. simulation
D. assigned probability
E.
Question: 4415 Linear programming technique can be applied for:
A. optimisation of systems
B.minimisation of cost
C. minimisation of effort
D. improving human relations
E.
Question: 4416 Simulation technique will be useful :
A. when the problems are complex

B.when the problem cannot be solved mathematically
C. where a precise solution is required
D.
E.
Question: 4417 The most correction statement about punishment is that :
A. it should always be delayed to allow time to reflect and cool off

B.it should never be used
C. if employed more often,we could have greater productivity
D. its costs and benefits must be carefully evaluated before using
it E.
Question: 4418 The organizational level of management requires data about:
A. production scheduling
B.inventory control
C. inventory measurement

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D. formulating budgets
E.
Question: 4419 Which of the following is not a basic function of every business
A. financing
B.distributing
C. research
D. creating a utility
E.
Question: 4420 The organization chart will not show:
A. the informal organization

B.how the work is divided
C. the nature of the work performed by the components
D. chain of command
Question: 4421 "Unity of command" is violated under:
A. line organization
B.line and staff organization
C. functional organization
D.
E.
Question: 4422 While delegating a super delegates:
A. only authority
B.authority and responsibility
C. authority,responsibility and accountability
D. authority and responsibility but on the
accountability E.
Question: 4423 Decentralization :
A. increases the importance of superiors

B.decreases the importance of superiors
C. increases the importance of subordinates
D. decreases the importance of
subordinates E.
Question: 4424 Which of the following is not a kind of departmentalization?
A. time

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B.customer
C. ad hoc
D. equipment
E.
Question: 4425 The role of "staff" in line and staff organization is:
A. authoritative
B.advisory
C. responsibilitive
D.
E.
Question: 4426 Span of control is narrow when the:
A. posts in the top management increases

B.posts in the middle management increases
C. posts in the first-level
increases D.
E.
Question: 4427 Project organization:
A. is a close system
B.is long -lived
C. has rigid organization
D. none of these
E.
Question: 4428 Committees are most effectine in handing?
A. jurisdictional questions
B.communications
C. decision making
D. all of the above
E.
Question: 4429 Disadvantages of committees do not include:
A. motivation of participation
B.decisions as a result of compromise
C. general inefficiency in some areas
D. waste of executive time
E.

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Question: 4430 Disadvantages of committees do not include:
A. motivation of participation
B.decisions as a result of compromise
C. general inefficiency in some areas
D. waste of executive time
E.
Question: 4431 What procedures should be employed to make committees operate

effectively?
A. define objectives
B.prepare and distribute agenda before meetings
C. keep size to management number
D. all of the above
E.
Question: 4432 The study of group dynamics shows that when group members select their
fellow employees the result is:
A. job satisfaction increases

B.productivity decreases
C. wants satisfaction increases
D. productivity increases
E.a,b
Question: 4433 which factor does not cause or reduce dysfunctional behaviour?
A. redefinition of departmental boundaries

B.alternation of the informal structure
C. advance warning of impending change
D. lack of consideration for the fears of the
personnel E.
Question: 4434 Which motives would be most important in guiding a person's behavior at a
particular time, those that are-----?
A. satisfied
B.unsatisfied
C. both of these
D. none of these
E.
Question: 4435 for which socio-economic group of people would the physical dimension of
motivation be most important?

lOMoARcPSD|8856637
A. upper income
B.middle income
C. lower income
D. none of these
E.
Question: 4436 Achievement for its own sake and sacrifice of personal comfort for the good
of someone else or for a cause typify the-------dimension of motivation
A. physical
B.social
C. psychic
D. none of these
E.
Question: 4437 Needs theory of motivation was enunciated by
A. A braham Maslow
B.David Me Clelland
C. Kurt Lewin
D. Herzberg
E.
Question: 4438 the factor which is not normally included as a primary motive is
A. sleep
B.love
C. hunger
D. thirst
E.
Question: 4439 A.H. Maslow suggested that in modern society, safety needs are
A. completely satisfied (100%)

B.largely satisfied (70%)
C. partially satisfied (30%)
D. unsatisfied
E.
Question: 4440 An employee working under a tinancial incentive system, who would like to
produce more in order to earn more money but would thereby loose the friendship of those in
the work group, faces an ------
A. approach-approach conflict
B.approach-avoidance conflict

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C. avoidance-avoidance conflict
D. none of these
Question: 4441 What in your onion would be the most powerful personal objective of a
Noble Prize winning chemist working in the research department of medical concern?
A. money
B. status
C. pride of creativity
D. none of these
E.
Question: 4442 The junior executive who faces choice of either working in the evenings or
missing a due date for a job assignment is involved in an-------conflict situation
A. approach-approach
B. approach-avoidance
D. none of these
E.
Question: 4443 The junior executive who faces choice of either working in the evenings or
missing a due date for a job assignment is involved in an-------conflict situation
A. approach-approach
B. approach-avoidance
D. none of these
E.
Question: 4444 A woman employee who "breaks down and cries" when reprimanded and a
repairman who "hits a sensitive mechanism illustrate the reaction called
B. withdrawal respnose
D. none of these
E.
Question: 4445 The foreman who "get mad"at an inspector for rejecting parts manufactured
in his department thereby exhibits
B. withdrawal response

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D. none of these
E.
Question: 4446 The managerial assumption that people basically dislike work, prefer to be
directed, and want to avoid responsibility has been called
A. theory X
B. theory Y
C. theory Z
D. none of these
E.
Question: 4447 Who propounded theory X and theory Y
A. Douglas Mc Gregor
B. A.H. Maslow
C. Frederik Herzberg
D. David Mc Clelland
E.
Question: 4448 The managerial assumption that work is as natural as play or rest, and that
higher order needs are the ones particularly relevant to successful motivation, is called
A. theory X
B. theory Y
C. theory Z
D. none of these
E.
Question: 4449 Peter Drucker has been critical of Theory Y for
A. its attempted to control employees by psychological manipulation

B. totally discarding theory X
C. stressing work as natural as play or rest
D. stressing on virtues of human nature
E.
Question: 4450 Theory Y approach imply that greater reliance should be placed on
A. external control
B. internal control
D. none of these
Question: 4451 Who propounded "Motivation-Maintenance Theory ?"

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A. A.H. Maslow
B. Douglas Mc Gregor
D. F.W. Taylor
E.
Question: 4452 In In considering the hard or punitive versus the soft or human relations,
reactions to handling the consequences of the theory X, Mc Gregor suggest that the best
alternative is
A. hard
B. soft
C. both hard and soft
D. neither hard not soft
E.
Question: 4453 A set of factors which are concerned with the job itself are
A. motivation factors
B. maintenance factors
C. both of these
D. none of these
E.
Question: 4454 The set of factors which is primarily concerned with things.that "surround"
the job are called
C. motivational and maintenance factors
D. none of these
E.
A. motivation factors
C. both of these
D. none of these
E.

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C. both of these
D. none of these
E.
Question: 4457 The two factor theory of motivation has been much criticised. Which
statement is least valid?
A. the study design (method) influenced the results

B. all people have strong drives for growth and accomplishment
C. the job content and job context factor are not mutually exclusive
D. satisfied workers are not necessarily the most productive.
E.
Question: 4458 The expectancy model of motivation includes each of the following except
A. outcome probability
B. reward probability
C. magnitude of the reward
D. effort to be expended
E.
Question: 4459 When need, environmental and expectancy theories are combined
A. no significant factors emerge as important to consider

B. the individual becomes the dominant factor to analyze and understand
C. the environment becomes the dominant factors to analyze and understand
D. the combination of forces in the individual and the environment emerge as important
E.
Question: 4460 If employee feel inequity between expectations and rewards
A. morale will predictably be high.

B. satisfaction will result.
C. their contributions will be reduced.
D. they will lower their expectations.
Question: 4461 Job context factors include
A. working conditions
B. growth opportunities
C. challenging job
D. recognition
E.
Question: 4462 A supervisor is most likely to be able to directly affect an employees

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A. task assignments
B. work habits
D. attitudes and values
E.
Question: 4463 Role conflict is a type of :
A. interpersonal conflict
B. inter group conflict
C. intrapersonal conflict
D.
E.
Question: 4464 Which factor does not cause of reduce dysfunctional behaviour?
A. redefinition of departmental boundaries

B. alternation of the informal structure
C. advance warning of impending change
D. lack of consideration for the fears of the personnel
E.
Question: 4467 The study and application of knowledge about how people act within
organizations is called:
A. psychology
B. organization behaviour
C. sociology
D. all of the above
E.
Question: 4470 For growth and survival, all social system about have to be open because:
A. closed systems do not grow as fast as open systems do

B. closed systems are subject to entropy i.e ,tendency to be in discorded state
C. workers like open system
D.
E.
Question: 4474 "Grapevine" is a term used in relation to :
A. formal communication
B. informal communication
C. both formal and informal communication
D. this term is not used in relation to communication

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E.
Question: 4477 If a firm has a high labour turnover,the presumption is that its personnel
relations are:
A. poor
B. fair
C. excellent
D. none of these
E.
Question: 4480 Poor working conditions plus overtime and Sunday work sometimes
produce a condition among employees known as:
A. gold bricking
B. industrial fatigue
C. occupational malaise
D. none of these
E.
Question: 4486 The test of the adequacy of any wage level is in the :
A. real wages
B. time wages
C. money wages
D. none of these
Question: 4489 One of the purposes of profit-sharing is:
A. to reward workers for extra production

B. to induce loyalty to the company
C. to compensate for a low wage scale
D. none of these
E.
Question: 4490 If the workers productivity is decreased at the same time that their wages
are raised,unit costs will be:
A. raised
B. the same
C. lowered
D. none of these
E.
Question: 4491 The determination of human asset does not include:

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A. cost of training
B. cost of hiring
C. obsolescence
D. none of these
E.
Question: 4492 Job enrichment mean:
A. giving individual wider variety of duties in order to reduce

B. monotony addtitional motivators are added to a job to make it more
C. rewarding increasing the span of control of the individual
D. none of these
E.
Question: 4494 Wage floor is:
A. centralised control and stabilisation of wages

B. a minimum wage,established by contract or by law
C. a limit on salary increase,usually imposed by a government
D.
E.
Question: 4496 Induction is :
A. making forecasts of manpower requirement in future

B. an added consideration to convince an individual to make an agreement
C. a formal process of introducing and training new employees on their job
D.
E.
Question: 4501 Real wages are:
A. wages divided by a cost of living of consumer price index

B. earnings minus deduction for taxes,PF etc.
C. total of all compensation ,including wages and special pay,interest,dividends
D. etc
E.
Question: 4505 Job classification is :
A. the duties,functions and responsibilities for a given job

B. a study of personal qualities needed to perform a given job
C. evaluation of job content and required skills,for the purpose of setting up wage brackets.
D.

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E.
Question: 4510 A cause of job dissatisfaction is:
A. salary
B. fringe benefits
C. the use of human resource accounting
D. the conflict between worker expectations and the organizations conditions
Question: 4513 Man-to-man rating is :
A. an employee evaluation technique whereby usually two employees are compared at a time
,in terms of their work effectiveuess etc.
B. a selection technique
C. a training technique
D.
E.
Question: 4518 Vestibule training is :
A. provided in an area that is removed from the factory floor,where similar equipment is
available and teachers function without disturbing other workers
B. training provided on the job
C. offered to prepare employees for position,they may fill in the future
D.
E.
Question: 4522 Sensitivity training :
A. involves small group interaction under stress

B. is an unstructed encounter group
C. aids people,s sensitivity to one another
D. all of these
E.
Question: 4530 When considering the loss of retention at successively lower organizational
levels,we may conclude that:
A. the greatest loss occurred at the vice-presidential level

B. the greatest loss occurred at the plant manager level
C. the greatest loss occurred at the general foreman level
D. the greatest loss occurred at the rank and file worker
E.

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Question: 4532 The minimal use of status symbols tends to improve organizational
communication by reducing the barrier of:
A. pressure of time
B. psychological distance
C. filtering
D. premature evaluation
E.
Question: 4535 A system of decision centers inter-connected by a communication channels

is a :
A. communication network
B. communication process
C. communication barriers
D. communication methods
E.
Question: 4539 The tendency that listeners have to arrive at judgements before all relevent
information has been is called:
A. filtering
B. premature evaluation
C. psychological distance
D. pressure of time
E.
Question: 4544 A sender,a receiver,a flow of information to the receiver,and a flow of

feedback to the sender at included in the.............model
A. circuit communication
B. circuit communication
C. centralised communication
D. chain communication
E.
Question: 4548 The pattern in which every person has someone " to each side of him " with
whom he can communicate is the:
A. circular pattern
B. chain pattern
C. centralised pattern
D. none of these
E.

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Question: 4550 The communication pattern which was generally fastest and most accurate
for simple problems was the :
A. circular
B. chain
C. centralized
D. none of these
E.
Question: 4552 Effective communication requires:
A. a sender
B. a receiver
C. information and sender
D. information and understanding
E.
Question: 4554 One of the steps of effective communication is:
A. acceptance
B. written presentation
C. oral presentation
D. body language
E.
Question: 4579 Transactional analysis refers to all of the following ego states expect:
A. Parent
B. Adult
C. Supervisors
D. Child
E.
Question: 4585 Words are a type of communication medium,as are:
A. typewriters
B. pictures
C. single strand
D. all of these
E.
Question: 4596 Correct or acceptable behaviour is rewarded in:
A. behaviour modification
B. sensitivity training

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C. transactional analysis
E.
Question: 4600 The best analogy of communication in an organization with respect to

human body is:
A. circulatory system
B. nervous system
C. respiratory system
D. digestive system
E.
Question: 4610 An informal leader usually has no basis for influence from:
A. knowledge
B. coercise
C. charisma
D. position
E.
Question: 4614 Which style of leadership represents the extreme of centralised decision
making authority?
A. authoritarian
B. democratic
C. free-rein
D. none of these
E.
Question: 4617 The leadership method in which the leader determines all policy himself and
assigns specific work tasks to each group member is the :
A. authoritarian
B. democratic
C. free-rein
D. none of these
E.
Question: 4618 The conclusion that when a leader ceases to lead,disorganisation in group
behaviour results is suggested by the findings associated method:
A. free-rein method
B. authoritarian method
C. democratic methods

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D. none of these
E.
Question: 4619 People -centered leadership is described as:
A. democratic
B. permissive
C. follower -oriented
D. all of these
753 . D 754 . C 755 . B 756 . A 757 . A 758 . C 760 . A 761 . D 762 . C

763 . B 764 . A 765 . A 766 . C 767 . D 768 . A 769 . B 770 . A 771 . A
772 . C 773 . A 774 . C 775 . A 776 . A 777 . B 778 . A 779 . C 780 . B
781 . A 782 . B 783 . B 784 . D 785 . C 786 . A 787 . D 788 . C 789 . A
790 . A 791 . C 792 . B 793 . A 794 . C 795 . A 796 . C 797 . B 798 . D
799 . B 800 . A 801 . D 802 . B 803 . B 804 . B 805 . C 806 . C
807 . C 808 . D 809 . B 810 . B 811 . A 812 . C 813 . A 814 . B 815 . D
816 . A 817 . A 818 . C 819 . D 820 . B 821 . D 822 . C 823 . B 824 . D
825 . A 826 . C 827 . A 828 . C 829 . D 830 . A 831 . D 832 . D
833 . B 834 . C 835 . D 836 . A 837 . D 838 . D 839 . B 840 . D 841 . D
842 . B 843 . B 844 . A 845 . A 846 . E 847 . D 848 . B 849 . C 850 . A
851 . A 852 . A 853 . B 854 . A 855 . C 856 . B 857 . C 858 . B 859 . B
860 . D 861 . A 862 . B 863 . C 864 . B 865 . C 866 . D 867 . C 868 . A
869 . B 870 . B 871 . C 872 . D 873 . D 874 . B 875 . A 876 . D 877 .A
878 . B 879 . B 880 . D 881 . B 882 . C 883 . B 884 . C 875 . A
876 . D 877 . A 878 . B 879 . B 880 . D 881 . B 882 . C 883 . B
884 . C 885 . A 886 . B 887 . D 888 . B 889 . E 890 . A 891 . B 892 . B
893 . B 894 . B 895 . D 896 . D 897 . A 898 . C 899 . B 900 . B
901 . C 902 . B 903 . A 904 . C 905 . A 906 . B 907 . C 908 . C 909 . B
910 . A 911 . D 912 . B 913 . B 914 . D 915 . A 916 . E 917 . D 918 . C
922 . B 923 . A 925 . A 926 . C 929 . B 932 . A 934 . C 935 . A
936 . B 937 . C 938 . D 939 . B 941 . E 945 . D 947 . A 949 . A 950 . B
951 . A 953 . D 954 . A 955 . C 959 . A 961 . C 962 . A 963 . D 966 . C
967 . B 968 . D 970 . E 971 . A 972 . C 973 . A 975 . A 976 . B 977 . C
978 . C 979 . A 980 . A 982 . B 983 . B 984 . D 985 . D 986 . D
987 . B 989 . D 991 . B 992 . C 993 . C 994 . A 995 . B 996 . C 997 . A
999 . B 1000 . C 1001 . A 1002 . B 1003 . A 1004 . A 1031 . B 1032 . A
1035 . D 1036 . C 1038 . B 1040 . A
1041 . B 1044 . C 1045 . C 1047 . A 1048 . C 1049 . E 1050 . D 1051 . D

1052 . D 1053 . A 1055 . D 1056 . E 1058 . D 1059 . D 1060 . A 1062 . A
1063 . C 1064 . C 1065 . A 1066 . C 1067 . B 1068 . D 1070 . A 1071 . A
1072 . B 1073 . C 1074 . C 1075 . C 1076 . A 1077 . D 1079 . B 1080 . B
1082 . A 1083 . D 1084 . C 4145 . C 4146 . A 4147 . B 4148 . C 4149 . D

lOMoARcPSD|8856637
4150 . C 4151 . C 4152 . B 4153 . A 4154 . B 4155 . C 4156 . D 4157 . A

4158 . C 4159 . A 4160 . C 4161 . A 4162 . B 4163 . D 4164 . C 4165 . D
4177 . D 4178 . C 4179 . C 4180 . E 4181 . B 4182 . A 4184 . B 4185 . A
4187 . E 4188 . B 4189 . B 4192 . A 4194 . C 4195 . C 4196 . D 4198 . B
4199 . D 4203 . A 4206 . C 4209 . D 4211 . A 4214 . B 4223 . A 4251 . C
4255 . A 4256 . B 4262 . C 4264 . B 4265 . D 4269 . D 4271 . E 4274 . A
4276 . C 4277 . B 4278 . C 4279 . D 4280 . D 4343 . D 4344 . C 4345 . D
4346 . B 4347 . D 4348 . D 4349 . A 4350 . A 4352 . B 4354 . C 4356 . D
4357 . A 4361 . A 4363 . C 4364 . B 4365 . B 4367 . A 4369 . D 4370 . B
4371 . A 4380 . C 4415 . A 4416 . B 4417 . D 4418 . D 4419 . C
4420 . A 4421 . C 4422 . D 4423 . A 4424 . C 4425 . B 4426 . A 4427 . C
4428 . D 4429 . A 4430 . A 4431 . D 4432 . E 4433 . A 4434 . B 4435 . C
4436 . C 4437 . A 4438 . B 4439 . B 4440 . B 4441 . C 4442 . C 4443 . C
4444 . B 4445 . A 4446 . A 4447 . A 4448 . B 4449 . A 4450 . B 4451 . C
4452 . D 4453 . A 4454 . B 4455 . A 4456 . A 4457 . B 4458 . C
4459 . D 4460 . C 4461 . A 4462 . A 4463 . C 4464 . A 4467 . B 4470 . B
4474 . B 4477 . A 4480 . C 4486 . A 4489 . A 4490 . A 4491 . C 4492 . B
4494 . B 4496 . C 4501 . A 4505 . C 4510 . D 4513 . A 4518 . A 4522 . B
4530 . A 4532 . B 4535 . A 4539 . B 4544 . A 4548 . A 4550 . C
4552 . D 4554 . D 4579 . C 4585 . B 4596 . C 4600 . B 4610 . D 4614 . A
4617 . A 4618 . A 4619 . D

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Multiple Choice Questions (MCQ) on Managerial

Economics
1- The term Managerial economics also refers to
(A) Principles of Management
(B) Management Accounting
(C) Applied economics
(D) Consumer Behavior
2- Reasons for change in Demand (Increase or Decrease in Demand)

(A), Change in population
(B) Change in fashion and customs
(C) Change income of consumer
3- By ‘ profits’, the accountant means total revenue minus .

(A) Explicit costs
(B) Implicit costs
(C) Explicit costs + implicit costs
4- The main criterion of indivisibility of a good is that the good

(A) Should be equally available to all the members of society
(B) Financing of the good is through public expenditure
(C) The principle of exclusion does not apply

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5- The partnership between private sector & government is called
(A) General partnership
(B) Limited partnership
(C) Joint sector enterprise
(D) Strategic alliance
6- The fiscal policy includes

(A) Formation of taxation policy
(B) It is an instrument for economic stabilization
(C) Monitoring of public expenditure
7- The sole proprietorship type of organization is found in

(A) Agriculture
(B) Hotel
(C) Retail trade
8- Preference share holders get a rate of dividend which is

(A) Fixed
(B) Variable
(C) Can be fixed or variable
9- Preference Shares can be classified as

(A) Simple Shares

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(B) Cumulative Shares
(C) Redeemable Shares
10- Under the imperfect market, the market in which few firms exists is called
as
(A) Monopoly
(B) Oligopoly
(C) Perfect competition
(D) Monopolistic competition
ANSWERS:
1-(C), 2-(D), 3-(A), 4-(D), 5-(C), 6-(D), 7-(D), 8-(A), 9-(D), 10-(B)
11- The consumer protection Act includes
(A) Protection from hazardous commodities
(B) Right to a competitive price
(C) Right to information regarding protection
12- The financing of goods is done through public expenditure.

(A) private
(B) Common
(C) Public
(D) Artificially scarce goods
13- Marginal cost pricing explains that the

(A) Price charged should be equal to the marginal cost
(B) Cost price sets the lower limits for firm’s price

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(C) Cost price ensures the possible level of profitability
14- The method(s) of calculating depreciation is (are)

(A) Diminishing Balance Method
(B) Annuity Method
(C) Service Unit Method
15- An upward sloping demand curve is called

(A) Uniformly Elastic Demand Curve
(B) Exceptional demand curve
(C) Iso-elastic demand curve
16- A fall in price tends the demand for goods to

(A) Expand
(B) Contract
(C) Expand or contract
17- The effective solution to the problem of internationalizing of

externality involves
(A) Government action
(B) Private action providing correctives
(C) Externality taxes
18- Index numbers may broadly be classified as

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(A) Price indices, Quantity indices, Special purpose indices
(B) Price indices, Quality indices, Special purpose indices
(C) Product indices, Quantity indices, Special purpose indices
(D) Product indices, Quality indices, Special purpose indices
19- When with a rise in price, the total outlay falls, or with a fall in
price, the total outlay rises, elasticity of demand is
(A) =0
(B) =1
(C) <1
(D) > 1
20- Specific organizational goals of Firms are

(A) Maximization of profit
(B) Reasonable profit target
(C) Sales revenue maximization
ANSWERS:
11-(D), 12-(C), 13-(D), 14-(D), 15-(B), 16-(A), 17-(D), 18-(A), 19-(D), 20- (D)
21- Economic problem does not recognize the boundaries of caste,

creed, culture Thus economic problem is always considered as the
(A) General problem
(B) Universal problem
(C) Historical problem
(D) Classical problem
22- Method(s) of measurement of elasticity is (are)

(A) Percentage method

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(B) Total outlay expenditure method
(C) Point elasticity method
23- Features of stage of expansion in business cycle are

(A) Rise in national output, Rise in consumer and capital expenditure, Bank advances grow slowly
(B) Rise in national output, Rise in consumer and capital expenditure, Bank advances grow rapidly
(C) Rise in national output, Rise in consumer expenditure, Bank advances grow rapidly
(D) Rise in national output, Rise in capital expenditure, Bank advances grow rapidly
24- The production function studies

(A) Input and output relation
(B) Factors of production and final production
(C) Technology used in production
25- Slope of supply curve is

(A) positive
(B) Negative
(C) Zero
(D) Any of the above
26- Demand is determined by

(A) Price of the product
(B) Relative prices of other goods
(C) Tastes and habits
27- The costs which cover the cost of advertising is

(A) Product cost

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(B) Selling cost
(C) Period cost
(D) Marginal cost
28- The features of a Joint Stock-Company are

(A) Perpetual succession
(B) Limited liability
(C) Free transferability of shares
29- Resource allocation decisions in free market economy

(A) Theory of price
(B) Applied branch of knowledge
(C) Universal
30- The supply curve slopes from to

(A) Downwards, left, right
(B) Downwards, right, left
(C) upwards, left, right
(D) Downwards, right, left
ANSWERS:
21-(B), 22-(D), 23-(B), 24-(D), 25-(A), 26-(D), 27-(B), 28-(D), 29-(A), 30- (A)
31- In the context of formulation of an investment project, feasibility means

the availability of land, plant, machinery, raw materials and technical knowhow etc.
(A) Legal

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(B) Technical
(C) Operational
(D) Schedule
32- Negative slope means curve slopes downwards from

(A) Left to left
(B) right to right
(C) Left to right
(D) Right to left
33- According to Lionel Robbins definition of economics, “Economics is a

science which
(A) Scarce means have alternate uses
(B) Relationship between ends and scarce resources
(C) Studies human behavior
34- The important determinants of supply are

(A) Government policy
(B) Always referred to in relation to price &

time
(C) Availability of factors of production
36- The act of using goods and services to satisfy wants is called
(A) Satisfaction
(B) Consumption
37- Macro Economics is the study of

(A) Problems such as the rates of inflation, the balance of payments etc
(B) The aggregate behavior of the economy
(C) The behavior of economic agents

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38- The index numbers which measure the changes in the general price level of
a country refers to
(A) Whole sale price index
(B) Consumer price index
39- In economics the question related to the selection of methods with which
commodities are produced is a subject matter of
(A) Theory of price
(B) Theory of production
(C) Theory of demand
40- Cost-Benefit analysis aims at of social wealth.

(A) Minimization
(B) Optimization
(C) Maximization
ANSWERS:
31-(B), 32-(C), 33-(D), 34-(D), 35-(B), 36-(B), 37-(D), 38-(A), 39-(B), 40- (C)

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Management Accounting Multiple

Choice
Questions (MCQ)
1-The correct order of process of establishing the standards, is
(A) Study of technical details, Study of existing costing system, Decision about types of standards to
be used
(B) Study of existing costing system, Study of technical details, Decision about types of standards
to be used
(C) Decision about types of standards to be used, Study of technical details, Study of existing costing
system
2- The cost that tends to remain constant irrespective of the level of activity
is called
(A) Variable cost
(B) Fixed cost
(C) Total cost

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3- Cost Accounting restrict itself with transactions

(A) Financial
(B) Spot
(C) Historical
(D) Administrative
4- Following is (are) the method(s) of measuring labour turnover.

(A) Replacement Method
(B) Separation Method
(C) Flux Method
5-Following is (are) the example(s) of semi-variable overheads.

(A) Maintenance cost
(B) Electricity
(C) Health and Accident Insurance
6- indicates the financial status of the business at given period.

(A) Balance sheet
(B) Accounting ledger
(C) General ledger
7- In Cash budget, Non operating cash inflow include(s)

(A) Receipt of loan/borrowings
(B) Issue of shares
(C) Sale of fixed assets

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8-Sales Budget is a forecast expressed in

(A) Quantity
(B) Money
9-‘LIFO’ stands for

(A) Last In First Out
(B) Last In First Over
(C) Last In First On
10-Following is used as tool for Cost Control

(A) Marginal cost
(B) Historical cost
(C) Standard cost
ANSWERS:
1-(A), 2-(B), 3-(C), 4-(D), 5-(D), 6-(A), 7-(D), 8-(C), 9-(A), 10-(C)
11- The following factor(s) affects the budgeted advertisement

cost
(A) Percentage of profits
(B) Availability of funds
(C) Competitors policy
12- Balance sheet liability side includes

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(A) Loan & advances
(B) Outstanding expenses
(C) Creditors
13-Following is (are) the monetary incentive(s).

(A) Safety services
(B) Education facility
(C) Job security
14- Following is (are) the replacement cost(s) of labour turnover.

(A) Cost of selection and placement
(B) increased spoilage and defectives
(C) Cost of personnel administration
15- The overhead is aggregate of

(A) Indirect labour cost, indirect material cost, Indirect Expenses
(B) Direct labour cost, indirect material cost, Indirect Expenses
(C) Indirect labour cost, direct material cost, Indirect Expenses
(D) Indirect labour cost, indirect material cost, Direct Expenses
16- This is one of the avoidable causes of labour turnover.

(A) Accident
(B) Poor Health
(C) Labour Relation
(D) Retirement

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17- Standard Costing specifically relates to the function of

(A) Finance
(B) Production
(C) Quality
18- Balance sheet indicates the & income from the business.
(A) Expenditure
(B) Profit
(C) Loss
(D) Assets
19- Following is (are) the special type of cost(s).

(A) Opportunity cost
(B) Differential cost
(C) Sunk cost
20- Labour Rate Variance occurs due to

(A) Change in wage structure
(B) Wage difference
(C) Use of different methods of payment
ANSWERS:
11-(D), 12-(D), 13-(D), 14-(D), 15-(A), 16-(C), 17-(B), 18-(A), 19-(D), 20- (D)
21- Wage rate standards takes into consideration the following

factors

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(A) The system of wage payments
(B) System for bonus payment
(C) Grades of workers required
22- Following are various forms of limiting factor

(A) Time, labour, machine availability
(B) Market, labour, machine availability
(C) Market, labour, Tools
(D) Market, Time, Tools
23- These are normal bases for primary apportionment of overheads.

(A) Value of assets, HP/KWh, number of light points
(B) Value of assets, Machines, number of light points
(C) Value of assets, HP/KWh, labour
(D) Value of assets, machines, labour
24- Balance sheet asset side includes.

(A) Furniture, Vehicle, Land & building
(B) Furniture, Vehicle, Labour
(C) Furniture, Vehicle, Debentures
(D) Furniture, Bill payable, Land & building
25- Trading account credit side includes

(A) Sales
(B) Goods lost by fire
(C) Closing stock
26- Preliminaries for establishing Standard costing system includes

(A) Establishment of cost centers
(B) Design of accounts
(C) Establishment of standards

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27- Adverse labour time variance may be due to

(A) Poor grade of labour
(B) Defective plant & machinery
(C) Poor quality of material
28- This is an example of semi variable overheads

(A) Electricity
(B) Fuel
(C) Royalties
(D) Property tax
29- A Budget center may be in the form of

(A) A branch of the company
(B) A
department
(C) A
product
30- Following error affect the trial balance

(A) Omission of posting an account in the ledger
(B) Wrong totaling of subsidiary books
(C) Posting on the wrong side of an account
ANSWERS:
21-(D), 22-(B), 23-(A), 24-(A), 25-(D), 26-(D), 27-(D), 28-(A), 29-(D), 30- (D)

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MCQS of Business Research: Research Method (Islamia College University)

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MCQS of Business Research

Research Method (Islamia College University)

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Test Format of GAT Subject:

Total Questions (MCQs) = 100

General Section = 30% of the Total Test

Areas of General Section:

English (Verbal) = 15%

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