PART I: MULTIPLE CHOICE

CONT.1: MANGEMENT AND MANAGERS

1. Lotte developed a fat-fryer machine that reduced the amount of oil used to fry burgers by 35
percent over its current competitors. This is an example of an attempt to improve the organization's:
A. effectiveness.
B. efficiency.
C. planning.
D. organizing.
2. Four managerial functions arrange in order:  
A. Organizing, Planning, Controlling, Leading
B. Organizing, Leading, Planning, Controlling
C. Planning, Organizing, Leading, Controlling
D. Planning, Organizing, Controlling, Leading
3. A person who is responsible for supervising the organization's use of its resources is known as: 
A. managers.
B. normalisers.
C. precisionist.
D. strategists.
4. Which managers are often called supervisors ?
A. First-line
B. Middle
C. Top
D. Interim
5. The top managers are responsible for the performance of all the departments in an organization,
this is another way of saying that they have: 
A. restructuring responsibilities.
B. technical responsibilities.
C. global responsibilities.
D. cross-departmental responsibilities.
6. Which of the following includes the ability to understand, lead, and control the behavior of other
workers?
A. Human skill
B. Communication skill
C. Conceptual skill
D. Technical skill
7. The ability of a accountant related to prepare the organization's balance sheet is an example of
a(n): 
A. critical thinking skill.
B. conceptual skill.
C. technical skill.
D. human skill.
8.……….. involves simplifying, shrinking, or downsizing an organization's operations to lower
operating costs. 
A. Outsourcing
B. Restructuring
C. Streamlining
D. Insourcing
9. The trait of a person that is feelling good about himself and the rest of the world is known as: 
A. conscientiousness.
B. openness to experience.
C. positive affectivity.

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D. extraversion.
10. Trait of a manager to get along well with other workers is known as:
A. positive affectivity.
B. agreeableness.
C. conscientiousness.
D. extraversion.
11. Tom is often criticized by his manager as an individual who lacks direction and self-discipline. If
this opinion is true, Tom would score:
A. low on conscientiousness.
B. low on openness to experience.
C. low on negative affectivity.
D. low on agreeableness.
12. Managers who initiate major changes in their organizations are often high on: 
A. intraversion.
B. overview.
C. conscientiousness.
D. openness to experience.
13. Organizational culture includes the following factors EXCEPT: 
A. rites.
B. stories.
C. language.
D. technology.
14. The process by which newcomers to an organization learn the values and norms is: 
A. extraversion.
B. organizational socialization.
C. conscientiousness.
D. openness to experience.
15. Determine how individuals enter, advance within, or leave the organization is called rite of…….. 
A. passage
B. integration
C. ceremony
D. enhancement
16. ……… involves giving employees more authority and responsibility over the way they
perform their work activities.
A. Empowerment
B. Job remodeling
C. Task analysis
D. Work liberation
17. The measure of how well (or how productively) an organization uses its resources to
achieve a goal is known as:
A. effectiveness.
B. appropriateness.
C. efficiency.
D. timeliness.
18. A manager who chooses the wrong goals for the organization and makes poor use of the
organization's resources in pursuing these goals is said to have:
A. low effectiveness/low efficiency.
B. low effectiveness/medium efficiency.
C. medium effectiveness/low efficiency.
D. high effectiveness/high efficiency.
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19. All of the following are essential managerial functions EXCEPT:
A. leading.
B. controlling.
C. demonstrating.
D. planning.
20. The top managers of an organization devote most of their time to _____ than lower level
managers do.
A. planning and organizing
B. leading and controlling
C. controlling and staffing
D. staffing and organizing

CONT.2: THE ENVIRONMENT OF MANAGEMENT

21. For HP Computer, the educational institutions that train future HP employees are: 
A. competitors
B. distributors
C. customers
D. suppliers
22. Individuals or organizations that help other organizations to sell their product or service to
customers are known as: 
A. competitors.
B. potential competitors.
C. distributors.
D. customers.
23. In a particular task environment, organizations are not currently selling goods but they could
enter this environment in the future if they wanted to are known as: 
A. customers.
B. potential competitors.
C. distributors.
D. competitors.
24. Factors that make it costly for an organization to enter an industry as a new competitor are known
as:
B. government regulation.
C. brand loyalty.
D. technological forces.
A. economies of scale.
25. In general, the………….the barriers to entry into an industry, the……….the number of
competitors in that industry and the _____ the threat of competition within that industry.
A. higher; greater; lower
B. lower; smaller; lower
C. higher; greater; smaller
D. lower; greater; higher

26. Unemployment is an example of a (an) ____ force in an organization's environment. 

A. socio-economic
B. economic
C. demographic
D. political

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27. The combination of equipment that managers use in the production and distribution of goods is
known as: 
A. brand loyalty.
B. inflation.
C. competition.
D. technology.
28. The collection of values that a society considers important and the norms of behavior that are
approved by the society are known as: 
A. political-legal forces.
B. economics forces.
C. the national culture.
D. the general environment.
29. The population of the VietNam is shifting from the Ha Noi capital to the Da Nang city. This is an
example of which type of force in the environment? 
A. Legal
B. Sociocultural
C. Economic
D. Demographic
30. Laws and policies of government are a part of which of the following force? 
A. Political and legal
B. Technological
C. Sociocultural
D. Economic
31. If a society believes that subordination of individual with group is important to the people in that
society, then the society is said to value: 
A. collectivism.
B. individualism.
C. a free-market economy.
D. a free-trade doctrine.
32. The degree to which people in a society accept the idea that inequalities in the well being of its
citizens are due to differences in people's intellectual capabilities is known as: 
A. referent power.
B. absolute power.
C. free-market power.
D. power distance.
33. A society that focuses "living for the present" is said to have: 
A. high power avoidance.
B. low power avoidance.
C. long-term orientation.
D. short-term orientation.
34. Which of the following is considered to be a stakeholder of an organization EXCEPT? 
A. Community
B. Society
C. Customers
D. Government
35. The stakeholder group with the most responsibility for deciding the goals of the organization are: 
A. suppliers.
B. customers.
C. managers.
D. community.

4
36.
Which of the following is a part of the general environment?
A. Distributors
B. Customers
C. Competitors
D. Technology
37.
Which of the following is a part of the task environment?
A. Demographic forces
B. Legal forces
C. Competitive forces
D. Economic forces
38.
An organization's major customer puts pressure on the organization to reduce prices of its
products. This is an example of the organization's:
A. demographic environment.
B. task environment.
C. political environment.
D. legal environment.
E. sociocultural environment.
39.
ABC Company has many potential suppliers for a particular input. Which of the following
can best explain ABC's bargaining power with these suppliers in this situation?
A. Strong
B. Moderate
C. Weak
D. Equal
40.
An ethical dilemma is a situation in which a person has to decide if he/she should act in a
way that:
A. fosters his/her own self-interest to favor another's self-interest.
B. is "right", eventhough doing so may go against their own self-interest.
C. does not go against anyone's self-interest.
D. may help another person and favor their own self-interest.

CONT.3: DECISION MAKING

41. Minh Toan Group’s accounting department decides to send out a bill to a new customer. What
type of decision does this represent? 
A. Programmed
B. Nonprogrammed
C. Intuitive
D. Groupthink

42. Hong Hanh, a manager, orders raw materials when the raw materials inventory reaches a certain
point. This is an example of which type of decision? 
A. Intuition
B. Satisficing

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C. Nonprogrammed
D. Programmed

43. William decides to hire temporary help when the regular secretary goes on vacation. This is an
example of which type of decision? 
A. Programmed
B. Groupthink
C. Nonprogrammed
D. Intuition

44. Alex, an accountant for a small firm, pays the real estate taxes ten days before they are due. This
represents which type of decision? 
A. Satisficing
B. Programmed
C. Intuition
D. Nonprogrammed

45. What do managers do to solve programmed decision? 

A. Create a mission statement
B. Establish rules and guidelines
C. Create cross-functional teams
D. Facilitate a strong organizational culture

46. Which of the following is a programmed decision? 

A. Invest in a new product
B. Expand into a new market
C. Build a new advertising campaign
D. Send bills to customers

47. Nonroutine decisions are made in response to unusual, unpredictable opportunities and threats are
known as:
A. creative decisions.
B. programmed decisions.
C. heuristic decisions.
D. nonprogrammed decisions.

48. NEM Company is trying to decide whether or not to launch nationally a new product that this
organization has never sold previously. This represents which type of decision for the organization? 
A. Programmed
B. Intuition
C. Groupthink
D. Nonprogrammed

49. In biotechnology, managers know that new drugs have a 20% chance of passing advanced
clinical trials. This is an example of: 
A. risk.
B. uncertainty.
C. bounded rationality.
D. incomplete information.

6
50. When managers cannot estimate probabilities of future occurrence to possible alternatives to a
decision, this is known as: 
A. certainty.
B. risk.
C. bounded rationality.
D. uncertainty.

51. The last step in the managerial decision-making process is to: 

A. generate alternatives.
B. learn from feedback.
C. recognize the need for a decision.
D. implement the chosen alternative.

52. Which of the following is a reason that group decision-making is superior to individual decision-
making EXCEPT? 
A. Fewer biases and errors
B. More feasible alternatives generated
C. Groupthink
D. Correction of each others' errors

53. A technique which managers use to meets face-to-face and generates and debates many
alternatives to make a decision. What is this process called? 
A. The Delphi technique
B. Dialectical inquiry
C. Brainstorming
D. The nominal group technique

54. Which of the following is a way to group members do not met face to face ? 
A. Brainstorming
B. Dialectical inquiry
C. The Delphi technique
D. Nominal group technique

55. The process which managers attempt to improve the ability of subordinates to understand and to
manage the organization is known as: 
A. learning organization.
B. production blocking.
C. groupthink.
D. organizational learning.
16.
A manager's ability to make a decision based on past experience and "a gut feeling" is known
as:
A. a programmed decision.
B. a nonprogrammed decision.
C. a heuristical decision.
D. an intuitive decision.
17.

7
When the meaning of the information available to a manager is unclear and can be interpreted in
several ways, the information is:
A. certain.
B. ambiguous.
C. bounded.
D. irrational.
18.
Sometimes in a brainstorming session group members cannot make sense of all that is going on.
What is this problem referred to as?
A. Production blocking
B. Groupthink
C. Nominal group problem
D. Founded rationality
19.
When an issue is controversial and when different managers might be expected to champion different
courses of action, the preferred technique for encouraging creativity is:
A. production blocking.
B. brainstorming.
C. team learning.
D. nominal group.
20.
The second step in the managerial decision-making process is to: 
A. generate alternatives.
B. learn from feedback.
C. recognize the need for a decision.
D. implement the chosen alternative.

CONT.4: PLANNING
Q1046: The cluster of decisions that managers make to assist the organization to achieve its goals is
known as: 
A. strategy.
B. organizing.
C. controlling.
D. related diversification.

Q1047: A broad statement of the organization's overriding purpose, intended to identify the
organization's products and customer base, as well as to differentiate the organization from its
competitors is known as: 
A. a functional-level plan.
B. a mission statement.
C. diversification.
D. a focused low-cost strategy.

8
Q1048: Another name for the divisional level of the organization is the: 
A. functional level.
B. departmental level.
C. corporate level.
D. business level.

Q1049: General Electric Company sets a goal that every product line of the company should be
either first or second in its industry in market share. What type of goal does this represent? 
A. Corporate-level
B. Divisional-level
C. Functional-level
D. Business-level

Q1050: Which type of strategy states the methods that a division within an organization will use to
compete against its rivals in the industry? 
A. Functional-level strategy
B. Corporate-level strategy
C. Business-level strategy
D. Top-level strategy

Q1051: A written set of instructions which describes the series of actions that a manager should take
in a specific situation is known as: 
A. a policy.
B. a standard operating procedure.
C. a rule
D. a rolling plan.

Q1052: A group of managers at Vin Group analyzes both the internal strengths and weaknesses of
their organization as well as the opportunities and threats of the external environment. What type of
analysis is this? 
A. Mission analysis
B. SWOT analysis
C. Functional analysis
D. Diversification

Q1053: While conducting the analysis, the fact that the company's product lines are strong can be
categorized under which of the following? 
A. Weakness
B. Strength
C. Threat
D. Alternative

9
Q1054: While conducting a SWOT analysis, "poor marketing plan" would be categorized under
which of the following? 
A. Strength
B. Weakness
C. Opportunity
D. Threat

Q1055: Vietjet Air attempts to gain a competitive advantage by driving down its production costs per
unit below those of its competitors. Which of the following strategy is Acme Explosives pursuing? 
A. Focused differentiation strategy
B. Low-cost strategy
C. Related diversification strategy
D. Unrelated diversification strategy

Q1056: An organization attempts to succeed by distinguishing its products from those of the
competition. What type of strategy is this? 
A. Differentiation strategy
B. Low-cost strategy
C. Related diversification strategy
D. International expansion strategy

Q1057: Audi produces cars exclusively for high-income customers. Which of the following strategy
is Audi pursuing? 
A. Focused differentiation
B. Focused low - cost
C. Diversification
D. Differentiation

10
Q1058: The Be Knife Company aims at a market of hunters, and they try to keep prices lower than
competition. Which of the following strategy is Beswick pursuing? 
A. Low-cost
B. Differentiation
C. Focused low-cost
D. Focused differentiation

Q1059: PepsiCo purchased KFC so that it could replace Coke products with Pepsi products in KFC
restaurants. This was an example of: 
A. horizontal integration.
B. vertical integration.
C. a low-cost strategy.
D. a global strategy.

Q1060: When PepsiCo purchased Frito-Lay and expanded its operations into the snack-food
business, which of the following strategy did is pursue? 
A. International expansion
B. Market penetration
C. Diversification
D. Market development

CONT.5: ORGANIZING
Q1061: The process by which managers establish the structure of working relationship among
workers of the organization is known as: 
A. strategy.
B. leading.
C. organizing.
D. controlling.

Q1062: The process by which managers decide how to divide into specific jobs the tasks that have to
be performed to provide customers with goods and services is known as: 
A. job design.
B. job enlargement.
C. task significance.
D. organizing

11
Q1063: KFC divides the tasks of "chefs" and "food servers" into two jobs in its restaurants. This is an
example of: 
A. continuous-process technology.
B. job design.
C. divisional structure.
D. product structure.

Q1064: A manager increases the number of tasks that a subordinate has to do in order to make the
job more interesting for the subordinate. Which of the following best describes this process? 
A. Job simplification
B. Job enlargement
C. Job enrichment
D. Feedback

Q1065: A manager redesigns the job of a subordinate so that the subordinate has more responsibility
over his or her job. Which of the following best describes this process? 
A. Job enlargement
B. Job simplification
C. Job enrichment
D. Job design

Q1066: Which of the following is an organizational structure composing of all the departments that
an organization requires to produce its goods or services? 
A. Continuous-process
B. Divisional
C. Matrix
D. Functional

Q1067: In ABC Company, each product line is managed within a division. In each of these divisions,
the division manager is responsible for creating the business-level strategy for the product line. What
type of structure is the organization using? 
A. Geographic structure
B. Market structure
C. Product structure
D. Matrix structure

Q1068: Coca Cola organizes its managers according to the different regions of the world in which
the managers work. This is an example of which type of organizational structure? 
A. Customer structure
B. Product structure
C. Matrix structure
D. Geographic structure

12
Q1069: In the design of an organization, another name for "customer structure" is: 
A. product structure.
B. geographic structure.
C. market structure.
D. functional structure.

Q1070: In designing an organization, if managers are grouped both by function and by product at the
same time, what type of organizational structure is being used? 
A. Market structure
B. Geographic structure
C. Product structure
D. Matrix structure
Q1071: The number of subordinates who report directly to a manager is known as what aspect of that
manager's responsibility? 
A. Unity of command

B. Hierarchy of authority
C. Mechanicism
D. Span of control

Q1072: General Motor Co. brings together senior managers from marketing, R&D, manufacturing,
accounting, and finance to work together on a project team to design a new type of sport utility
vehicle. This is an example of: 
A. a cross-functional team.
B. a mass-production team.
C. a continuous-process team.
D. a standing committee.

Q1073: Dong Tien Bakery combined the jobs of "chef" and "food server" into a single job
description. This is an example of: 
A. continuous-process technology.
B. a divisional structure.
C. a product structure.
D. job design.

Q1074: The extent to which a job gives the worker direct and clear information about how well the
worker is performing the job is known as: 
A. task identity.
B. feedback.
C. job enlargement.
D. task significance.

Q1075: The manager of the finacial department of a company is a(n) _____ manager. 
A. line
B. product
C. staff
D. task force

13
CONT.6: LEADING
Q1076: The process by which one person exerts influence over others and inspires, motivates, and
directs their activities is known as: 
A. empowerment.
B. time management.
C. leadership.
D. organizing.

Q1077: The person who inspires, motivates, and directs the activities of others so that they work
toward organizational goals is known as a(n): 
A. follower.
B. top manager.
C. manager.
D. leader.

Q1078: The authority that a manager has because of his position in the organizational hierarchy is
known as: 
A. expert power.
B. legitimate power.
C. reward power.
D. referent power.

Q1079: The ability of a manager to give outcomes to or withhold outcomes from subordinates is
known as: 
A. coercive power.
B. reward power.
C. expert power.
D. referent power.

Q1080: Which of the following is related to the punishment of subordinates? 

A. Expert power
B. Legitimate power
C. Referent power
D. Coercive power

Q1081: Which type of power is based on the specialized knowledge and skills of the leader? 
A. Legitimate power
B. Reward power
C. Expert power
D. Coercive power

Q1082: Bill Gates, the chairman of Microsoft, has a great deal of experience in software
programming design. He advises an R&D manager about how to design a new type of software for
personal computers. In this situation, which of the following best describes Bill Gates power? 
A. Referent power
B. Legitimate power
C. Empowerment power
D. Expert power

Q1083: The power of a leader that comes from the respect and loyalty of subordinates is known as: 
A. reward power.

14
B. legitimate power.
C. expert power.
D. referent power.

Q1084: The process of giving all employees the authority to make decisions and be responsible for
their outcomes is known as: 
A. controlling.
B. leadership.
C. empowerment.
D. referent power.

Q1085: According to Maslow's Hierarchy of Needs Theory, which of the following is the highest
level of needs of workers? 
A. Physiological
B. Safety
C. Self-actualization
D. Esteem
Q1086: Which of the following motivators is the most basic need in Maslow's hierarchy? 
A. Belongingness
B. Physiological
C. Esteem
D. Self-actualization

15
Q1087: An employer can attempt to meet employees' safety needs by providing: 
A. adequate pay.
B. company social events.
C. advancement.
D. medical benefits.

Q1088: In Herzberg's Motivation-Hygiene theory, needs that are related to the nature of the work
itself and the degree of challenge contained in the work are known as: 
A. motivator needs.
B. valence.
C. instrumentality needs.
D. hygiene needs.

Q1089: Which of the following theory focuses on the perceptions of workers of the fairness of their
work outcomes relative to their work inputs? 
A. Equity theory
B. Valence theory
C. Instrumentality theory
D. The two-factor theory

Q1090: Tom, an employee of XYZ Company, perceives that her outcome/input ratio is less than that
of her coworker Jim. This is known as: 
A. overpayment inequity.
B. underpayment inequity.
C. the valence effect.
D. positive reinforcement.

CONT.7: CONTROLLING
Q1091: Which of the following is the process by which managers monitor and regulate how
efficiently and effectively an organization and its members are performing the activities necessary to
achieve organizational goals? 
A. Planning
B. Organizing
C. Coordinating
D. Controlling

Q1092: Which type of control do managers typically use in the input stage of the process of
transforming raw materials into finished goods? 
A. Feedforward control
B. Concurrent control
C. Feedback control
D. Organizational culture control

Q1093: Which type of control do managers typically use at the conversion stage of transforming raw
materials into finished goods? 
A. Feedforward control
B. Bureaucratic control
C. Concurrent control
D. Feedback control

16
Q1094: What type of control do managers typically use at the output stage? 
A. Concurrent control
B. Bureaucratic control
C. Feedforward control
D. Feedback control

Q1095: At which step of the control process does a manager establish the standards of performance? 
A. Step 1
B. Step 2
C. Step 3
D. Step 4

Q1096: At which step of the control process do managers evaluate whether the actual performance of
the organization differs significantly from the standards of performance being used to assess the
performance of the organization? 
A. Measure actual performance
B. Compare actual performance to the standards
C. Establish the standards of performance
D. Initiate corrective action

Q1097: The first step in the control process is to: 

A. initiate corrective action.
B. measure actual performance.
C. establish the standards of performance.
D. compare actual performance to the standards.

Q1098: Which of the following are formal target-setting, monitoring, evaluation, and feedback
systems that provide managers with information about whether the organization's strategy and
structure are working efficiently and effectively? 
A. Organizational structure
B. Embedded systems
C. Control systems
D. Feedback systems

Q1099: Manulife Insurance sets up a management information system (MIS) that gives its regional
managers information about changes in the task environment that may affect the organization at
some future time. This is an example of: 
A. feedforward control.
B. concurrent control.
C. feedback control.
D. bureaucratic control.

Q1100: Which of the following is most likely to be used in a textile factory to solve problems like
defective inputs, broken machine parts, or a worker's lack of skills to produce a specific type of
textile? 
A. Feedforward control
B. MBO control
C. Feedback control
D. Concurrent control

17
Q1101: ABC Company sets up a system to monitor unit sales of its products to measure changes
taking place in customer tastes and the possible resulting impact on future sales. This is an example
of: 
A. feedforward control.
B. feedback control.
C. MBO control.
D. bureaucratic control.

Q1102: The manager of a fast-food restaurant such as Lotteria's keeps track of the number of
customers served at different periods of the day in an attempt to plan a schedule for workers that
matches the demand for the restaurant's products. This is an example of: 
A. output control.
B. bureaucratic control.
C. input control.
D. MBO control.

Q1103: The set of values, norms, and expectations of behavior that controls the ways in which
workers interact with one another within the organization is known as: 
A. a bureaucratic culture.
B. an organizational culture.
C. an feedforward control culture.
D. a feedback control culture.

18
PART II: SHORT ANSWER
CONT.1: MANGEMENT AND MANAGERS
Q2001. Fill in the blanks with the most suitable words:
Management is the …………, ……………., ………….., and …………… of human and other
resources to achieve organizational goals effectively and efficiently.

A2001: Planning, Organizing, Leading, Controlling

Learning objective: 01
Q2002. Fill in the blanks with the most suitable words:
Organizational performance: a measure of how ………. and …….…. managers use organizational
resources to satisfy customers and achieve goals.

A2002: efficiently, effectively

Learning objective: 01
Q2003. List three kinds of managerial skills.

A2003: Conceptual, Human and Technical skill.

Learning objective: 01
Q2004. List some recent changes in management practices.

A2004: Restructuring, Outsourcing, Empowerment, Self- managed team.

Learning objective: 01

CONT.2: THE ENVIRONMENT OF MANAGEMENT

Q2005. List the four forces of task environment.

A2005: Supplier, Distributor, Customer, Competitor

Learning objective: 02
Q2006. Fill in the blanks with the most suitable words:
Three main sources of barriers to entry are …………..,……………,…………..

A2006: Economies of scale, Brand loyalty, Gorvernment regulation.

Learning objective: 02
Q2007. Identify the five forces of general environment.

A2007: economic, technological, social-cultural, demographic, political - legal forces.

Learning objective: 02
Q2008. Fill in the blanks with the most suitable words:
Factors that make it difficult and costly for the organization to enter a particular task environment or
industry are called ………………….

A2008: barriers to entry

Learning objective: 02

CONT.3: DECISION MAKING

Q2009. Compare and contrast programmed and nonprogrammed decision-making

A2009: Programmed decision making is routine, automatic. Nonprogrammed decision-making is

non-routine.

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Learning objective: 02
Q2010. Fill in the blanks with the most suitable words:
Decision Making is the process by which managers respond to ……….. and ………. by analyzing
options, and making determinations about specific organizational goals and courses of action.

A2010: opportunities and threats

Learning objective: 02
Q2011. Fill in the blanks with the most suitable word:
………… is the way of making decision that takes time and effort to make and results from careful
information gathering, generation of alternatives, and evaluation of alternatives

A2011: Reasoned judgment

Learning objective: 02
Q2012. List the three techniques to building group creativity in group decision making.

A2012: Brainstorming, Nominal Group Technique, Delphi Technique

Learning objective: 02
CONT.4: PLANNING
Q2013: What is planning?

A2013: Identifying and selecting appropriate goals and courses of action for an organization.
Learning objective: 03
Q2014: What does SWOT stand for?

A2014: Strengths, Weaknesses, Opportunties, Threats.

Learning objective: 03
Q2015: List three levels of planning in organization.

A2015: Corporate-level, Business-level, Functional-level.

Learning objective: 03
Q2016: List three distinct steps in planning process.

A2016: Determining the mission and goals of the organization; formulating strategy; implementing
strategy.
Learning objective: 03

CONT.5: ORGANIZING
Q2017: Fill in the blanks with the most suitable word:
The process by which managers establish the structure of working relationships among employees to
achieve goals is called ………………

A2017: Organizing
Learning objective: 03
Q2018: What are three methods of job design?

A2018: Job simplification, Job enlargement, Job enrichment.

Learning objective: 03
Q2019: What are three kinds of organizational structure model?

A2019: Functional Structure, Divisional Structure, Matrix Structure.

Learning objective: 03

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Q2020: List the four factors that affect managers’ choice of organizational structure.

A2020: Strategy, Organizational Environment, Technology, Human Resources.

Learning objective: 03

CONT.6: LEADING
Q2021: Identify five basic needs of people according to The Hierarchy of Needs Theory of Maslow?

A2021: Physiological needs, Safety needs, Belongingness needs (or Social needs), Esteem needs,
Self-actualization needs.
Learning objective: 03

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Q2022: Identify the five sources of leader’s power.

A2022: Legitimate Power, Reward Power, Coercive Power, Referent Power, Expert Power.
Learning objective: 03
Q2023: What are the three sources of positional power.

A2023: Legitimate Power, Reward Power, Coercive Power.

Learning objective: 03
Q2024: What are the two sources of personal power?

A2024: Referent Power, Expert Power.

Learning objective: 03
CONT.7: CONTROLLING
Q2025: Fill in the blanks with the most suitable words:
……………………….. are formal target-setting, monitoring, evaluation, and feedback systems that
provide managers with information about whether the organization's strategy and structure are
working efficiently and effectively

A2025: Control System.

Learning objective: 03
Q2026: What is controlling?

A2026: Controlling is the process where managers monitor and regulate how efficiently and
effectively an organization and its members are performing the activities necessary to achieve
organizational goals.
Learning objective: 03
Q2027: List three kinds of control system considering time to control.

A2027: Feedforward control, Concurrent control, Feedback control.

Learning objective: 03

PART III: ESSAY

CONT.1: MANGEMENT AND MANAGERS
Q3001. Identify and define the basic levels of management. What is each level responsible for? Give
an example of each. (3.0 points)

A3001: Organizations normally have three levels of management: First-line managers, middle
managers, and top managers. (1.0 point)
Define: (1.0 point)
First-line managers are responsible for the daily supervision of non-managerial employees.
Middle managers supervise first-line managers and find the best way to use resources to achieve
goals.
Top managers establish organizational goals, decide how departments should interact, and monitor
the performance of middle managers.
Give example: (1.0 point)
An example of a first-line manager includes the supervisor of a work team in the manufacturing
department of a car plant.
The principal of school is an example of a middle manager.
A chief executive office (CEO) is an example of a top manager.
Learning objective: 01

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CONT.2: THE ENVIRONMENT OF MANAGEMENT
Q3002. For an organization of your choice, identify elements and discuss the impact of elements of
task environment on that organization. (3.0 points)

A3002: An organization's task environment includes its suppliers, distributors, customers, and
competitors and all of these can have an impact on the organization's success in conducting business.
(1.0 point)
Define:
Suppliers are the individuals and organizations that provide an organization with the input resources
(such as raw materials, component parts, or employees) it needs to produce goods and services. (0.25
point)
Distributors are organizations that help other organizations sell their goods or services to customers.
(0.25 point)
Competitors are organizations that produce goods and services that are similar and comparable to a
particular organization’s goods and services. (0.25 point)
Customers are the individuals and groups that buy the goods and services an organization produces.
(0.25 point)
Example: (1.0 point)
Learning objective: 02

CONT.3: DECISION MAKING

Q3003. Identify six steps of decision making process. (3.0 points)
A3003:
1. Recognize the need for decision (0.5 point)
2. Generate alternatives (0.5 point)
3. Assess alternatives (0.5 point)
4. Choose among alternatives (0.5 point)
5. Implement the choosen alternative (0.5 point)
6. Learn from feedback. (0.5 point)
Learning objective: 02

CONT.4: PLANNING
Q3004: Michael Porter presented five ways in which the top management of an organization could
select a business-level strategy for their organization. Discuss any two of these five ways of
increasing the value of the organization's products and explain the advantages and disadvantages of
the strategies that you choose. (3.0 points)

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A3004: Managers can select a low-cost strategy, a differentiation strategy, a best cost, a focused low-
cost strategy, or a focused differentiation strategy.
Choose any two of these five ways:
With a low-cost strategy, (0.5 point) managers try to gain a competitive advantage by focusing the
energy of all the organization's departments or functions on driving the company's costs down below
the costs of its industry rivals. (0.5 point)
When existing companies have low costs and can charge low prices, it is difficult for new companies
to enter the industry because entering is always an expensive process. (0.5 point)
With a differentiation strategy, (0.5 point) managers try to gain a competitive advantage by focusing
all the energies of the organization's departments or functions on distinguishing the organization's
products from those of competitors on one or more important dimensions, such as product design,
quality, or after-sales service and support. Organizations that successfully pursue a differentiation
strategy may be able to charge a premium price for their products, a price usually much higher than
the price charged by a low-cost organization. The premium price allows organizations pursuing a
differentiation strategy to recoup their higher costs. (0.5 point)
Differentiation makes industry entry difficult because new companies have no brand name to help
them compete and customers don't perceive other products to be close substitutes, so this also allows
for premium pricing and results in high profits. (0.5 point)

(Or student can choose to answer: Best cost is the strategy that pursue both differentiate strategy and
low-cost strategy at the same time.
Managers pursuing a focused low-cost strategy serve one or a few segments of the overall market
and aim to make their organization the lowest-cost company serving that segment.
Managers pursuing a focused differentiation strategy serve just one or a few segments of the market
and aim to make their organization the most differentiated company serving that segment.)
Learning objective: 03

CONT.5: ORGANIZING
Q3005: What is the difference between job simplification and job enlargement? Give an example for
each. (3.0 points)

A3005:
Job simplification (0.5 point) is the process of reducing the number of tasks that each worker
performs. (0.5 point)
Job Enlargement: (0.5 point) Increasing the number of different tasks in a given job by changing the
division of labor. (0.5 points)
Example for accountant (0.5 point), or an employee does both accountant task and sale task. (0.5
point)
Learning objective: 03

CONT.6: LEADING
Q3006: Choose three types of power that are available to a manager and explain what they mean.
(3.0 points)

A3006:
Legitimate power (0.5 point) is the authority a manager has by virtue of his or her position in an
organization's hierarchy. (0.5 point)

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Reward power (0.5 point) is ability of a manager to give or withhold tangible rewards and intangible
rewards (0.5 point)
Coercive power (0.5 point) is the ability of a manager to punish others. (0.5 point)
(Or student can choose to answer: Expert power is based on the special knowledge, skills, and
expertise that a leader possesses.
Referent power is the power that comes from subordinates' and coworkers' respect)
Learning objective: 03
CONT.7: CONTROLLING
Q3007: Within an organization, the control process normally progresses through four steps. Discuss
these steps as they would apply to an important management situation of your choosing. (3.0 points)

A3007:Any control system must first establish standards of performance, (0.5 point)
then measure the performance of the organization, (0.5 point)
then compare the actual performance to these standards,(0.5 point)
and, when needed, evaluate the performance and take corrective action when the performance is
significantly below the standards. (0.5 point)
Apply to an management situation: (1.0 point)

Learning objective: 03

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