Chapter 1

1. What is the primary purpose of management?

a. To maximize profits.
b. To provide goods and services that customers value and desire.
c. To reduce employee turnover.
d. To minimize expenses.
Answer: b
2. What are the two key measurements of organizational performance?
a. Revenue and employee satisfaction.
b. Customer satisfaction and employee retention.
c. Efficiency and effectiveness.
d. Innovation and growth.
Answer: c
3. What are the main goals of management?
a. To increase market share and revenue.
b. To maximize employee satisfaction.
c. To achieve efficiency and effectiveness.
d. To minimize expenses and reduce waste.
4. What does organizational performance measure?
a. The intended outputs of an organization.
b. The actual results or outputs achieved compared to the intended outputs.
c. The resources utilized to achieve organizational goals.
d. The efficiency of individual employees.
Answer: b
5. Which of the following is NOT one of the main outcomes of organizational
performance analysis?
a. Shareholder value performance.
b. Financial performance.
c. Market performance.
d. Employee performance.
Answer: d
6. What does organizational performance reflect?
a. The intended outputs of an organization.
b. The efficiency of individual employees.
c. How well an organization has performed in relation to its objectives and goals.
d. The number of customers who have purchased goods or services.
Answer: c
7. What does effectiveness measure?
a. The efficiency of individual employees.
b. The alignment between the intended and actual goals of an organization.
c. The appropriateness of the resources utilized by managers.
d. The level of customer satisfaction.
Answer: b
8. When is an organization considered effective?
a. When managers choose appropriate goals and successfully achieve them.
b. When managers maximize employee satisfaction.
c. When managers minimize expenses and reduce waste.
d. When managers increase market share and revenue.
Answer: a
9. Who is responsible for ensuring effectiveness in an organization?
a. Shareholders
b. Customers
c. Managers
d. Employees
Answer: c
10. According to Gareth Jones, what are the four key functions of management?
a. Planning, organizing, selling, and controlling.
b. Leading, organizing, marketing, and evaluating.
c. Planning, organizing, leading, and controlling.
d. Recruiting, training, motivating, and evaluating.
Answer: c
11. What is the primary objective of the planning function in management?
a. To allocate resources to execute chosen strategies.
b. To identify and select appropriate organizational goals.
c. To develop strategies that ensure high-performance.
d. To evaluate the organization's overall performance.
Answer: b
12. What are the three steps involved in the planning process?
a. Analyzing data, developing a budget, and implementing strategies.
b. Deciding on goals, allocating resources, and evaluating performance.
c. Identifying problems, determining solutions, and implementing changes.
d. Reviewing progress, setting benchmarks, and adjusting goals.
13. What is the primary objective of the organizing function in management?
a. To develop an organizational structure.
b. To allocate financial resources.
c. To increase employee motivation.
d. To create marketing campaigns.
Answer: a
14. How is the organizational structure typically represented?
a. Through an income statement.
b. Through a balance sheet.
c. Through a cash flow statement.
d. Through an organizational chart.
Answer: d
15 What is the primary objective of the leading function in management?
a. To coordinate individuals and groups.
b. To allocate financial resources.
c. To increase employee benefits.
d. To create marketing campaigns.
Answer: a
16. What is a manager's role in leading?
a. To set financial goals.
b. To minimize employee satisfaction.
c. To provide leadership, support, and motivation to subordinates.
d. To reduce the quality of products or services.
Answer: c
17. What is the primary objective of the controlling function in management?
a. To establish performance standards.
b. To measure actual performance.
c. To compare performance against standards.
d. To ensure performance aligns with predetermined goals and standards.
Answer: d
18. What are the four steps involved in the controlling process?
a. Setting financial goals, measuring employee satisfaction, comparing performance to
goals, and taking corrective action.
b. Establishing performance standards, measuring actual performance, comparing
the two, and taking corrective action.
c. Developing marketing campaigns, measuring customer feedback, comparing the two,
and taking corrective action.
d. Analyzing industry trends, measuring financial performance, comparing the two, and
taking corrective action.
Answer: b
19. What are some examples of performance standards?
a. Production output and employee benefits
b. Revenue and customer satisfaction
c. Quality of products and employee turnover
d. Advertising costs and sales reports
Answer: b
20. Which strategy can be employed to enhance efficiency in a project team?
a. Maximizing individual strengths.
b. Establishing clear communication channels.
c. Developing a detailed project timeline
d. Allocating tasks based on individual skills and expertise.
Answer: d
A company achieved a goal with a lower cost comparing with its intended plan. It is said
that the company has achieved……? High-performance
Efficiency is a measure of how productively resources are used to achieve ……an
organizational goal
Management is defined as………..

planning, organizing, leading, and controlling of human and other resources to

achieve organizational goals efficiently and effectively
The ability to analyze, diagnose causes and effect to make planning, organizing in
management is called ……...? conceptual skills.

1. Which of the following is NOT one of the three levels of management?

a. Front-line managers
b. Middle managers
c. Top managers
 d. Operational managers
Answer: d

2. What is the primary responsibility of first-line managers?

a. Setting organizational goals
b. Formulating strategies
c. Overseeing day-to-day operations
d. Ensuring effective communication and coordination
Answer: c
3. What is the primary role of middle managers?
a. Overseeing day-to-day operations
b. Setting organizational goals
c. Formulating strategies
d. Coordinating and implementing plans
Answer: d
4. What is the primary responsibility of top managers?
a. Overseeing day-to-day operations
b. Setting organizational goals
c. Coordinating and implementing plans
d. Directly supervising employees
Answer: b
5. What is the primary focus of conceptual skills?
a. Analyzing and diagnosing situations
b. Managing human resources
c. Performing technical tasks
d. Coordinating day-to-day operations
Answer: a
6. What is the primary objective of human skills?
a. Analyzing and diagnosing situations
b. Performing technical tasks
c. Understanding and influencing human behavior
d. Coordinating day-to-day operations
Answer: c
7. What is the primary characteristic of technical skills?
a. Analyzing and diagnosing situations
b. Understanding and influencing human behavior
c. Job-specific expertise in a particular field
 d. Coordinating day-to-day operations
Answer: c
8. Which of the following skills is necessary for managers to provide guidance and
support to their teams?
a. Technical skills
b. Conceptual skills
c. Human skills
d. Operational skills
Answer: c
9. What types of skills allow managers to analyze complex situations and
understand cause-and-effect relationships?
a. Technical skills
b. Conceptual skills
c. Human skills
d. Communication skills
Answer: b
10. How do technical, conceptual, and human skills contribute to a manager's
effectiveness?
a. Technical skills alone are sufficient for managerial success.
b. Conceptual skills are the most important for managerial success.
c. The combination of technical, conceptual, and human skills enhances a
manager's ability to perform effectively.
d. Human skills are only relevant for top-level managers.
Answer: c
11. Which of the following is NOT one of Mintzberg's managerial roles?
a. Interpersonal roles
b. Informational roles
c. Decisional roles
d. Operational roles
Answer: d
12. Which managerial role involves representing the organization to external
stakeholders?
a. Figurehead
b. Leader
c. Liaison
d. Negotiator
Answer: a
13. The role of a manager as a spokesperson falls under which category of
Mintzberg's roles?
a. Interpersonal roles
b. Informational roles
c. Decisional roles
d. Operational roles
Answer: b
14. Which managerial role involves providing guidance and support to employees?
a. Monitor
b. Disseminator
c. Spokesperson
d. Leader
Answer: d
15. The role of a manager as a resource allocator falls under which category of
Mintzberg's roles?
a. Interpersonal roles
b. Informational roles
c. Decisional roles
d. Operational roles
Answer: c
16. Which managerial role involves making strategic decisions and setting goals for
the organization?
a. Entrepreneur
b. Disturbance handler
c. Resource allocator
d. Decisional roles
Answer: d
17. The role of a manager as a liaison involves:
a. Directing and overseeing employees' work
b. Mediating conflicts within the organization
c. Representing the organization to external stakeholders
d. Gathering and disseminating information
Answer: c
18. Which managerial role involves monitoring the organization's performance and
gathering information?
a. Monitor
b. Disseminator
 c. Negotiator
d. Entrepreneur
Answer: a
19. The role of a manager as a disturbance handler involves:
a. Managing conflicts and resolving disputes
b. Allocating resources and making decisions
c. Representing the organization to external stakeholders
d. Providing guidance and support to employees
Answer: a
20. The role of a manager as an entrepreneur involves:
a. Gathering and disseminating information
b. Monitoring the organization's performance
c. Identifying and exploiting new opportunities
d. Mediating conflicts within the organization
Analyzing and controlling input, conversion and output activities belong to ………
Total Quality Management theory.

Codify the new methods of performing tasks into written rules and standard operating
procedures are one of the principles which developed by ……?
Frederick W. Taylor
Ways to increase motivation, performance, and retention are developed by...
Hugo Munsterberg
Who believed that workers’ performance was influenced by the total environment in
which they worked? Robert Owen
To create an organizational structure and control system help managers run an
organization efficiently and effectively. This is ………… theory
Formal authority derives from one’s position inside the organization is one of the
principles of ……. theory?
administrative management
Learning, perception, motivation, and personality are analyzed ………… in organization
behavior
at individual level
Raw materials and skilled people are forces of …………. that affect to the organization’s
operation
organizational environment
Quantitative Management is an approach that aims at increasing ……… through the use
of mathematical models and statistical methods? decision effectiveness
Raw materials and skilled people are forces of …………. that affect to the organization’s
operation? organizational environment
Redesigning business operations in the production system of goods or services to increase
efficiency. It is concerned with ……?
Operations Management.

Chapter 3: managerial environment

1. What is the role of a manager in the managerial environment?
a. To monitor and shape the internal and external environments.
b. To focus solely on the internal environment.
c. To ignore changes and react slowly to them.
d. To delegate all responsibilities to subordinates.
Answer: a.
2. Which of the following is a process of gathering information about developments
that could impact the future of the organization?
a. Lobbying
b. Voting
c. Boundary spanning
d. Media influence
Answer: c.
3. What are some sources of information that managers can access to monitor the
environment?
a. Customers and suppliers' feedback, professionals, and trade publications.
b. Government publications, industry associations, and personal contacts.
c. Lobbying, voting, and media influence.
d. All of the above.
Answer: a.
4.Which of the following is NOT an element of the internal environment?
a. Value System
b. Vision, Mission, and Objectives
c. External stakeholders
d. Human Resources
Answer: c.
5. The value system of an organization refers to:
a. The tangible assets of the organization.
b. The ethical beliefs that guide the organization.
c. The technical know-how of the organization.
d. The structure and composition of the organization.
Answer: b.
6. What does the vision of a company describe?
a. Its future position
b. Its ethical beliefs
c. Its tangible assets
d. Its organizational structure
Answer: a.
7. Which component of the internal environment determines the way in which
activities are directed in the organization?
a. Value System
b. Vision, Mission, and Objectives
c. Organizational Structure
d. Corporate Culture
Answer: c.
8. What is corporate culture?
a. The tangible assets of the organization.
b. The ethical beliefs that guide the organization.
c. The technical know-how of the organization.
d. The values, beliefs, and behavior of the organization.
Answer: d.
9. Which component of the internal environment is considered the most valuable
asset of the organization?
a. Value System
b. Vision, Mission, and Objectives
c. Human Resources
d. Physical Resources and Technological Capabilities
Answer: c.
10. What is the purpose of internal analysis?
a. To identify strengths and weaknesses of the organization.
b. To gather information about developments in the external environment.
c. To influence public opinion through media.
d. To monitor the internal and external environments.
Answer: a.
11. What is the global environment of an organization?
a. The internal environment that affects organizational performance.
b. The external environment that affects organizational performance.
c. The technological environment that affects organizational performance.
d. The economic environment that affects organizational performance.
Answer: b.
12. What are the forces of the task environment?
a. Political, economic, and sociocultural forces.
b. Suppliers, customers, distributors, and competitors.
c. Technological, legal, and natural-environmental forces.
d. General and macroenvironmental forces.
Answer: b.
13. What is the main force in the task environment that helps organizations sell
their goods or services to customers?
a. Suppliers
b. Distributors
c. Competitors
d. Customers
Answer: b.
14. What is the general environment also known as?
a. Microenvironment
b. Macroenvironment
c. Internal environment
d. External environment
Answer: b.
15. Which forces are included in the general environment?
a. Political, economic, sociocultural, technological, legal, and natural-environmental
forces.
b. Suppliers, customers, distributors, and competitors.
c. Value system, vision, and mission.
d. Human resources and physical resources.
Answer: a.
16. What are some examples of political and legal forces in the general
environment?
a. Demographic forces and cultural diversity.
b. Regulations and taxes.
c. Technological advances and innovation.
d. Pollution control and waste management.
Answer: b.
17. Which force in the general environment is associated with changes in
technology?
a. Political forces
b. Economic forces
c. Sociocultural forces
d. Technological forces
Answer: d.
18. How do technological advances impact businesses?
a. They shorten the product life cycle and increase demand for new products.
b. They affect attitudes and opinions of the population.
c. They result from changes in laws and regulations.
d. They create pressure from the social structure of a country.
Answer: a.
19. What do natural-environmental forces include?
a. Suppliers and distributors.
b. Economic factors such as inflation and taxes.
c. Protection legislation and waste management.
d. Vision, mission, and objectives.
Answer: c.
20. Why is it important for managers to understand the forces in the global
environment?
a. To monitor and shape the internal and external environments.
b. To increase the number of suppliers and customers.
c. To identify organizational assets and resources.
d. To anticipate and respond to changes that affect organizational performance.
Answer: d.
Test chapter 4
1. What does formal planning involve in an organization?
a. Defining specific goals for a specific time period.
b. Establishing informal strategies.
c. Integrating and coordinating work activities.
d. Defining goals without writing them down.
Answer: a
2. Why is formal planning essential for an organization?
a. To create ambiguity among organizational members.
b. To avoid sharing goals with team members.
c. To reduce ambiguity and create a common understanding.
d. To discourage the development of specific plans.
Answer: c
3. Why is planning important for managers?
a. To create inefficiencies in work activities.
b. To predict future opportunities and threats.
c. To avoid coordination among employees.
d. To eliminate uncertainty completely.
Answer: b
4. How does planning help in coordinating work activities?
a. By promoting inefficiencies in the organization.
b. By encouraging cross-purposes among departments.
c. By providing direction and common goals.
d. By eliminating the need for control measures.
Answer: c
5. What is the purpose of setting goals in planning?
a. To measure work effort.
b. To eliminate cooperation between team members.
c. To create ambiguity in organizational tasks.
d. To reduce uncertainty completely.
Answer: a
6. Which level of management is primarily responsible for corporate-level planning
and strategy?
a. Top management
b. Divisional managers
c. Functional managers
d. Business-level managers
Answer: a
7. What does business-level strategy outline?
a. Long-term divisional goals
b. Specific methods to compete effectively in the industry
c. Functional-level goals
d. Overall corporate structure
Answer: b
8. Why is it important to ensure consistency across different planning levels?
a. To increase divisional competition.
b. To reduce the efficiency of the organization.
c. To reinforce activities at each level.
d. To eliminate the corporate plan.
Answer: c
9. Which three levels of management do planning usually take place in large
organizations?
a. Top management, middle management, lower management.
b. Corporate, division, functional.
c. Planning, organizing, leading.
d. Strategic planning, tactical planning, operational planning.
Answer: b
10. What is the primary responsibility of top or corporate managers in the planning
process?
a. Creating business-level plans.
b. Setting functional goals.
c. Developing long-term divisional goals.
d. Establishing corporate-level strategy.
Answer: d
11. Which of the following is not a criteria for making a goal SMART?
a. Specific
b. Measurable
c. Achievable
d. Ambiguous
Answer: d
12. What does the "R" in SMART goal setting emphasize?
a. Reliability of your goal
b. Raising your efforts
c. Revising your plan
d. Relevance of your goal
Answer: d
13. What is the purpose of conducting a SWOT analysis?
a. To identify internal weaknesses and external threats.
b. To create corporate, business, and functional strategies.
c. To assess the performance of competitors.
d. To predict future market trends.
Answer: b
14. Why is strategic management important for organizations?
a. It helps with short-term goal setting.
b. It ensures financial success.
c. It can make a difference in organizational performance.
d. It focuses on resource allocation.
Answer: c
15. According to Porter, what are the two basic ways of increasing the value of an
organization's products?
a. Marketing and advertising
b. Differentiation and cost reduction
c. Product expansion and customer service
d. Collaboration and partnerships
Answer: b
16. What are the four business-level strategies that managers can choose from?
a. Differentiation, low cost, high cost, and focused differentiation
b. Low cost, high cost, focused low cost, and focused differentiation
c. Differentiation, low cost, focused low cost, and focused differentiation
d. Differentiation, low cost, focused low cost, and high cost
Answer: c
17. In a low-cost strategy, the true winner is the company that:
a. Sells the most products in the market.
b. Offers the highest quality products.
c. Has the most customer loyalty.
d. Has the actual lowest cost in the market place.
Answer: d
18. Which business-level strategy focuses on serving a specific segment or part of the
market?
a. Differentiation.
b. Low cost.
c. Focused low cost.
d. Focused differentiation.
Answer: d
19. What happens when an organization becomes "stuck in the middle" according
to Porter?
a. It achieves both a low-cost and differentiation advantage simultaneously.
b. It fails to pursue any competitive advantage and loses market share.
c. Its costs are too high to compete with the low-cost leader, and its products aren't
differentiated enough to compete with the differentiator.
d. It experiences high levels of performance due to strategic flexibility.
Answer: c
20. Which step in the planning process involves putting the chosen strategy into
action?
a. Determining an organization's mission and goals.
b. Formulating strategy.
c. Implementing strategy.
d. Evaluating performance.
Answer: c
Chapter 5
1. What does organizational structure refer to?
a. The company's financial resources.
b. How tasks, roles, and responsibilities are divided and coordinated within the
organization.
c. The company's marketing strategies.
d. The company's product offerings.
Answer: b
2. Which of the following is an advantage of a Functional Organizational Structure?
a. Limited cross-functional collaboration.
b. Focus and accountability.
c. Potential conflicts between managers.
d. Efficient utilization of resources.
Answer: d
3. What is the main purpose of organizational design?
a. To establish a company's financial goals.
b. To improve employee job satisfaction.
c. To create or modify an organization's structure, processes, and systems to achieve
its objectives effectively and efficiently.
d. To implement new marketing strategies.
Answer: c
4. In a Divisional Organizational Structure, divisions are created based on:
a. Employee expertise
b. Geographic regions
c. Decision-making flow
d. Communication channels
Answer: b
5. Why is a Matrix Organizational Structure considered a hybrid model?
a. It combines financial and marketing departments.
b. It combines functional and divisional structures.
c. It combines sales and manufacturing teams.
d. It combines hierarchical and flat structures.
Answer: b
6. Which factor significantly influences the process of designing an organizational
structure?
a. The company's physical office layout
b. The size of the executive team
c. The type of technology used, especially information technology.
d. The number of employees
Answer: c
7. What is one disadvantage of a Divisional Organizational Structure?
a. Slow decision-making
b. Limited cross-functional collaboration
c. Complex reporting relationships
d. Potential conflicts between managers
Answer: b
8. What is the ultimate goal of creating a well-designed organizational structure?
a. To maximize employee benefits.
b. To achieve the company's strategic objectives and improve efficiency.
c. To reduce employee workload.
d. To decrease communication channels.
Answer: b
9. What does the organizational environment influence in the process of
organizational structure design?
a. Employee job satisfaction
b. The company's financial goals
c. The type of structure chosen by managers
d. The company's marketing strategies
Answer: c
10. What does a well-designed organizational structure promote?
a. High employee turnover
b. Inefficiency in operations
c. Clear communication, efficient operations, and effective collaboration
d. Autonomy of employees
Answer: c
11. What is the primary objective of Human Resource Management (HRM)?
a. Improving employee satisfaction.
b. Enhancing organizational efficiency.
c. Maximizing profits.
d. Expanding market reach.
Answer: b
12. Strategic Human Resource Management (SHRM) aims to align HRM
components with:
a. Employee preferences.
b. Organizational strategy and goals.
c. Industry standards.
d. Financial performance.
Answer: b.
13. Why is aligning the HRM system with the overall organizational strategy
important?
a. To improve employee retention.
b. To ensure compliance with legal regulations.
c. To gain a competitive advantage in the market.
d. To increase employee morale.
Answer: c
14. What is the purpose of conducting recruitment and selection aligned with
strategic goals?
a. To attract candidates with the right skills and qualifications.
b. To decrease the number of applicants.
c. To minimize the time spent on the hiring process.
d. To create a diverse workforce.
Answer: a
15. What is the focus of training programs in Strategic HRM?
a. Developing future leaders.
b. Enhancing job-specific skills and knowledge.
c. Improving employee well-being.
d. Encouraging creativity and innovation.
Answer: b
16. Why are effective performance appraisal and feedback crucial in SHRM?
a. To determine employee promotions.
b. To identify areas for improvement and set goals.
c. To create a competitive work environment.
d. To eliminate underperforming employees.
Answer: b
17. What is the primary objective of Human Resource Management (HRM)?
a. Maximizing profits.
b. Ensuring employee satisfaction.
c. Coordinating and nurturing the workforce.
d. Developing marketing strategies.
Answer: c
18. Strategic Human Resource Management (SHRM) aims to align HRM
components with:
a. Customer demands
b. Organizational strategy and goals
c. Government regulations
d. Employee grievances
Answer: b
19. How does Strategic HRM contribute to gaining a competitive advantage?
a. By increasing employee vacation time.
b. By improving work-life balance for employees.
c. By enhancing efficiency, quality, innovation, and customer responsiveness.
d. By offering higher salaries to employees.
Answer: c
20. What is the purpose of performance appraisal and feedback in SHRM?
a. To determine employee promotions.
b. To identify areas for improvement and set goals.
c. To allocate bonuses based on tenure.
d. To establish job titles and roles.
Answer: b
....... who are able to exert influence over other people to help achieve group or
organizational goals. Leaders
That determine the direction of a person’s behavior in an organization, a person’s level of
effort, and a person’s level of persistence in the face of obstacles/hindrance
Psychological forces
According to contingency models of leadership,.......... are leaders whose primary concern
is to develop good relationships with their subordinates and to be liked by them.
relationship-oriented leaders
Which model of leadership focused on identifying the personal characteristics that cause
effective leadership? Trait model
Chapter 4: PLANNING
Learning Objectives
LO1 Explain the basic issues of planning and strategy.
LO2 Explain the steps of strategic planning.
Topic 1: The Fundamentals of Planning
Learning Outcomes
LO1 Define the nature of planning, strategy and their relationship.
LO2 Explain why planning is importance.
LO3 Identify the three levels of strategic planning.
Contents
- The nature of Planning and strategy
- The importance of planning
- Levels and types of planning
Topic 2: Strategic Planning
Learning Outcomes
LO1 Define the three steps of strategic planning.
LO2 Define the organization’s vision, mission core value, and goal.
LO3 Explain the SMART, SWOT tools.
LO4 Explain the types of strategies in each level of planning.
Contents
- The organization’s vision, mission, core value, and goal.
- The types of an organization’s goals.
- Establish a goal by SMART.
- Strategy formulation by SWOT tool.
- Corporate strategy
- Business strategy
- Functional strategy
Chapter 5: ORGANIZING
Learning Objectives
LO1 Explain the process of designing organizational structure
LO2 Identify the components of human resource management
Topic 1: Designing Organizational Structure
Learning Outcomes
LO1 Define organizational structure
 LO2 Identify the factors that influence managers’ choice of an organizational structure.
LO3 Explain Job design and the types of organizational structures
Contents
- Organizational structure
- Factors Affecting Organizational Structure
- Designing organizational structure
Topic 2: Human Resource Management Learning Outcomes
LO1 Explain the purpose of human resource management
LO2 Describe the components of HRM Contents
- The purpose of Human Resource Management
- Overview of the Components of HRM

Chapter 6: LEADING
Learning Objectives
 Explain the importance of leadership in the management process.
 Describe various leadership models and their applications in different organizational
contexts.
 Explain fundamental concepts behind influential motivational theories and their
potential to inspire employees.
Topic 1: Leadership
Learning Outcomes

 Define the meaning of Manager, Leader, and effective Leadership.

 Consider the forces as powers that contribute to effective Leadership.
 Explain leadership models: Trait, behavior, contingency, transformational.
Contents
- Leader and Manager
- Effective leadership
- Leadership models: Trait, behavior, contingency, transformational.
Topic 2: Motivation Theories
Learning Outcomes

 Define the meaning of motivation.

 Explain the difference between intrinsic and extrinsic motivation.
  Describe the expectancy and need theories of motivation.
Contents
- What is motivation?
- Intrinsic and Extrinsic motivation
- Motivation theories: Expectancy, need
Test 6
….That determine the direction of a person’s behavior in an organization, a person’s
level of effort, and a person’s level of persistence in the face of obstacles/hindrance
Psychological forces
According to the behavior model of leadership, leaders engage in ....... when they show
their subordinates that they trust, respect, and care about them?
consideration
Cleaning your room because you like tidying up is ....................
intrinsically motivated behavior
According to contingency models of leadership,.......... are leaders whose primary concern
is to develop good relationships with their subordinates and to be liked by them.

relationship-oriented leaders
By allowing people to continually improve their skills and abilities and engage in
meaningful work is an example of how managers can help people satisfy .......... need at
work growth
Two basic kinds of leader behaviors are ..................... consideration and initiating
Which model of leadership focused on identifying the personal characteristics that cause
effective leadership? Trait model
Test 7:
To evaluate work performance of an organization, managers need to
establish standards of performance or targets.
Sharing traditions, values, belief to guide employee’s behaviors is called
clan control
Managers should take corrective action, if performance standards …are established too
high, so expected results can’t be performed.
Compare the real result with the intended result in controlling to find out …….
deviations of performance
Financial Measures of Performance is a type of ………………control
feedback
Control by system of rules and standard operating procedures to regulate the behavior of
individuals is a ……………….control
bureaucratic
What is manager’s controlling task in management?
Monitoring, regulating, and correcting work performance in an organization.
Managers control well resources of an organization will help them ……
respond to opportunities and threats from external environment.

Controlling not only improves work performance but also

attains competitive advantages of the organization.

Test 8:
How can managers avoid that cognitive bias?
They should undertake a personal decision audit to become aware of their biases
What is the key to a good assessment of the alternatives?
To define the opportunity or threat exactly and then specify the criteria that should
influence the selection of alternatives for responding to the problem or opportunity

Programmed decisions are decisions that have been made ...............in the past that
managers have developed rules or guidelines to be applied when certain situations
inevitably occur.
many times
Most decision-making that relates to ............................of an organization is programmed
decision-making. the day-today running
What kind of sources of bias that can adversely affect the way managers make decisions? The
illusion of control, representativeness, prior hypotheses

Which of the following statements is wrong?

Making decisions is something that just managers do

Which of the following statements is wrong? Managers cannot sure the alternative will not
threaten the attainment of other organizational goals.
Test 9
……is the discord that arises when the goals, interests, or values of different individuals
or groups are incompatible and those individuals or groups block or thwart one another’s
attempts to achieve their objectives. Organizational conflict
Communication is the sharing of information between two or more individuals or groups
to reach
A common understanding.
Have you ever been assigned a group project for one of your classes and had one group
member who consistently failed to get things done on time? This example is conflict in
organizations that springs from...................... task interdependencies
Perception affects.................. in communication
Transmission and feedback
The communication process consists of two phases. In the ............., information is shared
between two or more individuals or groups. In the ..........., a common understanding is
ensured. Transmission phase/feedback phase
They do not view the conflict competitively as a win-or-lose situation; instead, they view
it cooperatively, as a win-win situation in which both parties can gain. This is the type
of ........................ negotiation.
Integrative bargaining
When ................ takes place, one party to the conflict simply gives in to the demands of
the other party?
Accommodation
When members of the marketing department in a clothing company disagree about how
they should spend budgeted advertising dollars for a new line of men’s designer jeans,
they are experiencing ...................... intragroup conflict.

Test 10:
....................... is the tendency of individuals to put forth less effort when they work in
groups than when they work alone.
Social loafing
……of small rather than large groups is that members of small groups have fewer
resources available to accomplish their goals.
A disadvantage
...............are those that managers establish to achieve organizational goals. ............. are
groups that are formed to achieve their own goals. Formal groups/informal groups
Groups and teams are key contributors to organizational effectiveness because they can
help an organization ....................... gain a competitive advantage
Informal groups created by organizational members such as ............. team
interest groups
Managers need to take .................................... into account as they create and maintain
high-performing groups and teams. group size, group tasks, and group roles
Which the following statement is wrong? If too much deviance and moderate
conformity result in low performance because the group can't control its members'
behavior. Which the following statement is wrong?
"adjourning": the real work of the group gets accomplished.