Description : Power based upon identification with a person who has desirable resources or personal traits is known as (a) Coercive power ; (b) Legitimate power ; (c) Expert power ; (d) Referent power
Last Answer : (d) Referent power
Description : Legitimate power is based on the subordinate s perception that the leader has a right to exercise influence because of the leader s (a) role or position within the organisation (b) ability to ... perception of the leader as someone who is competent and who has some special knowledge or expertise.]
Last Answer : (a) role or position within the organisation
Description : A threatened strike action by a labour union to force the management to accept their demands is an example of which of the following power? (a) Referent power ; (b) legitimate power ; (c) Reward power ; (d) Coercive power
Last Answer : (d) Coercive power
Description : Which source of power is based on an individual's knowledge, special skills, abilities, or previous experience? (a) Referent power ; (b) Expert power ; (c) Referent power ; (d) Legitimate power
Last Answer : (b) Expert power ;
Description : ____________ is the power to give positive benefits or rewards. (a) Expert power ; (b) Reward power ; (c) Legitimate power ; (d) Coercive power
Last Answer : (b) Reward power ;
Description : If Sony designed its colour TVs to specifications developed by Dixons management because Sony believed that Dixons knew what today's consumers want, the retailer would have ________ power. A)reward B)expert C)referent D)legitimate
Last Answer : B)expert
Description : )Which form of power is the LEAST effective from the project manager's viewpoint in terms of influencing functional managers? 1. Formal power 2. Expert power 3. Penalty power 4. Referent power
Last Answer : 3. Penalty power
Description : Which of the following sources of power are among those identified by French and Raven? (a) Reward power ; (b) Referent power ; (c) Expert power ; (d) All the above [hint: There ... subordinate's perception of the leader as someone who is competent and who has some special knowledge or expertise.]
Last Answer : (d) All the above
Description : Which of the following is the employer-employee authority relationship that follows the chain of command? (a) Staff authority ; (b) Referent power ; (c) Line authority ; (d) Functional authority
Last Answer : (c) Line authority ;
Description : Allocating extrinsic rewards for behaviour that has been previously intrinsically rewarded tends to decrease the overall level of motivation, and is called: (a) Reward Evaluation Theory ; (b) Extrinsic Evaluation Theory ; (c) Cognitive Evaluation Theory (d) Intrinsic Evaluation Theory
Last Answer : (c) Cognitive Evaluation Theory
Description : According to Robert Katz, when managers have the mental ability to analyze and diagnose complex situations, they possess _____________ skills. (a) Technical ; (b) Leadership ; (c) Problem-solving ; (d) Conceptual
Last Answer : ; (d) Conceptual
Description : Only managers can be true leaders, because they have the ability to influence others. (a) True ; (b) False
Last Answer : (b) False
Description : An employee's experience in a situation or position outside his or her current organization is a referent comparison called: (a) Other-inside ; (b) Self-outside ; (c) Self-inside ; (d) Other-outside
Last Answer : (b) Self-outside ;
Description : When a subordinate or lower level manager passes information or offers suggestions to higher level management, they're using which level of communication? (a) Upward communication ; (b) Downward communication ; (c) Lateral communication (d) Diagonal communication
Last Answer : (a) Upward communication ;
Description : Contingency theories of leadership are based on the belief that (a) there is no single style of leadership appropriate to all situations (b) there is a single style of leadership ... the interactions between the variables involved in a leadership situation and patterns of leadership behaviour.]
Last Answer : (a) there is no single style of leadership appropriate to all situations
Description : While considering the seven leadership styles described by the leadership continuum, all of the following are variables that need to be considered for a manager, EXCEPT, (a) manager's preferred style ... style based on knowledge. (d) manager's preferred style based on confidence in upper management.
Last Answer : (d) manager's preferred style based on confidence in upper management.
Description : A common ingredient in organizations that successfully create functional conflict is that they: (a) reward dissent and punish conflict avoiders. (b) shoot the messenger. (c) formally assign devil’s advocates. ; (d) avoid risky situations.
Last Answer : (a) reward dissent and punish conflict avoiders.
Description : Which of the following is/are advantage(s) of a functional structure? I. Permits growth and diversity of products and services. II. Power and prestige. III. Clarity about career paths. IV. Furnishes measurable training ground ... (c) Both (II) and (III) above ; (d) (I), (II) and (III) above
Last Answer : (c) Both (II) and (III) above ;
Description : The ideal strategic management team DOES NOT includes…. A. Chief executive officer (CEO) B. Product managers C. Heads of functional areas D. Shop-floor managers
Last Answer : Shop-floor managers
Description : Which statement is true, with respect to Corporate Level Managers' (CEO's, VP's etc)? A. Translate action-oriented, corporate level direction and intent into concrete objectives and strategies for SBU' ... level of Technical Skills C. Demand a high level of Human Skills D. None of these options
Last Answer : None of these options
Description : What are the advantages of the functional structure? a) It enhances communication between top and low level managers. b) It makes communication easy among people from different functions. c) It ... easy among people from the same specialists. d) It enhances team spirit throughout the organization.
Last Answer : It makes communication easy among people from the same specialists
Description : What is the purpose of the CAGE framework? a) The CAGE framework investigates to what extent home demand, home factor conditions and domestic rivalry are important to multinational firms. ... d) The CAGE framework a checklist for forecasting political, economic, strategic or technological factors.
Last Answer : The CAGE framework analyses bilateral differences and commonalities between two countries.
Description : PESTLE analysis is: a) a broad framework to help managers understand the environment in which their business operates. b) a checklist to ask how political, economic, strategic or ... strategic or technological factors. d) a framework for strategic analysis of internal and external environment
Last Answer : a broad framework to help managers understand the environment in which their business operates.
Description : Strategy making process involves ------------- : A. Senior Managers and Board Members B. Managers at all levels C. Senior and Middle Managers D. Middle and Junior Management
Last Answer : Managers at all levels
Description : According to ---------- the managers and workers should work together as partners and of equal importance for the organizations success (a) X theory (b) Y theory ; (c) Z theory ; (d) 2 Factor theory
Last Answer : (c) Z theory ;
Description : Today‟s managers understand that the success of any effort at improving quality and productivity must include _____. (a) Quality management programs ; (b) Customer service improvements (c) Employee's participation ; (d) Manufacturing simplification
Last Answer : (c) Employee's participation ;
Description : The managers of a multinational company are located in France, India, Brazil, and the United States. Which decision-making technique seems most reasonable for this organization? (a) A postal service interaction ; (b) A brainstorming session ; (c) A nominal discussion (d) An electronic meeting
Last Answer : (d) An electronic meeting
Description : _________ concluded that managers perform 10 interrelated activities that relate to decision making, using information and interpersonal relationships. (a) Mintzberg ; (b) Abraham Maslow ; (c) Robert Owen ; (d) Henri Fayol
Last Answer : (a) Mintzberg ;
Description : Managers having the least authority and are at the lowest level in the hierarchy of the organization are called______________ (a) Middle level managers ; (b) Top level managers ; (c) First-line managers ; (d) None of the given options
Last Answer : (c) First-line managers ;
Description : Which management concept suggests that low-importance decisions be handled by subordinates, so that managers can focus on high-importance decisions? (a) management by objective ; (b) management by exception ; (c) Participatory management (d) inclusionary management
Last Answer : (b) management by exception ;
Description : If a solution to a particular problem is not vital to the functioning of an organization and management is willing to overlook the causes of the conflict, managers may choose to use which type of conflict resolution? (a) Confrontation ; (b) Avoidance ; (c) Dominance ; (d) Compromise
Last Answer : (b) Avoidance ;
Description : Strategic planning: (a) Addresses the organization's basic mission or business, issuing broad statements of purpose or direction that have a long lead time. (b) Involves managers in each unit of ... overall plans of the organization. (d) Determines the day-to-day operations within an organization.
Last Answer : (a) Addresses the organization's basic mission or business, issuing broad statements of purpose or direction that have a long lead time.
Description : Which characteristic was found by Raudsepp among creative managers? (a) They had few hobbies or interests outside work. (b) They focused intensely on immediate needs. (c) They were irritated by the status quo. (d) They had little energy to spare.
Last Answer : (c) They were irritated by the status quo.
Description : Select the incorrect statement. Harrison and Pelletier argued that managers should learn to avoid ... (a) Treating decisions with uncertain outcomes as though they had predictable results (b) ... and non-routine decisions. (d) Treating ad-hoc decisions as though they were everyday occurrences
Last Answer : (c) Mixing routine and non-routine decisions.
Description : Which of the following best expresses the difference between programmed and non-programmed decisions? (a) Occur under certainty or risk; occur under uncertainty or ambiguity (b) Made by managers ... rules cannot be developed (d) Have computer routines developed for them; are not computerized
Last Answer : (c) Handled with decision rules; decision rules cannot be developed
Description : Which of the following is not among the reasons for complexity of decisions? (a) Individuals have different risk propensities. (b) There are many criteria for making choices. (c) Decisions have immediate, short-term impact. ; (d) Managers often share decisions.
Last Answer : (c) Decisions have immediate, short-term impact. ;
Description : In an organization that has high centralization (a) Problem can be quickly and efficiently solved (b) The corporate headquarters is located centrally to branch offices (c) Top managers make ... merely carry out directions (d) All top-level officials are located within the same geographic area
Last Answer : (c) Top managers make all the decisions-lower-level managers merely carry out directions
Description : The forecasting model that pools the opinions of a group of experts or managers is known as the……… (a) sales force composition model ; (b) jury of executive opinion model (c) consumer market survey model ; (d) management coefficients model
Last Answer : (b) jury of executive opinion model
Description : Managers today realize that long-term success can be achieved primarily by satisfying the customer. Customers are demanding quicker service, higher quality, and more _____. (a) Value for their money ; (b) Personal attention ; (c) Variety in services ; (d) Online choices
Last Answer : (a) Value for their money ;
Description : When we classify managers according to their level in the organization they are described as _______. (a) Functional, staff and line managers (b) Top managers, middle managers and supervisors (c) High level and lower level managers ; (d) General managers and administrative managers
Last Answer : (b) Top managers, middle managers and supervisors
Description : Transformational leadership focuses on middle and first line managers. (a) True ; (b) False
Description : Which of the following management substitutes is characterized by formalization, inflexibility, and closely knit work groups? (a) Characteristics of subordinates. ; (b) Characteristics of managers. (c) Characteristics of the organization. ; (d) Characteristics of task.
Last Answer : (c) Characteristics of the organization. ;
Description : Many sophisticated techniques or tolls are useful in decision-making. Which of the following is a tool that helps managers figure out how much to produce and points out the relationship between revenues, ... Marginal analysis ; (b) Breakeven analysis ; (c) Ratio analysis ; (d) Financial analysis
Last Answer : (b) Breakeven analysis ;
Description : Do pets have the cognitive ability to 'punish' their owners? Has your dog (or other pet) ever punished you?
Last Answer : Gormless Prince would chew his bed to bits if we left him alone in the evening. I eventually stopped buying beds for him and would give him an old pillow to sleep on. I do think it was probably anxiety rather than punishment but I could be wrong.
Description : )To be successful in a functional organization, the PM must rely on: 1. Referent power 2. Formal authority 3. Informal power structure 4. Broad span of control 5. Both a and c
Last Answer : 5. Both a and c
Description : Should this kid be punished or rewarded?
Last Answer : Sounds like something that he was planning to sell. I vote for punishment.
Description : Can you think of an example of irresponsible behavior that was rewarded?
Last Answer : Any time Paris Hilton gets her ugly, skanky mug in the news.
Description : Post-World I territorial changes a. Rewarded Russia with territorial gains b. United Austria and Hungary c. Crated the Polish Corridor from German territory d. Strengthened the Ottoman empire
Last Answer : d. Strengthened the Ottoman empire