INTRODUCTION TO HSM

1. For most organizations, top management consists of ______.

a. any manager above the level of foreman

b. the chief executive officer, the president, and his or her vice presidents

c. the chief executive officer only

d. the chief executive officer and the president only

2. The management functions are ______.

a. planning, organizing, staffing, leading, and controlling

b. organizing, selling, accounting, leading, and controlling

c. planning, accounting, controlling, leading, and organizing

d. planning, organizing, selling, leading, and controlling

3. The categories of management roles are ______.

a. figurehead, leader, and liaison

b. monitor, disseminator, and spokesperson

c. interpersonal, decisional, and entrepreneur

d. interpersonal, informational, and decisional

4. The skills that all managers need are ______.

a. planning, organizing, and controlling

b. conceptual, technical, and human

c. effectiveness, efficiency, and planning

d. interpersonal, decisional, and informational

5. Which of the following is a reality of a manager’s job?

a. A manager’s job is less a science than an art.

b. Managers are self-starting, self-directing, and autonomous.

c. Managers have no regular duties to perform.

d. Managers are reflective and systematic planners.

MANAGEMENT TOUGHT
6. Classical management thinkers ______.

a. utilize the “it all depends” approach

b. utilize quantitative decision-making tools

c. look for the one best way to do something

d. realize that their most important and complex resource is people

7. The Hawthorne studies are an important foundation of the__________ approaches.

a. classical

b. human relations

c. administrative

d. quantitative

8 .Models, simulations, and queuing theory are examples of techniques found in the
__________ approach to management.

a. classical

b. quantitative

c. bureaucratic organization

d. modern

9. Which of the following statements does not accurately reflect the characteristics of
contingency theory?

a. Managers should draw on all past theories in attempting to ana-lyze and solve problems.

b. The best way to initially approach all management problems is through scientific
management.

c. The contingency approach is integrative in nature.

d. Managers should stay flexible and consider the alternatives and fallback positions when
defining and attacking problems.
10.In a fast-changing environment, the most effective method of improv-ing the quality
of a product would be ______.

a. Kaizen

b. bureaucracy

c. reengineering

d. management science

ANALYSIS OF EXTERNAL ENVIRONMENT

11. An organization that regularly affects and is affected by various and constantly
changing forces can be described as a(n) ______.

a. natural force

b. sociocultural force

c. open system

d. closed system

12. Of the following, which is a directly interactive force in an organiza-tion’s external

environment?

a. technological forces

b. leadership

c. economic forces

d. customers

13. Which of the following is not an indirectly interactive force in an organization’s

external environment?

a. sociocultural forces

b. competitive forces

c. legal/political forces

d. technological forces

14. The term organizational climate defines ______.

a. how the employees feel about working for the organization

b. how organizations share values, beliefs, habits, norms, philoso-phies, experiences, and
behaviors

c. what the company does best

d. a key concept that guides managers and their actions

15. Boundary spanning sources include all of the following except______.

a. customers

b. competitors

c. government statistics

d. core values

16. A manager’s first step in the decision-making process is to ______.

a. define the problem

b. identify limiting factors

c. develop potential alternatives

d. establish a control and evaluation system

17.When a manager knows what the problem is and what the alterna-tives are, the manager is
making the decision under the condition of______.

a. imperfect resources

b. risk

c. uncertainty

d. certainty

18.A quantitative technique for decision making that shows a complete picture of potential
alternative decision paths is called ______.

a. the Delphi technique

b. a decision tree

c. brainstorming
d. payback analysis

19.A group effort of generating alternative ideas that can help a man-ager solve a problem is
called ______.

a. the Delphi technique

b. out-of-the box thinking

c. brainstorming

d. the nominal group technique

20.All of the following are important strategies that a manager can use

to create a more effective decision-making environment except______.

a. encourage others to make decisions

b. be ready to try things

c. rely solely upon himself or herself

d. recognize the importance of quality information

21.The managerial function that provides direction, a common sense of purpose for the
organization through the development of goals and objectives, and the means to reach them is
______.

a. planning

b. controlling

c. leading

d. organizing

22.The statement that explains the primary purpose of the organization and why the
organization exists is the ______.

a. budget

b. strategic plan

c. mission statement

d. operational plan
23.Plans that usually span one year or less, are developed by middle man-agers, and are
concerned with what the major subsystems within each organization must do are ______.

a. strategic plans

b. tactical plans

c. operational plans

d. contingency plans

24.Goals that are established by top management and relate to where the organization wants
to be in the future are ______.

a. operational objectives

b. budgets

c. standing goals

d. strategic goals

25.All of the following are significant major barriers to effective plan-ning except a(n)
______.

a. lack of commitment to the planning process

b. overreliance on the planning department

c. overemphasis on the uncontrollable environmental factors

d. lack of focus on the long term

26.The unbroken line of relationships from the bottom to the top of an organization is called
the ______.

a. span of control

b. unity of command

c. division of labor

d. chain of command

27.The degree to which organizational tasks are subdivided into sepa-rate work jobs is called
______.

a. decentralization
b. division of labor

c. span of control

d. centralization

28.The formal and legitimate right of a manager to make decisions, give

orders, and allocate resources is known as ______.

a. accountability

b. power

c. authority

d. responsibility

29.The philosophy of management that focuses upon systematically retaining authority at the
top of the organization is called ______.

a. centralization

b. decentralization

c. departmentalization

d. specialization

30.Which of the following statements does not correctly characterize the difference between
the formal and the informal organization?

a. In the formal organization, the formal organization authority comes from the position.

b. Informal power follows the chain of command, but authority does not.

c. Leverage in the informal organization is informal power that goes with the person.

d. Groups give power in the informal organization.

Answers: 1.d 2.b 3.c 4.a 5.b

ORGANIZATIONAL STRUCTURE
1. Which of the following would characterize a mechanistic structure?

a. Free flow of information

b. Few rules and regulations

c. Centralized decision making

d. All of the above

2. Which of the following organizations would most likely have an organic structure?

a. A small organization utilizing small-batch technology in a changing environment

b. A young organization operating in a very stable environment

c. A large, old organization operating in a stable environment

d. An old organization operating with mass production

3. Which of the following is not one of the advantages of the functional structure?

a. Minimized duplication

b. Quick response time to changes in the environment

c. Well-defined channels of communication

d. Simplified training

4. Which of the following statements characterizes the matrix structure?

a. Communicating and coordination are decreased in the matrix structure.

b. The matrix structure is the best of all possible structures and has few disadvantages.

c. Although it’s flexible, the matrix structures will always adversely affect the motivation
level of the individual employee.

d. The matrix structure is flexible and combines the advantages of functional specialization
and the accountability of the divisional structure.

5. Which of the following is an important disadvantage of the team structure?

a. Large amounts of time are required for employee meetings and training.

b. It eliminates levels of management.

c. It hurts employee motivation.

d. Time required for decision making is increased.

Answers: 1.c 2.a 3.b 4.d 5.a.

 HUMAN RESOURCE MANAGEMENT AND
STAFFING
1. The primary purposes of staffing include all of the following except

a. disciplining employees.

b. finding employees.

c. hiring employees.

d. rewarding employees.

2. Affirmative action is defined as

a. any employment decision that harms one individual more than any other.

b. any employment decision that is based upon sexual conduct.

c. a law that requires employers to make an extra effort to employ protected groups.

d. any employment decision that harms one group more than another.

3. An in-depth study of all the positions in an organization is described as a

a. job evaluation.

b. job description.

c. job analysis.

d. job specification.

4.Any criterion of performance measure used as a basis for an employ-ment decision is a(n)

a. assessment center.

b. performance standard.

c. test.

d. None of the above.

5. All of the following would be considered a separation except a(n)

a. demotion.

b. layoff.
c. retirement.

d. firing.

Answers: 1.a 2.c 3.c 4. c 5.a

MOTIVATION
1. Motivational theories that emphasize the needs that motivate people are called

a. process theories.

b. goal-setting theories.

c. content theories.

d. path-goal theories.

2. All of the following are examples of hygiene factors except

a. the work itself.

b. salary.

c. company policies.

d. working conditions.

3. According to Alderfer’s ERG theory, existence needs can be described as

a. needs for satisfactory relationships with others.

b. calls for realizations of potential.

c. calls for the achievements of competence.

d. a person’s well being.

4. According to expectancy theory, the intensity of motivation functions is

a. very difficult to determine.

b. indirectly proportional to perceived rewards.

c. directly proportional to perceived or expected rewards.

d. indirectly proportional to expected rewards.

5. When a manager redesigns a job so that the job includes an increased number of
tasks, but does not address the issues of the quality of the challenge of the tasks, the
manager is utilizing

a. job depth.

b. job rotation.

c. job enrichment.

d. job enlargement.

Answers: 1.c 2.a 3. d 4.c 5. D

COMMUNICATION
1. Communication is complete when which of the following takes place?

a. Verbal expression

b. Face-to-face communication

c. Written reply

d. Mutual understanding

2. A return look of disdain without comment from an unhappy person may be

interpreted as a

a. verbal reply.

b. stereotype.

c. nonverbal communication.

d. semantics.

3. “Guess what I just heard about the manager’s new secretary?” typifies

a. feedback.

b. the grapevine.

c. noise.

d. downward communication.

Answers: 1.d 2.c 3. b

 QUALITY MANAGEMENT
1. The leading and recognized intellectual gurus of TQM include all of the following
except

a. Philip B. Crosby

b. Joseph M. Juran

c. W. Edwards Deming

d. William Dirft

2. In an effort to be successful, organizations must champion total qual-ity management

a. at lower management exclusively.

b. mostly toward top management.

c. toward all levels of management and employees.

d. to suppliers only.

3. Which TQM advocate authored the Fourteen Points of improvement regarding

quality control?

a. Walter R. Shewhart

b. Philip B. Crosby

c. W. Edwards Deming

d. Joseph M. Juran

4. An undaunted acceptance and commitment for total quality management means that
people must do which of the following?

a. Change

b. Energize

c. Behave

d. Dominate

5. Within the TQM environment, suppliers and customers are thought of as what kind
of partners?
a. Controllable

b. External

c. Demanding

d. Buying

Answers: 1.d 2.c 3. c 4.a 5. b