管理学原理习题

Chapter One Managers and Management


Multiple Choice Questions

1 When we classify managers according by 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
2 Conceptual skills relate to a manager’s ability to
a take a strategic view of how the parts of the organization function
b solve detailed problems in groups
c correctly evaluate organizational problems
d understand and interact effectively with others in the organization
3 The ability to build networks and power bases that increase one’s power in the organization is referred to as _____
a influence skill
b political skill
c controlling
d strategic skill
4 A manager is someone who
a actually performs the service or produces the product
b works anonymously behind the scenes
c sets the goals of the organization
d supervises the work of others
5 Which of the following skills is most important for top managers (CEO’s)
a Interpersonal
b Technical
c Functional
d Conceptual
6 A manager who has a reputation for being open and honest and understands how to motivate employees and customers is said to have good ________ skills
a sales
b political
c Interpersonal
d technical
7 Annie’s Pies produces cakes and pies that come in 207 different flavors that are shipped across the USA Each week 3 or 4 new flavors are added Annie’s produces high quality cakes and pies using the best ingredients it wastes little and few employees work overtime because the business operates
a effectively
b reliably
c efficiently
d flexibly
8 Doing a job in a way that achieves results without wasting any resources is referred to as being ______
a effective
b efficient
c conservative
d Both a and b
9 The importance of managerial roles varies depending on the _____
a manager’s salary
b manager’s acceptance by the employees
c size of the organization
d length of time the manager has worked in the organization
10 According to Mintzberg which management category includes the roles of figurehead leader and liaison
a interpersonal
b informational
c decisional
d planning
11 Which of the following roles is categorized as a decisional role
a Monitor
b Disseminator
c Resource allocator
d Leader
12 An organization must contain all except which of the following characteristics
a purpose
b people
c structure
d product
13 An organization is commonly considered a
a systematic arrangement of people to sell goods or services
b structural grouping of people to accomplish a set of objectives
c structural grouping of managers and subordinates who are attempting to increase profits
d systematic grouping of people to establish procedures rules and regulations
14 Operatives can BEST be described as
a Those who actually do the tasks of an organization
b Those who work anonymously behind the scenes
c Manual laborers
d Those who supervise others
15 The managers who work most closely with the operatives are known as
a top management
b middle management
c firstline managers
d operative managers
16 The level of management that translates the goals of the organization into specific plans that lowerlevel managers can perform is known as
a top management
b middle management
c firstline managers
d operative managers
17 _____ are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members
a Operatives
b Top managers
c Middle managers
d Firstline supervisors
18 Performing the task right and considering the relationship between inputs and outputs is
a effectiveness
b goal attainment
c efficiency
d a management characteristic
19 If you get more output for a given input you have
a decreased effectiveness
b increased effectiveness
c decreased efficiency
d increased efficiency
20 In an organization _____ translate(s) into goal attainment
a effectiveness
b efficiency
c resource minimization
d managerial functions
21 If a college cuts the cost of an education by using mostly parttime faculty and at the same time fails to adequately educate its students it can be said to be doing the wrong things well In other words the college is
a efficient and effective
b efficient but not effective
c effective but not efficient
d neither efficient nor effective
22 Tim＇s Tire Shop is concerned only with using the least amount of labor possible as it repairsreplaces the tires of its customers Its primary goal is
a effectiveness
b goal attainment
c efficiency
d management characteristics
23 All of the following are included in the four components of the management process except
a planning
b organizing
c leading
d delegating
24 Mintzberg grouped the ten managerial roles into three primary headings Which of the following is not one of these headings
a interpersonal relationships
b transfer of information
c planning
d decision making
25 As managers move up the organization they do less
a leading
b controlling
c planning
d organizing
26 Which of the following roles is most important for managers in small firms
a disseminator
b leader
c spokesperson
d figurehead
27 Katz developed four critical skills that managers must possess Which of the following is not one of those four skills
a conceptual
b interpersonal
c technical
d connection
28 Angelo is well known for his skills in using the advanced programming software of the engineering field In fact it was his specialized knowledge that led to his promotion as manager Which managerial skill is Angelo demonstrating
a conceptual
b interpersonal
c technical
d political
29 Nancy’s strength as a manager lies in her ability to work with people She is able to work with motivate and lead others easily Nancy is demonstrating which managerial skill
a conceptual
b interpersonal
c technical
d political
30 Which of the following is not true about operatives
a They have no responsibility for overseeing the work of others
b They work directly on a job or task
c They have no more than four employees who report directly to them
d A person on an assembly line could be described as an operative
31 The managerial concept that focuses on task completion is
a efficiency
b of little concern for firstline managers
c mostly the job of top managers
d effectiveness
32 Which one of the following best demonstrates the concept of efficient management
a Getting activities completed
b Maximizing output
c Maintaining output with fewer resources
d Increasing output and input
33 When a manager fails to complete the department＇s tasks but has used the resources sparingly and wisely the results are said to be
a efficient and effective
b efficient and ineffective
c inefficient and effective
d inefficient and ineffective
34 The planning function of management includes
a directing the activities of others
b monitoring an organization＇s performance
c comparing actual results with plans
d establishing an organization＇s goals
35 The organizing function of management includes
a how tasks are to be grouped
b conflict resolution among subordinates
c comparison of actual results with a budget
d definition of an organization＇s goals
36 The activities of motivating employees directing others selecting the most effective communication channels and resolving conflicts refer to which management function
a planning
b organizing
c leading
d controlling
37 When a famous speaker Such as the President of the United States addresses a college graduating class he or she is exhibiting Mintzberg＇s role of
a liaison
b disturbance handler
c disseminator
d figurehead
38 Concerning Mintzberg＇s managerial roles which of the following statements is MOST accurate
a Managers perform essentially different roles in different types of organizations
b Managers perform essentially different roles at different levels of an organization
c The emphasis managers give the various roles differs with various organizational levels
d Roles of figurehead disseminator and liaison seem to be most appropriate for firstline managers
39 Which of the following statements is LEAST correct
a Regardless of the organizational level managers perform essentially the same functions
b Most managerial functions are the same throughout the world
c Small or large organizations perform essentially the same functions
d The entrepreneurial role is more prevalent in small organizations than in large ones
40 Management is BEST described as the process of
a personally completing tasks in an efficient manner
b efficiently completing tasks with the help of others
c using scarce resources to minimize output
d organizing activities over a long period of time
Chapter Three Foundations of Planning


Multiple Choice Questions

1 Which of the following is not included in the definition of planning
a Define the organization’s objectives or goals
b Establish an overall strategy for achieving these objectives or goals
c Allocate resources and develop a chain of communication
d Develop a hierarchy of plans to integrate and coordinate activities
2 Which of the following is an argument against formal planning
a Planning focuses on the future
b Planning may create rigidity
c Planning replaces creativity
d Planning ignores prior successes
3 Which of following is not one of the reasons why managers should engage in planning as that was stated in the text
a Planning reduces cost
b Planning minimizes waste and redundancy
c Planning provides direction
d Planning facilitates control
4 Plans that determine specific details about organizational objectives that are to be achieved are called
a strategic plans
b tactical plans
c longterm plans
d detailed plans
5 Successful plans may provide
a a false sense of security
b only success
c increased awareness of the environment
d increased awareness of change
6 Which of the following statements is MOST accurate
a Many studies confirm the positive relationship between planning and performance
b All organizations that plan extensively outperform those that plan less formally
c All organizations that plan outperform those that do not
d Many studies confirm that planning does not lead to greater performance because labor unions are weak
7 _____ plans are differentiated by their breadth
a Directional and specific
b Single use and standing
c Strategic and tactical
d Longterm and shortterm
8 Which of the following is not a popular way to describe plans
a breadth
b time frame
c specificity
d length
9 Tactical and strategic plans differ in all of the following ways except
a time frame
b scope
c known set of organizational objectives
d environmental effects
10 The greater the uncertainty the more plans should be of the _____ variety
a longterm
b shortterm
c intermediate in length
d rigid
11 When uncertainty is high and management must maintain flexibility which of the following types of plans are preferable
a longterm plans
b no plans
c directional plans
d specific plans
12 Which type of plan is used to meet a particular or unique situation
a tactical plan
b operational plan
c singleuse plan
d standing plan
13 Which of the following is not a step in objective setting
a Specify deadlines
b Allow the employee to actively participate
c Link rewards to effort
d Prioritize goals
14 Each MBO objective must have
a a percentage change specified
b a concise time period
c a reference to quality
d a specified dollar amount
15 MBO advocates participative goal setting Research comparing participative set and assigned goals on performance
a shows consistently higher performance with participatively set goals
b shows consistently lower performance with participatively set goals
c has not shown any strong or consistent relationships
d has been biased by the researchers
16 Which of the following is not an ingredient in MBO programs
a goal specificity
b participative decision making
c performance feedback
d general time period
17 According to the philosophy of MBO
a Feedback occurs at the annual performance review
b Goals follow a topdown approach
c Goals typically are broad general statements of intent
d Constant feedback is provided
18 MBO assists in answering What＇s in it for me as an employee by
a Linking rewards to goal attainment
b Identifying employees＇ key job tasks
c Allowing employees to participate actively
d Prioritizing goals
19 Managers can overcome the criticisms of management by objectives by
a ensuring that employees have multiple goals
b treating MBO as a singleevent activity
c punishing employees who fail to achieve goals
d rewarding employees for setting easy goals
20 Which of the following is not a component of the MBO process
a Objectives are determined jointly by subordinates and supervisor
b Progress towards objectives is reviewed every three months
c Employees are given ratings based on reaching specific targets
d Rewards are based on progress towards achieving objectives
21 Which of the following is a ninestep process that involves strategic planning implementation and evaluation
a decisionmaking process
b strategic management process
c tactical management process
d longrange planning process
22 In environmental SWOT analysis the external organizational position is analyzed according to its
a strengths and weaknesses
b opportunities and weaknesses
c strengths and threats
d opportunities and threats
23 The starting point in strategic management process is usually
a analyzing current mission strategies and objectives
b identifying opportunities and threats
c conducting an environmental scan
d identifying opportunities and weaknesses
24 After analyzing and learning about the environment management needs to evaluate opportunities and threats Opportunities are
a internal resources
b unmet needs
c positive external environmental factors
d internal competitive strategies
25 Which of the following is NOT a grand strategy that an organization can use for defining its allencompassing focus
a Stability strategy
b Market gain strategy
c Growth strategy
d Combination strategy
26 Tim＇s Company is analyzing the technology that allows it to produce wireless communication equipment for less money This technological breakthrough for Tim＇s Company is which of the following
a strength
b weakness
c opportunity
d threat
27 SWOT analysis
a Matches the organization＇s competencies with its environmental forces
b Sometimes involves industrial espionage tactics
c Occurs during the mission statement formulation
d Is most useful for helping an organization sustain its competitive
28 The type of organizational strategy that emphasized increasing market share or the level of an organization＇s operations is called
a Stability Strategy
b Combination strategy
c Market gain strategy
d None of the above
29 When Northwest Airlines began serving its own inflight meals which of the following strategies was it pursuing
a growth
b stability
c retrenchment
d combination
30 Larry＇s Company is in the process of buying a smaller competitor and incorporating that company＇s resources into his business This is an example of which of the following types of strategies
a merger
b stability
c retrenchment
d acquisition
31 Strategy formulation involves__________
a developing and evaluating a set of alternative strategies
b evaluating a set of alternative strategies and selecting the best for each level
c selecting a strategy that will increase the level of operations
d completing a SWOT analysis
32 Susan＇s Ceramics is expanding the size of its unfinished products while decreasing the amount of firing and finishing of products it does This is known as which of the following strategies
a growth
b stability
c retrenchment
d combination
33 A company states that its product is reliable even to the extent of never needing a service call such as Maytag is practicing which of the following competitive strategies
a costleadership strategy
b differentiation strategy
c focus strategy
d retrenchment strategy
34 Lila＇s Luscious Lips produces a cherry flavored lipstick and is targeting the teen girl who is between 12 and 14 years old The strategy pursued is
a cost leadership
b differentiation
c focus
d segmentation
35 The premise behind _____ is to design in quality as the product is being made
a six sigma
b TQM
c reengineering
d benchmarking
36 A large discount store like WalMart whose primary goal is to have the lowest prices in the industry is using which of the following strategies to maintain a competitive advantage
a costleadership strategy
b differentiation strategy
c focus strategy
d retrenchment strategy
37 According to Michael Porter the goal of the focus strategy is to
a exploit a narrow segment of the market
b seek competitive advantages in large market segments
c use technological innovation to target customers more accurately
d bring suppliers and distributors together and combine efforts
38 Who determines employee goals in MBO
a employees
b managers
c managers and employees
d managers and the CEO
39 The basic idea in _____ is that management can improve quality by analyzing and copying the methods of the leaders in the field
a reengineering
b benchmarking
c TQM
d six sigma
40 Which of the following is not a competitive strategy that a business may use in order to gain a distinct advantage according to Michael Porter
a retrenchment
b costleadership
c focus
d differentiation


Chapter Four Foundations of Decision Making


Multiple Choice Questions

1 __________ is not one of the eight steps in the decision making process
a Identifying the problem
b Analyzing alternative solutions
c Implementing the decision
d Delegating the decision making
2 Which of the following sequences is correct for the decisionmaking Process
a Identify decision criteria analyze alternatives allocate weights to criteria
b Analyze alternatives select an alternative implement the alternative
c Select an alternative evaluate decision effectiveness weight the criteria
d Analyze alternatives develop alternatives allocate weights to criteria
3 Once a problem is formulated the next step is to
a Select an alternative
b List all possible Solutions
c Observe a discrepancy
d Decide what is critical in the decision
4 When a manager who is contemplating all the features a new purchase should have prioritizes the most important he or she is practicing
a selection of criteria
b problem formulation
c weighting of criteria
d analyzing alternatives
5 After implementation has been accomplished
a The decisionmaking process is complete
b The control function of management become important
c The alternatives are ranked
d The manager must complete written evaluation forms
6 When a plant manager who is trying to reduce turnover of production workers notices that turnover has decreased by 10 percent four months after he instituted a new training program at which step in the rational decisionmaking process is this manager
a Identify the problem
b Evaluate the decision criteria
c Analyze the alternatives
d Evaluate the results
7 According to the concept of bounded rationality decision makers are limited by _______
a less than complete information
b environment
c time
d All of the above
8 __________ is selecting the first minimally acceptable alternative
a Bounded rationality
b Unbounded rationality
c Satisficing
d Rational decisionmaking
9 Suppose that you need a math elective to take in order to graduate There are five different courses you could take You call one friend and on the basis of her terrific experience in one course you choose that one What would Herbert Simon call what you have just done
a Bounded rationality
b Unbounded rationality
c Escalation of commitment
d Rational decisionmaking
10 ______________ occurs when a manager purchases stock in a company and refuses to sell it even after it has dropped 40 percent in value over the past 6 months
a Optimizing
b Satisficing
c Bounded Rationality
d Escalation of Commitment
11 ____________ is one of the disadvantages of group decisions that typically results in groups that are very cohesive
a Conflict
b Groupthink
c Domination
d Compromise
12 Which of the following is an advantage of group decisionmaking when compared to individual decisionmaking
a The group process takes less time
b Groupthink may occur
c More decision alternatives are generated
d One person can dominate the group
13 Bounded rationality refers to the idea that
a Managers are bound by ethical considerations to be rational
b Managers will promote rationalization as an aid to decision making
c Managers employ model construction to simplify decision making
d Managers are to behave according to rational guidelines within the bounds of their authority in the workplace
14 The tendency for decision makers to base their judgments on information that is readily accessible to them is best described as
a Escalation of commitment
b Representative heuristic
c Bounded rationality
d None of the above
15 Decision making under risk means ____________
a the decision has no data on which to base his or her decision
b the decision maker is used to dealing with highrisk situations
c the decision maker knows all of the risks involved in the situation
d the decision maker can estimate the risk involved in making a decision
16 How do managers know when they have a disparity or discrepancy in the decisionmaking process The best way is to compare their current state and some standard Which of the following would not be a relevant standard
a previously set goals
b past performance
c the performance of some unit in or out of the organization
d use future projections
17 Putting a decision into action and conveying the decision to the persons who will be affected by it is known as
a problem identification
b decision implementation
c rational decision making
d irrational decision making
18 When decisions must be made with limited information because full knowledge of the problem is unavailable and the probability of outcomes is unknown the condition of __________ exists
a uncertainty
b certainty
c risk
d bounded rationality
19 Which of the following is not an assumption of the rational decisionmaking model
a The problem is clear and unambiguous
b A single welldefined goal is to be achieved
c Preferences change slowly
d Final choice will maximize economic payoff
20 Creativity is formed when the elements of creative skills expertise and _____ intersect
a personality
b experience
c task motivation
d None of the above
21 In the decisionmaking process known as bounded rationality
a the final choice maximizes economic payoff
b the final choice minimizes economic payoff
c the first choice that is good enough is chosen
d all good enough choices are selected
22 Jane just conducted the performance appraisals of five of her employees Her appraisal was heavily influenced by the performance of the individuals during the last month Jane＇s bias is an example of
a availability heuristic
b representative heuristic
c escalation of commitment
d optimal decision making
23 The decisionmaking process concludes with
a analysis of alternatives
b identification of a problem
c identification of decision criteria
d evaluation of decision effectiveness
24 Problems where information is ambiguous or incomplete are which type of problem
a wellstructured
b illstructured
c programmed
d nonprogrammed
25 Wellstructured problems are
a New
b Closely aligned with the assumptions of perfect rationality
c Ambiguous
d Characterized by limited information
26 When a decision maker relies on a programmed decision he or She
a may fall back on rules procedures or policies
b will develop many alternatives from which to select a solution
c will spend considerable time on the decision
d must be dealing with a unique or unusual problem
27 A procedure can be defined as a
a method to guide a manager＇s thinking in one general direction
b hierarchy of authority relationships in an organization
c series of interrelated sequential steps for problem solving
d collection of explicit statements about what a manager can or cannot do
28 A rule is BEST described by which of the following
a A general guideline designed to direct a manager＇s focus
b A series of interrelated sequential steps
c A prohibition against desired activity
d An explicit and specific statement of correct behavior
29 A policy typically contains
a parameters to constrain behavior not specific rules
b nothing but explicit unambiguous terminology
c a sequence of steps to follow for approved decision making
d specific rules
30 Whenever possible we promote from within is an example of which of the following
a rule
b procedure
c policy
d nonprogrammed decision
31 Only employees with topsecret clearance may enter the sealed room is an example of a
a rule
b procedure
c policy
d nonprogrammed decision
32 As managers move up the organizational hierarchy problems are more likely to become
a wellstructured
b illstructured
c programmed
d nonprogrammed
33 A conceptual style of decisionmaking reflects an individual who
a thinks intuitively and has a low tolerance for ambiguity
b thinks rationally and has a high tolerance for ambiguity
c thinks intuitively and has a high tolerance for ambiguity
d thinks rationally and has a low tolerance for ambiguity
34 Peggy Juarez uses a decisionmaking style characterized by low tolerance for ambiguity and a rational way of thinking They generally turn out to be fast decisions of a short run nature What style does Peggy use
a analytic
b conceptual
c directive
d behavioral
35 Which of the following is not true about group decisions
a Group decisions are faster
b Group decisions tend to be more accurate
c Group decisions are more creative
d Group decisions are more widely accepted
36 Group decisions will usually be Superior to individual decisions when
a speed is a concern
b accuracy is critical
c minimizing the tendency of groupthink is important
d flexibility is needed
37 Which of the following is NOT an example of a situation in which groupthink occurs
a Group members rationalize any resistance to the assumptions they have made
b Group members apply direct pressure on those who express doubts
c Group members avoid openly showing lack of consensus
d Group members question those who are silent and try to sway them
38 Bounded rationality differs from the rational model in that decision makers
a act irrationally
b focus on easytofind choices
c seek advice from employees
d act outside the boundaries set by their organizations
39 Which of the following is not a method by which group decision making can be improved
a brainstorming
b nominal group technique
c groupthink
d electronic meetings
40 The basic premise for the decisionmaking model is that individuals differ along two dimensions
a degree of risk preference and position within the organizational hierarchy
b experience and communication skills
c way they think and tolerance for ambiguity
d personality and attention to detail

Chapter Five Basic Organization Designs


Multiple Choice Questions

1 Determining where decisions are made in the organization＇s hierarchy
a defines spatial differentiation
b refers to work specialization
c defines the degree of centralization
d refers to the process of organization design
2 The idea that jobs should be broken down into the simplest of steps with one step generally assigned to each individual refers to
a span of control
b work specialization
c chain of command
d line authority
3 The MAIN problem to be expected when unity of command principle is ignored is that
a employees have potential trouble coping with conflicting Priorities and demands
b supervisors cannot keep abreast of what all their subordinates are doing
c decision making is slow
d there is not enough flexibility
4 Authority is to a Specific position as ____________ is to an individual
a decision making
b responsibility
c span of control
d power
5 Which of the following statements is LEAST accurate regarding power
a Functional departments are wedges in the core
b The closer one is to the outer edge of the core the more Power one has
c The organization＇s hierarchy is directly represented at the edge of the core
d The closer one is to the power core the more influence one has on decisions
6 The rights inherent in one＇s job constitute _____________ while the capacity to influence decisions is _______________
a power authority
b power responsibility
c authority responsibility
d authority power
7 Concerning the span of control early management writers believed that
a stronger managers should have a larger span of control
b top managers should have a larger span of control
c lowerlevel managers should have a larger span of control
d new managers should have a larger span of control
8 A _____ span of control is associated with many levels of management which gives rise to a _____ organizational structure
a wide tall
b wide flat
c narrow tall
d narrow flat
9 _________ involves the delegation of decisionmaking and authority to lower levels in the organization
a Decentralization
b Departmentalization
c Specialization
d Centralization
10 In a consulting firm the consultants have _____ authority since their work directly contributes to the bottom line whereas consultants in a manufacturing firm have _____ authority because they are used in an advisory capacity
a planning line
b organizing staff
c line staff
d controlling line
11 Which of the following is NOT likely to result from increasing the number of levels and layers of management in an organization
a Overhead costs increase
b Decision making can be slowed greatly
c Direct contact with the client or customer may be lost
d The organization gains additional competitive advantage
12 The number of persons reporting directly to a single manager is an organizational issue relating to __________
a functional authority
b centralization
c line and staff relationships
d span of control
13 The wider the span of control the more the organization will tend to __________
a have many levels of management
b be more costly than organizations with narrower spans of control
c have flat structures
d have tall structures
14 Which of the elements of structure includes making efficient use of workers＇ diverse skills
a work specialization
b authority
c chain of command
d departmentalization
15 Terri must constantly report to the department chair as well as her immediate supervisor Which of the following is being violated
a work specialization
b unity of command
c span of control
d departmentalization
16 Which of the following is not a contingency variable that determines the appropriate span of control for managers
a employee training
b task complexity
c management style preferences
d expenses
17 Those managers whose organizational function contributes directly to the achievement of organizational objectives have
a span of control
b line authority
c staff authority
d responsibility
18 A purchasing department may be created because the hospital administrator cannot effectively handle all purchasing What type of position authority has been created
a accountability
b line authority
c staff authority
d responsibility
19 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
20 Jim has the ability to dock paychecks of employees who arrive at work past 905 AM What kind of power does Jim possess
a coercive power
b legitimate power
c expert power
d referent power
21 Harry is the only person who fully understands the new computer network in the office area Whenever someone has questions he goes to Harry Harry has _____ power
a coercive
b reward
c expert
d referent
22 A manager who organizes his or her plant by separating engineering accounting human resources and purchasing is using _____ departmentalization
a functional
b product
c customer
d geographic
23 An organization that groups activities according to women＇s footwear men＇s footwear apparel accessories and leggings would use _____ departmentalization
a functional
b product
c customer
d geographic
24 The grouping of activities by work or customer flow is which of the following
a functional departmentalization
b process departmentalization
c customer departmentalization
d geographic departmentalization
25 When a divisional structure is superimposed over a functional structure the type of structure that results is called a _________organization
a functional
b divisional
c matrix
d product
26 A structure that is high in specialization formalization and centralization is a(n)
a strategic organization
b mechanistic organization
c organic organization
d matrix organization
27 Frederic works in an organization where a large amount of collaboration occurs and decisionmaking authority is decentralized There are few rules and duties are adaptable This is an example of which of the following
a strategic organization
b mechanistic organization
c organic organization
d bureaucracy
28 Which of the following statements is INCONSISTENT with the relationship between strategy and structure
a A change in strategy is followed by a change in structure
b Strategy is a major influence on structure
c A change in structure will result in a change in strategy
d None of the above are inconsistent with the relationship between strategy and structure
29 If the strategy of a company is to compete based on costleadership that requires stability and efficiency which of the following structures will be most effective
a strategic organization
b mechanistic organization
c organic organization
d matrix organization
30 An organization that uses technology which is nonroutine will probably find which structure to be most effective
a strategic organization
b mechanistic organization
c organic organization
d bureaucracy
31 Global competition that requires accelerated product innovation and increased demands by consumers for higher quality and faster deliveries is requiring organizations to adapt to which type of structure in order to be able to compete effectively
a strategic organization
b mechanistic organization
c organic organization
d bureaucracy
32 ______ is a characteristic of the matrix organizational structure
a A high degree of centralization
b A dualreporting relationship
c A lack of flexibility
d A lack of functional specialization
33 The _____ structure is an organization design made up of selfcontained units
a functional
b simple
c divisional
d matrix
34 In a teambased structure _____ make(s) the decisions that affect the team
a top management
b middle management
c firstline management
d team members
35 Which of the following is LEAST likely to be a disadvantage of the functional structure
a Little crosstraining among managers
b Optimization of goals at the department level rather than the organizational level
c Insulation among various departments that often results in suboptimization of organizational goals
d Duplication of facilities people and information
36 A major advantage of the simple structure is
a Clear responsibility and accountability
b Low risk
c Appropriateness for almost any business
d Ability to build managers through participative decision making
37 Which of the following statements is INCORRECT regarding divisional structures
a A divisional structure＇s roots are based in Product departmentalization
b A major disadvantage of a divisional structure is its duplication of resources
c A divisional structure manager is required to seek corporate approval for implementing tactical plans
d An advantage of the divisional structure is that it focuses on results
38 Which of the following is NOT a strength of the matrix structure
a The accountability of the divisional structure
b The efficiency from specialization attributable to the functional structure
c Elimination of the duplication of resources and facilities
d Minimizes ambiguity in reporting relationship
39 Which of the following Statements is TRUE with regard to boundaryless organization
a Boundaryless organizations are just flatter organizations that attempt to emulate simple structures
b When teams are put in place managers must find new ways to continue to base employee rewards on individual performance
c Team members will be rewarded for mastering multiple skills
d Supervisory evaluations will be the only evaluations
40 An organization＇s culture is
a a system of shared norms and beliefs
b an important determinant of its external environment
c best when top management centralizes decision making
d determined by the board of directors
Chapter Eight Motivating and Rewarding Employees


Multiple Choice Questions

1 The _____ theory of motivation specifically addresses the issues on which job enrichment focuses
a motivationhygiene
b expectancy
c McClelland’s need
d equity
2 According to Maslow a person who is looking for affection belongingness acceptance and friendship is at which need level
a physiological
b safety
c social
d esteem
3 Which of the following was not identified in the job characteristics model as a core job dimension
a skill ability
b task identity
c autonomy
d feedback
4 According to ______ theory motivation is a function of how much we want something and how likely we think we are to get it
a equity
b expectancy
c reinforcement
d motivationhygiene
5 Of the factors listed below which one would most likely cause an employee to produce a low efforttoperformance linkage
a The company keeps its pay policies confidential
b The employee does not have confidence in his or her level of ability
c Management increases standards for receiving a bonus when workers start increasing productivity
d The employee feels that the organization’s does not provide adequate pay levels
6 In applying equity theory in the workplace effective managers realize that
a overrewarded employees perform best
b underrewarded employees perform best
c for rewards to motivate employees employees must perceive them as being fair
d employees must consider their outcomes equal to the outcomes of their coworkers
7 Which of the following is not a key component in the definition of motivation
a effort
b organizational goals
c hierarchy
d needs
8 Maslow＇s hierarchy of needs proposes that an individual begins by satisfying _____ needs
a selfactualization
b esteem
c physiological
d safety
9 According to Maslow when does a need stop motivating
a When the situation changes
b When it is substantially satisfied
c When the person returns to a lowerlevel need
d Never
10 Which of the following statements would a Theory Y manager consider to be true
a Employees dislike work
b Employees must be coerced controlled or threatened
c Employees view work as being as natural as rest or play
d Employees will shirk responsibilities whenever possible
11 Factors that eliminate dissatisfaction are
a eliminators
b referents
c hygiene factors
d motivators
12 According to Herzberg which of the following is a motivator factor
a supervision
b salary
c status
d recognition
13 According to Herzberg which of the following is a hygiene factor
a salary
b responsibility
c achievement
d growth
14 The theory that intrinsic factors are related to job satisfaction and extrinsic factors are related to job dissatisfaction is
a Maslow＇s hierarchy of needs
b McGregor＇s Theory X and Theory Y
c Vroom＇s expectancy theory
d Herzberg＇s motivationhygiene theory
15 When an individual is characterized by a need to constantly do better to accomplish rather difficult goals and to succeed he or she has
a an external locus of control
b a high nAch
c an unfulfilled need for hygiene factors
d a high nAff
16 Jessica strives to develop friendships prefers to work in cooperative situations and works toward a high degree of mutual understanding in her relationships She is demonstrating which need
a achievement
b power
c recognition
d affiliation
17 Which of the following is a correct match between theory and the individual who developed it
a motivatonhygiene theory David McClelland
b equity theory J Stacey Adams
c hierarchy of needs theory Frederick Herzberg
d threeneeds theory Douglas McGregor
18 Equity theory recognizes that individuals are concerned with
a only absolute rewards
b their compensation package
c their rewards relative to others
d whether others perceive equity
19 On the basis of equity theory when employees perceive an inequity they might do all of the following except
a distort either their own or others’ inputs or outcomes
b behave so as to induce others to change their inputs or outcomes
c behave so as to change their personal inputs or outcomes
d work harder on their job
20 In equity theory propositions if paid according to quantity of production overrewarded employees will produce _____ than equitably paid employees
a fewer but higher quality units
b more and higher quality units
c more but lower quality units
d the same as but higher quality units
21 All of the following are needed in order for a person to view hisher job as meaningful work except
a skill variety
b task identity
c task significance
d autonomy
22 In the job characteristics model (JCM) the links between job dimensions and outcomes are moderated or adjusted by the strength of the _____ need
a security
b power
c growth
d affiliation
23 Which of the following is not true about the job characteristics model (JCM)
a The JCM provides a reasonably valid framework for defining the core characteristics in a cross section of jobs
b People who work on jobs with high core job dimensions are generally more motivated
c People who work on jobs with high core job dimensions are generally more productive
d Job dimensions directly affect personal and work outcomes
24 Which of the following is not one of the three variables that are central to Vroom＇s expectancy theory
a effortperformance
b performancereward
c effortreward
d attractiveness
25 The degree to which an individual believes that working at a particular level will generate a desired outcome is defined by the expectancy theory as
a value or valence
b attractiveness
c performancereward linkage
d effortperformance linkage
26 John is a salesperson for XYZ Corporation＇s Houston office If the salespeople meet their sales goals for the month they are given an allexpensepaid trip to a Denver Broncos football game Football is not one of Houston＇s favorite sports and the Denver Broncos are definitely not John＇s favorite team John＇s performance might be influenced by the _____ part of Vroom＇s expectancy theory
a effortperformance linkage
b performancereward linkage
c effortreward linkage
d attractiveness
27 A demotivating force in the _____ relationship is represented by the following After taking an examination you believed that you could not have passed regardless of the amount of preparation you had done
a behaviorreward
b expectancyfailure
c effortperformance
d individualperformance
28 At the top of Maslow＇s hierarchy of needs is
a esteem needs
b social needs
c selfactualization needs
d safety needs
29 Joan believes her employees are responsible creative and able to work with minimal direction she is a
a theory X manager
b theory Y manager
c theory Z manager
d contingency theory manager
30 The two factors in Herzberg＇s theory are motivators and ______
a growth
b hygiene
c power
d achievement
31 The _____ theory of motivation is based on the premise that employees compare their inputs and outcomes to other people in a similar situation to determine if they are being fairly treated
a expectancy
b equity
c McClelland needs
d motivationhygiene
32 The bestknown theory of motivation is which of the following
a Maslow＇s hierarchy of needs
b McGregor＇s Theory X and Theory Y
c Herzberg＇s motivationhygiene theory
d McClelland＇s threeneed theory
33 John has a job that pays well he desires to make a contribution to the organization and he has an active social life His overpowering drive now is to become all that he is capable of becoming At which level is John
a selfactualization
b safety
c social
d esteem
34 According to McClelland which of the following needs focuses on the need to make others behave in a way that they would not have behaved otherwise
a achievement
b power
c recognition
d affiliation
35 In equity theory propositions if paid according to quantity of production underrewarded employees will produce a _____ units in comparison with equitably paid employees
a small number of high quality
b small number of low quality
c large number of low quality
d large number of high quality
36 Technical and professional employees are typically motivated by
a money
b promotions
c autonomy
d commitment to their employer
37 Which of the following statements about motivating minimumwage employee is faulse
a One of the toughest motivation challenges a manager faces is how to motivate minimumwage workers
b Minimumwage employees are motivated only by money
c Employee recognition programs can encourage high performance
d Job redesign can enhance the motivating potential of minimumwage employees
38 _____ isare a program that pays and rewards employees on the basis of skills knowledge or behavior that they possess
a Competencybased compensation
b Employee stock ownership programs
c Wages
d Payforperformance programs
39 _____ is a special type of parttime work in which two or more individuals split a traditional job
a Jobsharing
b Telecommuting
c Compressed workweek
d Flextime
40 _____ employees do their work at home on a computer that is linked to their office
a Flextime
b Telecommuting
c Jobsharing
d Parttime


Chapter Nine Leadership and Trust


Multiple Choice Questions

1 The Blake and Mouton managerial grid is a part of which group of approaches
a Trait
b Situation
c Transformational
d Behavioral
2 __________ leaders usually make decisions on their own and announce them to their direct reports
a Autocratic
b Democratic
c Participative
d Charismatic
3 A leader who involves employees in decisionmaking delegates authority and gathers input from employees but makes the final decision hisherself is using the _____ style of leadership
a democraticparticipative
b laissezfaire
c autocratic
d democraticconsultative
4 Fiedler’s LPC theory states that task oriented leaders are more effective in situations that are
a highly complex
b either highly favorable or highly unfavorable
c moderately favorable
d either moderately favorable or highly unfavorable
5 In moderately favorable situations according to Fiedler which leader performs better
a Structure oriented
b Position oriented
c Task oriented
d Relationship oriented
6 According to House’s pathgoal theory a(n) ___________ leader is one who actively seeks subordinate and group suggestions and opinions when making decisions that affect them
a directive leader
b supportive leader
c achievementoriented leader
d participative leader
7 The ________ type of leader generally does not generate much emotion passion or excitement among his or her followers
a participative
b charismatic
c transformational
d transactional
8 ________ was the term used by researchers at Ohio State to describe the leadership behavior that is most similar to employeecentered behavior
a Participative leadership
b Initiatingstructure behavior
c Consideration behavior
d Participative behavior
9 What is the basic assumption of situational approaches to leadership
a Increasing worker job satisfaction through consideration behavior will get leaders the best results
b Initiating structure for employees by telling them what to do and how to do it is the most effective way to lead
c The appropriate leadership style varies from one set of circumstances to another
d Effective leaders possess certain traits that are situation specific
10 What score does Fiedler use to determine leader style
a Managerial Grid
b Task structure
c Leastpreferred coworker
d Leader position power
11 When there is a mismatch between leader’s style and the type of situation in which leaders find themselves Fiedler suggests that leaders
a change their style to fit the situation
b change the situation
c change both their leader style and the situation
d change subordinate expectations
12 Which of the following are the leadership styles described in House’s pathgoal theory
a participative directive achievementoriented and supportive
b autocratic consultative paternalistic and participative
c supportive bureaucratic participative and consultative
d directive autocratic bureaucratic and supportive
13 _____________ isare NOT one of the situational factors thought to influence the relationship between leader behavior and subordinate motivation to perform in the pathgoal theory
a Preferences of the leader
b Subordinate locus of control
c Characteristics of the work group
d Task structure
14 _______ is a situational leadership model
a The trait approach
b Transformational leadership
c Blake and Mouton’s Leadership Grid
d The Pathgoal theory
15 Which of the following is generally not true about a manager
a He or she is appointed
b He or she has legitimate power
c His or her influence is based on formal authority or position
d He or she emerges from a group
16 _____ isolate characteristics that differentiate leaders from nonleaders
a Trait theories
b Behavioral theories
c Contingency theories
d Transactional theories
17 A leader who allows his employees complete freedom to make decisions and to complete work in whatever way they think is best is using which leadership style
a democraticparticipative
b laissezfaire
c autocratic
d democraticconsultative
18 According to Lewin quantity of work accomplished was equal using which two types of leadership styles
a dictatorial and autocratic
b laissezfair and autocratic
c democratic and autocratic
d laissezfaire and democratic
19 According to Tannenbaum and Schmidt in the long run which leadership style should managers move toward
a autocratic
b laissezfaire
c democraticparticipative
d democraticconsultative
20 According to the University of Michigan studies leaders who were _____ were associated with higher group productivity and higher job satisfaction
a employeeoriented
b initiating
c considerate
d productionoriented
21 The _____ isare based on concern for people and concern for production
a University of Michigan studies
b managerial grid
c University of Iowa studies
d pathgoal theory
22 According to the managerial grid which management style occurs when efficiency in operations is the dominant orientation
a team management
b task management
c impoverished management
d country club management
23 All of the following are theories that attempted to isolate key situational variables in order to understand leadership success except
a the Fiedler model
b pathgoal theory
c Hersey and Blanchard＇s model
d the Ohio State Studies
24 Fiedler＇s LPC questionnaire purports to measure the leader＇s behavioral orientation as either _____ or _____
a initiating consideration initiating structure
b employeeoriented productionoriented
c taskoriented relationshiporiented
d delegating participating
25 Fiedler used all of the following to describe the leadership situation except
a leadermember relations
b task structure
c personal power
d position power
26 Which of the following BEST describes a leader
a Leaders can influence others beyond the formal authority of their position
b Leaders are appointed into their positions
c A leader always emerges from within the group
d Being a leader means also being a manager
27 Janice is a friendly and outgoing manager who constantly shows concerns for the needs of her employees According to House she is demonstrating which type of leadership style
a directive
b achievementoriented
c participative
d supportive
28 The _____ model of leadership behavior proposes that a leader should adjust his or her leadership style in accordance with the readiness of followers
a pathgoal
b leaderparticipation
c Fiedler＇s contingency
d situational leadership
29 _____ as defined by Hersey and Blanchard refers to the extent to which followers have the ability and the willingness to accomplish a specific task
a Training
b Readiness
c Preparedness
d Motivation
30 According to Hersey and Blanchard a low taskhigh relationship situation (S4) would require the _____ leadership style
a delegating
b telling
c participating
d selling
31 According to Hersey and Blanchard at R1 (an unable and unwilling follower) the leader＇s behavior should be
a high task and high relationship
b high task and low relationship
c low task and low relationship
d low task and low relationship
32 Leaders who inspire followers to transcend their own selfinterests for the good of the organization and are capable of having a profound and extraordinary effect on followers are _____ leaders
a democratic
b transformational
c transactional
d autocratic
33 Which of the following characteristic is not a dimension of trust
a competency
b integrity
c respectability
d consistency
34 Which of the following is not one of the team leader＇s roles
a liaison with external constituents
b conflict manager
c decision maker
d troubleshooter
35 Which of the following Hersey and Blanchard leadership styles is concerned with facilitating and communicating
a telling
b participating
c selling
d delegating
36 The managerial grid was an attempt by Blake and Mouton to
a discredit the University of Michigan and Ohio State University studies
b describe leadership style using dimensions similar to the University of Michigan and Ohio State studies
c explain leadership success using a decision tree
d predict managerial success using a production versus a people orientation
37 If a leader describes his or her least preferred coworker in relatively unfavorable terms according to Fiedler
a the leader would be classified as authoritarian
b the leader would be classified as taskoriented
c the leader would be classified as relationshiporiented
d none of the above
38 _____ trust is based on fear of reprisal if the trust is violated
a Individualbased
b Deterrencebased
c Knowledgebased
d Identificationbased
39 All except which of the following can replace the need for a leader
a Employee experience and professionalism
b Unambiguous and routine jobs
c Jobs that are intrinsically satisfying
d Ambiguous and nonroutine jobs
40 In which of the following situations would the pathgoal model suggest a consideration style of leadership
a When employees have wellstructured tasks
b When employees work in an organizational culture characterized as authoritarian
c When employees have low skill levels
d When employees have an external locus of control



Chapter Nine Leadership and Trust


Multiple Choice Questions

1 The Blake and Mouton managerial grid is a part of which group of approaches
a Trait
b Situation
c Transformational
d Behavioral
2 __________ leaders usually make decisions on their own and announce them to their direct reports
a Autocratic
b Democratic
c Participative
e Charismatic
3 A leader who involves employees in decisionmaking delegates authority and gathers input from employees but makes the final decision hisherself is using the _____ style of leadership
a democraticparticipative
b laissezfaire
c autocratic
d democraticconsultative
4 Fiedler’s LPC theory states that task oriented leaders are more effective in situations that are
a highly complex
b either highly favorable or highly unfavorable
c moderately favorable
d either moderately favorable or highly unfavorable
5 In moderately favorable situations according to Fiedler which leader performs better
a Structure oriented
b Position oriented
c Task oriented
d Relationship oriented
6 According to House’s pathgoal theory a(n) ___________ leader is one who actively seeks subordinate and group suggestions and opinions when making decisions that affect them
a directive leader
b supportive leader
c achievementoriented leader
d participative leader
7 The ________ type of leader generally does not generate much emotion passion or excitement among his or her followers
a participative
b charismatic
c transformational
d transactional
8 ________ was the term used by researchers at Ohio State to describe the leadership behavior that is most similar to employeecentered behavior
a Participative leadership
b Initiatingstructure behavior
c Consideration behavior
d Participative behavior
9 What is the basic assumption of situational approaches to leadership
a Increasing worker job satisfaction through consideration behavior will get leaders the best results
b Initiating structure for employees by telling them what to do and how to do it is the most effective way to lead
c The appropriate leadership style varies from one set of circumstances to another
d Effective leaders possess certain traits that are situation specific
10 What score does Fiedler use to determine leader style
a Managerial Grid
b Task structure
c Leastpreferred coworker
d Leader position power
11 When there is a mismatch between leader’s style and the type of situation in which leaders find themselves Fiedler suggests that leaders
a change their style to fit the situation
b change the situation
c change both their leader style and the situation
d change subordinate expectations
12 Which of the following are the leadership styles described in House’s pathgoal theory
a participative directive achievementoriented and supportive
b autocratic consultative paternalistic and participative
c supportive bureaucratic participative and consultative
d directive autocratic bureaucratic and supportive
13 _____________ isare NOT one of the situational factors thought to influence the relationship between leader behavior and subordinate motivation to perform in the pathgoal theory
a Preferences of the leader
b Subordinate locus of control
c Characteristics of the work group
d Task structure
14 _______ is a situational leadership model
a The trait approach
b Transformational leadership
c Blake and Mouton’s Leadership Grid
d The Pathgoal theory
15 Which of the following is generally not true about a manager
a He or she is appointed
b He or she has legitimate power
c His or her influence is based on formal authority or position
d He or she emerges from a group
16 _____ isolate characteristics that differentiate leaders from nonleaders
a Trait theories
b Behavioral theories
c Contingency theories
d Transactional theories
17 A leader who allows his employees complete freedom to make decisions and to complete work in whatever way they think is best is using which leadership style
a democraticparticipative
b laissezfaire
c autocratic
d democraticconsultative
18 According to Lewin quantity of work accomplished was equal using which two types of leadership styles
a dictatorial and autocratic
b laissezfair and autocratic
c democratic and autocratic
d laissezfaire and democratic
19 According to Tannenbaum and Schmidt in the long run which leadership style should managers move toward
a autocratic
b laissezfaire
c democraticparticipative
d democraticconsultative
20 According to the University of Michigan studies leaders who were _____ were associated with higher group productivity and higher job satisfaction
a employeeoriented
b initiating
c considerate
d productionoriented
21 The _____ isare based on concern for people and concern for production
a University of Michigan studies
b managerial grid
c University of Iowa studies
d pathgoal theory
22 According to the managerial grid which management style occurs when efficiency in operations is the dominant orientation
a team management
b task management
c impoverished management
d country club management
23 All of the following are theories that attempted to isolate key situational variables in order to understand leadership success except
a the Fiedler model
b pathgoal theory
c Hersey and Blanchard＇s model
d the Ohio State Studies
24 Fiedler＇s LPC questionnaire purports to measure the leader＇s behavioral orientation as either _____ or _____
a initiating consideration initiating structure
b employeeoriented productionoriented
c taskoriented relationshiporiented
d delegating participating
25 Fiedler used all of the following to describe the leadership situation except
a leadermember relations
b task structure
c personal power
d position power
26 Which of the following BEST describes a leader
a Leaders can influence others beyond the formal authority of their position
b Leaders are appointed into their positions
c A leader always emerges from within the group
d Being a leader means also being a manager
27 Janice is a friendly and outgoing manager who constantly shows concerns for the needs of her employees According to House she is demonstrating which type of leadership style
a directive
b achievementoriented
c participative
d supportive
28 The _____ model of leadership behavior proposes that a leader should adjust his or her leadership style in accordance with the readiness of followers
a pathgoal
b leaderparticipation
c Fiedler＇s contingency
d situational leadership
29 _____ as defined by Hersey and Blanchard refers to the extent to which followers have the ability and the willingness to accomplish a specific task
a Training
b Readiness
c Preparedness
d Motivation
30 According to Hersey and Blanchard a low taskhigh relationship situation (S4) would require the _____ leadership style
a delegating
b telling
c participating
d selling
31 According to Hersey and Blanchard at R1 (an unable and unwilling follower) the leader＇s behavior should be
a high task and high relationship
b high task and low relationship
c low task and low relationship
d low task and low relationship
32 Leaders who inspire followers to transcend their own selfinterests for the good of the organization and are capable of having a profound and extraordinary effect on followers are _____ leaders
a democratic
b transformational
c transactional
d autocratic
33 Which of the following characteristic is not a dimension of trust
a competency
b integrity
c respectability
d consistency
34 Which of the following is not one of the team leader＇s roles
a liaison with external constituents
b conflict manager
c decision maker
d troubleshooter
35 Which of the following Hersey and Blanchard leadership styles is concerned with facilitating and communicating
a telling
b participating
c selling
d delegating
36 The managerial grid was an attempt by Blake and Mouton to
a discredit the University of Michigan and Ohio State University studies
b describe leadership style using dimensions similar to the University of Michigan and Ohio State studies
c explain leadership success using a decision tree
d predict managerial success using a production versus a people orientation
37 If a leader describes his or her least preferred coworker in relatively unfavorable terms according to Fiedler
a the leader would be classified as authoritarian
b the leader would be classified as taskoriented
c the leader would be classified as relationshiporiented
d none of the above
38 _____ trust is based on fear of reprisal if the trust is violated
a Individualbased
b Deterrencebased
c Knowledgebased
d Identificationbased
39 All except which of the following can replace the need for a leader
a Employee experience and professionalism
b Unambiguous and routine jobs
c Jobs that are intrinsically satisfying
d Ambiguous and nonroutine jobs
40 In which of the following situations would the pathgoal model suggest a consideration style of leadership
a When employees have wellstructured tasks
b When employees work in an organizational culture characterized as authoritarian
c When employees have low skill levels
d When employees have an external locus of control




Chapter Eleven Foundations of Control


Multiple Choice Questions

1 The type of control system that focuses on such criteria as organizational values beliefs and traditions is
a market control
b organizational control
c bureaucratic control
d clan control
2 Which of the following is not a reason for the importance of control
a It ensures that the organization is moving toward established goals
b It is related to planning
c It allows managers to delegate
d It helps establish hierarchical relationships
3 A disadvantage of personal observation as a method for measuring performance is
a The level of coverage of performance activities is limited
b Infrequency
c The time involved
d Others’ biases
4 All of the following are characteristics of an effective control system except
a accuracy
b reasonable criteria
c low cost
d timeliness
5 Once actual result have been measured the next step in the control process is
a determination of goals consistent with organizational objectives
b comparisons between the plan and results
c checking measurements against established legal standards
d taking action to correct unfavorable variations from the plan
6 Which of the following statements is most accurate
a The bestknown form of feedforward control is direct observation
b Feedforward controls have the greatest impact on motivation
c The type of control most widely used is feedback control
d Feedback controls are designed to detect problems before they occur
7 The biggest problem with feedback controls is that
a It is difficult if not impossible to obtain the necessary information
b They are of little use as a motivational tool
c They do not provide the type of information needed to judge the accuracy of the planning process
d When significant deviations are detected the damage has already been done
8 The MAJOR problem with feedforward controls is that they
a are costly to implement
b are timeconsuming to implement
c require information that is often difficult or impossible to obtain
d indicate a problem only after it has occurred
9 The BESTKNOWN form of concurrent control is
a feedback
b decentralization
c internal selection
d direct supervision
10 Reviewing reports is a form of
a feedback control
b concurrent control
c feedforward control
d consecutive control
11 Control should be placed
a on all activities
b where there are problem areas
c on the single most important factor
d where there are costeffective
12 Informal control are recommended when
a Organizational size is large
b Importance of an activity is low
c Decentralization is high
d Organizational culture is threatening
13 The last step in the control process is to
a establish standards
b determine the need for corrective action
c compare performance against standards
d measure performance
14 The _____ the more managers will be informal personal management by walking around
a greater the degree of decentralization
b greater the degree of centralization
c smaller the organization
d smaller the span of control
15 Very large organizations have ___________ controls
a highly formal impersonal feedback
b highly informal impersonal feedback
c highly formal personal feedback
d highly informal personal feedback
16 Controls in organizations with more open and supportive the cultures are
a formal externally imposed impersonal
b informal self controlled
c informal personal management by walking around
d elaborate formal
17 The more important the activity and the more centralized the organization the
a more elaborate comprehensive formal rules and regulations
b more loose informal controls
c more informal management by walking around
d less elaborate comprehensive controls formal rules and regulations
18 Which of the following is not a feedforward control measure for reducing employee theft and fraud
a Prehire screening
b Antitheft education and training
c Treating employees with respect
d Involving employees in developing theft and fraud deterrent policies
19 _____ is the process of monitoring activities and correcting any significant deviations
a Planning
b Organizing
c Leading
d Controlling
20 An effective control system ensures that activities are completed in ways that
a motivate employees
b maximize profits
c lead to attainment of the organization＇s goals
d minimize conflict
21 There are three different approaches to designing control systems Which of the following is not one of these approaches
a market control
b economic control
c bureaucratic control
d clan control
22 _____ is a control approach that emphasizes authority and relies heavily on administrative rules policies and procedures
a Market control
b Bureaucratic control
c Clan control
d Price control
23 _____ is a control approach often used in organizations in which teams are common and technology is changing rapidly
a Market control
b Clan control
c Bureaucratic control
d Price control
24 Alta Corp has turned each of its divisions into profit centers and evaluates each division by the percentage of total corporate profits that it generates Alta uses _____ control
a accounting
b bureaucratic
c market
d sector analysis
25 Beta Corp managers are allowed a great deal of autonomy and freedom but they must stay within their budgets and follow corporate guidelines Beta uses _____ control
a accounting
b bureaucratic
c market
d sector analysis
26 The key to an effective control system is to design one that
a monitors everything happening in the organization
b monitors only the important activities in the organization
c helps the organization to effectively and efficiently reach its goals
d requires a minimum of management involvement
27 The standards that management uses as specific performance indicators are developed in the _____ function
a planning
b organizing
c leading
d controlling
28 Planning _____ control
a follow
b occur at the same time
c precede
d has no relationship to
29 Which of the following is not a step in the control process
a Measure actual performance
b Compare actual performance against the standard
c Develop the standard
d Take appropriate action to correct any deviations
30 Which of the following methods of measurement reports only on key areas and may ignore important facts
a personal observation
b statistical reports
c oral reports
d written reports
31 When a manager discovers a variation between actual performance and the standard managers should
a reevaluate the standard
b take action to control the actual performance
c determine the acceptable range
d do nothing and see if performance improves
32 If the source of variation has been deficient performance the manager will want to take corrective action Examples of corrective action include all of the following except
a changes in structure
b changes in the standard
c redesign of jobs
d replacement of personnel
33 When problems are corrected at once to get performance back on track _______ has been used
a mechanistic control
b immediate corrective action
c basic corrective action
d remedial corrective action
34 If a manager asks how and why performance has deviated and then corrects the source of the deviation she is using
a mechanistic control
b immediate corrective action
c basic corrective action
d remedial corrective action
35 The key to _____ control is taking managerial action before a problem occurs
a standards
b feedback
c concurrent
d feedforward
36 Control action that is taken to correct a problem that has already occurred is
a feedforward control
b concurrent control
c feedback control
d management control
37 Which of the following statements is not true
a Very large organizations will typically have highly formalized and impersonal feedforward and feedback controls
b The higher one moves in the organization＇s hierarchy the greater the need for a multiple set of criteria
c The type and extent of controls should be consistent with the organization＇s culture
d If control is costly and the repercussions from the error are small the control system must be elaborate
38 _____ is the final link in the functional chain of management
a Planning
b Control
c Leadership
d Goal setting
39 Controls are directed at several areas Which of the following is usually not one of those areas
a information
b finances
c technology usage
d people
40 Which is probably most cost effective for a small business
a feedforward control
b concurrent control
c feedback control
d empirical control
第章练题答案
1～10 b a b d d c c d c a
11～20 c d b a c b b c d a
21～30 b c d c a c d c b c
31～40 d c b d a c d c b b

第三章练题答案
1～10 c b a b a a c d d b
11～20 c c c b c d d a a c
21～30 b d a c b c a d a d
31～40 b d b c a a a c b a

第四章练题答案
1～10 d b d c b d d c a d
11～20 b c c d d d b a c c
21～30 c a d b b a c d a c
31～40 a b c c a b d b c c

第五章练题答案
1～10 c b a d b d c c b c
11～20 d d c a b d b c d a
21～30 c a b b c b c c b c
31～40 c b c d d a c d c a







第八章练题答案
1～10 a c a b b c c c b c
11～20 c d a d b d b c d a
21～30 d c d c c d c c b b
31～40 b a a b c c b a a b

第九章练题答案
1～10 d a d b c d d c c c
11～20 b a a d d a b c c a
21～30 b b d c c a d d b c
31～40 b b c c b b b b d a

第十章练题答案
1～10 b a d d a c b b a b
11～20 c c a d d d b d c c
21～30 a b d d b b a c d b
31～40 b c b a c d d c c b

第十章练题答案
1～10 d d c c b c d c d a
11～20 d b b c a b a c d c
21～30 b b b c b c a c c b
31～40 c b b c d c d b cb
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