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Introduction Management Exit Exam With Answers
Introduction Management Exit Exam With Answers
Introduction Management Exit Exam With Answers
16. wichch one of the following plan is prepared by top level managers?
a) Administrative b) tactical c) strategic d) operational
17. Henry Mintzberg identified three categories of managerial roles and skills, what are they?
1. interpersonal roles
a) figurehead role –represent the organization at wedding, funeral ceremony, hotel inauguration.
b) leadership role ..staffing:- hiring, promoting, motivating,
c)liaison role …dealing within and outside the organization
2. information roles
a)monitor role .. seeking and screening information
b)disseminator role …..sharing information with subordinates
c) spokesperson role …. Speaking to outsiders by representing the organization
- ANS: B. single use plan: programs, projects and budgets. Single use plans may use standing
plans and other single use plans to be effective.
31. which of the following cannot be limiting factor for decision making?
a) time b) resource c) money d) all e) none
ANS: E. all are limiting factor for decision making.
32. one is not true about decision making under risk
a) outcomes are estimates of probability c) managers have factual information but may be incomplete
b) are the most common decision making environment d) managers always make right decisions
ANS: D. mangers decision under risk environment would have a moderate chance of making bad
decision.( half good half bad, not totally right.. there is probability of making mistakes)
33. one is true regarding decision making under uncertain environment
a) decision maker does not know what all the alternatives c) a &b
b) outcomes/end results/ cannot be estimated with probability d) all
ANS: D. all are true about decision making under uncertain environment. Decision making
under certainty, managers have a perfect knowledge about the problems, and outcomes.
34. poor decision are not the result of
a) lack of time c) focusing on cause rather than symptoms
b) unreliable information d) Failure to define goals
ANS: C. good managers should be preventive (before it happens) rather than proactive (after it
happens). If managers focus on symptoms than cause the poor decision may happen.
35. Which one is the most difficult decision making environment for managers
a) decision under risk b) decision under certainty c) decision making under uncertainty
ANS: C. this is because under this environment managers do not have any know how about the problem,
do not know it alternative, and it outcomes.
42. The gap between firms current position and where it wants to be is called d the
a) corporate plan b) planning gap c) divisional plan d) none
ANS: B. The difference between a firm would like to be (where we want to be) and where it
will be if it does nothing is planning gap. Strategic planning is primarily concerned with
closing that gap. Corporate plan is the first plan set for the organization as a whole.
43. is the process of identifying and grouping tasks to be performed, assigning responsibility and
delegating authority, and establishing relationships
a) staffing b) planning c) organizing d) directing
ANS: C. organizing assign who do what
___
44. is a formal framework that shows a set of tasks assigned to individuals, departments,
reporting relationship
a) organizing b) corporate plan c) organizational structure d) divisional plan
ANS: C. when plan changes organizational structure also changes
45. one is not organizational activity
a) Determines work activities e) delegating authority
b) assigning work activities d) design a hierarchy of decision making r/ship e) all f) none
ANS: F. all are activities of organizing. Organizing result in organization structure
VP VP
M M M M M M
s s s s s s
Staff Authority. This authority is found among departments of advisors and counselors, including
specialists
Committee and Team Authority. This is the authority that is granted to committees and teams
that play central roles in the firm’s daily operations. Employees are typically empowered to plan and
organize their own work and to perform that work with minimal supervision.
President
M M M M M M M
Merits: Demerits:
Reduces over head costs - Less control and coordination
- Improved and fast communication Control and coordination difficult
- Most suited to individuals desiring as the work is highly interlocking.
Challenge, responsibility and autonomy
- Fast decision making
Coercive power is the ability of a manager to force an employee to follow an order by threatening the
employee with punishment if the employee does not comply with the order. ... Examples of coercive
power include threats of write-ups, demotions, pay cuts, layoffs, and terminations if employees don't
follow orders.
Legitimate power is power you derive from your formal position or office held in the organization's
hierarchy of authority. For example, the president of a corporation has certain powers because of the
office he holds in the corporation. Like most power, legitimate power is based upon perception and
reality.
Nationalism, patriotism, celebrities, mass leaders and widely respected people are examples of referent
power in effect. Referent power refers to the ability of a leader to influence a follower because of the
follower's loyalty, respect, friendship, admiration, affection, or a desire to gain approval.
Expert power is power based upon employees' perception that a manager or some other member of an
organization has a high level of knowledge or a specialized set of skills that other employees or
members of the organization do not possess
59. ______ is the assignment of authority and responsibility to others in order to carry out certain
assignments
69. process of evaluating and deciding the best and qualified candidates out of the pool of applicants
a) vacancy b) posting c) recruitment d) selection
ANS: D
70. Selection process may not include
a)physical examination b) employee test c) employee interview d) screening e) none
ANS: E. all are included in selecting the candidate for vacant position
71. one is true about induction/orientation
a) made to make the new employee familiar with new environment
b) undertaken after placement letter
c) can be done through either oral or written material
d)all
ANS: D
72. _______ is the process of increasing the qualification of the employee
a) placement b) induction c) retention d) procurement
ANS: C.
73. _______ is as a human resource activity that is used to determine the extent to which an employee is
performing the job effectively.
a) staffing b) performance appraisal c) efficiency d) none
ANS: B
74. ______ is the movement of an employee from higher occupational level to a lower level(less pay and
less responsibility,
a) promotion b) retention c) transfer d) demotion
ANS: D
75. one is reason for exit/separation of worker and his working organization
a) resignation b) retirement c) dismissal d) all
ANS: All resignation…with the employees personal willingness/leave the organization
83. is defined as the process of setting standards and measuring the actual performance
a) controlling b) staffing c) directing d) planning
ANS: A controlling … standard vs performance
84. what are the three types of control?
1. preventive control----preliminary control
2. steering control/concurrent……. Ongoing operation
3. post control ………feedback control
Reward power is simply the power of a manager to give some type of reward to an employee as a
means to influence the employee to act. Rewards can be tangible or intangible. ... Examples of tangible
rewards include monetary awards, wage or salary increases, bonuses, plaques, certificates, and gifts
Coercive power is the ability of a manager to force an employee to follow an order by threatening the
employee with punishment if the employee does not comply with the order. ... Examples of coercive
Nationalism, patriotism, celebrities, mass leaders and widely respected people are examples of referent
power in effect. ... Definition: Referent power refers to the ability of a leader to influence a follower
because of the follower's loyalty, respect, friendship, admiration, affection, or a desire to gain approval.
Definition of Expert Power. Expert power is power based upon employees' perception that a manager
or some other member of an organization has a high level of knowledge or a specialized set of skills that
other employees or members of the organization do not possess
88. ______ is the assignment of authority and responsibility to others in order to carry out certain
assignments
98. process of evaluating and deciding the best and qualified candidates out of the pool of applicants
a) vacancy b) posting c) recruitment d) selection
ANS: D
99. Selection process may not include
a)physical examination b) employee test c) employee interview d) screening e) none
ANS: E. all are included in selecting the candidate for vacant position
100. one is true about induction/orientation
a) made to make the new employee familiar with new environment
b) undertaken after placement letter
c) can be done through either oral or written material
d)all
ANS: D
101. _______ is the process of increasing the qualification of the employee
a) placement b) induction c) retention d) procurement
ANS: C. retention is the process of capacity building
102. _______ is a human resource activity that is used to determine the extent to which an employee is
performing the job effectively.
a) staffing b) performance appraisal c) efficiency d) none
ANS: B
103. ______ is the movement of an employee from higher occupational level to a lower level(less pay
and less responsibility) is called
a) promotion b) retention c) transfer d) demotion
ANS: D. demotion is the opposite of promotion
104. one is reason for exit/separation of worker and his working organization
a) resignation b) retirement c) dismissal d) all
ANS: D. resignation…with the employees personal willingness/leave the organization
Retirement …… age is the cause
Dismissal……. Behavior of the employee is the cause
112. is defined as the process of setting standards and measuring the actual performance
a) controlling b) staffing c) directing d) planning
ANS: A controlling … standard vs performance
113. what are the three types of control?
1. preventive control----preliminary control
2. steering control/concurrent……. Ongoing operation
3. post control ………feedback control