Chapter 1: Introduction to Management and Organization

I. Multiple Choice

1. Someone who coordinates and oversees the work of other people so that organizational goals
can be accomplished.

A. Manager

B. Top manager

C. Middle manager

D. First-line manager

2. Individuals who manage the work of non-managerial employees.

A. Manager

B. Top manager

C. Middle manager

D. First-line manager

3. Individuals who manage the work of first-line managers.

A. Manager

B. Top manager

C. Middle manager

D. First-line manager

4. Individuals who are responsible for making organization-wide decisions and establishing plans
and goals that affect the entire organization.

A. Manager

B. Top manager

C. Middle manager

D. First-line manager

5. Getting the most output for the least input means…………………

A. Effectiveness

B. Efficiency

C. Competitiveness

D. Productivity
6. “Doing the right things” means……….

A. Effectiveness

B. Efficiency

C. Competitiveness

D. Productivity

7. Low resource waste and high goal attainment mean ……………..and………………

A. Efficiency, effectiveness

B. Effectiveness, efficiency

C. Productivity, competitiveness

D. Efficiency, competitiveness

8. What do managers do?

A. Planning and organizing

B. Leading and controlling

C. A&B

D. Planning, organizing and managing

9. Defining goals, establishing strategies to achieve goals, developing plans to integrate and
coordinate activities.

A. Strategy

B. Planning

C. Proposing

D. Strategic management

10. Arranging and structuring work to accomplish organizational goals mean……………..

A. Leading

B. Organizing

C. Controlling

D. Managing

11. Working with and through people to accomplish goals means………………

A. Leading

B. Organizing

C. Monitoring
 D. Controlling

12. Monitoring, comparing, and correcting work are…………..

A. Leading

B. Organizing

C. Monitoring

D. Controlling

13. Interpersonal roles are……………………

A. Disturbance handler, resource allocator, negotiator

B. Monitor, disseminator, spokesperson

C. Figurehead, leader, liaison

14. Informational roles are……………..

A. Disturbance handler, resource allocator, negotiator

B. Monitor, disseminator, spokesperson

C. Figurehead, leader, liaison

15. Decisional roles are…………….

A. Disturbance handler, resource allocator, negotiator

B. Monitor, disseminator, spokesperson

C. Figurehead, leader, liaison

16. The ability to think and conceptualize about abstract and complex situations concerning the
organization is……………..

A. Technical skills

B. Human skills

C. Conceptual skills

17. A deliberate arrangement of people to accomplish some specific purpose (that individuals
independently could not accomplish alone).

A. Organization

B. Management

C. Administration

D. Leading
18. Distinct purpose, deliberate structure, and people are characteristics of …….

A. A company

B. Organizations

C. An office

D. A corporation

19. The formal arrangement of jobs within an organization.

A. Organization structure

B. Business organization

20. The degree to which tasks in the organization are divided into separate jobs with each step
completed by a different person.

A. Work specialization

B. Productivity optimization

C. Departmentalization

21. Which is a right type of departmentalization if a company is grouping jobs by a basis of

product or customer flow?

A. Function

B. Product

C. Geography

D. Process

E. Customer

22. The continuous line of authority that extends from upper levels of an organization to the lowest
levels of the organization and clarifies who reports to whom.

A. Chain of command

B. Span of control

C. Centralization and decentralization

D. Formalization

23. The concept that a person should have one boss and should report only to that person.

A. Unity of command

B. Authority

C. Span of control
24. The number of employees who can be effectively and efficiently supervised by a manager.

A. Unity of command

B. Authority

C. Span of control

25. The degree to which jobs within the organization are standardized and the extent to which
employee behavior is guided by rules and procedures.

A. Unity of command

B. Authority

C. Span of control

D. Formalization

Chapter 2: Management history module

I. Multiple Choice

1. …………….was “the father of scientific management”.

A. Fredrick Winslow Taylor

B. Adam Smith

C. Max Weber

D. Fayol

2. Focused on increasing worker productivity through the reduction of wasted motion

A. Frank and Lilian Gilbreth

B. Adam Smith

C. Max Weber

D. Fayol

3. ……………believed that the practice of management was distinct from other organizational
functions and developed fourteen principles of management that applied to all organizational
situations

A. Henri Fayol

B. Frank and Lilian Gilbreth

C. Adam Smith

D. Max Weber
4. Developed a theory of authority based on an ideal type of organization (bureaucracy) and
emphasized rationality, predictability, impersonality, technical competence, and
authoritarianism

A. Max Weber

B. Henri Fayol

C. Frank and Lilian Gilbreth

D. Adam Smith

5. …………………..is not influenced by and do not interact with their environment (all system
input and output is internal).

A. Closed system

B. Opened system

6. Dynamically interact to their environments by taking in inputs and transforming them into
outputs that are distributed into their environments.

A. Closed system

B. Opened system

7. Using methods to define the “one best way” for a job to be done: Putting the right person on the
job with the correct tools and equipment, having a standardized method of doing the job,
providing an economic incentive to the worker.

A. General administrative theory

B. Scientific management

C. Quantitative management

D. System approach

E. Contingency approach

F. Organization behaviour

8. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the
principles of the science that has been developed.

A. Taylor

B. Henri Fayol

C. Frank and Lilian Gilbreth

D. Adam Smith
9. A bureaucracy should have a division of labour, authority hierarchy, formal selection, formal
rules and regulations, impersonality, and career orientation.

A. Weber

B. Henri Fayol

C. Frank and Lilian Gilbreth

D. Adam Smith

10. Focuses on improving managerial decision making by applying: Statistics, optimization models,
information models, and computer simulations

A. Quantitative approach

B. System approach

C. Qualitative approach

11. The study of the actions of people at work; people are the most important asset of an
organization

A. Organizational behavior

B. Organization culture

C. Worker motivation

12. A set of interrelated and interdependent parts arranged in a manner that produces a unified
whole.

A. System

B. Unity

C. Centralization

D. Subordination of individual interests to the general interest

13. Organizations are individually different, face different situations, and require different ways of
managing.

A. Contingency approach

B. Decentralization approach

C. Dependence approach

D. Quantitative approach

14. Popular situational variables are organization size, routines of task technology, environmental
uncertainty, individual differences.

A. Contingency variables

B. Controlling variables
C. Environmental variables

D. Dependent variables