Ugbs 104 Sample Questions
This quiz is extracted from actual past questions. We hope it will improve your knowledge of this course
Questions and Answers
- 1.
Management functions refers to what managers do and it includes
- A.
Designing, planning, organizing, controlling
- B.
Leading, organizing, controlling, motivating
- C.
Planning, organizing, leading, controlling
- D.
Planning, coordinating, leading, organizing
Correct Answer
C. Planning, organizing, leading, controllingExplanation
Just memorize POLCRate this question:
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- 2.
According to Mintzberg, _____ roles are those that involve people and other duties that are ceremonial and symbolic in nature
- A.
Informational
- B.
Interpersonal
- C.
Social
- D.
Intrapersonal
Correct Answer
B. InterpersonalExplanation
The interpersonal roles are ones that involve people (subordinates and persons outside
the organization) and other duties that are ceremonial and symbolic in nature.Rate this question:
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- 3.
One of the following is not part of the traditional viewpoint of management:
- A.
Bureaucratic
- B.
Scientific
- C.
Behavoural
- D.
Administrative
Correct Answer
C. BehavouralExplanation
The Traditional Viewpoint is split into three main branches:
a. Bureaucratic Management b. Scientific Management c. Administrative ManagementRate this question:
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- 4.
Deliberate attempt to arrange people to accomplish some specific purpose is referred to as
- A.
Organizational structure
- B.
Organization
- C.
Departmentalization
- D.
People management
Correct Answer
B. OrganizationExplanation
The term "organization" refers to the deliberate attempt to arrange people to accomplish a specific purpose. It involves establishing a structure, defining roles and responsibilities, and coordinating activities to achieve goals. This term encompasses the concept of organizational structure, which is the framework that determines how tasks, responsibilities, and authority are divided and coordinated within an organization. Departmentalization and people management are components of organizational structure, but the broader term "organization" encompasses all these elements.Rate this question:
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- 5.
Which of the following is not one of the core characteristics of organizations
- A.
Goals
- B.
People
- C.
Strategy
- D.
Structure
Correct Answer
C. StrategyExplanation
The core characteristics of organizations typically include goals, people, and structure. Strategy, on the other hand, is not considered a core characteristic, but rather a tool or approach used by organizations to achieve their goals. Strategy refers to the plan or course of action implemented by an organization to make decisions and allocate resources in order to achieve its objectives. While strategy is important for organizations, it is not inherently a core characteristic like goals, people, and structure.Rate this question:
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- 6.
__ is refered to as "doing things right"; it means getting the most output from the least amount of resources available
- A.
Efficiency
- B.
Effectiveness
- C.
Satisfice
- D.
Rationalization
Correct Answer
A. EfficiencyExplanation
Efficiency is doing things right.
Effectiveness is doing the right thingRate this question:
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- 7.
The cognitive aspects of the decision making process is called:
- A.
Judgement
- B.
Thinking
- C.
Reasoning
- D.
Choice
Correct Answer
A. JudgementExplanation
Judgement refers to the cognitive aspects of the decision-making process. It involves assessing information, considering different perspectives, and making a decision based on one's own values, beliefs, and experiences. Judgement requires critical thinking skills and the ability to weigh different options before making a choice. It goes beyond simply thinking or reasoning, as it involves evaluating and making a subjective determination about the best course of action.Rate this question:
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- 8.
Mintzberg emphasized __ roles, which involve the collection, receiving and dissemination of information
- A.
Informational
- B.
Decisional
- C.
Social
- D.
Interpersonal
Correct Answer
A. InformationalExplanation
Mintzberg emphasized informational roles because these roles involve activities related to the collection, receiving, and dissemination of information. These roles include monitoring the organization's environment, gathering and analyzing information, and sharing it with relevant stakeholders. By focusing on informational roles, Mintzberg highlights the importance of information flow and the role it plays in decision-making and effective management.Rate this question:
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- 9.
Generally, there are three conditions under which decisions are made. These can be classified as the following, except:
- A.
Certainty
- B.
Risk
- C.
Duress
- D.
Uncertainty
Correct Answer
C. DuressExplanation
The given question is asking about the classification of conditions under which decisions are made. The three conditions mentioned are certainty, risk, and uncertainty. The term "duress" does not fit into this classification as it refers to a situation where someone is forced to make a decision under pressure or threat. Therefore, duress is not a condition under which decisions are typically made, making it the correct answer.Rate this question:
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- 10.
Under the __ condition in decision making, the individual may not even be able to define the problem, much less identify alternative solutions and possible outcomes
- A.
Certainty
- B.
Uncertainty
- C.
Duress
- D.
Risk
Correct Answer
B. UncertaintyExplanation
Uncertainty refers to a condition in decision making where the individual is unsure about the problem at hand and is unable to define it clearly. This lack of clarity makes it difficult for them to identify alternative solutions and evaluate possible outcomes. In uncertain situations, there is a lack of information or knowledge, making it challenging to make informed decisions.Rate this question:
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- 11.
Programmed decisions are repetitive decisions that can be handled by routine approach. They include all of the following except:
- A.
Procedures
- B.
Rules
- C.
Norms
- D.
Policies
Correct Answer
C. NormsExplanation
Programmed decisions are decisions that can be made using a routine approach and are repetitive in nature. Procedures, rules, and policies are all examples of programmed decisions as they provide a set of guidelines or steps to follow in order to make a decision. Norms, on the other hand, are not programmed decisions. Norms refer to the standard or expected behavior in a particular situation, and they are not typically used as a guideline for making decisions. Therefore, norms are not included in the category of programmed decisions.Rate this question:
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- 12.
Series of sequential steps that a manager uses to respond to a structured problem are termed as
- A.
Guidelines
- B.
Procedures
- C.
Rules
- D.
Norms
Correct Answer
B. ProceduresExplanation
Procedures refer to a series of sequential steps that a manager follows in order to respond to a structured problem. These steps are predetermined and standardized, providing a systematic approach to problem-solving. Unlike guidelines, which are more flexible and open to interpretation, procedures offer a clear and specific course of action to address the problem at hand. Rules and norms, on the other hand, are more related to behavioral expectations and regulations within a group or organization, rather than problem-solving processes.Rate this question:
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- 13.
In the making of decisions, certain guidelines, called ___ could be helpful.
- A.
Policies
- B.
Laws
- C.
Rules
- D.
Procedures
Correct Answer
A. PoliciesExplanation
Policies are a set of guidelines that provide direction and guidance for decision-making. They help establish a framework for making consistent and informed choices. Policies outline the principles and values that guide decision-making, ensuring that decisions are aligned with organizational goals and objectives. By following policies, individuals can make decisions that are fair, transparent, and in line with established standards. Therefore, policies are helpful in the decision-making process as they provide clear guidelines for making informed choices.Rate this question:
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- 14.
It is the desire of every manager to make rational decisions. However, they are limited by their ability to process information.Eventually, they are unable to maximize value but in turn ______.
- A.
Sacrifice
- B.
Satisfice
- C.
Satisfy
- D.
Satisfies
Correct Answer
B. SatisficeExplanation
Managers strive to make rational decisions, but their information processing abilities have limitations. As a result, they may not be able to maximize value in their decision-making process. Instead, they tend to "satisfice," which means they settle for a satisfactory or "good enough" solution rather than exhaustively searching for the optimal one. This approach allows managers to make decisions efficiently within the constraints of time, resources, and information availability.Rate this question:
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- 15.
When managers plan they develop:
- A.
Goals and plans
- B.
Goals and objectives
- C.
Aims and objectives
- D.
Standards and controls
Correct Answer
A. Goals and plansExplanation
When managers engage in the planning process, they develop both goals and plans. Goals are the desired outcomes or targets that the organization wants to achieve, while plans are the specific actions and strategies designed to reach those goals. By setting clear goals and creating well-thought-out plans, managers can effectively guide their teams towards success and ensure that everyone is working towards a common objective.Rate this question:
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- 16.
Arranging and structuring work to accomplish organizational goals is termed:
- A.
Planning
- B.
Organizing
- C.
Structuring
- D.
Designing
Correct Answer
B. OrganizingExplanation
Organizing is arranging and structuring work to accomplish organizational goals. It’s an important process during which managers design an organization’s structure. Organizational structure is the formal arrangement of jobs within an
organization.Rate this question:
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- 17.
Creating or changing an organization's structure can best be termed as:
- A.
Organizational design
- B.
Structuring
- C.
Restructuring
- D.
Organizational chart
Correct Answer
A. Organizational designExplanation
When managers create or change the structure,
they’re engaged in organizational design, a process that involves decisions about six key
elements: work specialization, departmentalization, chain of command, span of control,
centralization and decentralization, and formalization.4Rate this question:
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- 18.
Of all the types of departmentalization, ___ has become the most popular and widely used in recent times.
- A.
Product
- B.
Process
- C.
Functional
- D.
Customer
Correct Answer
D. CustomerExplanation
One popular departmentalization trend is the increasing use of customer departmentalization.
Because getting and keeping customers is essential for success, this approach works
well because it emphasizes monitoring and responding to changes in customers’ needs.Rate this question:
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- 19.
In ________ departmentalization, jobs are grouped on the basis of product or customer flow.
- A.
Functional
- B.
Product
- C.
Process
- D.
Customer
Correct Answer
C. ProcessExplanation
Functional Departmentalization: Jobs are grouped according to function.
Geographical Departmentalization: Jobs are grouped according to geographic region.
Product Departmentalization: Jobs are grouped according to product line.
Process Departmentalization: Jobs are grouped on the basis of product or customer flow.
Customer Departmentalization: Jobs are grouped on the basis of specific and unique customers who have common needs.Rate this question:
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- 20.
The chain of command relates to the line of authority from top to bottom levels in the organization and clarifies who reports to whom. One of the following is not a key concept of the chain of command:
- A.
Authority
- B.
Responsibility
- C.
Unity of command
- D.
Scalar chain
Correct Answer
D. Scalar chainExplanation
These are the 3 key concepts from Fayol's 14 principles of management:
Authority: The rights inherent in a managerial position to tell people what to do and expect them to do it.
Responsibility: The obligation or expectation to perform any assigned duties.
Unity of Command: The principle that each person to report to only one manager.
This is the definition of one non-key concept:
Scalar chain. The line of authority from top management to the lowest ranks is the scalar chain.Rate this question:
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- 21.
____ organization is an organizational design that is rigid and tightly controlled.
- A.
Mechanistic
- B.
Organic
- C.
Formalized
- D.
Centralized
Correct Answer
A. MechanisticExplanation
Basic organisational design revolves around two organisational forms: mechanistic organisation, and organic organisation.
• Mechanistic Organisation: This is an organisational design that is rigid and tightly controlled.
• Organic Organisation: This is an organisational design that is highly adaptive and flexible.Rate this question:
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- 22.
The following are examples of traditional organizational designs except:
- A.
Simple structure
- B.
Formal structure
- C.
Functional structure
- D.
Divisional structure
Correct Answer
B. Formal structureExplanation
When designing a structure, managers may choose one of the traditional organisational designs:
Simple Structure: An organisational design with low departmentalisation, wide spans of control, centralised authority, and little formalisation.
Functional Structure: An organisation design that groups together similar related occupational specialities.
Divisional Structure: An organisational structure made up of separate, semi-autonomous units or divisions.Rate this question:
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- 23.
The strategic, integrated and coherent approach to the employment, development and well-being of the people working in organizations is termed as
- A.
Human resource management
- B.
Strategic management
- C.
Human resource planning
- D.
Training
Correct Answer
A. Human resource managementExplanation
Human resource management refers to the strategic, integrated, and coherent approach to managing and developing the people working in an organization. It involves activities such as recruitment, selection, training, performance management, and employee well-being. This approach recognizes the importance of aligning HR practices with the overall goals and objectives of the organization. Strategic management is a broader concept that encompasses the overall direction and management of an organization, while human resource planning focuses specifically on forecasting and planning for future HR needs. Training, on the other hand, refers to the process of developing employees' skills and knowledge.Rate this question:
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- 24.
Work practices that lead to both high individual and high organizational performance are known as
- A.
High performance work practices
- B.
Performance-based practices
- C.
Individual-based practices
- D.
High individual-organizational performance practices
Correct Answer
A. High performance work practicesExplanation
High performance work practices refer to the set of work practices that are designed to enhance both individual and organizational performance. These practices focus on creating a work environment that encourages employee involvement, skill development, and continuous improvement. By implementing these practices, organizations can improve productivity, employee satisfaction, and overall organizational performance.Rate this question:
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- 25.
There are several external factors that affect the HRM process. Which of the following is not one of such external factors?
- A.
Economic
- B.
Labour unions
- C.
Management style
- D.
Demographic trends
Correct Answer
C. Management styleExplanation
Management style is not considered an external factor that affects the HRM process. External factors are typically outside of the control of the organization and include factors such as economic conditions, labour unions, and demographic trends. Management style, on the other hand, is an internal factor that is determined by the organization's leadership and management practices. While management style can impact the HRM process indirectly by influencing the organizational culture and employee behavior, it is not considered an external factor in this context.Rate this question:
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- 26.
Any unwarranted action or activity of a sexual nature that explicitly or implicitly affects an individual’s employment or performance is termed:
- A.
Corporate rape
- B.
Sexual harrassment
- C.
Sexual intimidation
- D.
Corporate defilement
Correct Answer
B. Sexual harrassmentExplanation
Sexual harassment refers to any unwarranted action or activity of a sexual nature that explicitly or implicitly affects an individual's employment or performance. This includes any form of unwanted sexual advances, requests for sexual favors, or any other verbal or physical conduct of a sexual nature that creates a hostile or offensive work environment. It is a serious issue that can have severe consequences for the victim and is considered a violation of their rights and dignity.Rate this question:
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- 27.
Two or more interacting and interdependent individuals who come together to achieve specific goals are generally referred to as:
- A.
Teams
- B.
Unions
- C.
Groups
- D.
Associations
Correct Answer
C. GroupsExplanation
A group is defined as two or more interacting and interdependent individuals who come together to achieve specific goals.
Teams are groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.Rate this question:
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- 28.
The sequential stages of group development are
- A.
Performing --> Storming --> Forming --> Norming --> Adjourning
- B.
Storming --> Norming --> Forming --> Adjourning --> Performing
- C.
Forming --> Storming --> Norming --> Performing --> Adjourning
- D.
Adjourning --> Performing --> Forming --> Storming --> Norming
Correct Answer
C. Forming --> Storming --> Norming --> Performing --> AdjourningExplanation
The clouds form,
then there's a storm.
Soon everything becomes normal.
People go out and perform their activities
If they don't finish, they adjourn itRate this question:
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- 29.
The point where members of a group “test the waters” in order to determine what types of behaviours are acceptable, can best be described under:
- A.
Forming
- B.
Norming
- C.
Adjourning
- D.
Storming
Correct Answer
A. FormingExplanation
Forming stage:
Has two phases. The first occurs as people join the group. In a formal group people join because of some work assignment.
Once they’ve joined, the second phase begins: defining the group’s purpose, structure and leadership.
It involves a great deal of uncertainty as members “test the waters” to determine what type of behaviour are acceptable.
This stage is complete when members begin to think of themselves as part of a group.Rate this question:
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- 30.
At what stage in group development is there a clearly defined hierarchy of leadership and direction in the group?
- A.
Adjourning
- B.
Forming
- C.
Storming
- D.
Norming
Correct Answer
C. StormingExplanation
This is the second stage of group development characterized by intragroup conflict. There is conflict over who will control the group and what the group needs to be doing. During this stage, a relatively clear hierarchy of leadership and agreement on the group’s direction emerge.Rate this question:
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- 31.
Standards or expectations that are accepted and shared by a group's members are termed:
- A.
Norms
- B.
Values
- C.
Codes of conduct
- D.
Culture
Correct Answer
A. NormsExplanation
Norms are standards or expectations that are accepted and shared by a group’s members.
Conformity means yielding to pressure from a group to behave in a certain way in order to be accepted by group members.Rate this question:
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- 32.
The degree to which group members are attracted to one another and share the group's goals is rightly called:
- A.
Group cohesiveness
- B.
Group attraction
- C.
Group togetherness
- D.
Group unity
Correct Answer
A. Group cohesivenessExplanation
Group cohesiveness refers to the degree to which group members are attracted to one another and share the group's goals. It is the measure of how well the group members bond and work together as a unified entity. This term encompasses the idea of group attraction, togetherness, and unity, as it reflects the level of unity and solidarity within the group.Rate this question:
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- 33.
Perceived incompatible differences resulting in some form of interference or opposition is termed:
- A.
Disagreement
- B.
Conflict
- C.
Perceived conflict
- D.
Perceived agreement
Correct Answer
B. ConflictExplanation
Conflict refers to perceived incompatible differences resulting in some form of interference or opposition. It occurs when individuals or groups have differing interests, goals, values, or perspectives that lead to disagreements and tensions. Conflict can arise in various contexts, such as interpersonal relationships, organizations, or even at a societal level. It is characterized by a struggle for power, resources, or the pursuit of different objectives. Conflict can be both constructive, leading to positive change and growth, or destructive, causing harm and negative outcomes.Rate this question:
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- 34.
In communicating, the message should be meaningful and significant. This is a principle called:
- A.
Simplicity
- B.
Organization
- C.
Focus
- D.
Relevance
Correct Answer
D. RelevanceExplanation
The principle of relevance in communication emphasizes the importance of delivering a message that is meaningful and significant to the recipient. It suggests that the information shared should be directly related to the topic or purpose of the communication, avoiding unnecessary or unrelated details. By focusing on relevance, the communicator ensures that the message is clear, concise, and tailored to the needs and interests of the audience, increasing the chances of effective communication and understanding.Rate this question:
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- 35.
In communicating, the message should be arranged as a series of points to foster understanding. This principle is referred to as:
- A.
Organization
- B.
Arrangement
- C.
Simplicity
- D.
Relevance
Correct Answer
A. OrganizationExplanation
The principle referred to in the question is organization. When communicating, it is important to arrange the message in a logical and coherent manner to ensure that it is easily understood by the recipient. By organizing the information into a series of points, the message becomes clearer and more structured, allowing for better comprehension and retention.Rate this question:
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- 36.
Paying attention to essential aspects or key points of the message refers to:
- A.
Relevance
- B.
Focus
- C.
Essence
- D.
Attention
Correct Answer
B. FocusExplanation
The term "paying attention to essential aspects or key points of the message" implies the act of concentrating on the most important elements or central ideas being conveyed. This aligns with the concept of "focus," which involves directing one's attention and concentration towards a specific objective or subject matter. Therefore, "focus" is the most suitable answer as it accurately captures the idea of giving importance to the crucial aspects or key points of a message.Rate this question:
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- 37.
____ translates messages into a form that has meaning to the receiver.
- A.
Encoding
- B.
Sending
- C.
Decoding
- D.
Understanding
Correct Answer
C. DecodingExplanation
its decoding, since its talking about the receiverRate this question:
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- 38.
The study of ways that people use physical space to convey messages is termed:
- A.
Proximity
- B.
Proximics
- C.
Proxemics
- D.
Proxymics
Correct Answer
C. ProxemicsExplanation
The one with "E" is the correct answer. E as in mEssagERate this question:
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- 39.
Kinesics generally means:
- A.
Body movement
- B.
Body language
- C.
Facial expressions
- D.
Eye movement
Correct Answer
B. Body languageExplanation
Kinesics, a term originated by Birdwhistell (1970), a linguistic anthropologist, is concerned with abstracting from the continuous muscular shifts which are characteristic are of significance to particular social groups. It is generally referred to as body language. It is often observed in eye movements, hand movements, facial expressions.Rate this question:
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- 40.
Physical appearance in non-verbal communication includes all of the following except
- A.
Body shape
- B.
Breath odours
- C.
Hand movements
- D.
Physique
Correct Answer
C. Hand movementsExplanation
A communicator’s personal appearance may help in establishing his or her social identity. Physical appearance may also include: body shape, posture, physique, body or breath odours, height, skin colour, etc.Rate this question:
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- 41.
In a culture with ___ time schedules, one activity is done at a time. That is, things are done in a linear manner.
- A.
Unichromatic
- B.
Monochromatic
- C.
Polychromic
- D.
Dichromic
Correct Answer
B. MonochromaticExplanation
In a culture with monochromic time schedules, things are done in a linear manner, i.e., one activity at a time. With polychromic time schedules, people tend to do several things at the same time.Rate this question:
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- 42.
In cultures with _____ time schedules, people tend to do several things at the same time.
- A.
Unichromic
- B.
Monochromic
- C.
Polychromic
- D.
Dichromic
Correct Answer
C. PolychromicExplanation
In a culture with monochromic time schedules, things are done in a linear manner, i.e., one activity at a time. With polychromic time schedules, people tend to do several things at the same time.Rate this question:
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- 43.
Laughing, yawning, crying and the use of paralinguistic features like "oh", "wow", "eish", in non-verbal communication is referred to as:
- A.
Vocalics
- B.
Vocalization
- C.
Vocal lingua
- D.
Voice over
Correct Answer
A. VocalicsExplanation
Vocalics refers to the use of vocal cues and paralinguistic features in non-verbal communication. Laughing, yawning, crying, and the use of interjections like "oh", "wow", "eish" are all examples of vocalics. These vocal cues and paralinguistic features help convey emotions, attitudes, and meanings in communication. Therefore, the correct answer is Vocalics.Rate this question:
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- 44.
All other things being equal, the wider or the larger the span the less efficient an organization is
- A.
True
- B.
False
Correct Answer
B. FalseExplanation
When the span gets larger, the organization gets more efficientRate this question:
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