Organization And Management Quiz Questions And Answers

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Organization And Management Quiz Questions And Answers - Quiz

Welcome to this incredible 'Organization and Management Quiz' that we have designed below for you. This quiz is prepared to test your understanding of organizational management and its concepts. So, if you think you have a good understanding of this topic, then you must take this quiz and test your knowledge. If you hit the 100% score, it means that you can become an excellent manager and/or entrepreneur. So, are you ready to start? Go ahead then.


Questions and Answers
  • 1. 
    Harry was setting up a stand at a trade fair. He knew that he could do a really good job and that he stood a good chance of being offered a promotion once the fair was over. However, unknown to his manager, Harry had already applied for another job so the prospect of a promotion was not of any interest. In connection with Vroom's theory
    • A. 

      The expectation was low

    • B. 

      The valence was low

    • C. 

      The instrumentality was low

  • 2. 
    When conducting business with the English, it is worth bearing in mind that they:
    • A. 

      Enjoy the benefits of being European and happily fit in with EU norms

    • B. 

      Appreciate gifts more than being invited out for a meal

    • C. 

      Rarely show much emotion and even downplay dangerous situations

  • 3. 
    Working with virtual teams:
    • A. 

      Generates cost savings

    • B. 

      Has the same problems as non-virtual teams

    • C. 

      Allows for faster collaboration as a many diverse cultures may be present

  • 4. 
    Daniel Ofman developed an instrument called Core Quadrants that can give an insight into an individual's strengths and weaknesses. John works in a sales support office and has flexibility as his core quality. On John's core quality quadrants, where will changeability be found?
    • A. 

      Allergy

    • B. 

      Challenge

    • C. 

      Pitfall

  • 5. 
    A computer company sales manager who states that she will increase sales of laptops within the Nordic sales area by 10% during the following 3 months can be said to be using:
    • A. 

      Vroom's Expectancy theory

    • B. 

      SMART

    • C. 

      The Big Five model

  • 6. 
    In the Myers-Briggs Type Indicator, social interaction can be seen as extrovert or introvert. Extraverts exhibit a preference for:
    • A. 

      Concentrating on a limited number of subjects

    • B. 

      Deriving energy from people and activities

    • C. 

      Deriving energy from inner thoughts and feelings

  • 7. 
    Statement -  Group thinking has to do with feelings of solidarity and team spirit
    • A. 

      True

    • B. 

      False

  • 8. 
    Intrinsic job motivation in most situations will include:
    • A. 

      A feeling of responsibility

    • B. 

      Rewards and perks

    • C. 

      Generous bonuses

  • 9. 
    The individual feature that can be described as a relatively constant response to particular circumstances is
    • A. 

      Ability

    • B. 

      Personality

    • C. 

      Attitude

  • 10. 
    The inner readiness of a person to perform certain actions is called:
    • A. 

      Intuition

    • B. 

      Motivation

    • C. 

      Core quality

  • 11. 
    Transformational leadership requires the manager to:
    • A. 

      Use creativity, intuition and awareness

    • B. 

      Analyse information and pass it on to others in a succinct format

    • C. 

      Collect as much information as possible from internal and external sources

  • 12. 
    The management of an organisation consists of all those people who direct others.
    • A. 

      True

    • B. 

      False

  • 13. 
    A manager who gives guidance to employees, using formal and informal networks, acting as a figurehead, could be seen as fulfilling the:
    • A. 

      Decision making role

    • B. 

      Interpersonal role

    • C. 

      Informational role

  • 14. 
    French and Raven identified five sources of power that a manager can use. Influencing someone's behaviour by the use of punishment, and preventing or fighting specific behaviour is known as:
    • A. 

      Expert power

    • B. 

      Legitimate power

    • C. 

      Coercive power

  • 15. 
    The leadership grid of Blake and Mouton plots leadership styles against concern for people and concern for task. Style 1.9 (country club management) focuses on 
    • A. 

      High concern for people but little interest in task

    • B. 

      High concern for task but little concern for people

    • C. 

      Balanced concern for people and task

  • 16. 
    According to Hershey and Blanchard, the most appropriate leadership style to manage an employee who is able and willing to perform a task is:
    • A. 

      Selling

    • B. 

      Telling

    • C. 

      Delegating

  • 17. 
    In France, managers are typically seen as:
    • A. 

      Putting loyalty in front of rules, procedures and formal hierarchy

    • B. 

      Strict and authoritarian in style

    • C. 

      Being on of us

  • 18. 
    What is not one of the stages of rational decision making? 
    • A. 

      Defining the problem

    • B. 

      Looking for information

    • C. 

      Devising of alternatives

    • D. 

      Making a choice

  • 19. 
    What is no reason for irrational decision making?
    • A. 

      Insufficient information is available

    • B. 

      The decision makers have limited capacities

    • C. 

      Decision maker are in capable to make a good decision

    • D. 

      Limited time is available

  • 20. 
    What is no aspect of decision making?
    • A. 

      Time

    • B. 

      Creativity

    • C. 

      Participation

    • D. 

      Meetings

  • 21. 
    When the objectives and outcomes of all alternatives are known it is called?
    • A. 

      Absolute certainty

    • B. 

      Most certainly

    • C. 

      Partial certainty

    • D. 

      Partial uncertainty

  • 22. 
    A decision is called a demarcated decision when?
    • A. 

      The result is decided by 2/3 of those present

    • B. 

      The result was chosen by the leader

    • C. 

      The result is accepted by all

    • D. 

      The result was chosen by at least half of the people present plus one

  • 23. 
    Decisions that lead to changes in organisations may arouse a lot of resistance. Sometimes, this may be due to a desire to maintain existing values and norms. Such a reason is called:
    • A. 

      Perceptual

    • B. 

      Cultural

    • C. 

      Emotional

  • 24. 
    According to Garvin and Roberto, there are different approaches to decision making. When those at a meeting stand up for their own point of view and are completely blind to the arguments of others, the approach is said to be:
    • A. 

      Researching

    • B. 

      Defending

    • C. 

      Defining

  • 25. 
    The rational decision making process can be seen as an ideal model. It is especially suitable in situations where:
    • A. 

      There is a clear definition of the problem

    • B. 

      Insufficient information is available

    • C. 

      Divergent opinions are not tolerated

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