Management & Organization 40 Questions
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M&O INHOLLAND MM year 2 Test
- 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.According to the faction model, the various parties within the organization share the same interests.
- A.
True
- B.
False
- 12.Ethical behaviour in organisations is determined primarily by the norms and values of the society within which that organisation operates.
- A.
True
- B.
False
- 13.According to Douglas McGregor, an employee who does not like work, does not want to think, and is only interested in money is linked to theory.
- A.
Z
- B.
Y
- C.
X
- 14.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
- 15.The management of an organisation consists of all those people who direct others.
- A.
True
- B.
False
- 16.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
- 17.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
- 18.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
- 19.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
- 20.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
- 21.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
- 22.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
- 23.What is no aspect of decision making?
- A.
Time
- B.
Creativity
- C.
Participation
- D.
Meetings
- 24.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
- 25.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
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