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

    Correct Answer
    B. The valence was low
    Explanation
    According to Vroom's theory of motivation, valence refers to the value or attractiveness that an individual places on a particular outcome or reward. In this scenario, Harry's valence towards the prospect of a promotion is low because he is not interested in it due to having already applied for another job. This means that the promotion does not hold any value or appeal for him, resulting in a low valence.

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  • 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

    Correct Answer
    C. Rarely show much emotion and even downplay dangerous situations
    Explanation
    The English are known for their reserved nature and tendency to downplay dangerous situations. They often maintain a calm and composed demeanor, even in challenging circumstances. This cultural trait can be seen as a form of emotional restraint, where they prefer not to display excessive emotions or panic. Additionally, the English value modesty and humility, which may contribute to their tendency to downplay dangerous situations.

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  • 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

    Correct Answer
    A. Generates cost savings
    Explanation
    Working with virtual teams can generate cost savings because it eliminates the need for physical office space, reduces travel expenses, and allows for flexible working arrangements. By leveraging technology and communication tools, virtual teams can collaborate effectively without incurring additional costs associated with traditional teams. This cost-saving aspect is one of the advantages of virtual teams and is often cited as a reason for organizations to adopt this approach.

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  • 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

    Correct Answer
    C. Pitfall
    Explanation
    In the Core Quadrants model, the core quality represents a person's main strength or positive attribute. Changeability, being related to flexibility, can be seen as a positive quality. However, when taken to an extreme, it can become a pitfall or a weakness. This means that John's changeability, if not properly managed, can lead to negative consequences or challenges in his work in the sales support office.

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  • 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

    Correct Answer
    B. SMART
    Explanation
    The correct answer is SMART. SMART stands for Specific, Measurable, Achievable, Relevant, and Time-bound. In this scenario, the sales manager has set a specific goal (increasing sales of laptops), measurable by a 10% increase, achievable within the next 3 months, relevant to the Nordic sales area, and time-bound within the specified timeframe. Therefore, the sales manager is using the SMART goal-setting framework.

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  • 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

    Correct Answer
    B. Deriving energy from people and activities
    Explanation
    Extraverts in the Myers-Briggs Type Indicator exhibit a preference for deriving energy from people and activities. This means that they feel energized and revitalized when they are around others and engaged in various activities. They thrive in social settings and enjoy interacting with others. They may find it draining to spend too much time alone or in quiet reflection. Instead, they prefer to be in the company of others and participate in stimulating activities to recharge and feel energized.

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  • 7. 

    Statement -  Group thinking has to do with feelings of solidarity and team spirit

    • A.

      True

    • B.

      False

    Correct Answer
    A. True
    Explanation
    Group thinking refers to the phenomenon where individuals within a group prioritize consensus and harmony over critical thinking and independent judgment. It is characterized by a strong sense of solidarity and team spirit, where the members of the group tend to conform to the dominant opinions or ideas within the group. Therefore, the statement that group thinking has to do with feelings of solidarity and team spirit is true.

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  • 8. 

    Intrinsic job motivation in most situations will include:

    • A.

      A feeling of responsibility

    • B.

      Rewards and perks

    • C.

      Generous bonuses

    Correct Answer
    A. A feeling of responsibility
    Explanation
    Intrinsic job motivation refers to the internal drive and satisfaction that individuals experience when performing their work. It is not dependent on external factors such as rewards, perks, or bonuses. Instead, it is driven by a sense of responsibility towards their job and the desire to contribute to the organization's goals and success. This feeling of responsibility can lead individuals to feel a sense of purpose and fulfillment in their work, which ultimately motivates them to perform at their best.

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  • 9. 

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

    • A.

      Ability

    • B.

      Personality

    • C.

      Attitude

    Correct Answer
    C. Attitude
    Explanation
    Attitude can be described as a relatively constant response to particular circumstances. It refers to an individual's overall evaluation and feelings towards a person, object, or situation. Attitudes are relatively stable and can influence behavior and decision-making. Unlike ability, which refers to a person's capability to perform certain tasks, and personality, which encompasses a person's unique characteristics and traits, attitude specifically focuses on the consistent response someone has in specific situations.

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  • 10. 

    The inner readiness of a person to perform certain actions is called:

    • A.

      Intuition

    • B.

      Motivation

    • C.

      Core quality

    Correct Answer
    B. Motivation
    Explanation
    Motivation refers to the inner readiness or drive that pushes a person to perform certain actions. It is the force that energizes and directs behavior towards a goal or desired outcome. Motivation can be influenced by various factors such as personal goals, values, needs, and external rewards. It plays a crucial role in determining the level of effort and persistence individuals put into their actions, ultimately influencing their performance and success.

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  • 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

    Correct Answer
    A. Use creativity, intuition and awareness
    Explanation
    Transformational leadership requires the manager to use creativity, intuition, and awareness because this style of leadership focuses on inspiring and motivating employees to achieve their full potential. By using creativity, the leader can come up with innovative ideas and solutions to problems. Intuition helps the leader understand the needs and emotions of their team members, allowing them to provide the necessary support and guidance. Awareness is important for the leader to understand the impact of their actions and decisions on the team and the organization as a whole. Overall, these qualities enable the leader to effectively inspire and bring about positive change.

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  • 12. 

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

    • A.

      True

    • B.

      False

    Correct Answer
    A. True
    Explanation
    The statement is true because the management of an organization is responsible for directing and guiding others within the organization. They make decisions, set goals, allocate resources, and provide guidance to employees in order to achieve organizational objectives. Without the management's direction, it would be difficult for the organization to function effectively and efficiently. Therefore, the statement accurately reflects the role and responsibilities of the management in an organization.

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  • 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

    Correct Answer
    B. Interpersonal role
    Explanation
    The manager who gives guidance to employees, uses formal and informal networks, and acts as a figurehead is fulfilling the interpersonal role. This role involves interacting and building relationships with employees and other stakeholders. By providing guidance and support, the manager is effectively fulfilling their interpersonal role by establishing connections and maintaining effective communication within the organization.

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  • 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

    Correct Answer
    C. Coercive power
    Explanation
    Coercive power refers to the ability of a manager to influence someone's behavior by using punishment or by preventing or fighting specific behavior. This means that the manager can enforce consequences or penalties to control and manipulate the actions of others. It is a form of power that relies on fear and intimidation to achieve compliance.

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  • 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

    Correct Answer
    A. High concern for people but little interest in task
    Explanation
    This answer is correct because Style 1.9, also known as country club management, focuses on high concern for people but little interest in the task. This means that leaders who follow this style prioritize the well-being and satisfaction of their team members over achieving goals and tasks. They may prioritize building relationships, creating a positive work environment, and ensuring the happiness of their employees, even if it means sacrificing productivity or performance.

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  • 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

    Correct Answer
    C. Delegating
    Explanation
    Delegating is the most appropriate leadership style to manage an employee who is able and willing to perform a task. This style involves giving the employee the autonomy to complete the task on their own, while still providing support and guidance when needed. It allows the employee to take ownership of the task and develop their skills and confidence. This leadership style is effective when the employee is competent and motivated, as it promotes growth and fosters a sense of empowerment.

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  • 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

    Correct Answer
    B. Strict and authoritarian in style
    Explanation
    Managers in France are typically perceived as strict and authoritarian in their leadership style. This suggests that they are likely to enforce rules and procedures strictly and maintain a formal hierarchy within the organization. This management approach emphasizes discipline and control, which may be seen as necessary for maintaining order and achieving desired outcomes. It is important to note that this perception may not apply to all managers in France, as individual management styles can vary.

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  • 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

    Correct Answer
    B. Looking for information
    Explanation
    Looking for information is not one of the stages of rational decision making because it is assumed that the decision maker has already gathered all the necessary information during the stage of defining the problem. The stages of rational decision making typically include defining the problem, looking for information, devising alternatives, evaluating alternatives, making a choice, and implementing the decision.

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  • 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

    Correct Answer
    C. Decision maker are in capable to make a good decision
    Explanation
    The correct answer is that decision makers are incapable of making a good decision. This suggests that the reason for irrational decision making is the inability of the decision maker to make a good decision. It implies that the decision maker lacks the necessary skills, knowledge, or judgment to make rational choices. This could be due to a variety of factors such as lack of experience, cognitive biases, emotional influences, or external pressures.

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  • 20. 

    What is no aspect of decision making?

    • A.

      Time

    • B.

      Creativity

    • C.

      Participation

    • D.

      Meetings

    Correct Answer
    A. Time
    Explanation
    Time is not an aspect of decision making because it refers to the duration or period required to make a decision. It is not a factor or consideration that directly influences the decision-making process itself. Decision making involves evaluating options, considering consequences, and choosing the best course of action, whereas time is simply a measure of how long it takes to complete these steps. Therefore, time is not an inherent aspect of decision making.

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  • 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

    Correct Answer
    A. Absolute certainty
    Explanation
    Absolute certainty refers to a situation where all the objectives and outcomes of all alternatives are known. This means that there is no uncertainty or doubt regarding the consequences of each option. In other words, there is complete knowledge and confidence about the potential outcomes, making it easier to make a decision.

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  • 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

    Correct Answer
    D. The result was chosen by at least half of the people present plus one
    Explanation
    A decision is called a demarcated decision when it is chosen by at least half of the people present plus one. This means that the decision has received a clear majority of support from the participants, ensuring that it is not a close or divided decision. This requirement helps to ensure that the decision is widely accepted and has a strong mandate from the group.

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  • 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

    Correct Answer
    B. Cultural
    Explanation
    Resistance to changes in organizations can often be attributed to a desire to maintain existing values and norms. This resistance may stem from individuals' attachment to the culture and traditions of the organization. They may fear that the proposed changes will disrupt the established ways of doing things and potentially undermine the values and norms they hold dear. This resistance based on the desire to preserve cultural aspects of the organization is known as "Cultural" resistance.

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  • 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

    Correct Answer
    B. Defending
    Explanation
    When individuals at a meeting stand up for their own point of view and refuse to acknowledge or consider the arguments of others, the approach is referred to as "defending." This implies that these individuals are focused on protecting and advocating for their own ideas without being open to alternative perspectives or information.

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  • 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

    Correct Answer
    A. There is a clear definition of the problem
    Explanation
    The rational decision making process is considered an ideal model when there is a clear definition of the problem. This means that the decision maker understands the issue at hand and can clearly articulate what needs to be addressed. In such situations, the rational decision making process can be effectively applied as it involves gathering relevant information, evaluating alternatives, and selecting the best option based on logical reasoning. Having a clear definition of the problem allows for a systematic approach to decision making, ensuring that all relevant factors are considered and the best possible solution is reached.

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  • 26. 

    Dr. Edward de Bono has developed a simple but effective method that can help us all to be better thinkers. His six thinking hats are linked to different thinking styles. The yellow hat:

    • A.

      Symbolizes optimism and relates to hope and constructive thinking

    • B.

      Symbolises creativity, movement and new ideas

    • C.

      Provides an emotional and intuitive perspective

    Correct Answer
    A. Symbolizes optimism and relates to hope and constructive thinking
    Explanation
    The correct answer is "symbolizes optimism and relates to hope and constructive thinking." This is because the yellow hat in Dr. Edward de Bono's six thinking hats method represents positive thinking, looking for the benefits and advantages in a situation, and focusing on constructive solutions. It encourages a hopeful and optimistic mindset, which can lead to more effective and creative thinking.

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  • 27. 

    One widely used creativity tool is brainstorming which works best when:

    • A.

      Sessions do not last more than one hour

    • B.

      Subjects or problems are complex in nature

    • C.

      Ideas are evaluated by the group using rational techniques

    Correct Answer
    A. Sessions do not last more than one hour
    Explanation
    Brainstorming sessions are most effective when they are kept to a maximum duration of one hour. This is because longer sessions can lead to fatigue and a decrease in productivity. By keeping the sessions shorter, participants are able to maintain their focus and generate a higher quantity and quality of ideas. Additionally, shorter sessions allow for more frequent breaks, which can help to refresh and rejuvenate the participants. Therefore, limiting the duration of brainstorming sessions to one hour ensures optimal engagement and productivity.

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  • 28. 

    In 1994, the European Commission obliged certain multinational companies to establish a European Works Council. The functions of these Works Councils include:

    • A.

      Informing staff of cross-national issues

    • B.

      Advising employees of national problems

    • C.

      Meeting with top management once a month

    Correct Answer
    A. Informing staff of cross-national issues
    Explanation
    The correct answer is "informing staff of cross-national issues". This is because the European Works Councils were established in 1994 by the European Commission to fulfill this specific function. These councils are responsible for providing information to employees about issues that affect multiple countries, ensuring that staff members are aware of and informed about cross-national matters.

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  • 29. 

    If decisions in a meeting must be ratified unanimously, it would be acceptable:

    • A.

      For the proposal to be rejected by all the people present

    • B.

      For the result to be decided by 75% of those present

    • C.

      For one person to take the decision with all other people present acting as advisors

    Correct Answer
    A. For the proposal to be rejected by all the people present
    Explanation
    If decisions in a meeting must be ratified unanimously, it would be acceptable for the proposal to be rejected by all the people present because unanimous rejection means that everyone is in agreement that the proposal should not be approved. This aligns with the requirement for unanimous ratification.

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  • 30. 

    When a small organisation seems to be simply an extension of the leading figure, this is known as:

    • A.

      Person culture

    • B.

      Power culture

    • C.

      Role culture

    Correct Answer
    B. Power culture
    Explanation
    Power culture is the correct answer because in this type of culture, the organization revolves around a central figure or leader who holds most of the decision-making power. The organization is often seen as an extension of the leader's personality, with little formal structure or hierarchy. Power cultures are characterized by quick decision-making, flexibility, and a focus on individual influence rather than formal authority. In such organizations, the leader's personal values and preferences greatly influence the direction and functioning of the organization.

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  • 31. 

    We can identify four areas of effectiveness in successful organisations. The ability to anticipate changes quickly and to react decisively falls into the area of

    • A.

      Social effectiveness

    • B.

      Psychosocial effectiveness

    • C.

      Managerial effectiveness

    Correct Answer
    C. Managerial effectiveness
    Explanation
    The ability to anticipate changes quickly and react decisively is a key trait of effective managers. Managers are responsible for overseeing the operations of an organization and making strategic decisions. Being able to anticipate changes in the business environment and react decisively allows managers to adapt and make necessary adjustments to ensure the success of the organization. This falls under the area of managerial effectiveness, as it is a crucial skill for effective management.

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  • 32. 

    According to Greiner, organisational growth is a process of phases. When a phase comes to an end, the organisation will find itself in crisis. The recommended way for the organisation to move forward is

    • A.

      By focusing on changes within the external environment

    • B.

      By developing a new management style

    • C.

      By gradual development

    Correct Answer
    B. By developing a new management style
    Explanation
    Greiner suggests that when an organization reaches the end of a growth phase, it will face a crisis. To move forward, Greiner recommends developing a new management style. This implies that the organization needs to adapt and change its approach to effectively address the challenges and opportunities presented by the new phase of growth. By developing a new management style, the organization can better align its strategies, processes, and decision-making with the evolving needs and demands of the external environment, thereby enabling continued growth and success.

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  • 33. 

    The bureaucratic culture (Sanders and Neuijen)

    • A.

      Is similar to Handy’s power culture

    • B.

      Is similar to Handy’s person culture

    • C.

      Is similar to Handy’s role culture

    Correct Answer
    C. Is similar to Handy’s role culture
    Explanation
    The bureaucratic culture, as described by Sanders and Neuijen, is similar to Handy's role culture. This means that both cultures emphasize clear roles and responsibilities within an organization. In a role culture, individuals are expected to fulfill their specific roles and follow established procedures and rules. Similarly, in a bureaucratic culture, there is a focus on hierarchy, formal rules, and clear job descriptions. Both cultures prioritize stability, efficiency, and adherence to established norms and processes.

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  • 34. 

    John Kotter has identified some key causes of failures when organisations try to implement change. According to him, a common mistake is

    • A.

      Allowing a coalition of managers to form

    • B.

      Over estimating the power of vision

    • C.

      Allowing a feeling of self satisfaction to occur

    Correct Answer
    C. Allowing a feeling of self satisfaction to occur
    Explanation
    John Kotter has identified a common mistake in implementing change as allowing a feeling of self-satisfaction to occur. This means that when organizations try to implement change, they may become complacent or satisfied with their current state, which hinders their ability to effectively carry out the necessary changes. This can lead to a lack of motivation and effort to drive the change forward, ultimately resulting in failure. It is important for organizations to remain vigilant and continuously strive for improvement in order to successfully implement change.

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  • 35. 

    Peter Senge drew up five principles that allow a manager to help staff to develop their learning abilities within the organisation. These include

    • A.

      Stimulating individual learning

    • B.

      Working on developing individual visions

    • C.

      Promoting systems thinking

    Correct Answer
    C. Promoting systems thinking
    Explanation
    Promoting systems thinking is one of the five principles drawn up by Peter Senge to help managers develop their staff's learning abilities within the organization. This principle emphasizes the importance of understanding the interconnectedness and interdependencies of different parts of a system. By promoting systems thinking, managers encourage their staff to consider the broader implications and consequences of their actions, fostering a more holistic and integrated approach to problem-solving and decision-making. This principle also helps individuals recognize the impact of their actions on the organization as a whole, leading to more effective collaboration and alignment towards shared goals.

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  • 36. 

    The one-off and usually fundamental change to decision making powers and the division of labour within an organisation is known as:

    • A.

      Reacting

    • B.

      Restructuring

    • C.

      Revising

    Correct Answer
    B. Restructuring
    Explanation
    Restructuring refers to a significant and usually permanent change in the decision-making powers and division of labor within an organization. This involves reorganizing the structure, roles, and responsibilities of employees and departments to improve efficiency, adapt to new circumstances, or address organizational challenges. Restructuring often involves downsizing, merging or eliminating departments, or changing reporting relationships. It is a strategic process that aims to streamline operations, enhance productivity, and achieve long-term goals.

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  • 37. 

    Statement -  Societal efficiency is the degree to which the needs of parties within the external environment are realized.

    • A.

      True

    • B.

      False

    Correct Answer
    A. True
    Explanation
    The statement is true because societal efficiency refers to the extent to which the needs and demands of various parties in the external environment are met. This means that a society is considered efficient when it effectively addresses and satisfies the requirements of its members, including individuals, organizations, and communities. Achieving societal efficiency can lead to overall well-being, stability, and progress for the society as a whole.

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