General Management Questions! Triva Test!

Classical theorists believed that workers have only economic needs. This means that according to these theorists, workers are primarily motivated by financial rewards and are solely driven by their desire for higher wages and better working conditions. They did not consider other factors such as social or psychological needs in their analysis of worker behavior.

Peter Drucker developed Management By Objectives (MBO). MBO is a management approach that emphasizes setting clear objectives and goals for employees and then working together to achieve them. Drucker introduced this concept in his book "The Practice of Management" in 1954. He believed that by aligning individual goals with organizational objectives, employees would have a clearer understanding of what is expected of them and be more motivated to contribute to the overall success of the organization. MBO has since become a widely used management technique in many organizations.

Self-actualization need is the highest level need in Maslow's hierarchy. This need refers to the desire to reach one's full potential and to become the best version of oneself. It involves personal growth, self-discovery, and the pursuit of meaningful goals. Once an individual has satisfied their basic physiological, safety, belongingness, and esteem needs, they can focus on self-actualization. This need involves fulfilling one's unique potential, expressing creativity, and seeking personal fulfillment and satisfaction. It is the pinnacle of human motivation and represents the ultimate goal of personal development.

The correct answer is Critical Path Method. The Critical Path Method is a project management technique used to determine the longest sequence of dependent activities in a project. It helps in identifying the activities that are critical to the project's timeline and must be completed on time to avoid delays. This method allows project managers to plan and schedule activities effectively, allocate resources efficiently, and manage project timelines.

The theory of Bounded Rationality suggests that people's rationality is limited by various factors. One of these factors is the unavailability of information, meaning that individuals may not have access to all the necessary information to make completely rational decisions. Another factor is the cognitive limitations of the mind, which refers to the limited capacity of individuals to process and analyze information. Additionally, the finite amount of time available to make decisions also constrains rationality. Therefore, all of the above options contribute to the limitations of rationality according to the theory of Bounded Rationality.

The term "gangplank" refers to making direct contact in an emergency. This concept aligns with the principle of Scalar Chain in Fayol's management theory. The Scalar Chain principle emphasizes the importance of clear and direct communication within the organizational hierarchy. It suggests that information should flow through a formal chain of command, allowing for efficient decision-making and coordination. The idea of making direct contact in an emergency reflects the need for immediate communication and action, which is facilitated by the Scalar Chain principle.

The figurehead role in Mintzberg's managerial roles refers to the symbolic and ceremonial duties that managers perform, such as representing the organization in public events or acting as a spokesperson. The other options - entrepreneur, resource allocator, and negotiator - all fall under the decisional category, as they involve making choices and decisions related to the organization's goals, resources, and relationships. Therefore, the correct answer is figurehead, as it does not involve decision-making.

Japan is known for having a management system with a long-term orientation. This can be attributed to the country's cultural values, such as a focus on harmony, respect for tradition, and a strong sense of loyalty. Japanese companies tend to prioritize long-term goals and stability, often making decisions that may not yield immediate results but are believed to be beneficial in the long run. This approach contrasts with the more short-term focused management systems often found in the USA and China.

In a matrix organization, an employee is directed by two superiors. This means that the employee has two bosses or managers who provide guidance and give instructions. This structure allows for a dual reporting system where the employee may have a functional manager who oversees their work within a department or team, and a project manager who is responsible for specific projects or initiatives. Having two superiors can provide a broader perspective and support, but it can also lead to potential conflicts and challenges in managing priorities and expectations.

Moonshots for Management does not include the idea of working for a business-specific purpose only. Instead, it encourages organizations to think beyond their immediate goals and focus on tackling big, audacious challenges that can have a broader impact. This approach involves setting ambitious goals that go beyond profit-making and prioritizing social and environmental outcomes. By doing so, organizations can drive innovation, attract top talent, and make a positive difference in the world.

Conditional is not a type of organizational structure because it does not refer to a specific way in which an organization is structured. The other options, Line, Matrix, and Bureaucracy, are all well-known types of organizational structures that define the relationships, roles, and hierarchy within an organization. Conditional, on the other hand, does not provide any information about the structure or organization of a company. Therefore, it is not a valid option for a type of organizational structure.

The correct answer is "CPM deals with uncertain activities." This statement is not correct because CPM (Critical Path Method) is a project management technique that deals with deterministic activities, where the duration of each activity is known with certainty. Unlike PERT (Program Evaluation and Review Technique), which deals with uncertain activities and uses probabilistic estimates for activity durations, CPM assumes that the activity durations are fixed and does not account for uncertainties. Therefore, this statement contradicts the nature of CPM.

The planning function involves both forward-looking and backward-looking aspects. It requires analyzing past data and trends to make informed decisions about the future. By looking back at previous experiences and outcomes, planners can identify what has worked and what hasn't, allowing them to adjust their strategies accordingly. Additionally, planning involves setting goals and objectives for the future, envisioning the desired outcomes and formulating strategies to achieve them. Therefore, the planning function encompasses both forward-looking anticipation and backward-looking reflection.

Proxemics refers to the study of how people perceive and use space in communication. It involves analyzing the distance between individuals during interactions, as well as the impact of personal space and territoriality on communication. This field of study examines how different cultures and individuals interpret and react to spatial boundaries in various social contexts.

According to Herzberg's two-factor theory, "salary" is considered a hygiene factor. Hygiene factors are elements in the work environment that, when adequate, do not necessarily motivate employees but their absence or dissatisfaction can lead to dissatisfaction. Salary is seen as a basic requirement for employees and if it is not sufficient or fair, it can cause dissatisfaction. However, an increase in salary alone may not necessarily motivate employees to perform better or be satisfied with their work. Motivating factors, on the other hand, are related to the nature of the work itself and include factors such as recognition, achievement, and growth opportunities.

The number of levels and managers in an organization is determined by the span of control. Span of control refers to the number of subordinates that a manager can effectively supervise. A wider span of control means that each manager has more subordinates, leading to fewer levels in the organizational hierarchy. On the other hand, a narrower span of control means that each manager has fewer subordinates, resulting in more levels in the hierarchy. Therefore, the span of control directly influences the number of levels and managers in an organization.

Formalisation refers to the degree to which jobs are standardized and the extent to which employee behavior is guided by rules and procedures. It involves the establishment of clear guidelines and protocols for tasks and activities within an organization. This ensures consistency and uniformity in how work is performed, reducing ambiguity and promoting efficiency. Formalisation helps in maintaining control and coordination within the organization, as employees know what is expected of them and how to carry out their tasks. It also facilitates decision-making and communication processes by providing a structured framework for interactions.

Leaders with high concern for people and low concern for production fall under the Country Club style. This style of leadership emphasizes creating a friendly and supportive work environment where the needs and well-being of the employees are prioritized over achieving high levels of productivity. Leaders following this style tend to avoid conflict and confrontation, and they focus on maintaining good relationships with their team members. While this style may foster a positive work culture, it can also result in low productivity and performance if not balanced with attention to achieving organizational goals.

The correct answer is Luther Gullick. Luther Gullick was a prominent management theorist who developed the Contingency theory. This theory suggests that managers should adapt their approach based on the specific circumstances and situations they encounter. It emphasizes the importance of flexibility and recognizing that there is no one-size-fits-all approach to management.

The 7 C's of effective communication are completeness, conciseness, clarity, coherence, correctness, courtesy, and consideration. However, completeness is not one of the 7 C's. Completeness refers to providing all necessary information and ensuring that the message is comprehensive and thorough. While it is an important aspect of effective communication, it is not included in the 7 C's framework.