MCQs

Management Theory and Practice

Chapter No 2

1. ___________ is a universal phenomenon and is concerned with all the aspects of an

organisation’s functioning
a. Management
b. Administration
c. Directing
d. Organising

2. The main objective of management is to draw ________________ out of minimum

efforts and resources
a. Minimum output
b. Maximum output
c. More input
d. Less output

3. As a ________, management is based on gaining knowledge through research and

experiments
a. Science
b. Art
c. Social science
d. Profession

4. As art, management requires specific ______________ otherwise the performance of

the organisation would be adversely affected.
a. Skills and abilities
b. Research and experiments
c. Competence and capability
d. None of the above

5. Management is also regarded as a function or process that aims to combine efforts

to pursue certain ___________________.
a. Organisational goals
b. Individual goals
c. Team goals
d. All of the above

6. _______________ is a process of creating and maintaining an environment where

individuals work together to achieve certain goals by using the available resources
optimally.
a. Management
b. Controlling
c. Organising
 d. Directing

7. According to the _______________, management is all about managing people

tactfully and getting jobs done through the efforts
a. Traditional viewpoint
b. Modern viewpoint
c. 7Ms viewpoint
d. 4Ps viewpoint

8. According to the____________ , management is a group activity that intends to

achieve individual goals of the group as well as organisational goals.
a. Traditional viewpoint
b. Modern viewpoint
c. 7Ms viewpoint
d. 4Ps viewpoint

9. Which of the following does not come under the 4Ps of Management?
a. Productivity
b. People
c. Public relationship
d. Price

10. ______________ has defined Management as a process consisting of planning,

organising, actuating, and controlling, performed to determine and accomplish the
objectives by the use of people and resources”.
a. George R. Terry
b. Webster dictionary
c. Henri Fayol
d. Oliver Sheldon

11. Management is guiding __________________ into dynamic organisational units

which attain their objectives to the satisfaction of those served and with a high
degree of morale and sense of attainment on the part of those rendering service
a. Natural resources
b. Human and physical resources
c. Capital resources
d. None of the above

12. _______________________ are the two important aspects of successful

management.
a. Efficiency and effectiveness
b. Efficiency and employee
c. E-commerce and entrepreneur
d. None of the above

13. Management does not exist without _________

a. Objective
b. Goals
 c. Purpose
d. Plan

14. Management is called a _____________ activity

a. Ubiquitous
b. Pervasive
c. Unusual
d. Distinctive

15. The essence of the organisation lies in the _______________ of individual efforts
a. Corporation
b. Coordination
c. Division
d. Control

16. Management aims to achieve individual and organisational goals by utilising

________________ judiciously
a. Information
b. Human and non-human resources
c. Materials
d. Capital

17. Management is called as key to __________________ of a country

a. Exponential Growth
b. Economic growth
c. Linear Growth
d. Logarithmic Growth.

18. Management is already a field of knowledge and is becoming a science, because the
inter-relationship being involved are being explained systematically and emerging
theories are being tested and improved by logic and facts of life.
a. Lillian Gilberth
b. Luther Guelick
c. F.W. Taylor
d. None of the above

19. Management is regarded as what type of science?

a. Behavioural science
b. Natural science
c. Social science
d. All of the above

20. Management is a skill that comes from an individual’s _____________ and ability
a. Personality
b. Efficiency
c. Effectiveness
d. All of the above
21. In which series of lectures did David E. Lilienthal presented his view on management
as an art
a. Management: A Humanist Art
a. The art of Leadership
b. Management and the arts
c. None of the above

22. Peter drunker termed management as a __________ art

a. Liberal

23. As a ____________ management involves rules and regulations to achieve set goals
a. Art
b. Profession
c. Science
d. Behavioural Science

24. _______________________ have given only four functions of management namely

planning, organising, leading and controlling
a. F.W Taylor
b. Newman and Summer
c. Henry Fayol
d. George Terry

25. The future forecast is done on the basis of __________ analysis

a. Past
b. Present
c. Future
d. Current

26. What involves determining and grouping activities and resources in the most
appropriate manner?
a. Directing
b. Organising
c. Controlling
d. Planning

27. ___________ involves employing an efficient pool of people in the right quantities in
order to achieve the results
a. Directing
b. Staffing
c. Planning
 d. Organising

28. ___________ guides subordinates on how to achieve organisational objectives

a. Planning
b. Directing
c. Organising
d. Controlling

29. In controlling the actual __________ is measured against the desired output
a. Output
b. Profit
c. Result
d. Goals

30. ___________ is an emerging concept that has now been adopted by most business
across the world.
a. Corporate Social Resources
b. Corporate Social Responsibility
c. Corporate Society Responsibility
d. Care Social Responsibility

31. CSR refers to the duties and obligations of an organisation intended towards
____________________.
a. Welfare of the society
b. Welfare of the employees
c. Welfare of the government
d. Welfare of the shareholder

32. _____________________ considers a business as an economic purpose and social

responsibility as an obligation
a. Social obligation approach
b. Social responsible approach
c. Social responsive approach
d. None of the above

33. _____________________ considers a business from both social and economic point
of view
a. Social obligation approach
b. Social responsible approach
c. Social responsive approach
d. None of the above
34. _______________________ works activity to deal with the social needs and
problems
a. Social obligation approach
b. Social responsible approach
c. Social responsive approach
d. None of the above

35. ____________________ are individuals who work inside the organisation

a. External stakeholders
b. Internal stakeholders
c. Shareholders
d. Employees

36. External stakeholders _____________ influence the organisation

a. Indirectly
b. Directly
c. Secondarily
d. Primarily

37. _________________ are the individuals who invest in the business by purchasing
stock to earn profits in return
a. Shareholders
b. Stakeholders
c. Customers
d. Employees

38. Restricting the selling of _____________________ products is responsibility of the

business towards customers
a. Adulterated and low-quality
b. Good quality
c. Refined products
d. Polluted

39. According to _____________, administration is a thinking process, whereas

management is a doing process
a. Elbourne
b. Unwick
c. Mary Follett
d. Oliver Sheldon

40. _________________ is a term used by government, military, educational and

religious organisations
a. Management
b. Administration
c. Art
 d. Science

41. _____________ is that occupation in which one professes to have acquired

specialised knowledge, which is used either instructing, guiding or advising others
a. Profession
b. Science
c. Art
d. Management

42. A ____________ has a well-defined area of organised knowledge

a. Profession
b. Art
c. Science
d. Management

43. In management there are __________________ that has been laid down to ensure
the confidentiality of the organisations’ information and prevent the misuse of such
information
a. Existence of body of specialised knowledge and techniques
b. Establishment of representative professional association
c. Formalised methods of acquiring training and experience
d. Ethical code of conduct

44. Which characteristics of profession does not match with management?

a. Establishment of representative professional association
b. Ethical code of conduct
c. Existence of body of specialised knowledge and techniques
d. Formalised methods of acquiring training and experience

45. What does 7Ms stands for in the 7Ms viewpoint on management?
a. Men, machine, material, money, method, markets, motive
b. Men, machine, mature, material, monday, money, maintain
c. Method, markets, motivate, measure, maintain, men, material
d. none of the above

46. What are two important aspects of successful management?

a. Efficiency and effectiveness
b. Efficiency and employee
c. E-commerce and entrepreneur
d. All of the above
47. Management is required by individual in every aspect be it their personal or
professional lives. What nature of management does it reflect?
a. Management is universal
b. Management is art
c. Management is science
d. Management is a profession

48. Management is an on-going process that is performed by managers at all levels in an

organisation
a. True
b. False

49. _____________ is defined as a system of doing something in an organised manner.

a. Art
b. Science
c. Profession
d. All of the above

50. What is looking forward function of management?

a. Planning
b. Directing
c. Organising
d. Staffing

51. _____________ involves employing an efficient pool of people

a. Directing
b. Staffing
c. Controlling
d. Managing

52. What does CSR stand for?

a. Corporate Social Resources
b. Corporate Social Responsibility
c. Corporate Society Responsibility
d. Care Social Responsibility

53. ______________ approach works actively to deal with social needs and problems
a. Social Responsive Approach
b. Social Responsible Approach
c. Social Obligation Approach
d. All of the above
54. Administration and management are closely related
a. True
b. False

55. In the view, administration is different from management ______________ is higher

level activity, while _____________ is lower-level activity
a. Administration; Management
b. Management; Controlling
c. Administration; Planning
d. None of the above

56. ______________ involves rules and regulations for guiding the behaviour of
individuals
a. Professional associations
b. Code of conduct
c. Science
d. Training and development

57. Profession does not have any formalised methods of acquiring training and
experience
a. True
b. False
Summed up chapter-
styles of leadership-
autocratic leadership, democratic leadership, free-rein leadership, action-
oriented leadership, transactional leadership, transformation leadership,
charismatic leadership, bureaucratic leadership and situational leadership.

Roles of leaders,

Planning, motivating employees, communicating goals and objectives,

including team spirit and making effective decisions.

skills to be possessed by team members-

communication skills, listening skills, time management skills, decision making
skills, risk identification skills, motivation skills.

leadership styles suggested by Tannebaum, Schmidt and Crosby are-

Autocratic, consultative and collaborative, consensus or group decision and
convenience or delegation
notes
Note- a manager focuses on systems and structures a leader focuses on
people.
Note- a style of Management where all employees take part in the decision-
making process of an organization known as participating management.
MCQ
1. chief executive officers president directors and senior executive come
under which level of leaders?
Business level
Corporate level
functional level
Operational level
2. divisional original leaders such as Vice-President general managers and
Portfolio managers come under which level of leaders
Business level
Corporate level
functional level
Operational level

3. corporate level leaders direct which level of leaders for implementing

strategic decisions
Business level
Corporate level
functional level
Operational level

4. head of department such as finance manager marketing manager and

production manager come under which level of leaders
Business level
Corporate level
Operational level
functional level

5. assistant managers and Deputy managers who undertake the

responsibility of executing plans and strategies within functional areas
come under which level of leaders
Business level
Corporate level
functional level
Operational level

6. what style of leadership issues Orders and control subordinates through

reward and punishment?
Autocratic leadership
Transformational leadership
Charismatic leadership
Situational leadership

7. in what style of leadership, the leaders use their personal charm to

inspire others towards the accomplishment of goals and objectives.
Autocratic leadership
Transformational leadership
Charismatic leadership
Situational leadership

8. who promotes imagination foresight enthusiasm and initiative in an

organisation to the Employees?
managers
leaders
mentors
all of the above

9. what type of decisions are made by the leaders or managers and a

handed down to the team without any discussion or consultation-
Autocratic
consultative and collaborative
consensus or group decision
convenience or delegation

10.what kind of decision making requires and uses opinions and input of
team members this kind of decision making involve leader who ask for
feedback and viewpoints
consultative and collaborative
Autocratic decision making
consensus or group decision
convenience or delegation

11.what kind of group discussion is done with a vote or similar to that of a

democratic vote
Autocratic decision making
consultative and collaborative
consensus or group decision
convenience or delegation

12. what style of decision making helps in empowering team members and
developing their decision making skills

Autocratic decision making

consultative and collaborative
consensus or group decision
convenience or delegation
 13.what what is the type of leadership where leaders encourage
subordinates to participate in decision making
democratic leadership
free rein leadership
action oriented leadership
transactional leadership

14.what is the style of leadership where leaders give complete freedom to

subordinates to set their individual goals and perform accordingly
democratic leadership
free rein leadership
action oriented leadership
transactional leadership

15. what is the style of leadership where the leaders are only concerned
with getting the job done on time, they focus on deadline

democratic leadership
free rein leadership
action oriented leadership
transactional leadership

16.what is the style of leadership where leaders exercise disciplinary power

and motivate employees by exchanging awards for performance

democratic leadership
free rein leadership
action oriented leadership
transactional leadership

17.in which leadership style the leaders want to take the organisation or
work team to the next level of performance and success
transactional leadership
transformational leadership
bureaucratic leadership
situation and leadership

18.what style of leadership strictly follow organisational rules and policies

and ensure that employs also are there to the rules and policies
transactional leadership
transformational leadership
bureaucratic leadership
situation and leadership

19.in what style of leadership it is assume that there is no perfect style of

leadership and effective leadership is subjected to requirement
transactional leadership
transformational leadership
bureaucratic leadership
situation and leadership

1- Corporate level
2- Business level
3- Business level
4- functional level
5- Operational level
6- autocratic leadership
7- charismatic leadership
8- leaders
9- Autocratic
10- consultative and collaborative
11- consensus or group decision
12- convenience or delegation
13- democratic leadership
14- free rein leadership
15- action oriented leadership
16- transactional leadership
17- transformational leadership
18- bureaucratic leadership
19- situation and leadership
 MANAGEMENT THEORY AND PRACTICE
CHAPTER - 8 MOTIVATION
8.1 Introduction

1) ____________ can be defined as an individual’s willingness to exert high levels of

efforts in the pursuit of organizational goals and objectives.

A) Goal B) Learning C) Team work D) Motivation

2) ____________ is an act of stimulating the behavior of an individual with the aim to

achieve the desired outcome.(Motivation)

8.2 Meaning of Motivation

3) The term motivation has been derived from a _________ word movere, which means to

move.

A) Latin B) Greek C) Chinese D) French

4) According to Dale S.Beach Motivation can be defined as a __________ to expand energy

to achieve a goal or a reward.

A) Though process B) courage C) Willingness D) None of the above

5) According to W.G.Scott, a process of stimulating people to action to accomplish

desired goals is _____________ (Motivation)

6) If employees are motivated, they will show ______________ towards the achievement of

organizational goals and objectives.

A) Less commitment B) conflict C)Disinterest D) greater commitment

7) motivated employees are __________ towards the organization.

A) against B) Loyal C) modesty D) cooperate

8) Motivated employees are less likely to get absent or switch to other organization and

perform their work with greater zeal and enthusiasm (True/False)

9) Motivated employees are usually not express their thoughts and views with others. And

avoid bridges communication gap and making conflicts among employees(Ture/False)

10) Motivation drives a goal-directed behavior that __________ employees to put their

efforts towards the accomplishment of organizational goals.

A) Encourages B) Discourage C) Belief D) None of the above

11) ______________ is basically an employee’s perception about how well his/her job meets

his/her expectations.

A) Job Security B) Job satisfaction C) work environment D) Team Sprite

12) _____________ can be defined as a basic psychological process or an internal feeling

that helps individuals to attain their personal and professional goals in an efficient manner.(

Motivation )

13) Which of the following not related to the need of motivation

A) Productive use of Human resources

B) Low absenteeism

C) Good Corporate Image

D) All the above

8.3 Theories of Motivation

14) According to Modern theories of Motivation, it was believed that employees are

motivated by just giving opportunities of making money. (Ture/ False)

15) Motivational theories are broadly categorized into ________ types

A) Two B) three C) five D) three

16) Traditional Theories explain motivation in terms of _________ factor only.

A) Job Satisfaction B) Growth C) Financial D) socio - psychological

17) Who was the first major supporter of traditional theories. (F.W. Taylor )

18) Traditional theories of motivation neglect ____________ factors

A) socio - psychological B) monetary C) Employee Behaviour D) employees Prescription

19) According to Maslow, individuals are motivated by ______________ (unsatisfied

needs)

20) The Maslow's hierarchy of needs is often portrayed in the shape of a __________

A)Helical B) round C) pyramid D) Water Fall

21) The Maslow's hierarchy of needs is often portrayed in the shape of a pyramid with

__________ at the bottom.

A) Physiological Needs B) Safety needs C) Social need D) Esteem needs

22) Which of the following is at the top of Maslow’s Hierarchy of needs Pyramid

A) Social needs B)Self-actualization Needs C) Physiological Needs D) Esteem needs

23) Which Needs emerge next to the satisfaction of Social needs .

A) Safety needs B) Physiological needs C) Self- Actualization needs D) Esteem Needs

24) ______________ include the basic needs for Food ,Clothing and Shelter

A) Safety needs B) Physiological needs C) Self- Actualization needs D) Esteem Needs

25) ______________ include the needs for protection from physical and emotional harms .

A) Safety needs B) Physiological needs C) Self- Actualization needs D) Esteem Needs

26) ______________ include the needs for affection,belonging, acceptance and friendship.

A) Social needs B)Self-actualization Needs C) Physiological Needs D) Esteem needs

27) _____________ include needs for internal esteem factors, such as self-respect,

autonomy, and achievement as well as external esteem factors, such as status, recognition,

and attention.

A) Social needs B)Self-actualization Needs C) Physiological Needs D) Esteem needs

28) Measuring some needs, such as the self-actualization needs is_________

A) Easy B) findable C) challenging D) Very easy

29) self-actualization needs include ___________

A) need for growth B) need for realization of one’s potential B) need for self-fulfillment D)

All the above

30) According to Maslow,______________ are considered to be the lower-order needs and

are satisfied by external factors, such as salary or work tenure.

A) physiological and safety needs B) Social Needs C) Esteem needs D)None of the above

31) The two-factor theory, which is also known as the motivation-hygiene theory was

proposed by ____________ (Frederick Herzberg)

32) Herzberg concluded motivation-hygiene theory with the two sets of factors are related to

__________( job satisfaction and job dissatisfaction)

31)

32) increasing the job satisfaction of employee (Intrinsic factors)

33) ______________ are the factors whose absence can cause dissatisfaction among

employees. (hygiene factors)

34) Which of the following is not help in increasing the job satisfaction of employees.

A)hygiene factors B)maintenance factors C)extrinsic factors D)None of the above

35) According to Herzberg, hygiene factors generate _______________ as they tend to avoid

unpleasantness.( job dissatisfaction)

36) _____________ generate job satisfaction because of the need for growth. (motivators )

37) a ______________ (no Job Satisfaction)

38) The reverse of job dissatisfaction is ______________ ( no job dissatisfaction )

39) ____________ are people who are primarily motivated by the intrinsic factors, such as

advancement and achievement.

A)Motivation seekers B)Hygiene Factor

40) ____________ are people who are more concerned with factors that surround the job.

These factors may include supervi- sion, working condition, salary, etc.

A)Motivation seekers B)Hygiene Factor

41) Which of the following is not a Modern Motivation theory

A) ERG theory,B) McClelland’s theory of needs C) equity theory of motivation D) non of

the above

42) In ERG theory for motivation , E Stands for Existence, G - stands for Growth and R -

stands for ___________ A)Relatedness B) Relationship C) Reward D) reaction

43) The Existence, Relatedness and Growth (ERG) theory was developed by an American

psychologist _______________ ( Clayton Alderfer)

44) _______ needs are concerned with the desire of individuals for maintaining important

interpersonal relationships. (relatedness )

45) ____________ theory states that multiple needs can act as motivators at the same time

and at- tempt to satisfy higher order needs, which can result in the regression of lower order

needs.(ERG theory)

46) According to David McClelland’s Need Theory the needs of individuals fall into

categories that include _________ A) needs for achievement B) needs for power C) needs for

affiliation D) all the above

47) Individuals with high ___________ get motivated if they are given challenging tasks

because they are creative, hardworking and open minded.

A)NAch - need for achievement B) need for Power (nPow) C) Need faffiliation - NAff

48) Individuals with high ___________ like to control and affect the behavior of others as

they are manipulative in nature.

A)NAch - need for achievement B) need for Power (nPow) C) Need faffiliation - NAff

49) Individuals with high NAff have an urge to develop interpersonal relationships.(

True/Flase )

50) ___________ theory states that individuals compare their job inputs and results with that

of others. (The equity theory )

51) According to the equity theory, when an employee observes any disproportion in the

outcome-input ratio, he/she gets highly _____________

A) Motivated B) Demotivated C) Improve Confident level

52) According to the equity theory, the rewards (outcomes) should be ___________ related to

the quality and quantity of the employee contribution (inputs) A)Indirectly B) Not Related C)

Directly

53) Traditional theories explain motivation in terms of the financial factor only. (True/false )

54) _____________ are people who are primarily motivated by intrinsic factors, such as

advancement and achievement.A) Hygiene Seeker B) Motivation seeker

8.4 Techniques for stimulating creativity

55) ____________ motivates employees by making a job more competitive

A) Job Security B) Job rotation C) Job enrichment d) None of the above

56) ___________ is a technique wherein employees are assigned different roles and

irresponsibility to retain their interest in the work.

A) Job Security B) Job rotation C) Job enrichment d) None of the above

57) It is important for leaders to delegate responsibility to team members so that they can feel

as a valuable part of the organization. (True/False)

58) it is primary for an organization to maintain a _______ work environment.

A)Unpleasant B) congenial C)Pressure D)Conflict

59) Job enrichment allows employees to share some responsibilities of their superiors.

(True/False)
 CH – 9 Change Management

1. What is inevitable in an organisation especially in today’ sever-changing, complex

business environment.
a) Pressure
b) Motivation
c) Change
d) Managing

2. Managers/leaders should facilitate by working with employees and

helping them to adapt to change easily.
a) Help
b) Change
c) Educate
d) Train

3. According to whom, “Change management is the process, tools and techniques

to manage the people side of the change process, to achieve the required
outcomes and realise the change effectively within the individual, change agent,
inner team and wider system.”
a) David P. Baker
b) Alvin Toffler
c) John Naisbett
d) Stephen P. Robbins

4. According to whom, “Change is not merely necessary to life. It is life”

a) David P. Baker
b) Alvin Toffler
c) John Naisbett
d) Stephen P. Robbins

5. According to whom, “As a society, we have been moving from old to the new. In
addition, we are still In motion. Caught between eras, we experience turbulence”
a) David P. Baker
b) Alvin Toffler
c) John Naisbett
d) Stephen P. Robbins

6. According to whom, “Change is concerned with making things different. Things

must be different because they change constantly”
a) David P. Baker
b) Alvin Toffler
c) John Naisbett
d) Stephen P. Robbins

7. Benefits of Adopting to Change

a) Coping with financial crisis.
b) Bridging performance gaps.
c) Utilizing its strengths and understanding its weaknesses
d) Predicting possible threats and using untapped opportunities.
e) All of the above

8. Areas in which change takes place

a) Mission, vision, and business strategy to achieve long-term goals.
b) Technology to achieve efficiency and reduce costs.
c) Human resource to maintain an efficient pool of employees.
d) Organisational structure to alter the authority-responsibility relationship
e) Organisational culture to alter the organisation’s styles, values and beliefs
f) All of the above

9. An organisation’s styles, values, and beliefs are a part of ________________. 

a) Organisational structure
b) Code of conduct
c) Organisational culture
d) None of the above

10. What can be defined as a systematic approach to defining and implementing

procedures for dealing with change in an organisation?
a) Change Management
b) Motivation
c) Leadership
d) Decision Management

11. What is the last step of the change management process?

a) Identifying the forces demanding change
b) Planning change
c) Implementing change
d) Following up

12. Main Objectives of Change Management

a) To ensure that the desired results of a change are achieved.
b) To sustain organisational efficiency and productivity.
c) To assure that all employees in the organisation are informed about the change
to be implemented.
d) To establish a creative and flexible culture.
e) To reduce issues associated with implementing change.
f) To evaluate the exact cost associated with change implementation.
g) All of the above

13. External forces are present within the organisation.

a) True
b) False
c) Cannot be determined

14. Which type of resistance is tackled by convincing employees about the positive

outcomes of change? 
a) Rational
b) Emotional
c) Both A & B
d) None of the above

15. Which type of resistance occurs when people do not have the proper knowledge
or information about the change happening in the organisation?
a) Rational
b) Emotional
c) Both A & B
d) None of the above

16. Reasons for resistance to change in an organisation are:

a) Lack of Capabilities & Incentives
b) Fear of technological upgradation & salary reduction
c) Uselessness of Skills, Habit/comfort & Ego-defensiveness
d) All of the above

17. What are the symptoms of resisting change?

a) Poor performance & Disinterest towards work
b) Increased absenteeism, shutdowns & strikes
c) Both A & B
d) None of the Above

18. Ways to manage resistance to change

a) Facilitation: Managers/leaders should facilitate change by working with
employees and helping them to adapt to change easily.
b) Education: Managers/leaders should make employees aware of the reasons for
change, benefits of the change to be implemented, skills required to implement
the change, etc.
c) Involvement: Managers/ leaders should involve employees in planning and
implementing change by asking for their valuable suggestions and ideas.
d) Negotiation: Managers/leaders should always have a discussion with employees
for reaching a mutual agreement to change.
e) Training Programs: People should be well trained to implement the change.
Regular meetings, communication, teambuilding, and coaching should be
arranged so that employees can accept the change easily.
f) All of the above

19. An approach to enhance organisational effectiveness using behavioural science

knowledge is called ________________. 
a) Organisational Development
b) Change Management
c) Both A & B
d) None of the Above

20. According to whom, “Organization development is an answer to change, a

complex educational strategy that is intended to modify the organization’s norms,
values, attitudes and structure, so that it may adapt more easily to the new
 technologies, to the new market challenges, as well as to the nowadays stunning
rate at which change takes place.”
a) Bennis,1969
b) Beckhard,1969
c) Lewis,1969
d) Burke,1969

21. According to whom, “Organization development is an effort that is planned at

organization level and starts from the top of the organizational hierarchy in order
to enhance the organization’s effectiveness through planned interventions in
organizational processes, using knowledge of behavioral sciences.”
a) Bennis,1969
b) Beckhard,1969
c) Lewis,1969
d) Burke,1969

22. Similarities between Change Management and Organisational Development

a) Both change management and organisational development lay emphasis on
improving the performance and efficiency of an organisation.
b) Both involve a sequential order of planned actions and a set of processes.
c) Both rely on effective leadership to be implemented successfully
d) All of the above

23. Differences between Change Management and Organisational Development

a) Change management can take place at individual and group levels, whereas
organisational development focuses on the forces that impact the organisation as
a whole.
b) Successful change transforms the way an organisation thinks and works. On the
other hand, organisational development helps in stimulating a change within the
organisation and managing it effectively.
c) Change management focuses on cost, quality, and stringent schedules, while
organisational development lays emphasis on behavioural science values,
human potential, participation, and transfer of skills.
d) Change management specifically deals with the issues rose in an organisation,
while organisational development involves detailed diagnosis to find out the
underlying causes of the presenting problem.
e) All of the above

24. Organisational development focuses only on individual level. 

a) True
b) False
c) Cannot be determined

25. Change takes place at three levels, namely individual, group, and___________.
a) Organisational
b) Global
c) Team
d) Domain
26. According to whom, “Leaders are known as Champions of Change- as it is the
top management of any organization who keeps the process of change going on
and maintain the operational reliability of the organization.”
a) Nadler & Nadler
b) Beckhard,1969
c) Lewis,1969
d) Burke,1969

27. What are the qualities/capabilities a change leader should have, as per Ajaiyi
a) leader should have the following capabilities:
b) Superhuman determination to make change happen
c) Persistence
d) Stamina
e) Sufficient mandate that stems from personal change
f) First rate intelligence
g) All Of The above

28. Change cannot be implemented without leadership efforts. 

a) True
b) False
c) Depends on the nature of the change
d) Cannot be determined

29. Who are change agents/promoters in an organisation? 

a) Leaders
b) Clients
c) Both A & B
d) New Joinees

30. The leadership style should be customised as per the behaviour of employees in
a particular organisation.
a) True
b) False
c) Cannot be determined
 MANAGEMENT THEORY AND PRACTICE
CHAPTER-10
MCQ
1. MIS means ___________
a. Management info system
b. Management information support
c. Management information system
d. Manage info system
Answer- c.
2. 3 main types of management depending on its requirement are Decision Support
System, Group Decision Support system and Expert system.
3. In order to understand the concept of MIS, it is necessary to understand two
terms___________ and _________
a. Data and information
b. Management and information system
c. DSS and expert system
d. Management and objectives of organization
Answer –b.
4. According to ________, MIS is the system of people, equipment, procedures,
documents and communication that collects, validates, operates on, transforms, stores,
retrieves and present data for use in planning, budgeting and other management
processes.
a. Schwartz
b. Coleman
c. Ritley
d. Robertz
Answer- a.
5. ___________ is a collection of facts, figures, objects, symbols, and events that have
been gathered from different sources.
a. Information
b. DSS
c. MIS
d. Data
Answer-d.
6. Information that is error free, correct, and based on facts is called :
a. Accurate information
b. Timely information
c. Relevant information
d. Complete information
Answer- a.
7. When data is processed and converted into a form that has a specific meaning, it
becomes _____________.
a. MIS
 b. Knowledge
c. Information
d. Collective data
Answer- c.
8. According to Coleman and Ritley, An MIS –
a. Applies to all management levels
b. Is linked to an organizational subsystem
c. Is flexible both internally and externally
d. All of above
Answer- d.
9. Two types of data are-
a. Primary and Secondary
b. Internally and Externally
c. Sources and Observations
d. Normal and Management
Answer-a.
10. What are the two components of an expert system –
Answer- Knowledge base and Reasoning mechanism.
11. An expert system uses a _____________, while a traditional computer system
requires ______________.
a. Information , data
b. Reasoning mechanism ,human knowledge
c. MIS , information
d. DSS, GDSS
Answer-b.
12. Which of the following is not the limitations of the MIS –
a. High maintenance cost
b. Technical failures
c. Identify organization weaknesses
d. Accountability problems
Answer- c.
13. Information said to be complete if -----
a. it is fully interpretable
b. error free
c. time taken
d. it can be helpful
Answer – a.
14. The first commercial expert system DEC’s XCON was introduced in-
a. 1998
b. 1992
c. 1980
d. 1981
Answer- d. ( and also gained popularity in 1990s )
15. An expert system is able to interpret complicated data like sonar data and geophysical
measurements. (True / False)
Answer- true.
16. In which of the following phase, all the possible solutions to problems are identified-
a. Intelligence phase
b. Design phase
c. Choice phase
d. User phase
Answer- b.
17. Which type of decision support system is designed to help internal teams in an
organization using Web or client – server technology ?
Answer- Communication-driven DSS.
18. Which DSS is a complex decision support system as it helps in evaluating various
decisions considered by management and selecting the best one?
a. Data-driven DSS
b. Communication-driven DSS
c. Document-driven DSS
d. Model-driven DSS
Answer-d.
19. ______________ is a collection of various mathematical and analytical tools that
helps in retrieving information from the database.
a. Hardware
b. Software
c. Network
d. User-interface
Answer- b.
20. Knowledge –driven DSS is a complex decision support system as it helps in
evaluating various decisions considered by management and selecting the best one.
(True / False)
Answer- false. ( it is the work of communication –driven DSS and Knowledge –
driven DSS is mainly used to get management advice or select products or services.)
21. The implementation of GDSS requires huge cost, time, and efforts. (True / False)
Answer- true.
22. ______ can be defined as an information system that is designed to support decisions
made by groups.
a. MIS
b. DSS
c. GDSS
d. Expert system
Answer- c.
23. Which components of GDSS comprises physical devices of a computer system, such
as monitors, servers, electronic display boards, keyboards and audio- visual
equipment?
a. Software
 b. Hardware
c. People
d. Network
Answer- b.
24. Which of these is not the function of GDSS-
a. Electronic questionnaire
b. Electronic brainstorming tools
c. Group dictionaries
d. One to many communication
Answer-d.
25. In which of the following phase, the most appropriate solution is selected-
a. Intelligence phase
b. Design phase
c. Choice phase
d. User phase
Answer- c.
26. From the following which are the components of GDSS-
a. Hardware
b. Software
c. People
d. All of the above
Answer- d.
27. In the words of ______, An expert system is a computer program that represents and
reasons with knowledge of some specialist subject with the view to solving problems
or giving advice.
a. Jackson
b. Coleman
c. Ritley
d. Robertz
Answer-a.
28. Application of DSS in different sector are-
a. medical and banks
b. business and management
c. agriculture and railways
d. all of the above
Answer- d.
29. Which are the drawbacks of expert system-
a. Cannot handle multi- dimensional problems
b. Lack in self-awareness and self-analysis tools
c. Both a and b
d. Neither a or b
Answer-c.
30. ____ enables managers to have better control over organization.
a. Management
 b. MIS
c. CEO
d. DSS
Answer-b.
31. Which tools are used for prioritizing ideas provided by group members during
brainstorming.
a. Policy creation tools
b. Electronic brainstorming tools
c. Stakeholders identification and analysis tools
d. Prioritization tools
Answer-d.
32. Main characteristics of MIS –
a. Management oriented
b. Integrated system
c. Common data flow
d. All of the above
Answer-d.