1.

“Nego ator” relates to which of the following roles:

a. Interpersonal
b. Decisional
c. Informa onal
d. Conceptual
2. “Evaluate the decision’s e ec veness” is considered as the ____ step in the decision-
making process.
a. First
b. Third
c. Second
d. Last
3. ______ are managers who supervise and manage the work of rst-line managers.
a. Top managers
b. Middle managers
c. Supervisors
d. None of the above
4. Financial results, products and services are considered as part of _______.
a. System outputs
b. System inputs
c. Process
d. Transforma on process
5. _______ is the ability to think and conceptualize abstract and complex situa ons
concerning the organiza on.
a. Technical skills
b. Centraliza on skills
c. Conceptual skills
d. Human skills
6. The _____ is an organiza onal structure that assigns specialists from di erent
func onal departments to work on projects led by project managers.
a. Mul structure
b. Narrow structure
c. General structure
d. Matrix structure
7. Managers plan because it:
a. Provides direc on
b. Reduces uncertainty
c. Minimizes waste
d. All of the above
8. Interpersonal role relates to which of the following:
a. Figurehead
b. Leader
c. Liaison
d. All of the above
9. _______Is a management func on that involves monitoring, comparing, and
correc ng work performance.
a. Commanding
ti
ti
ti
ti
ti
ti
ti
ti
ti
ti
ff
ti
ti
fi
ff
ti
 b. Planning
c. Organizing
d. None of the above
10. The common characteris cs of organiza ons include:
a. People, suppliers, community
b. Community, distributors, shops
c. People, structure, distributors
d. People, structure, purpose
11. With regard to the system approach of management, which of the followings could
be considered as part of system transforma on process:
a. Financial results
b. Raw materials
c. Human results
d. None if the above
12. ______ involves de ning the organiza onal goals.
a. Leading
b. Organizing
c. Planning
d. Controlling
13. Ac vist approach relates to ____
a. The light green approach to being green
b. The neutral green approach to being green
c. The non green approach to being green
d. The dark green approach to being green
14. Legal approach toward environmental issue exhibits_____
a. The highest degree of environmental sensi vity
b. The lowest degree of environmental sensi vity
c. No environmental sensi vity
d. None of the above
15. Which of the following could be considered as the argument in favor of social
responsibility?
a. Costs
b. Viola on of pro t maximiza on
c. Public expecta ons
d. None of the above
16. _____ are plans that apply to the en re organiza on.
a. Short term plans
b. One- me plans
c. In exible plans
d. Strategic plans
17. _____ are rela vely more involved in strategic planning.
a. First line managers
b. Lower-level employees
c. Top level execu ves
d. None of the above
18. _____ are clearly de ned and leave no room for interpreta on.
fl
ti
ti
ti
ti
ti
ti
fi
fi
fi
ti
ti
ti
ti
ti
ti
ti
ti
ti
ti
ti
 a. Mul purpose plans
b. Matrix plans
c. Direc onal plans
d. Speci c plans
19. _____ refers to ge ng the most output from the least amount of input.
a. E ec veness
b. E ciency
c. Sa s ce
d. Bounded ra onality
20. According to Hersey and Blanchard’s leadership theory, leaders may use ____ style if
followers are unable and unwilling.
a. Telling
b. Selling
c. Par cipa ng
d. Delega ng
21. ______ describes the degree to which decision making is concentrated at upper
levels of the organiza on.
a. Decentraliza on
b. Departmentaliza on
c. Green management
d. Centraliza on
22. ______ are ongoing plans that provide guidance for ac vi es performed repeatedly.
a. Single-use plans
b. One- me plans
c. Long-term plans
d. Standing plans
23. “Ac on of people at work” relate to which of the following approaches of
management?
A. System
B. Scien c
C. Organiza onal behavior
D. Quan ta ve
24. Middle manager are manager who _____
a. Only have conceptual skills
b. Have salaries similar to top managers
c. Supervise and manage the work of rst-line managers
d. Supervise and manage the work of top managers
25. The Managerial Grid uses which of the two behavioral dimensions:
a. Concern for money and concern for happiness
b. Concern for money and concern for family-life
c. Concern for people and concern for government rules
d. Concern for people and concern for produc on
26. Which of the following is not one of Fayol’s 14 principles of management ( General
Administra ve Theory) ?
a. Division of work
b. Suppliers
ff
ffi
ti
ti
ti
ti
fi
ti
ti
ti
ti
fi
ti
fi
ti
ti
ti
ti
ti
ti
ti
ti
ti
tti
ti
fi
ti
ti
ti
 c. Unity of command
d. Discipline
27. Managerial discre on (choice to make decision) is a ected by which of the following:
a. Organiza onal environment
b. Organiza onal culture
c. Both A&B
d. None of the above
28. Which of the following is considered a systems input?
A. Management ac vi es
B. Financial results
C. Opera ons methods
D. Human resources
29. A system is a _______
a. Set of interrelated and interdependent parts arranged in a manner that produces
a uni ed whole.
b. Set of completely di erent and unrelated but interdependent parts arranged in a
manner that produces a uni ed whole.
c. Set of unnecessary and useless parts arranged in a manner that produces a
uni ed whole.
d. Set of parts arranged in a manner that makes no sense when we look at them,
but make sense when we closely examine.
30. With regard to the system approach of management, which of the followings could
be considered as system output:
a. Financial results
b. Raw materials
c. Work ac vi es
d. Management ac vi es
31. _____ is an example of decisional role.
a. Resource allocator
b. Spokesperson
c. Monitor
d. Figurehead
32. Which of the following can be considered as Organiza onal Stakeholder?
a. Customers
b. Shareholders
c. Compe tors
d. All of the above
33. E ciency refers to ____
a. Ge ng the most output for the least input
b. Goal achievement
c. More input and less output
d. High waste
34. What does “scien c management” stand for?
a. The use of scien c methods to determine more than one best ways to do a job
b. The use of scien c methods to nd the one best way for a job to be done
c. The use of scien c methods to ignore the one best way
ffi
tti
fi
fi
ti
ti
ti
ti
ti
ti
ti
ti
ti
ti
ti
fi
fi
fi
ti
ti
fi
ti
ti
ff
fi
fi
ff
ti
 d. The use of scien c methods to determine two ways to manage
35. Resources allocator is an example of _______
a. Interpersonal role
b. Informa onal role
c. Decisional role
d. Only A & B
36. Which of the following is not one of Fayol’s 14 principles of management?
a. Division of work
b. Bounded ra onality
c. Unity of command
d. Discipline
37. According to Mintzberg’s management roles, the _____ roles are those that involves
people such as gurehead, leader, and liaison.
A. Informa onal
B. Interpersonal
C. Technical
D. Decisional
38. The _____ view of management states that managers are directly responsible for an
organiza on’s success or failure.
a. Balanced
b. Symbolic
c. Omnipotent
d. Matrix
39. In concurrent control, ______
a. Managers an cipate problems
b. Managers correct problems as they happen
c. Managers correct problems a er they occur
d. None of the above
40. _______ plans are the plans with me frames extending beyond three years.
a. Intui on
b. Sa sfying
c. Short-term
d. Long-term
41. Sa s ce is a type of decision making in which managers _____
a. Accept solu ons that are good enough
b. Conduct detailed analysis before making the nal decision
c. Make programmed decision
d. Make repeated decision
42. The ______ refers to the number of employees a manager can e ciently and
e ec vely manage.
a. Span of administra on
b. Span of control
c. Span of department
d. Span of hierarchy
43. The quan ta ve approach to management involves applica ons of:
a. Group problem solving techniques
ff
ti
ti
ti
fi
ti
ti
ti
ti
ti
ti
ti
ti
ti
fi
ti
fi
ti
ft
ti
fi
ti
ffi
 b. Sociology, psychology, and economics
c. Sta s cs, informa on models, and computer simula ons
d. Psychology tes ng, focus groups, and mathema cs
44. In weak cultures____
a. Values are widely shared
b. Employees strongly iden fy with
c. Values are limited to few people
d. Both B&C
45. The formal arrangements of jobs within an organiza on is know as _____
a. Organiza onal shape
b. Organiza onal structure
c. Organiza onal culture
d. Organiza onal values
46. Innova on and risk taking, stability and team orienta on are considered to be
dimensions of ______
a. Organiza on structure
b. Hierarchy
c. Organiza onal culture
d. None of the above
47. The rst step in the decision-making process is to _____
a. Pick the criteria for the next decision
b. Reevaluate the weigh ngs of the criteria un l they indicate the correct outcome
c. Evaluate the decision’s e ec veness
d. Iden fy the problem
48. In general, scien c management is more concerned for ______
A. E ciency
B. E ec veness
C. Employee happiness
D. Synergy
49. Frederick w Taylor is known as ____?_____
a. The father of administra ve management
b. None of these statement is valid
c. The father of industrial revolu on
d. The father of the behavioral approach to management
50. Which of the following is least likely to be considered a manager?
a. An army lieutenant leading a group of soldiers
b. An IT technician who solves problems of communica on between all of a
company’s employee
c. Doctor who acts as head of the physiotherapy department at a public hospital
d. An administrator in charge of fund-raising ac vi es in a non-pro t organiza on
51. In concurrent control, _____
a. Managers an cipate problems
b. Managers correct problems as they happen
c. Managers correct problems a er they occur
d. None of the above
52. Which of the following skills is equally important for all the managerial levels?
ff
ffi
ti
fi
ti
ti
ti
ti
ti
ti
ti
ti
ti
ti
ti
ti
ti
fi
ti
ti
ti
ti
ff
ti
ft
ti
ti
ti
ti
ti
ti
ti
ti
ti
fi
ti
 a. Technical skills
b. Centraliza on skills
c. Human skills
d. None of the above
53. The three managerial skills include____
a. Technical, human, and empirical
b. Human, empirical, and conceptual
c. Technical, interpersonal, and controlling
d. Technical, human, and conceptual
54. A deliberate arrangement of people to accomplish some speci c purpose is _____
a. A map
b. A process
c. An organiza on
d. An assembly opera on
55. Direc onal plans_____
A. Do not set out general guidelines
B. Set out general guidelines
C. Meet the needs of a unique situa on
D. Are in exible
56. With regard to the system approach of management, which of the followings could
be considered as part of system transforma on process:
A. Financial results
b. Raw materials
c. Human results
d. Management ac vi es
57. Which of the following is considered to be a dimension of organiza onal culture?
A. A en on to detail
B. People orienta on
C. Aggressiveness
D. All of the above
58. Planning involves___?____:
a. De ning the organiza onal goals
b. Establishing an overall strategy for achieving goals
c. Developing plans
d. All of the above
59. Which of the following relates to the dark approach to being green
A. Stakeholder approach
B. Market approach
C. Ac vist approach
D. Legal approach
60. Which of the following could be considered as the argument in favor of social
responsibility?
a. Costs
b. Viola on of pro t maximiza on
c. Public expecta ons
d. None of the above
tt
ti
fi
ti
ti
ti
fl
ti
ti
ti
ti
fi
ti
ti
ti
ti
ti
ti
ti
fi
ti
 61. The type of decision making in which managers accept solu ons that are “good
enough” is known as_____
a. Feedback
b. Sa sfying
c. Maximizing
d. Sa s ce
62. The omnipotent view of management states that_____
a. The top manager is the only person in charge
b. Managers are directly responsible for an organiza on’s success or failure
c. That there is only one bass in the organiza on, and she or he is responsible for
delega ng orders
d. Managers have li le or no responsibility for an organiza on’s success or failure.
63. Strategic plans are plans that ______
A. Do not cover extended period of me
B. Apply to the en re organiza on
C. Are clear and medium term
D. Are direct and short term
64. Which type of control corrects problems before they occur:
a. Concurrent control
b. Feedback control
c. Feedforward control
d. All of the above
65. Customer departmentaliza on groups jobs on the basis of _______
a. Product or customer ow
b. Degree of speed in processing outputs
c. Hierarchies of processing
d. None of the above
66. The ______ is an organiza onal structure that assigns specialists from di erent
func onal departments to work on projects led by project
a. Mul structure
b. Specialist structure
c. General structure
d. Matrix structure
67. Which of the following is considered a system output?
a. Management ac vi es
b. Product and services
c. Opera ons methods
d. Work ac vi es
68. The span of control refers to the number of employees a manager can __?__
a. Delegate his authority to
b. Communicate verbally with
c. E ciently and e ec vely manage
d. In uence without too much control
69. Centraliza on describes the degree to which decision making is
a. Concentrated outside the organiza on
b. Concentrated at upper levels of the organiza on
ffi
fl
ti
ti
ti
ti
fi
ti
ti
ti
ti
ti
ti
ff
ti
tt
ti
ti
fl
ti
ti
ti
ti
ti
ti
ti
ti
ti
ti
ff
 c. Allocated to supervisors and managers
d. Delegated to supervisors and managers
70. Which of the following approaches toward environmental issues exhibits the lowest
degree of environmental sensi vity?
a. Legal approach
b. Market approach
c. Customer approach
d. Ac vist approach
71. According to the ________ view, much of an organiza on’s success or failure is due
to external forces outside of managers’ control.
a. Centralized
b. Symbolic
c. Controlled
d. Formalized
72. Which of the following relates to the informa onal roles.
a. Disturbance handler
b. Resource allocator
c. Monitor
d. All of the above
73. An organiza onal structure is: ______?______
a. The organiza on signs and shapes that customers get used to
b. The way managers can talk to one another
c. The formal arrangements of jobs within an organiza on
d. Both the formal and the informal organiza on chart
74. The last step in the decision-making process is to _____
A. Pick the criteria for the next decision
B. Reevaluate the weigh ngs of the criteria un l they indicate the correct outcome
C. Evaluate the decision’s e ec veness
D. Iden fy the problem
75. Controlling is a management func on that involves
a. Se ng objec ves
b. Developing strategies
c. Developing structure
d. None of the above
76. A mechanis c organiza on is an organiza on design that is____
a. Flexible
b. Fast moving
c. Having unclear chain of command
d. Rigid or ghtly controlled
77. Which of the following is most closely associated with the organiza onal behavior
approach to management?
a. Sta s cs
b. Quan ta ve approach
c. Graphs
d. Ac ons of people at work
tti
ti
ti
ti
ti
ti
ti
ti
ti
ti
ti
ti
ti
ti
ti
ff
ti
ti
ti
ti
ti
ti
ti
ti
ti
ti