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Principles and Practice of Management

PART A (Descriptive Type) = 27


PART B (Case Study) = 3
PART C (Multiple Choice) = 120 – (Three Set)
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PART A
Descriptive Type Question
Question 1: Discuss the steps involved in organizing. Why organizing is important?
Question 2: What were the Hawthorne studies? What effect did they have on the
Management practices?
Question 3: The principles of scientific management differ from the ordinary
principles. Why? Give your comments.
Question 4: Compare the three schools of management thought and discuss which
theory as per you is most relevant and why?
Question 5: Discuss the 14 general principles of management given by Fayol. Which
principle do you think is the most important?
Question 6: Define management; discuss the functions of a manager?
Question 7: Write short notes on (a) Organisation Manuals and Charts| (b) Leaders
vs Managers | (c) Motivation
Question 8: "Planning is charting the future course of action at present" Do you
agree? Discuss the advantages of planning as a management process.
Question 9: Management can be defined as "a process of bringing about
improvement in knowledge, skill, habits and attitudes of the employees in an
organization".
Question 10: Which are the various types of plans you are familiar with? Discuss
the steps involved in the planning process.
Question 11: What steps can an organisation take to increase the motivational force
for high levels of performance?
Question 12: Explain briefly various Management Functions. What is the basis for
saying that planning is the most crucial management function? Discuss.
Question 13: Explain the MBO Process.
Question 14: Elucidate the relationship between planning and control.
Question 15: To whom do you think is performance appraisal more significant to
the organization or to the individual? Justify.
Question 16: Comment on the statement "Delegation of authority is the key to
organization". Discuss the advantages of delegation in the light of this statement.
Question 17: What are the challenges faced by the professional managers in the
contemporary Indian industrial set up?
Question 18: Discuss the new challenges and tasks of management. Explain the
contributions of Taylor and Henry Feyol in modern management thoughts.
Question 19: Define leadership. Explain the features and importance of Mc Gregor's
theory X and Y?
Question 20: Are strategies and policies as important in a non business enterprise
(such as a lobour union, State Department, a hospital or a city fire department) as
they are in a business? Why and how?
Question 21: Your Company offers you a promotion to a position in a location your
family does not like. Make the necessary assumptions and then state how and what
you would decide.
Question 22: What are the major limitations of Planning? What action can be taken
to make planning effective?
Question 23: "The contingency approach to management is more a commonsense
approach "-elaborate.
Question 24: Accurate appraisal of performance is difficult. In the light of this
discuss the problems involved in appraising an employee.
Question 25: Discuss the steps involved in organizing. Why organizing is important?
Question 26: "Decision making is the most critical management task". Discuss the
above statement in light of decision-making steps.
Question 27: Which party bears more responsibility in the communication process -
sender, receiver, or both? Justify your answer.
PART B
Case Study – 1
Mr. R.K. Mishra owns a small trading company in Varanasi by the name of RKM
Enterprises. The company provided raw material to the manufacturers of silk sarees.
The business enterprise is also engaged in supply of silk sarees and other silk garments
produced by local weavers to the big stores in major cities. In addition they have
substantial export orders.
The company is mainly a family based enterprise. Mr. R.K. Mishra is the Director and
his son Ritesh is looking after finance department. The son is also assisting his father in
other strategical matters. Key decisions are taken by the Director himself after
occasional discussions with Ritesh.
The existing employee strength is more than 200 with 15 offices spread across the
country. During the last one decade of its existence, the business has grown
considerably. In fact, the turnover surpassed Rupees 100 million in the year 2003-04.
However, since then the business faced stiff competition from other traders. In last one
year the orders that have been received have reduced substaintially.
Rohit, younger son of the Director is holding a management degree from Banaras Hindu
University. He has recently left a job with an MNC located in Mumbai and joined his
father's business to help in solving the problems.
After joining, Rohit made several changes in the organisation. A major restructuring
drive was carried out. The authority to take several major decisions was transmitted to
lower levels. Organisation structure ws also made flatter. Instructions were given to all
managers to consult their subordinates before taking any decisions. He was determined
to see that the company was professionally managed.
Question 1. "The management of RKM Enterprises is not professional and is family
based". Analyse and comment.
Question 2. Analyse the changes brought in by Rohit.

Case Study – 2
Automotive Components Limited is a major manufacturer of automatic filters mostly
used in automobiles of various types. It supplies filters directly to automobile
manufacturers in bulk quantity besides supplying to the market for replacement One
day, two engineers from a reputed engineering consultant visited the factory. They
inspected the production facilities and workshop. They came on the next two days also.
During their visit, the atmosphere in the workshop was tense as the engineers made
several enquiries from the foreman of the workshop. Three days after the last visit of
these engineers, a notice was put up asking the workers to shut off motors and lights
during the lunch break.
During the following week, a rumour spread that the company was not able to discharge
its contractual commitments because of the technical defects in the plant. Therefore, a
big order was likely to be cancelled resulting into closure of the plant for some time. This
period became quite disturbed both for workers as well as for the foreman. Three
workers made enquiries on different occasions from the foreman about the reasons for
the visits by the outside engineers. In fact, one of the workers put a question, "Is there
going to be layoff in the plant"? The foreman himself being ignorant in the matter had
little to say. Thus, rumours spread further about the likely layoff and retrenchment of
some workers.
The workers became nervous and productivity dropped. They approached their union
leaders about the possible layoff and retrenchment. The union leaders criticised the
approach of the management and threatened strike if any worker was laid off or
retrenched
On getting this news of lower productivity and threat of strike, the production manager
visited the plant and talked to the foreman and some of the senior workers. One of the
office bearers of the union questioned angrily as to when some of them are to be thrown
out. The production manager was taken by surprise and asked the foreman what
workers were talking about The foreman narrated the total situation right since the visits
of outside engineers and notice of conserving power. He also told about the rumour of
cancellation of big order and consequent retrenchment of some of the workers. The
production manager was taken aback and could not believe what the foreman was
saying. He asked the foreman, "But all this is not true; did you not tell the workers?" The
foreman kept quiet
Later in the day, the production manager called a meeting of union office bearers along
with some workers. He also invited the foreman to attend the meeting. In the meeting,
the production manager informed about the objectives of the visits of outside engineers.
He told that the engineers were invited to observe the existing machine layout and to
draw plan for installing a new equipment. He explained that notice for putting off motors
and lights during the lunch break was meant to save power as there was shortage of
power and this had nothing to do with the visits of the engineers. Regarding the
cancellation of order, he agreed that one big order was likely to be cancelled because of
some troubles at the buyer's plant but the company had secured a much bigger order
and that instead of layoff, there would in fact be more recruitment But all these could not
convince the workers and after two days, the union gave a notice to the production
manager for a one day protest strike.
Questions
1. Discuss the reasons for the problems that arose in the company.
2. Advise the production manager how he should proceed in the matter.

Case Study – 3
NO COMMISSIONS ALLOWED

When Mr.Ram Bansal took over the handbag department at RK & Company New
Delhi, he established several important goals for the department. One was to
increase sales without increasing the number of salespeople or the way they were
paid. Unlike some retail supervisors, Mr. Bansal was not in a position to use
commissions to reward improved performance. All his employees were paid a
straight wage without commissions and all members of the staff were union led.
He also wanted to improve customer service and employee satisfaction.

This arrangement offered few motivational options and had a negative effect on
employee attitudes. In other departments of the company, customers were often
shown a dressing room “cop” who asked how many garments were included and
gave them the appropriately colored tag. The original sales clerk rarely appeared
for additional customer service. Many sales people in the company were painfully
aware of the lack of personal commitment to their job and customers. One
employee commented, “There’s a lot of talk about increasing customers.” Mr.
Bansal knew he had to make some changes in order to improve the sales
production in the department.

His first step was to give full-time employees their own counter area and their own
line of merchandise. He also increased the responsibility of the sales staff for
managing their own inventory and their own line of merchandise. Any sales
person who needed information was encouraged to offer the buying staff
suggestions, was encouraged to talk with buyer of handbags. Previously, the sales
staff had felt they were not supposed to talk to buyers.

Every week, Mr. Bansal brings the staff together for a meeting. At these meetings,
he emphasizes the importance of customer service and reviews any change in
departmental policies and procedures. He also encourages employees to discuss
problems and ask questions. These meetings provide Mr.Bansal with an opportunity
to publicly recognize the accomplishments of employees.

Questions

1. What motivational need did Mr. Bansal satisfy for his full-time employees?
2. Discuss these needs with reference to Maslow’s hierarchy of needs.
3. Mr. Bansal achieved significant productivity gains because of a positive
change in employee’s attitudes. What motivational strategies did he use to
achieve this success?

PART C
Multiple Choice Question- Set 1
Q1. The ability see the organization as a whole and being aware how changes in any
one part of the organization affect all the other parts is known as:

Q2. Which of the following should be encouraged by the manager in order to develop
subordinate loyalty?

Q3. A system in which the level of equilibrium between its subordinate subsystems is
always dynamic may be termed as :

Q4. A plan can not said to be exist unless:

Q5. The managerial function of staffing means:

Q6. Corporate planning is nothing but (choose the most appropriate one):

Q7. (2+2=5) effect is often used to indicate:

Q8. Which of the following is not a component of McKingsey's 7-S framework:

Q9. SWOT Analysis (TOWS Matrix) is a modern management tool for:


Q10. A company:

Q11. Effective communication means :

Q12. Conflict is:

Q13. Job evaluation is a technique which aims at:

Q14. Induction or orientation is an integral part of:

Q15. Conflicts in work environment could be classified as under:

Q16. Industrial Dispute Act, 1947 provides the following Industrial Relations machinery
for resolution of conflicts:

Q17. The most common performance appraisal scheme followed in Public sector is:

Q18. What can management do to alleviate stress (Tick the wrong one)?

Q19. The power of a person derived from closeness to a powerful person is known as:

Q20. The saying "Give a man fish, He will eat it, Train a man to fish, He will feed his
family" is used in relation to which management activity?

Q21. Performance review is done to

Q22. The influence a person has because of his high competence may be termed as

Q23. When a young person joins an organization he needs some senior person in
whom he can confide and get advice and support. Such a relationship may be called:

Q24. Counseling is:

Q25. The term OCTAPAC is used in relation to which of the following:

Q26. Line managers are:

Q27. Job specification spell out

Q28. The method of recruitment may include:

Q29. Which of the following is not typical Rater error

Q30. Spillover effect in Rater Errors means:

Q31. Key result areas are usually termed as:


Q32. The logical and possible sequences of positions that could be held by an individual
based on what and how people perform in an organization is called:

Q33. "In basket" technique is used in

Q34. The Act which aims to ensure regular and prompt payment of wages and to
prevent the exploitation of wage earners by prohibiting arbitrary fines and deduction is
called:

Q35. "All reasonably healthy adults have a considerable reservoir of potential energy" is
one of the basis principles of:

Q36. For reduction/retrenchment firms now offer inducements to the workforce to leave
on their own before they reach the age of superannuation. Such a scheme is called:

Q37. An inquiry into the allegation of misconduct against an employee conducted within
the organization based on the principles of natural justice is called:

Q38. What are the barriers to communication?

Q39. Which one is not a type of communication?

Q40. Which one is not a stage of Group process?

Multiple Choice Question – Set 2


1. Decreasing the role of subordinates in decision-making is known as
(a) Decentralisation
(b) Stabilization
(c) Centralization
(d) Organization
2. Which of the following refers to the flow of information among people on the same or
similar organizational levels?
(a) Diagonal
(b) Upward
(c) Horizontal
(d) Downward
3. Which of the following is a question that needs to be answered in job analysis?
(a) What physical and mental tasks does the worker accomplish?
(b) What qualifications are needed to perform the job?
(c) When is the job to be completed?
(d) All of the above.
4. ________ refers to the ability of individuals or groups to induce or influence the
beliefs or actions of other individuals or groups.
(a) Power
(b) Responsibility
(c) Delegation
(d) Discipline
5. Which one management function helps maintain managerial effectiveness by
establishing guidelines for future activities?
(a) Organizing
(b) Planning
(c) Staffing
(d) Leading
6. Which is not a leadership theory?
(a) Trait theory
(b) ERG theory
(c) Contingency theory
(d) Transactional theory
7. Which is an esteem need?
(a) Basic pay
(b) Safety regulations
(c) Prestigious office location
(d) Training
8. What interview is comprehensive, and the interviewer encourages the applicant to do
much of the talking?
(a) Unstructured
(b) Structured
(c) Stress
(d) Directive
9. What are the typical products of job analysis?
(a) Job descriptions and job specifications
(b) Work standards
(c) Work schedules
(d) Desired financial incentives
10. In Basket Technique is used in
(a) Production
(b) Marketing
(c) Training
(d) Accounting
11. Key result areas are usually terms as
(a) Objectives
(b) Missions
(c) Goals
(d) KRAs
12. Which one is not a stage of Group process?
(a) Forming
(b) Norming
(c) Welcoming
(d) Performing
13. MBO was first suggested by
(a) F.W. Taylor
(b) Henri Fayol
(c) Peter F. Drucker
(d) Watson
14. Which managerial function gives attention to influencing and motivating employees
to improve performance and achieve corporate objectives?
(a) Leading
(b) Organizing
(c) Staffing
(d) Controlling
15. Job Evaluation is a technique which aims at:
(a) Establishing fair and equitable pay structure
(b) Analyzing of requirement of updating technology
(c) Assessing safety requirement of jobs
(d) Improving productivity
16. Which is an advantage of decentralization?
(a) Encourages decision-making
(b) Easy to have uniform policy
(c) Greater Control
(d) Decreases complexity of coordination
17. Performance review is done to
(a) Reward work done
(b) Focus on areas requiring improvement
(c) Giving appropriate feed back to individuals
(d) All of the above
18. The general conclusion of the 'Relay Assembly Test Room Experiments' was that
employees would work better if the management were concerned about their welfare
and superiors paid special attention to them. This phenomenon was subsequently
labeled as the _________
(a) Relay effect
(b) Hawthorne effect
(c) Behavioral effect
(d) Human effect
19. Which is not a way to overcome the initial resistance to change in organizations?
(a) Education and Communication
(b) Group inertia
(c) Participation and involvement
(d) Negotiation and agreement
20. Management of change refers to
(a) Help people to adopt to the change
(b) Changing people
(c) Change the organization structure
(d) Change the top management
21. Requisites of effective supervision are
(a) Technical knowledge of the work
(b) Managerial knowledge
(c) Knowledge of rules & regulations
(d) All of the above
22. According to Herzberg and his associates ______ are job content factors which lead
to job satisfaction?
(a) Motivators
(b) Hygiene factor
(c) Context factors
(d) Physiological factors
23. The establishment of a distinct area, unit of subsystem of an organization over
which a manager has authority for the performance of specialized activities and results
is termed_______
(a) Centralization
(b) Departmentation
(c) Decentralization
(d) Functionalization
24. Democratic leadership is also know as _________ leadership.
(a) Autocratic
(b) Participative
(c) Bureaucratic
(d) Laissez-faire
25. A/an ________ is a vital tool for providing information about organizational
relationships.
(a) Organizational chart
(b) Functional chart
(c) Organizational model
(d) Functional model
26. Which control principles suggests that managers should be informed about a
problem only when the data shows a significant deviation from established standards?
(a) Management by waling around
(b) Management by objectives
(c) Management by goals
(d) Management by exception
27. Line Managers are:
(a) Supervisors
(b) Staff authorities
(c) Managers with authority to direct operations in their spheres of activity
(d) Production & Marketing Managers
28. When an employee asks a question or reports a problem to his or her supervisor,
this is an example of which direction of communication?
(a) Grapevine
(b) Lateral
(c) Downward
(d) Upward
29. You have decided to send a message to your supervisor requesting vacation time.
You brainstorm some basic concepts and now must decide how to phrase this
information for your supervisor. You are at which of the following steps in the
communication process?
(a) Sending
(b) Receiving
(c) Encoding
(d) Decoding
30. Group decision-making has certain advantages over individual decision-making.
Which of the following statements is not true with regard to group decision-making?
(a) It allows pooling of knowledge and information
(b) It's a source of personnel development
(c) It discourages risk taking
(d) It's time consuming and costly
31. The idea that workers look for meaning in their work and will actively seek out new
responsibility is most consistent with which of these needs identified by Maslow?
(a) Safety
(b) Social
(c) Self-actualization
(d) Physiological
32. A manager's posture during a communication with a colleague is an example of
which aspect of the communications process?
(a) Decoding
(b) Non-verbal behavior
(c) Informal channel
(d) The grapevine
33. The organization chart is a way of showing
(a) How the tasks of an organization are divided and co-ordinated
(b) The informal patterns of communication
(c) The stakeholders who have an interest in the company
(d) The physical layout of the buildings on a site
34. When a manager secures the agreement of a colleague to work on a project in
return for the promise of providing the colleague with some extra remuneration, what
type of power is he or she exercising?
(a) Expert power
(b) Coercive power
(c) Referent power
(d) Reward power
35. ______ spans of management create ____________ structures with many levels of
management.
(a) Wide ; tall
(b) Narrow ; tall
(c) Wide ; unpredictable
(d) Narrow ; flat
36. Which of the following is not one of the steps identified as part of the controlling
process?
(a) Setting performance standards or goals
(b) Measuring performance
(c) Writing the reports
(d) Taking corrective action
37. According to Herzberg, which of the following can be classified as a motivator?
(a) Working conditions
(b) Pay
(c) Supervision
(d) Recognition
38. Which of the following refers to changing a task to make it inherently more
rewarding, motivating and satisfying?
(a) Enlargement
(b) Rotation
(c) Enhancement
(d) Enrichment
39. The tendency to place the primary responsibility for one's success or failure either
within oneself or on outside forces is referred to as
(a) Authoritarianism
(b) Emotional stability
(c) Locus of control
(d) Extroversion
40. ______ is a process whereby companies find out how others do something better
than they do and then try to imitate or improve on it.
(a) TQM
(b) Continuous improvement
(c) Benchmarking
(d) Empowerment

Multiple Choice Question- Set 3


Imagine that your marketing company has just merged with a manufacturing
organization. You have been asked to help provide some "basic" managerial training to
the engineers in the research and development unit of the new sister company. To
make sure you are covering the necessary issues, your boss has asked to see an
overview of materials that you will be providing the engineers. (Q1 to 5)
1. Now that both companies are merged and are a systematic arrangement of people
set to accomplish a specific purpose, they could be described as a (n).
a) business unit
b) multinational company
c) organization
d) holding company
2. One of the first things the engineers need to learn is that are the people who direct
the activities of others in an organization.
a) directors
b) managers
c) subordinates
d) line workers
3. Another fact that engineers need to learn is that supervisors may frequently be
referred to as .
a) middle managers
b) top managers
c) project leaders
d) first-line managers
4. Many of the engineers in the group are unclear about what managers actually do.
Your training materials explain that a manager's job focuses on.
a) the performance of clerical duties
b) personal achievement
c) helping others accomplish their work goals
d) supervising groups rather than individual employees
5. Which argument for social responsibility puts forth the belief that by becoming socially
responsible, businesses can expect to have less government regulation?
a) discouragement of further government regulation
b) stockholder interests
c) public expectations
d) public image
As a business expansion director, Shana's goal is to scout out potential locations and
basically provide input on how her company should proceed with its planned expansion
to Europe. There are many options, including maintaining the business's head office in
the United States and sending over company representatives when necessary or
establishing separate operations facilities abroad and hiring locals as managers. (Q6-9)
6. If Shana's company decides to open another company in France but maintain its
management in the United States, it would be considered.
a) a transnational corporation
b) a multinational company
c) a regional trade alliance
d) a joint venture
7. If Shana's company decides to open a completely new operation in Germany,
tailoring the company to local customs and marketing strategies and hiring local
managers, it would be considered.
a) a multinational corporation
b) a borderless organization
c) a regional trade alliance
d) a transnational corporation
8. If Shana's company eliminates country-designated locations and reorganizes based
on industry groups, it would be considered a .
a) borderless organization
b) strategic partnership
c) global business alliance
d) multination corporation
9. One section of Shana's company's business plan involves strategic alliances and
joint ventures. This section is most likely focused on the phase of the company's
global business expansion.
a) legal
b) middle
c) final
d) preliminary
10. Classical management thinkers______
a) utilize the "it all depends" approach
b) utilize quantitative decision-making tools
c) look for the one best way to do something
d) realize that their most important and complex resource is people
11. The Hawthorne studies are an important foundation of the ______approaches.
a) classical
b) human relations
c) administrative
d) quantitative
12. Models, simulations, and queuing theory are examples of techniques found in the
approach to management.
a) classical
b) quantitative
c) bureaucratic organization
d) modern
13. Which of the following statements does not accurately reflect the characteristics
of
contingency theory?
a) Managers should draw on all past theories in attempting to analyze and solve
problems
b) The best way to initially approach all management problems is through scientific
management
c) The contingency approach is integrative in nature.
d) Managers should stay flexible and consider the alternatives and fallback positions
when defining and attacking problems.
14.____________ In a fast-changing environment, the most effective method of
improving the quality of a product would be .
a) Kaizen
b) bureaucracy
c) reengineering
d) management science
15. A manager's first step in the decision-making process is to__________
a) define the problem
b) identify limiting factors
c) develop potential alternatives
d) establish a control and evaluation system
16. When a manager knows what the problem is and what the alternatives are, the
manager is making the decision under the condition of__________.
a) imperfect resources
b) risk
c) uncertainty
d) certainty
17. A quantitative technique for decision making that shows a complete picture of
potential alternative decision paths is called_______.
a) the Delphi technique
b) a decision tree
c) brainstorming
d) payback analysis
18. A group effort of generating alternative ideas that can help a manager solve a
problem is called______.
a) the Delphi technique
b) out-of-the box thinking
c) brainstorming
d) the nominal group technique
19. All of the following are important strategies that a manager can use to create a more
effective decision-making environment except______.
a) encourage others to make decisions
b) be ready to try things
c) rely solely upon himself or herself
d) recognize the importance of quality information
20. Which of the following is not a proactive reason why a business becomes
international?
a) Economies of scale
b) Searching for new customers
c) Remaining competitive
d) Needing raw materials and other resources
21. Which of the following is not a common characteristic of most multinational
corporations?
a) Creating foreign affiliates that may be owned or jointly held
b) Relying upon standardization of the product and marketing that Product throughout
the world
c) Viewing the world as the market
d) Locating affiliates in the developed countries of the world
22. Some of the major concerns of a multinational company are the stability of a
country's currency and the availability of needed raw materials and supplies. These are
elements of which environment?
a) Political
b) Legal
c) Economic
d) Sociocultural
23. Which of the following describes planning and the international manager?
a) It is far less complicated for the international manager than for the manager's
domestic counterpart
b) Planning is far more complicated for the international manager than for the
manager's domestic counterpart
c) There is no difference in the level of difficulty between the planning in domestic and
international operations.
d) Planning is done by host-country personnel only.
24. Which of the following describes the sociocultural dilemma facing the international
manager?
a) The international manager needs only to know the culture of the host country.
b) Most host countries require international managers to apply for citizenship in order
to acquire knowledge of the culture.
c) The manager should carefully avoid integrating the home- and host-country
cultures.
d) The international manager not only must understand the culture of the host country,
but also how that culture differs from his or her home-country culture.
25. Several studies regarding leadership traits have proven which of the following:
a) Leadership traits are universal.
b) No specific list of successful leadership traits exists.
c) Leadership traits, skills, and behaviors are common.
d) Successful leaders have similar personalities.
26. Which type of power is least associated with the autocratic style of leadership?
a) Referent
b) Expert
c) Formal
d) Nonconforming
27. When sport coaches listen to players' suggestions and feedback during game
intermission, they are using what type of leadership?
a) Free-rein
b) Autocratic
c) General
d) Participating
28. The contingency, path-goal, and life-cycle theories of leadership are considered
a) autocratic.
b) organizational.
c) situational.
d) unrealistic.
29. Vision, charisma, integrity, and symbolism are all on the list of attributes
associated with what type of leaders?
a) Contingency
b) Informal
c) Transformational
d) Transactional
30. Motivational theories that emphasize the needs that motivate people are called
a) process theories.
b) goal-setting theories.
c) content theories.
d) path-goal theories.
31. All of the following are examples of hygiene factors except
a) the work itself.
b) salary.
c) company policies.
d) working conditions.
32. According to Alderfer's ERG theory, existence needs can be described as
a) needs for satisfactory relationships with others.
b) calls for realizations of potential.
c) calls for the achievements of competence.
d) a person's well being.
33. According to expectancy theory, the intensity of motivation functions is
a) very difficult to determine.
b) indirectly proportional to perceived rewards.
c) directly proportional to perceived or expected rewards.
d) indirectly proportional to expected rewards.
34. When a manager redesigns a job so that the job includes an increased number of
tasks, but does not address the issues of the quality of the challenge of the tasks, the
manager is utilizing
a) job depth.
b) job rotation.
c) job enrichment.
d) job enlargement.
35. In order for a group to be considered a team,
a) at least two people must be involved.
b) the members must interact regularly and coordinate their work.
c) the members must share a common objective.
d) All of the above.
36. Teams designed to complete a specific task in an organization are called
a) product development teams.
b) project teams.
c) quality teams.
d) process teams.
37. The stage of group development in which the team members come together to
resolve conflict, achieve unity, and understand the roles members pay is:
a) performing.
b) storming.
c) forming.
d) norming.
38. The benefits of teams include all the following except
a) flexibility.
b) commitment.
c) team training costs.
d) synergy.
39. When a manager chooses to ignore a conflict situation, the manager is choosing
which conflict resolution strategy?
a) Compromise
b) Collaboration
c) Appeal to a superordinate objectives
d) Avoidance
40. An in-depth study of all the positions in an organization is described as a
a) job evaluation.
b) job description.
c) job analysis.
d) job specification.
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