MGT503 Midterm Paper 01

MIDTERM EXAMINATION Spring 2010
MGT503- Principles of Management

CuesLlon no: 1 ( Marks: 1 ) - lease choose one
Whlch of Lhe followlng ls nC1 one of lredrlck 1aylor's four prlnclples of managemenL?
Avold cooperaLlon wlLh workers
SclenLlflcally selecL and Lhen Lraln workers
ulvlde work and responslblllLy
SLudy Lasks sclenLlflcally and develop besL meLhod Lo perform lL

LC and Sony elecLronlcs agreed Lo cooperaLe on developlng new Lechnologles. 8epresenLaLlves from
each flrm meeL regularly Lo coordlnaLe Lhls new venLure. Whlch of Lhe followlng roles Lhese mangers are
playlng?
Llalson
Leader
ulssemlnaLor
Spokesperson

All ls a 8ranch Manager aL MuLual Savlng 8ank. lf he ls an average mlddle manager, whlch of Lhe
followlng managemenL acLlvlLles ls he llkely Lo spend Lhe greaLesL amounL of Llme?
lannlng
ConLrolllng
Leadlng
Crganlzlng

Whlch of Lhe followlng acLs as an unamblguous measure of Lhe effecLlveness of a buslness organlzaLlon?
Lfflclency
Lmployee saLlsfacLlon
lncreased revenues
roflLs

Manager's lnLerpersonal skllls are known as:
undersLand and moLlvaLe oLhers
CoordlnaLe lnLeresLs and ablllLles
use necessary Lools and procedures
LsLabllsh Lhe rlghL connecLlons

Amlr ls represenLlng hls company aL Lhe local Chamber of Commerce Annual 8uslness 8ecognlLlon
luncheon. Pe ls performlng whlch of Lhe followlng managerlal role?
negoLlaLlon
MonlLor
llgurehead
Llalson

Accordlng Lo Maslow's hlerarchy of need, a healLhy work envlronmenL ls an example of whlch of Lhe
followlng need?
hyslologlcal
LsLeem
SafeLy
Soclal

Whlch of Lhe followlng managemenL perspecLlve focuses on declslon maklng, economlc effecLlveness,
maLhemaLlcal models and use of compuLers?
knowledge managemenL
1oLal quallLy managemenL
MarkeLlng managemenL
CuanLlLaLlve managemenL

ualmler- 8enz, an auLomoblle manufacLurer use reallsLlc compuLer slmulaLlons Lo sLudy colllslon
damage Lo cars. 1hese slmulaLlons glve Lhem preclse lnformaLlon and avold Lhe cosLs of crashlng so
many LesL cars. Whlch of Lhe followlng approach of managemenL ls helplng Lhem ln reduclng Lhelr cosL?
ManagemenL sclence
CperaLlons managemenL
1oLal quallLy managemenL
ConLlngency perspecLlve

Mega envlronmenL ls also called:
Cpen envlronmenL
Close envlronmenL
llexlble envlronmenL
Ceneral envlronmenL

LnvlronmenL made up of speclflc ouLslde elemenLs wlLhln whlch an organlzaLlon lnLerfaces ln Lhe course
of conducLlng lLs buslness ls called:
lnLernal envlronmenL
LxLernal envlronmenL
1he Lask envlronmenL
1he mega envlronmenL

Mega envlronmenL, LhaL lncludes Lhe aLLlLudes, values, norms, bellefs, behavlors and assoclaLed
demographlc Lrends LhaL are characLerlsLlcs of a glven geographlc area, ls called:
1he soclo-culLural elemenL
1he lnLernaLlonal elemenL
1he economlc elemenL
1he legal-pollLlcal elemenL

1he bellef LhaL a flrm's obllgaLlon goes beyond LhaL requlred by law and economlcs, and lncludes a
pursulL of long-Lerm goals LhaL are good for socleLy ls known as:
LLhlcal responslblllLy
Soclal responslblllLy
Soclal obllgaLlon
Soclal responslveness
A cholce made from Lwo or more alLernaLlves ls called:
SupporL
SysLem
neLwork
ueclslon

MosL of Lhe Llme lower level managemenL of organlzaLlons have Lo deal wlLh problems whlch are:
SaLlsflclng
Well-sLrucLured
non-programmed
lll-sLrucLured

Many declslons fall afLer Lhe flnal cholce because of Lhe occurrence of whlch of Lhe followlng?
ueclslon crlLerla welghLs were lncorrecL
eople affecLed falled Lo accepL Lhe soluLlon
SaLlsflclng occurred
Cholce was wrong

When an organlzaLlon encounLers a serlous problem whlch needs Lo be solved lmmedlaLely, lL ls called:
Crlsls problem
non- Crlsls problem
CpporLunlLy problem
llnanclal roblem

As managers move Loward Lhe organlzaLlonal hlerarchy, problems are more llkely Lo become whlch of
Lhe followlng?
Well-sLrucLured
lll-sLrucLured
rogrammed
non-programmed

usman auLhorlzed an addlLlonal $100,000 for Lhe producLlon of Lhe new producL. 1he cosL of Lhe new
producL seems Lo be lncreased far beyond whaL was planned or even forecasLed. Powever, usman
conLlnues Lo supporL Lhe pro[ecL. Pe ls engaged ln whlch of Lhe followlng?
AvallablllLy heurlsLlc
8epresenLaLlve heurlsLlc
LscalaLlon of commlLmenL
CpLlmal declslon maklng

Whlch of Lhe followlng refers Lo Lhe concenLraLlon of declslon auLhorlLy aL Lhe Lop levels of Lhe
organlzaLlonal hlerarchy?
uecenLrallzaLlon
ueparLmenLallzaLlon
CenLrallzaLlon
lormallzaLlon

ln whlch of Lhe followlng condlLlons forecasLlng ls consldered Lo be Lhe mosL accuraLe?
1ry Lo predlcL non-seasonal evenLs
Complex forecasLlng meLhods are used
1he envlronmenL ls rapldly changlng
More people are lnvolved ln Lhe process

Whlch of Lhe glven elemenL of an organlzaLlon ls supposed Lo perform Lo achleve Lhe organlzaLlonal
goals?
CovernmenL
CusLomers
Shareholders
Workforce

Whlch of Lhe followlng ls Lhe lmporLanL polnL of uemlngs' phllosophy?
CollaboraLlon among Lhe members
AchlevemenL of Coals
Well deflned purpose
8educLlon of resource wasLage

lL was esLlmaLed by Lhe chlef englneer LhaL Lhe brldge wlll be accompllshed wlLhln 3 years, whereas, Lhe
consLrucLlon of brldge was compleLed aL Lhe end of year 2. 1herefore, Lhe consLrucLlon of brldge ls
labeled as:
LffecLlve plan
1argeLed accompllshmenL
LfflclenL compleLlon
ConLrolled resources

lncreased lmporLance of 1CM gave emergence Lo Lhe concepL of employee empowermenL LhaL has
made Lhe ________ sklll caLegory mandaLory for all managerlal levels.
ConcepLual
lnLerpersonal
1echnlcal
Puman

8reak-even Analysls" ls a means of earnlng proflLable operaLlons of Lhe buslness Lhrough concreLe
calculaLlons. 1herefore, lL falls under:
SclenLlflc managemenL
8ehavloral managemenL
ManagemenL sclence
CperaLlon managemenL

Whlch of Lhe followlng managemenL sLyle ls based on Lhe unlversal perspecLlve of managemenL LhaL
descrlbes one besL approach Lo be adopLed?
All of Lhe glven opLlons
Classlcal managemenL
8ehavloral managemenL
CuanLlLaLlve managemenL

Pow suppllers can generally lnfluence Lhe organlzaLlonal acLlvlLles?
lmpose envlronmenLal consLralnLs
Compel Larlffs on Lhe flnal goods
Lnforce use of speclflc Lechnology
Slow down Lhe producLlon process

SelecLlon of sLudenLs ln Lhe admlsslon process of unlverslLy ls an lllusLraLlon of:
SLrucLured declslons
lll-sLrucLured declslons
rogrammed declslons
non-programmed declslons

ln order Lo ldenLlfy Lhe mosL efflclenL paLh for execuLlon of acLlvlLles, managers use:
Llnear programmlng
L81 charL
CAn11 charL
Scenarlo analysls

Whlch of Lhe resource allocaLlon Lechnlque glves more emphasls Lo alloLmenL of Llme?
8udgeLlng
Schedullng
8reak even analysls
Llnear programmlng

All of Lhe followlng are Lhe parLs of organlzaLlons exLernal envlronmenL, LxCL1:
CrganlzaLlonal culLures
1argeL cusLomers
Company compeLlLors
erformance regulaLors

W1C appears Lo play an lmporLanL role ln monlLorlng and promoLlng:
rovlnclal Lrade
Clobal Lrade
8eglonal Lrade
naLlonal Lrade

Whlch of Lhe followlng ls Lhe baslc rule of bralnsLormlng?
CrlLlclsm ls noL allowed
ldeas should be radlcal
lmprovemenL of ldeas ls encouraged
lnvolvemenL of experLs ls mandaLory

MGT503 Midterm Paper 01

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MIDTERM EXAMINATION Spring 2010

MGT503- Principles of Management

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