1. Which of the following is NOT a function of management? A. Plan B. Control C. Organize D. Lead E. Perform 2. _____ is the use of influence to motivate employees to achieve organizational goals. A. Leading B. Controlling C Organizing D. Planning e. Staffing 3. Ports in northern Europe are operating at 90 percent of their maximum capacity. Several shipping companies are involved with Neptune Orient's plan to develop and build of twelve new container ports in northern Europe. They have hired Drewry Shipping Consultancy to monitor the projects and to correct any design problems. Drewry Shipping Consultancy is performing which management function? a. Cotrolling b. planning c. leading d. organizing e staffing 4. When Gunter Thielen of Bertelsmann, the world's largest media company, decided to withdraw the company from its Internet enterprise, expand its marketing efforts in Eastern Europe, and merge its music business with Sony to optimize his resources, he was performing the function of: A. CONTROLLING B. HUMAN RELATIONS SKILLS C. LEADING D. ORGANIZING E. RESOURCES 5. Porter proposed a framework that in a given industry, five forces determine the degree of competitiveness in that industry.  Which of the following is not such a force? A. Threat of Entrant B. Currency exchange rate C. Power of Supplier D. Threat of Substitutes E. Power of Buyer. 6. When conducting an environmental-scan analysis, assessing the make-up of a target population encompasses which category. A. Technology B. Economy C. Demographics D. Political arena 7. An industry in which a few firms account for a large portion of total industry sales is defined as _________. A. Fragmented industry B. Macro-industry C. Concentrated industry D. Micro-industry 8. Which of the following is not a benefit of a positive culture? A. Stability B. Employee self-management C. Teamwork D. Integrating new employees 9. Which of the following is not a barrier to developing an effective diversity strategy? A.p     a.  Poor management training techniques B.       b. Fears of reverse discrimination           c. Need for equality D.              d.   Continual stereotyping 10. Which of the following refers to the 2nd stage of the organizational socialization process A. Anticipating new employer expectations, needs for skills and abilities, and sensitivity to one’s needs and values B. Completing role demands as required, mastering tasks, internalizing cultural norms and values. C. Seeking role clarity, managing group interactions, and balancing life/work D. Getting to know co-workers, learning the organizational structure, and assessing where one can make a difference 11 In looking at corporate relationships, we need to determine how a corporation reacts to specific internal and external challenges and opportunities. In general, the code with which moral principles and values govern the organization is called: A. Code of ethics B. Free choice contract C. Discretionary responsib.

1. 1. Which of the following is NOT a function of management?
A.
Plan
B.
Control
C.
Organize
D.
Lead
E.
Perform
2.
_____ is the use of influence to motivate employees to achieve
organizational goals.
A. Leading
B. Controlling
C Organizing
D. Planning
e. Staffing
3. Ports in northern Europe are operating at 90 percent of their
maximum capacity. Several shipping companies are involved
with Neptune Orient's plan to develop and build of twelve new
container ports in northern Europe. They have hired Drewry
Shipping Consultancy to monitor the projects and to correct any
design problems. Drewry Shipping Consultancy is performing
which management function?
a. Cotrolling
b. planning
c. leading
d. organizing

2. e staffing
4. When Gunter Thielen of Bertelsmann, the world's largest
media company, decided to withdraw the company from its
Internet enterprise, expand its marketing efforts in Eastern
Europe, and merge its music business with Sony to optimize his
resources, he was performing the function of:
A. CONTROLLING
B. HUMAN RELATIONS SKILLS
C. LEADING
D. ORGANIZING
E. RESOURCES
5. Porter proposed a framework that in a given industry, five
forces determine the degree of competitiveness in that industry.
Which of the following is not such a force?
A.
Threat of Entrant
B.
Currency exchange rate
C.
Power of Supplier
D.
Threat of Substitutes
E.
Power of Buyer.
6. When conducting an environmental-scan analysis, assessing
the make-up of a target population encompasses which category.
A. Technology

3. B. Economy
C. Demographics
D. Political arena
7. An industry in which a few firms account for a large portion
of total industry sales is defined as _________.
A. Fragmented industry
B. Macro-industry
C. Concentrated industry
D. Micro-industry
8. Which of the following is not a benefit of a positive culture?
A.
Stability
B. Employee self-management
C. Teamwork
D.
Integrating new employees
9. Which of the following is not a barrier to developing an
effective diversity strategy?
A.p a.
Poor management training techniques
B. b.
Fears of reverse discrimination
c.
Need for equality
D.
d.
Continual stereotyping
10. Which of the following refers to the 2nd stage of the

4. organizational socialization process
A. Anticipating new employer expectations, needs for skills and
abilities, and sensitivity to one’s needs and values
B. Completing role demands as required, mastering tasks,
internalizing cultural norms and values.
C. Seeking role clarity, managing group interactions, and
balancing life/work
D. Getting to know co-workers, learning the organizational
structure, and assessing where one can make a difference
11 In looking at corporate relationships, we need to determine
how a corporation reacts to specific internal and external
challenges and opportunities. In general, the code with which
moral principles and values govern the organization is called:
A.
Code of ethics
B.
Free choice contract
C.
Discretionary responsibility
D.
Social responsibility
12 Of all the approaches to ethical decision making, the ____
approach is concerned with achieving the greatest good for the
greatest number of people
A. Utilitarian
B.
Categorical Imperative

5. C.
Self-interest
D.
Reciprocity
E. E.
Justice
13. Which of the following is not a common trigger to give rise
to unethical responses?
A. Pressure to achieve results
B.
Desire for pleasure
C. Demonstrate empathy
D. Exaggerated sense of pride
E. Need to maintain power
14. of the following is not part of the corporate social
responsibility pyramid?
a. Economic Responsibility
b. Legal Responsibility
c. Ethical Responsibility
d. Philanthropic Responsibility
15. ______ support strategies in the functional area
departments.
A. Tactical plans
B. Operational plans
C. Strategic plans
D. Contingency plans
16. The use of paper is declining. This is bad news for the pulp
and paper industry in North America. Top management at
Abitibi, the world's largest paper producer, has developed a

6. proposal to sell off unprofitable assets and consolidate divisions
as a means of improving the company's profitability. Their
belief is that these actions will allow the company to survive.
This is an example of:
A. Tactical planning
B. Operational planning
C. Strategic planning
D Structural planning
e. Financial planning
17. Which of the following is not a characteristic of a high-
performing team
a. Clearly defined objectives and roles
b. Properly skilled team members
c. Dedicated time to complete tasks
d. Talented team members
e. Active participation of a manager
18. Lencioni identified five common problems teams face.
Which of the following is not one of these common problems?
a. Distrust
b. Fear of conflict
c. Risk aversion
d. Lack of commitment
e. Inadequate attention to accomplishing results
19. To establish and nurture a team to high-performance,
leaders must take on three key distinct roles. Which of the
following is not such a role?
a. Communicator
b. Trust Builder
c. Doer
d. Team process facilitator
20. The Grape and Wine Research Organization in Australia
funds a ____ at the request of its members. It is composed of a

7. winemaker, an oenologist and two chemists who deal with
specific concerns of Australian wineries. The members come
from different organizations. Their primary functions are to
advise on the quality of Australian wines and the efficiency
with which they are produced.
a. Product Development team
b. Task force
c. Structured work team
d. Advisory board