This document contains a 25 question multiple choice examination on principles of management concepts. The questions cover topics such as managerial functions, skills needed by managers, different levels of management in organizational hierarchies, and responsibilities of various managerial roles. Ethical questions are also included regarding topics like corporate social responsibility, codes of ethics, and protections for whistleblowers.

1. BAM 315 Principles of Management UNIT 1 Examination
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BAM 315 Principles of Management UNIT 1 Examination
Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
1 A ________ is an example of a first-line manager.
A shift manager.
B division manager.
C store manager.
D regional manager.
2 Establishing strategies for achieving organizational goals is a part of the ________ function.
A coordinating.
B organizing.
C leading.
D planning.
3 Katz proposed that managers need ________ skills.
A human,empirical,and mechanical.
B technical,human,and conceptual.
C technical,human,and financial.
D technical,interpersonal,and legal.
4 Which of the following changes has resulted in the shifting of organizational boundaries?4.
A digitization.
B increased competitiveness.
C increased emphasis on organizational ethics.
D changing securitythreats
.
Managerial Basic Training (Scenario)Imagine thatyour marketing companyhas justmerged with a manufacturing
organization.You have been asked to help provide some “basic” managerial training to the engineers in the research
and developmentunitof the new company.To ensure you are covering the importantissues,your boss has asked to
see an overview of materials thatyou will be providing the engineers.
5 The engineers have to be informed that, ________ are the people who direct the activities of others in an
organization.
A line workers.
B directors.
C subordinates.

2. D managers.
6 Many of the engineers in the group are unclear about what managers actually do. Your training. materials
should explain that a manager’s job focuses on ________.
A personal achievement.
B helping others accomplish their work goals.
C supervising groups rather than individual employees.
D performing clerical duties
.
The Customer Meeting (Scenario)Kelly,a production supervisor,is responsible for 10 employees who assemble
components into a finished productthatis sold to distributors.Kellyreports to Ben, a production manager,who in turn
reports to Dan, a general manager,who reports to McKenna, a vice presidentof operations.Recently,McKenna
asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area.The
focus of the meeting was to judge the validity of the customer concerns,and to develop a specific plan to address
these concerns.
7 Kelly is a ________.
A middle manager.
B top manager.
C nonmanagerial employee.
D first-line manager
.
The General Manager (Scenario)Michael is the manager ofa production facility. On a routine day, Michael meets with
the employees who produce the organization’s product.At another time, Michael meets with the production manager,
Betty, and the human resource manager,Joyce, to discuss complaints filed byone of the employees in the
production department.Michael also spends time on the Internet looking for new technologies thatcan be used in the
production processes ofhis plant.
8 When Michael manages the employees who produce the product, he is utilizing his ________.
A empirical skills.
B conceptual skills.
C technical skills.
D human skills.
Managerial Skills (Scenario)Adam,Brenda,Carl,and Dan are employees in the same organization.Adam is the shift
manager,Brenda is the districtmanager,Carl is the regional manager and Dan is the projectleader. Adam manages
the employees who produce the organization’s product.After his excellent work is noticed, he is promoted to division
manager.Carl on the other hand,after a disciplinaryproceeding,is assigned to the postof office manager.Ethan is
the managing
director of the same organization.
9 Which of the following is true for Adam before his promotion.
A His technical skills are ofthe utmostpriority.
B He need not have any empirical skills.
C He need not possess anyhuman skills.

3. D His conceptual skills are ofthe utmost priority.
10 The symbolic view of management is based upon the belief that managers symbolize ________.
A he take-charge executive who overcomes any obstacle to see that the organization achieves its goals.
B every aspectof an organization’s performance,from the top level to the operational level.
C the fluctuating fortunes of the organization as they alternate between profits and losses.
D control and influence in developing plans and making decisions.
11 ________ is/are called the iGeneration because they’ve grown up with technology that customizes
everything to the individual.
A Post-Millenials.
B The Silent Generation.
C Gen Y-ers.
D Baby Boomers.
12 Which of the following environments is characterized by the highest level of environmental uncertainty?
A a dynamic and simple environment.
B a stable and complexenvironment.
C a dynamic and complexenvironment.
D a stable and simple environment.
13 Which of the following is a disadvantage of having a strong organizational culture?
A decreased organizational performance.
B inability to respond to changing conditions.
C high employee turnover.
D low loyalty towards the organization
.
14 The term ________ refers torepetitive sequences of activities that express and reinforce the important
values and goals of the organization.
A corporate rituals.
B employee mentoringb
C business ethics.
D organizational cultured.
15 Which of the following is most likely to have a highly spiritual organizational culture?
A a business thatfocuses strictlyon outcomes.
B a business thatemphasizes centralized control.
C a companywith high tolerance of employee expression.
D a highly aggressive,competitive business.
16 Jeff is an employee with the accounting department at a major shipping service provider in Texas. Soon
after he joined following his graduation, his company developed corporate programs to help improve self-

4. confidence and qualifications of diverse employees so they could “fit in.” During which period of time did
Jeff start working for his employers?
A new millennium.
B early 1980s.
C late 1980s to late 1990s.
D 1960s to 1970s.
17 Differences arising from which of the following factors becomes more important to people as they get to
know each other?
A gender.
B race.
C personality.
D ethnicity.
18 Which of the following perceptions do employers typically have of older employees?
A uncommitted to doing quality work.
B lack of sound judgment.
C weak work ethic.
D resistantto new technology.
19 What type of discrimination usually involves jokes or negative stereotypes being perpetrated about fellow
employees?
A exclusion
B mockery and insults
C intimidation.
D discriminatorypolicies
20 Which of the following examples would be considered appropriate stereotyping?
A assuming women to be particularly bad drivers.
B asking someone from accounting to help with a budgeting problem.
C assuming red-haired people have rather nasty tempers.
D bracketing working mothers as notbeing committed fullyto their jobs.
21 The aspect that differentiates social responsibility from other similar concepts is that it adds = a(n)
________.
A legal imperative.
B technical imperative.
C political imperative.
D ethical imperative.
22 Which of the following arguments on social responsibility states that pursuing social goals hurts a
business’s economic productivity?

5. A lack of skills.
B costs.
C dilution of purpose.
D imaged
23 A ________ is a formal statement of an organization’s primary values and the ethical rules it expects its
employees to follow.
A code of ethics.
B vision statement.
C mission statement.
D code of purposed.
24 The primary debate about ethics training programs is whether ________.
A ethics can be taught.
B the programs give unethical individuals more ammunition.
C ethics causes misconduct.
D the programs cover misconductoutside the workplace.
25 The ________ Act offers some legal protection to whistle-blowers.It has a provision wherein any manager
who retaliates against an employee for reporting violations faces a stiff penalty of a 10-year jail sentence.
A Landrum-Griffin.
B Taft-Hartley.
C Glass-Steagall.
D Sarbanes-Oxley.