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Management Process and Organisational Behavior.pdf

This document contains multiple choice questions about management concepts such as planning, organizing, staffing, leading, and controlling. It also includes questions about organization behavior topics like Hawthorne experiments, productivity, perception, groups, and culture. The questions cover key ideas like the definition of management, the importance of planning, differences between formal and informal organizations, roles of leading and directing, purposes of controlling, and impacts of group pressures. Overall, the document assesses understanding of fundamental management processes and organization behavior principles.

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Introduction to management and management process-Unit-2 Question 1 Efficient ____________ leads to better economical production and also increases the economic, social, and general welfare of the people. production utilization management employment Question 2 In addition to organizational goals, one has to manage ________ goals also. individual production utilization legal Question 3 Process of designing and maintaining environment in which individuals working in groups efficiently employ resources is called __________. production management equilibrium optimization
Question 4 Reduction of costs gets __________ results through __________ input through proper planning. minimum, maximum. optimum, optimum optimum, maximum maximum, minimum Question 5 In Taylors parlance, there are __________ identifiable components to scientific management. four six eight five Question 6 Elton Mayos Hawthorne experiments proved that ____________ with the supervisor and colleagues and the idea of __________ in the job accounted for higher productivity. challenge, good relations conflict, challenge good relations, challenge good relations, leisure Question 7 Ouchi is known for propounding ________theory.
A P S Z Question 8 Thomas Peters and Robert Waterman identified ____________ characteristics in successful four five eight nine Question 9 Unity of command means _________ should report to ________. one person, one boss all people, one boss one person, many bosses many people, one boss Question 10 Centralization principle propagates finding the keeping in mind the size, nature of business, experience of superiors and subordinates, dependability and ability of the subordinates. right boss right balance right strategy
right management Question 11 Order means doing things _____________. in sequence in parallel systematically as ordered Question 12 When the management functions are placed into its logical sequence, we call it a ___________. sequence management process activity procedure Question 13 System approach to management enables us to understand management from a ____________ perspective. holistic individual process environment Question 14 The five management functions that figure in the management process in the modern literature are planning, organizing, staffing, _______, and __________.
managing, controlling controlling, serving training, serving leading, controlling Question 15 A system is connected to its external environment through _______. inputs outputs information system management team Question 16 One of the benefits of looking at systems is that even when the problem is large, we are able to analyses the organization by analyzing _________ by _______ and making changes where it is most effective. system, system system, subsystem problem, problem cause, cause Question 17 Organizations which are _____________ driven are smoother than organizations which are individual driven. time cost technology
process Question 18 The inputs of the adventure system as explained in the section are completely independent of the hotel system. True False Question 19 Each process of the system would require different people to man it. True False Planning and decision making Question 1 Planning is a __________ management function which enables one to select the purpose of the business, and how the ________ should be mustered to achieve that purpose. basic, management advanced, management fundamental, resources advanced, resources Question 2 A ________ is a desired future state that the organization attempts to reach. aspiration goal objective aim
Question 3 Planning helps management to clarify, ___________ and _________ their businesses or project's development and prospects. focus, research focus, achieve diversify, research diversify, achieve Question 4 In the business context, planning most importantly guides _________ and ________. product development, deployment of finances product development, deployment of resources products, markets markets, competition Question 5 The term ‘being aware’ while describing the steps of planning means knowing the customer needs, market, _________, our strengths and weaknesses. product service competition Cost Question 6 Deciding on the environment (both external and internal) in which our plans are going to operate is called _________. Developing the premises
Determining the environment Formulating plans Evaluating the environment Question 7 Based on importance, planning can be _________ and _________. strategic, operational long-term, short-term corporate, business business, strategic Question 8 Purpose of proactive planning is to gain __________. time profit initiative survival Question 9 There are long, medium, and short-term plans. There is a standard rule on the length/duration of years for these. True False Question 10 Informal plans are made by informal business sectors. True
False Question 11 If you are a cash cow, you should expand at a fast pace. True False Question 12 Blue Ocean strategy means entering a competitive market with huge resources. True False Organizing and staffing Question 1 Organizing enables a business to create roles by linking a person to ____. a role an activity a responsibility a job Question 2 Activities along with the roles can be divided into units and departments. This division helps in bringing specialization in various activities with a view to enhance_________. efficiency communication delegation decentralization Question 3 Delegation and decentralization will not be easy without a clear _________.
communication authority roles organizational structure Question 4 One of the ways to facilitate change due to introduction of new technology and processes is to _________ the organization. demolish dismantle restructure create Question 5 For an efficient organization, both ____________ and ____________ organizations are required. formal, informal organized, unorganized client, vendor formal, unorganized Question 6 The difference between formal and informal organization is the ______ effort made in the former and the lack of it in the latter. unconscious subconscious conscious
metaconscious Question 7 In every formal organization, informal organizations should be encouraged because it creates ________ within the formal organization. co-operation synergy energy dichotomy Question 8 The term department and __________ are often used interchangeably. company division organization team Question 9 Narrow span facilitates close control, close supervision, and faster ________________. delegation execution communication feedback Question 10 Wide span demands _______________ objectives. vague
concrete multiple verifiable Question 11 NRI banking is an example of _________________organization. enterprise product customer geography Question 12 Postal service, several banks, and motor vehicle distributors tend to follow ____________ based departmentation. enterprise product customer geography Question 13 Enterprise function based organization structure facilitates tight ___________ on top. specialization control concentration focus
Question 14 Staffing can be defined as that management process which ensures _____________ and keeping the various organizational positions __________. matching, filled filling, filled filling, functional filling, efficient Question 15 Line and staff are forms of _______________. delegation control authority specialization Question 16 Three roles that staff performs are advisory, service, and ___________. advisory control service functional Question 17 An informal organization exists outside the organization. True False
Question 18 Organizations having narrow span require higher quality managers than the ones having wide span. True False Question 19 Whenever a company starts a project, it shifts to matrix organization. True False Question 20 Staffing function prepares manpower planning to match the organizational and departmental requirements. True False Question 21 Staffing impacts productivity indirectly. True False Question 22 There are four conditions under which authority will be accepted. Larger the presence of the conditions, greater will be the probability that the authority will be accepted. True False
Leading Question 1 Directing can be defined as the process by which managers instruct, ______ and _______ the performance of the workers. guide, oversee lead, direct order, execute plan, organize Question 2 When an employee buys into the vision and mission, time has come for ______ rather than ______. planning, organizing leading, directing instructing, guiding ordering, executing Question 3 Delegating is a natural fallout of _________. planning directing organizing leading Question 4 A few philosophers call _______ as Life spark of an enterprise directing
organizing leading executing Question 5 _______ makes the role of subordinates clear. Goal setting Stability Integrity Motivation Question 6 Three fundamentals of leading are setting directions, creating alignment and ________. creating engagement creating settings guiding role planning role Question 7 Engagement can be defined as capturing the ________ of stakeholders. sales mind space role manager
Question 8 Directing and leading area continuum. True False Question 9 Leading is required mostly at the top level. True False Question 10 Leading is a process that we adopt when there is an urgent requirement for a change. True False Question 11 While both directing and leading are important, directing is a much better way to sustain action. True False Question 12 Direction setting means defining goals and objectives. True False
Controlling Question 1 Controlling can be defined as ___________ and _____________ of performance to achieve the organizational goals. measuring and correcting planning and correcting planning and measuring processing and planning Question 2 Among various reasons why controlling is important, guiding to keep _______________ on track is a significant one. plans managers employees goals Question 3 The purpose of ___________ is to focus the attention of the manager on things major control point minor control point critical control point control point Question 4 Labor hours is an example of a _________ standard.
physical mental intangible revenue Question 5 Just for Dessert bakery defined a standard that each outlet should not cost more than Rs.300 lakhs. normal goals intangible capital Question 6 Management by objective is an example of using __________ as standards. goals plans controls intangible Question 7 Identifying important __________ variables is the first step in creating feed-forward. output input management planning
Question 8 One of the reasons for management systems falling short of having good feed-forward is confining to the usage of ___________ data for creating the control systems. financial departmental statistical systematic Question 9 A well-designed control will point to the ________ at critical points. modifications exceptions efficiency inclusions Question 10 Many overall controls in business are financial in nature. This is natural because money is the _____________ in business and can be easily used to get a __________ picture. binding factor, integrated critical factor, integrated critical path, integrated binding factor, unintegrated Question 11 Clan control means using controls based on the __________, __________, and expected behaviour. norms, individual values norms, shared values
plans, shared values finances, shared values Question 12 Balanced scorecard is an overall performance control method that measures financial, customer, internal processes, and __________ factors. teaching and growth learning and stability learning and growth planning and controlling Question 13 Usually, resources available to an organization at any time are scarce and opportunities are plenty. Investing in projects that give the best return over a long period can be done by _______________. non-budgetary control zero-based budgeting budgeting capital budgeting Question 14 Telecommuting enhances the capability to exercise control because you can remain connected to the ___________ from almost anywhere. workplace home cafe school
Question 15 There are four steps in the process of controlling. These are measurement of performance, comparison of actual and standard performance, taking remedial actions, and creating tangible measures. True False Question 16 Rejection rate is an example of tangible standards. True False Question 17 Real time information always leads to real time control. True False Question 18 Controls have to be common to all and should not be adjusted to the individual managers capability True False Question 19 Firm A who are into manufacturing gears, follows an autocratic culture while Firm B follows an open door policy and both have control measures. It will be a good idea for Firm A to borrow the control measures from Firm B to make the controls more effective. True False
Question 20 Zero-based budgeting enables managers to create a budget quickly by adding or subtracting to earlier expense on this account. True False Question 21 Benchmarking must ensure that the best practices taken into consideration for benchmarking are from the same industry and not from another industry. True False Question 22 Enterprise Resource Planning (ERP) system is effective not only because it is a prompt reporting system and reduces reaction time, but also because there is no need to analyze the cause of the variance. True False Introduction to Organisation Behaviour Question 1 The most unpredictable dimension to manage is ____________. computer human plan control
Question 2 Hawthorne experiments refer to a series of _________ sub-experiments conducted in U.S. 4 5 3 6 Question 3 Hawthorne experiments proved that treating employees with respect and dignity leads to __________. good communication special attention productivity performance improvement Question 4 The Human Resources approach is concerned with the growth and development of people towards higher levels of ________, _______ and fulfilment. competency, creativity practice, effectiveness input, output task, technology Question 5 When a manager gives orders to two different people who are identical in department, status, salary and other organizational factors, the response could be very different and this depends on how each of them __________ the order. executes
plans manages perceives Question 6 OB can be learnt from different approaches such as Human Resources approach, __________, Productivity approach, and Systems approach. Controlling approach Planning approach Contingency approach Management approach Question 7 By systematic study, we mean looking at relationships and attempting to attribute ___________ and effects, and drawing conclusions based on scientific evidence. efforts causes differences variances Question 8 The two inherent components in the term productivity are ________ and ________. efficiency, effectiveness input, output planning, controlling managing, directing
Question 9 By organizational citizenship, we mean ________ behaviour that is not part of an employees formal job requirements, but that nevertheless promotes the effective functioning of the organization. organizational productivity human discretionary Question 10 Perception is an important factor while planning because it __________ the way threats and ___________ are seen by people. executes, outputs impacts, opportunities decides, pressure controls, opportunities Question 11 Though people want to do things their way, their attitude, perceptions, and decisions are often modified by ___________ pressures. The Hawthorne experiment gives us an insight into this. employee manager group project
Question 12 Groups are capable of making their own plans and objectives in consonance with the organizational objectives. Some of them make excellent decisions and follow up with action on the shop floor. A good example of such a group is the _____________. human approach quality circle team circle management Question 13 Selection process ensures that individual factors such as right personality, _________ and __________ exist in an individual so that the organization can work smoothly. work, effort perception, attitude management, co-ordination qualification, experience Question 14 OB is not a standalone concept. All OB concepts can be mapped to ___________ systems and processes. employee manager HR client Question 15 One of the ways global alliances impact OB is that they compel the companies to adjust the ___________ to remain competitive. organizational structure
management structure planning structure execution structure Question 16 Culture is quite hardwired in our mind and ___________ requires that it is rewired. organization management globalization maintenance Question 17 Hawthorne experiments proved that good physical conditions are more than sufficient to increase productivity. True False Question 18 In the OB learning framework, we learn about personality, perception, learning, attitude and motivation under group level variables. True False Question 19 If you know your OB, you can completely remove conflict and frustration. True False
Question 20 Tunnel vision of OB can lead to satisfying employee experiences at the cost of broader system of an organization. True False Question 21 If we give infinite freedom and security to people, productivity is seen to improve. True False Individual level behavioural variables – 1,2,3 Group level behavioural - 1 Question 1 Size, interaction, __________ and _________ are the key ingredients of a group. feelings and collection influence and goal collection and interest individuals and contacts Question 2 A group is based on the concept of ____________ to attain the goal. individuals associates synergy performance
Question 3 The five stages in group formation are forming, _______________, ___________, _______ and adjourning. storming, norming, performing development, execution, review motivating, participating, creating creating, development, execution Question 4 Members of work groups have to accept the standards implied in the organizations ____________ culture if they are to remain in good standing. basic dominant liberal goal oriented Question 5 When a person from a function role such as accounting or auditing is included in a group task in which such role is not predominant, there is a danger of role _________. ambiguity overload conflict performance Question 6 Norms are enforced effectively by the groups by 1) increasing communication with a non- conforming member, 2) ignoring the non-conforming member and 3) excluding him/ her from ______ and ________.
exercises and group discussions activities and physical coercion or expulsion group and other activities certain activities and idea generation process Question 7 Groupthink is a deterioration of mental efficiency, reality testing, and _______________ resulting from in-group pressures. standards individual decisions moral judgment risky decisions Question 8 Devils advocate is useful for preventing _______________. groupshift groupthink group activities norms Question 9 Three people in a group were very conservative in the first two meetings. Then they joined the others who supported a high risk decision. The reason for this can be explained by a phenomenon called ___________________. groupshift social loafing groupthink
electronic meeting Question 10 Group process is an excellent motivating tool since there is a high degree of employee ______________ in the process. coordination involvement retention productivity Question 11 Group process enhances job satisfaction and therefore impacts _____________ and ______________. job satisfaction and higher productivity less control and acts as a motivational tool retention and productivity higher productivity and succession planning Question 12 A reference group is a formal group to which disciplinary issues are referred. True False Question 13 Punctuated equilibrium model explains a way to bring about balance between time lost in conflict and deadlines. True False
Question 14 For a formal work group to be effective, it must be independent. True False Question 15 Group process enables in decreasing controls. True False Group level behavioural- 2 (The team) Question 1 Three distinct differences between a group and team are performance need, _________ and shared accountability. authority independence rewards true interdependence Question 2 There are ________ important characteristics of a team that leads to performance. 10 70 17 7
Question 3 Learning environment relates to the degree to which the group/organizational environment permits group members to learn from their experiences and the experiences of _________. others managers top management leader Question 4 Creator innovator function means ___________ and is often done by people who think little of the present. past orientation present orientation coordination future orientation Question 5 People who can get things moving in a team are called _________. creators organizers leaders thruster organizer Question 6 Charter of performance means that a team must define its goals, what the outcomes will be, the ___________, the way of measuring success, and the_________ to accomplish tasks.
time, process time graph, attribute timelines, process time period, method Question 7 The team goals should be a __________ one and not a competitive one. collective collaborative synergetic joint Question 8 If a team is solving a complex problem with no apparent answer, even if the composition of the team is ideal, one cannot get results if they do not have the freedom for ___________. motivation ideas creativity innovation Question 9 0 / 1 point Teams need _______________ organizational structure, rewards and recognitions, and training and development of a high order. horizontal vertical flat
top-down Question 10 An intact team is a ___________ team that attends to daily work in an effective manner. technical departmental functional mixed Question 11 To measure existing team characteristics there are three approaches i.e., collecting this information through paper-and pencil questionnaires or surveys, ___________, and interviews. discussions direct observations brainstorming group forming Question 12 Cross-functional team is a group of people with different _________ working toward a common goal. functional expertise education background cultural background techniques Question 13 __________ systems can present complex results in an intuitive manner and is very useful in a cross-functional team.
Data analysis Data visualization Data designing Data presentation Question 14 Some individuals are better on their own and therefore they should be left out from a team. True False Question 15 Shared leadership occurs when such leadership roles as contributor, collaborator, challenger, facilitator, and controller are carried out by the groups leader exclusively. True False Question 16 Networking reflects group members ability and willingness to link up with others in the group. True False Question 17 Every person in a team should have the nine abilities except perhaps the linking ability which only the leader needs to have. True False Question 18 Likelihood of success and situational importance and urgency can be used as pre-established decision criteria.
True False Question 19 Cross-functional teams are highly unidirectional. True False Question 20 A cross-function product development team may make unstructured strategic decisions such as what markets to compete in. True False Group level behaviour- 3 (Leadership) Question 1 If leadership training has to be fruitful, self-awareness and __________ are extremely important. goals self-discipline behaviour reliability Question 2 A manger imitates while a leader ______________. originates innovates administers
controls Question 3 A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a ___________. common goal character morale specialty Question 4 Modern business moves from competitiveness to _____________, which is one of the reasons why leaders are required. coordination collaboration decentralization typecasted Question 5 Leadership has become imperative because markets have shifted to ____________ economies. emerging senile debilitated flatter Question 6 Social sensitivity, people sensitivity, and ___________ sensitivity are the three new realities of business, which demand leadership. environmental
industrial managerial legal Question 7 Leadership style theories have ____________ dimensions. 2 3 4 5 Question 8 In LMX theory, the leader and each follower is perceived as a _______. Dyad Group Team Individual Question 9 Managerial grid theory is built on _________ and __________ studies. psychodynamic and action-centered leadership Ohio and Michigan individual and group managerial and environmental Question 10 Bernard Bass suggests that there are five different styles namely Directive Style or Telling, _________ Participative, Negotiative or Selling and __________.
Consultative, Delegative Planning, Development Following, Monitoring Collaborative, Innovative Question 11 According to ACL, the greater the congruence between task, ________ and _________, the greater will be the effectiveness. team, individual group, member follower, leader behaviour, situation Question 12 Fielder's model suggests that leadership _________ and _________ favorableness interact to make leadership effective. style, situational inspirational, motivational expectancy, situational skill, organizational Question 13 Depending on (contingent upon) the maturity of the follower, a leader has four styles 1) telling (directing), 2) selling (consulting), 3) _______ and 4) _________. functioning, goal setting participating, delegating cross selling, directing
instructing, cooperating Question 14 Path goal theory draws its inspiration from the ____________ model of motivation. Fielder's contingency Reddin 3D Expectancy Situational Leadership Question 15 Reddin identifies ________ effective styles that are matched to the situation. 4 3 2 1 Question 16 Transactional leaders use management by _________ and in _______ reward. exception, contingent inclusion, incontingent exclusion, strategic situation, strategic Question 17 When a person does most of the things that a transformational leader does for selfish agenda, they are called _________. charismatic leaders
pseudo-transformational leaders visionary leaders Full range leaders Question 18 Research shows that a majority of business leaders have shown leadership while in school in some small way. True False Question 19 If the service industry had not boomed the way it has, perhaps leadership in business would not have receive so much attention. True False Question 20 According to Deloitte Touche study, creating vision is one of the characteristics of a leader. True False Question 21 A 5, 5 leader is a good compromise between task and people orientation. True False Question 22 Charismatic leaders may not deliver exceptional results during normal economic times. True False
Power, politics, conflict, negotiation and stress Question 1 Power is of two types __________ and _________. formal, informal formal, persuasive formal, expert informal, persuasive Question 2 “Getting that account will be tough, but I know you can do it.” This is an example of using __________as a tactic for influence. coercion consultation inspiration affection Question 3 Expert power is about possessing _________, experience, or judgment that the other person lacks, but needs. ideas knowledge position exposure Question 4 Organizational politics refers to the use and __________ of situation, power and people to secure position and gain from the situation.
manipulation employment wielding operation Question 5 In relation to office politics, if you feel that something will come back to haunt you, it is better to keep a ______________. diary journal record register Question 6 Conflict is any situation in which incompatible goals, attitudes, ___________ or __________ lead to disagreement or opposition between two or more parties. emotions, behaviour deadlines, schedule thoughts, mannerisms ideas, outlook Question 7 Based on the organizational outcomes, we can classify conflicts into ____________ and _____________ conflicts. important, unimportant functional, dysfunctional stable, dynamic
correct, incorrect Question 8 When a conflict occurs where a person must decide to do something that has both positive and negative consequences, it is called _________. approach-approach approach-avoidance avoidance-avoidance avoidance-approach Question 9 Conflict handling styles are _________, _________, compromising, avoiding and accommodating. battling, colliding competing, collaborating clashing, emulating contesting, bidding Question 10 Negotiation is a process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them. This occurs when there is ________ and there is no fixed or established set of rules set. group argument conflict of interest direct negotiation integrative bargaining Question 11 For integrative bargaining to be a success, the parties must be open with information and candid about their concerns, be _________ to each other, __________ one another, and be flexible.
understanding, love sensitive, trust faithful, believe loyal, respect Question 12 A mediator is a _______ third party who facilitates a negotiated solution by using reasoning and persuasion, suggesting alternatives, etc. diplomatic neutral indifferent impartial Question 13 Stress is the _______ threat to one’s physical or psychological wellbeing. observed identified perceived recognized Question 14 Stress has three stages, which are ___________, _________, and __________. alarm, resistance, and exhaustion alarm, defiance, impedance alarm, obstruction, counteraction alarm, defiance, refusal
Question 15 One of the reasons for stress is inner conflicts. It means __________, ________ and guilt feelings. panic, anxiety anger, depression frustration, annoyance non-specific fears, anxiety Question 16 There are many organizations that work in an environment completely free of organizational politics. True False Question 17 Design of the individual's job can cause stress. True False Question 18 Design of the individual's job can cause stress. True False Culture and change Question 1 Ravasi and Schultz (2006) believe that organizational culture is a set of ______________ that guide the interpretation and action in organizations. work policies behavioural changes
shared mental assumptions rational ideas Question 2 At the core of culture lies ____________ of an organization. resourceful policies creative ideologies basic necessities fundamental assumptions Question 3 Right culture, while a necessary condition for organizational success, is by no means __________. appropriate important sufficient justified Question 4 In order to give meaning to the pattern of behaviour, people have __________, _________, and practices, etc. traditions, rituals customs, beliefs ideas, conventions symbols, artifacts Question 5 Schein argues that culture of modern organisations should be strong on _________ issues.
secondary external pivotal minor Question 6 Collins and Porras (1994) found that companies with long-term success had a limited but strong set of timeless core values that did not prevent organizational __________ over time. change development innovation refinement Question 7 Organizational change may be defined as the adoption of a _________ or _________ by an organization. new idea or a behaviour network or a technology resource or a network resolution or a judgment Question 8 Four important external forces of change are political, economic, social, and ___________. education legal environment
technology Question 9 Factors for resistance to change can be broadly classified into three, namely economic, _________, and social. psychological technological political geographic Question 10 Basic model of change has ________ steps. four three two one Question 11 John Kotter suggests __________ steps for creating change. eight five four seven Question 12 For change to take off, _____% of a company's people and particularly the managers have to buy into the change idea. 50
75 60 45 Question 13 Anchoring change in _____________ is an important step in change management. human resource education political areas corporate culture Question 14 Reward management is an effective tool in change management. True False

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Management Process and Organisational Behavior.pdf

  • 1.
    Introduction to managementand management process-Unit-2 Question 1 Efficient ____________ leads to better economical production and also increases the economic, social, and general welfare of the people. production utilization management employment Question 2 In addition to organizational goals, one has to manage ________ goals also. individual production utilization legal Question 3 Process of designing and maintaining environment in which individuals working in groups efficiently employ resources is called __________. production management equilibrium optimization
  • 2.
    Question 4 Reduction ofcosts gets __________ results through __________ input through proper planning. minimum, maximum. optimum, optimum optimum, maximum maximum, minimum Question 5 In Taylors parlance, there are __________ identifiable components to scientific management. four six eight five Question 6 Elton Mayos Hawthorne experiments proved that ____________ with the supervisor and colleagues and the idea of __________ in the job accounted for higher productivity. challenge, good relations conflict, challenge good relations, challenge good relations, leisure Question 7 Ouchi is known for propounding ________theory.
  • 3.
    A P S Z Question 8 Thomas Petersand Robert Waterman identified ____________ characteristics in successful four five eight nine Question 9 Unity of command means _________ should report to ________. one person, one boss all people, one boss one person, many bosses many people, one boss Question 10 Centralization principle propagates finding the keeping in mind the size, nature of business, experience of superiors and subordinates, dependability and ability of the subordinates. right boss right balance right strategy
  • 4.
    right management Question 11 Ordermeans doing things _____________. in sequence in parallel systematically as ordered Question 12 When the management functions are placed into its logical sequence, we call it a ___________. sequence management process activity procedure Question 13 System approach to management enables us to understand management from a ____________ perspective. holistic individual process environment Question 14 The five management functions that figure in the management process in the modern literature are planning, organizing, staffing, _______, and __________.
  • 5.
    managing, controlling controlling, serving training,serving leading, controlling Question 15 A system is connected to its external environment through _______. inputs outputs information system management team Question 16 One of the benefits of looking at systems is that even when the problem is large, we are able to analyses the organization by analyzing _________ by _______ and making changes where it is most effective. system, system system, subsystem problem, problem cause, cause Question 17 Organizations which are _____________ driven are smoother than organizations which are individual driven. time cost technology
  • 6.
    process Question 18 The inputsof the adventure system as explained in the section are completely independent of the hotel system. True False Question 19 Each process of the system would require different people to man it. True False Planning and decision making Question 1 Planning is a __________ management function which enables one to select the purpose of the business, and how the ________ should be mustered to achieve that purpose. basic, management advanced, management fundamental, resources advanced, resources Question 2 A ________ is a desired future state that the organization attempts to reach. aspiration goal objective aim
  • 7.
    Question 3 Planning helpsmanagement to clarify, ___________ and _________ their businesses or project's development and prospects. focus, research focus, achieve diversify, research diversify, achieve Question 4 In the business context, planning most importantly guides _________ and ________. product development, deployment of finances product development, deployment of resources products, markets markets, competition Question 5 The term ‘being aware’ while describing the steps of planning means knowing the customer needs, market, _________, our strengths and weaknesses. product service competition Cost Question 6 Deciding on the environment (both external and internal) in which our plans are going to operate is called _________. Developing the premises
  • 8.
    Determining the environment Formulatingplans Evaluating the environment Question 7 Based on importance, planning can be _________ and _________. strategic, operational long-term, short-term corporate, business business, strategic Question 8 Purpose of proactive planning is to gain __________. time profit initiative survival Question 9 There are long, medium, and short-term plans. There is a standard rule on the length/duration of years for these. True False Question 10 Informal plans are made by informal business sectors. True
  • 9.
    False Question 11 If youare a cash cow, you should expand at a fast pace. True False Question 12 Blue Ocean strategy means entering a competitive market with huge resources. True False Organizing and staffing Question 1 Organizing enables a business to create roles by linking a person to ____. a role an activity a responsibility a job Question 2 Activities along with the roles can be divided into units and departments. This division helps in bringing specialization in various activities with a view to enhance_________. efficiency communication delegation decentralization Question 3 Delegation and decentralization will not be easy without a clear _________.
  • 10.
    communication authority roles organizational structure Question 4 Oneof the ways to facilitate change due to introduction of new technology and processes is to _________ the organization. demolish dismantle restructure create Question 5 For an efficient organization, both ____________ and ____________ organizations are required. formal, informal organized, unorganized client, vendor formal, unorganized Question 6 The difference between formal and informal organization is the ______ effort made in the former and the lack of it in the latter. unconscious subconscious conscious
  • 11.
    metaconscious Question 7 In everyformal organization, informal organizations should be encouraged because it creates ________ within the formal organization. co-operation synergy energy dichotomy Question 8 The term department and __________ are often used interchangeably. company division organization team Question 9 Narrow span facilitates close control, close supervision, and faster ________________. delegation execution communication feedback Question 10 Wide span demands _______________ objectives. vague
  • 12.
    concrete multiple verifiable Question 11 NRI bankingis an example of _________________organization. enterprise product customer geography Question 12 Postal service, several banks, and motor vehicle distributors tend to follow ____________ based departmentation. enterprise product customer geography Question 13 Enterprise function based organization structure facilitates tight ___________ on top. specialization control concentration focus
  • 13.
    Question 14 Staffing canbe defined as that management process which ensures _____________ and keeping the various organizational positions __________. matching, filled filling, filled filling, functional filling, efficient Question 15 Line and staff are forms of _______________. delegation control authority specialization Question 16 Three roles that staff performs are advisory, service, and ___________. advisory control service functional Question 17 An informal organization exists outside the organization. True False
  • 14.
    Question 18 Organizations havingnarrow span require higher quality managers than the ones having wide span. True False Question 19 Whenever a company starts a project, it shifts to matrix organization. True False Question 20 Staffing function prepares manpower planning to match the organizational and departmental requirements. True False Question 21 Staffing impacts productivity indirectly. True False Question 22 There are four conditions under which authority will be accepted. Larger the presence of the conditions, greater will be the probability that the authority will be accepted. True False
  • 15.
    Leading Question 1 Directing canbe defined as the process by which managers instruct, ______ and _______ the performance of the workers. guide, oversee lead, direct order, execute plan, organize Question 2 When an employee buys into the vision and mission, time has come for ______ rather than ______. planning, organizing leading, directing instructing, guiding ordering, executing Question 3 Delegating is a natural fallout of _________. planning directing organizing leading Question 4 A few philosophers call _______ as Life spark of an enterprise directing
  • 16.
    organizing leading executing Question 5 _______ makesthe role of subordinates clear. Goal setting Stability Integrity Motivation Question 6 Three fundamentals of leading are setting directions, creating alignment and ________. creating engagement creating settings guiding role planning role Question 7 Engagement can be defined as capturing the ________ of stakeholders. sales mind space role manager
  • 17.
    Question 8 Directing andleading area continuum. True False Question 9 Leading is required mostly at the top level. True False Question 10 Leading is a process that we adopt when there is an urgent requirement for a change. True False Question 11 While both directing and leading are important, directing is a much better way to sustain action. True False Question 12 Direction setting means defining goals and objectives. True False
  • 18.
    Controlling Question 1 Controlling canbe defined as ___________ and _____________ of performance to achieve the organizational goals. measuring and correcting planning and correcting planning and measuring processing and planning Question 2 Among various reasons why controlling is important, guiding to keep _______________ on track is a significant one. plans managers employees goals Question 3 The purpose of ___________ is to focus the attention of the manager on things major control point minor control point critical control point control point Question 4 Labor hours is an example of a _________ standard.
  • 19.
    physical mental intangible revenue Question 5 Just forDessert bakery defined a standard that each outlet should not cost more than Rs.300 lakhs. normal goals intangible capital Question 6 Management by objective is an example of using __________ as standards. goals plans controls intangible Question 7 Identifying important __________ variables is the first step in creating feed-forward. output input management planning
  • 20.
    Question 8 One ofthe reasons for management systems falling short of having good feed-forward is confining to the usage of ___________ data for creating the control systems. financial departmental statistical systematic Question 9 A well-designed control will point to the ________ at critical points. modifications exceptions efficiency inclusions Question 10 Many overall controls in business are financial in nature. This is natural because money is the _____________ in business and can be easily used to get a __________ picture. binding factor, integrated critical factor, integrated critical path, integrated binding factor, unintegrated Question 11 Clan control means using controls based on the __________, __________, and expected behaviour. norms, individual values norms, shared values
  • 21.
    plans, shared values finances,shared values Question 12 Balanced scorecard is an overall performance control method that measures financial, customer, internal processes, and __________ factors. teaching and growth learning and stability learning and growth planning and controlling Question 13 Usually, resources available to an organization at any time are scarce and opportunities are plenty. Investing in projects that give the best return over a long period can be done by _______________. non-budgetary control zero-based budgeting budgeting capital budgeting Question 14 Telecommuting enhances the capability to exercise control because you can remain connected to the ___________ from almost anywhere. workplace home cafe school
  • 22.
    Question 15 There arefour steps in the process of controlling. These are measurement of performance, comparison of actual and standard performance, taking remedial actions, and creating tangible measures. True False Question 16 Rejection rate is an example of tangible standards. True False Question 17 Real time information always leads to real time control. True False Question 18 Controls have to be common to all and should not be adjusted to the individual managers capability True False Question 19 Firm A who are into manufacturing gears, follows an autocratic culture while Firm B follows an open door policy and both have control measures. It will be a good idea for Firm A to borrow the control measures from Firm B to make the controls more effective. True False
  • 23.
    Question 20 Zero-based budgetingenables managers to create a budget quickly by adding or subtracting to earlier expense on this account. True False Question 21 Benchmarking must ensure that the best practices taken into consideration for benchmarking are from the same industry and not from another industry. True False Question 22 Enterprise Resource Planning (ERP) system is effective not only because it is a prompt reporting system and reduces reaction time, but also because there is no need to analyze the cause of the variance. True False Introduction to Organisation Behaviour Question 1 The most unpredictable dimension to manage is ____________. computer human plan control
  • 24.
    Question 2 Hawthorne experimentsrefer to a series of _________ sub-experiments conducted in U.S. 4 5 3 6 Question 3 Hawthorne experiments proved that treating employees with respect and dignity leads to __________. good communication special attention productivity performance improvement Question 4 The Human Resources approach is concerned with the growth and development of people towards higher levels of ________, _______ and fulfilment. competency, creativity practice, effectiveness input, output task, technology Question 5 When a manager gives orders to two different people who are identical in department, status, salary and other organizational factors, the response could be very different and this depends on how each of them __________ the order. executes
  • 25.
    plans manages perceives Question 6 OB canbe learnt from different approaches such as Human Resources approach, __________, Productivity approach, and Systems approach. Controlling approach Planning approach Contingency approach Management approach Question 7 By systematic study, we mean looking at relationships and attempting to attribute ___________ and effects, and drawing conclusions based on scientific evidence. efforts causes differences variances Question 8 The two inherent components in the term productivity are ________ and ________. efficiency, effectiveness input, output planning, controlling managing, directing
  • 26.
    Question 9 By organizationalcitizenship, we mean ________ behaviour that is not part of an employees formal job requirements, but that nevertheless promotes the effective functioning of the organization. organizational productivity human discretionary Question 10 Perception is an important factor while planning because it __________ the way threats and ___________ are seen by people. executes, outputs impacts, opportunities decides, pressure controls, opportunities Question 11 Though people want to do things their way, their attitude, perceptions, and decisions are often modified by ___________ pressures. The Hawthorne experiment gives us an insight into this. employee manager group project
  • 27.
    Question 12 Groups arecapable of making their own plans and objectives in consonance with the organizational objectives. Some of them make excellent decisions and follow up with action on the shop floor. A good example of such a group is the _____________. human approach quality circle team circle management Question 13 Selection process ensures that individual factors such as right personality, _________ and __________ exist in an individual so that the organization can work smoothly. work, effort perception, attitude management, co-ordination qualification, experience Question 14 OB is not a standalone concept. All OB concepts can be mapped to ___________ systems and processes. employee manager HR client Question 15 One of the ways global alliances impact OB is that they compel the companies to adjust the ___________ to remain competitive. organizational structure
  • 28.
    management structure planning structure executionstructure Question 16 Culture is quite hardwired in our mind and ___________ requires that it is rewired. organization management globalization maintenance Question 17 Hawthorne experiments proved that good physical conditions are more than sufficient to increase productivity. True False Question 18 In the OB learning framework, we learn about personality, perception, learning, attitude and motivation under group level variables. True False Question 19 If you know your OB, you can completely remove conflict and frustration. True False
  • 29.
    Question 20 Tunnel visionof OB can lead to satisfying employee experiences at the cost of broader system of an organization. True False Question 21 If we give infinite freedom and security to people, productivity is seen to improve. True False Individual level behavioural variables – 1,2,3 Group level behavioural - 1 Question 1 Size, interaction, __________ and _________ are the key ingredients of a group. feelings and collection influence and goal collection and interest individuals and contacts Question 2 A group is based on the concept of ____________ to attain the goal. individuals associates synergy performance
  • 30.
    Question 3 The fivestages in group formation are forming, _______________, ___________, _______ and adjourning. storming, norming, performing development, execution, review motivating, participating, creating creating, development, execution Question 4 Members of work groups have to accept the standards implied in the organizations ____________ culture if they are to remain in good standing. basic dominant liberal goal oriented Question 5 When a person from a function role such as accounting or auditing is included in a group task in which such role is not predominant, there is a danger of role _________. ambiguity overload conflict performance Question 6 Norms are enforced effectively by the groups by 1) increasing communication with a non- conforming member, 2) ignoring the non-conforming member and 3) excluding him/ her from ______ and ________.
  • 31.
    exercises and groupdiscussions activities and physical coercion or expulsion group and other activities certain activities and idea generation process Question 7 Groupthink is a deterioration of mental efficiency, reality testing, and _______________ resulting from in-group pressures. standards individual decisions moral judgment risky decisions Question 8 Devils advocate is useful for preventing _______________. groupshift groupthink group activities norms Question 9 Three people in a group were very conservative in the first two meetings. Then they joined the others who supported a high risk decision. The reason for this can be explained by a phenomenon called ___________________. groupshift social loafing groupthink
  • 32.
    electronic meeting Question 10 Groupprocess is an excellent motivating tool since there is a high degree of employee ______________ in the process. coordination involvement retention productivity Question 11 Group process enhances job satisfaction and therefore impacts _____________ and ______________. job satisfaction and higher productivity less control and acts as a motivational tool retention and productivity higher productivity and succession planning Question 12 A reference group is a formal group to which disciplinary issues are referred. True False Question 13 Punctuated equilibrium model explains a way to bring about balance between time lost in conflict and deadlines. True False
  • 33.
    Question 14 For aformal work group to be effective, it must be independent. True False Question 15 Group process enables in decreasing controls. True False Group level behavioural- 2 (The team) Question 1 Three distinct differences between a group and team are performance need, _________ and shared accountability. authority independence rewards true interdependence Question 2 There are ________ important characteristics of a team that leads to performance. 10 70 17 7
  • 34.
    Question 3 Learning environmentrelates to the degree to which the group/organizational environment permits group members to learn from their experiences and the experiences of _________. others managers top management leader Question 4 Creator innovator function means ___________ and is often done by people who think little of the present. past orientation present orientation coordination future orientation Question 5 People who can get things moving in a team are called _________. creators organizers leaders thruster organizer Question 6 Charter of performance means that a team must define its goals, what the outcomes will be, the ___________, the way of measuring success, and the_________ to accomplish tasks.
  • 35.
    time, process time graph,attribute timelines, process time period, method Question 7 The team goals should be a __________ one and not a competitive one. collective collaborative synergetic joint Question 8 If a team is solving a complex problem with no apparent answer, even if the composition of the team is ideal, one cannot get results if they do not have the freedom for ___________. motivation ideas creativity innovation Question 9 0 / 1 point Teams need _______________ organizational structure, rewards and recognitions, and training and development of a high order. horizontal vertical flat
  • 36.
    top-down Question 10 An intactteam is a ___________ team that attends to daily work in an effective manner. technical departmental functional mixed Question 11 To measure existing team characteristics there are three approaches i.e., collecting this information through paper-and pencil questionnaires or surveys, ___________, and interviews. discussions direct observations brainstorming group forming Question 12 Cross-functional team is a group of people with different _________ working toward a common goal. functional expertise education background cultural background techniques Question 13 __________ systems can present complex results in an intuitive manner and is very useful in a cross-functional team.
  • 37.
    Data analysis Data visualization Datadesigning Data presentation Question 14 Some individuals are better on their own and therefore they should be left out from a team. True False Question 15 Shared leadership occurs when such leadership roles as contributor, collaborator, challenger, facilitator, and controller are carried out by the groups leader exclusively. True False Question 16 Networking reflects group members ability and willingness to link up with others in the group. True False Question 17 Every person in a team should have the nine abilities except perhaps the linking ability which only the leader needs to have. True False Question 18 Likelihood of success and situational importance and urgency can be used as pre-established decision criteria.
  • 38.
    True False Question 19 Cross-functional teamsare highly unidirectional. True False Question 20 A cross-function product development team may make unstructured strategic decisions such as what markets to compete in. True False Group level behaviour- 3 (Leadership) Question 1 If leadership training has to be fruitful, self-awareness and __________ are extremely important. goals self-discipline behaviour reliability Question 2 A manger imitates while a leader ______________. originates innovates administers
  • 39.
    controls Question 3 A simpledefinition of leadership is that leadership is the art of motivating a group of people to act towards achieving a ___________. common goal character morale specialty Question 4 Modern business moves from competitiveness to _____________, which is one of the reasons why leaders are required. coordination collaboration decentralization typecasted Question 5 Leadership has become imperative because markets have shifted to ____________ economies. emerging senile debilitated flatter Question 6 Social sensitivity, people sensitivity, and ___________ sensitivity are the three new realities of business, which demand leadership. environmental
  • 40.
    industrial managerial legal Question 7 Leadership styletheories have ____________ dimensions. 2 3 4 5 Question 8 In LMX theory, the leader and each follower is perceived as a _______. Dyad Group Team Individual Question 9 Managerial grid theory is built on _________ and __________ studies. psychodynamic and action-centered leadership Ohio and Michigan individual and group managerial and environmental Question 10 Bernard Bass suggests that there are five different styles namely Directive Style or Telling, _________ Participative, Negotiative or Selling and __________.
  • 41.
    Consultative, Delegative Planning, Development Following,Monitoring Collaborative, Innovative Question 11 According to ACL, the greater the congruence between task, ________ and _________, the greater will be the effectiveness. team, individual group, member follower, leader behaviour, situation Question 12 Fielder's model suggests that leadership _________ and _________ favorableness interact to make leadership effective. style, situational inspirational, motivational expectancy, situational skill, organizational Question 13 Depending on (contingent upon) the maturity of the follower, a leader has four styles 1) telling (directing), 2) selling (consulting), 3) _______ and 4) _________. functioning, goal setting participating, delegating cross selling, directing
  • 42.
    instructing, cooperating Question 14 Pathgoal theory draws its inspiration from the ____________ model of motivation. Fielder's contingency Reddin 3D Expectancy Situational Leadership Question 15 Reddin identifies ________ effective styles that are matched to the situation. 4 3 2 1 Question 16 Transactional leaders use management by _________ and in _______ reward. exception, contingent inclusion, incontingent exclusion, strategic situation, strategic Question 17 When a person does most of the things that a transformational leader does for selfish agenda, they are called _________. charismatic leaders
  • 43.
    pseudo-transformational leaders visionary leaders Fullrange leaders Question 18 Research shows that a majority of business leaders have shown leadership while in school in some small way. True False Question 19 If the service industry had not boomed the way it has, perhaps leadership in business would not have receive so much attention. True False Question 20 According to Deloitte Touche study, creating vision is one of the characteristics of a leader. True False Question 21 A 5, 5 leader is a good compromise between task and people orientation. True False Question 22 Charismatic leaders may not deliver exceptional results during normal economic times. True False
  • 44.
    Power, politics, conflict,negotiation and stress Question 1 Power is of two types __________ and _________. formal, informal formal, persuasive formal, expert informal, persuasive Question 2 “Getting that account will be tough, but I know you can do it.” This is an example of using __________as a tactic for influence. coercion consultation inspiration affection Question 3 Expert power is about possessing _________, experience, or judgment that the other person lacks, but needs. ideas knowledge position exposure Question 4 Organizational politics refers to the use and __________ of situation, power and people to secure position and gain from the situation.
  • 45.
    manipulation employment wielding operation Question 5 In relationto office politics, if you feel that something will come back to haunt you, it is better to keep a ______________. diary journal record register Question 6 Conflict is any situation in which incompatible goals, attitudes, ___________ or __________ lead to disagreement or opposition between two or more parties. emotions, behaviour deadlines, schedule thoughts, mannerisms ideas, outlook Question 7 Based on the organizational outcomes, we can classify conflicts into ____________ and _____________ conflicts. important, unimportant functional, dysfunctional stable, dynamic
  • 46.
    correct, incorrect Question 8 Whena conflict occurs where a person must decide to do something that has both positive and negative consequences, it is called _________. approach-approach approach-avoidance avoidance-avoidance avoidance-approach Question 9 Conflict handling styles are _________, _________, compromising, avoiding and accommodating. battling, colliding competing, collaborating clashing, emulating contesting, bidding Question 10 Negotiation is a process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them. This occurs when there is ________ and there is no fixed or established set of rules set. group argument conflict of interest direct negotiation integrative bargaining Question 11 For integrative bargaining to be a success, the parties must be open with information and candid about their concerns, be _________ to each other, __________ one another, and be flexible.
  • 47.
    understanding, love sensitive, trust faithful,believe loyal, respect Question 12 A mediator is a _______ third party who facilitates a negotiated solution by using reasoning and persuasion, suggesting alternatives, etc. diplomatic neutral indifferent impartial Question 13 Stress is the _______ threat to one’s physical or psychological wellbeing. observed identified perceived recognized Question 14 Stress has three stages, which are ___________, _________, and __________. alarm, resistance, and exhaustion alarm, defiance, impedance alarm, obstruction, counteraction alarm, defiance, refusal
  • 48.
    Question 15 One ofthe reasons for stress is inner conflicts. It means __________, ________ and guilt feelings. panic, anxiety anger, depression frustration, annoyance non-specific fears, anxiety Question 16 There are many organizations that work in an environment completely free of organizational politics. True False Question 17 Design of the individual's job can cause stress. True False Question 18 Design of the individual's job can cause stress. True False Culture and change Question 1 Ravasi and Schultz (2006) believe that organizational culture is a set of ______________ that guide the interpretation and action in organizations. work policies behavioural changes
  • 49.
    shared mental assumptions rationalideas Question 2 At the core of culture lies ____________ of an organization. resourceful policies creative ideologies basic necessities fundamental assumptions Question 3 Right culture, while a necessary condition for organizational success, is by no means __________. appropriate important sufficient justified Question 4 In order to give meaning to the pattern of behaviour, people have __________, _________, and practices, etc. traditions, rituals customs, beliefs ideas, conventions symbols, artifacts Question 5 Schein argues that culture of modern organisations should be strong on _________ issues.
  • 50.
    secondary external pivotal minor Question 6 Collins andPorras (1994) found that companies with long-term success had a limited but strong set of timeless core values that did not prevent organizational __________ over time. change development innovation refinement Question 7 Organizational change may be defined as the adoption of a _________ or _________ by an organization. new idea or a behaviour network or a technology resource or a network resolution or a judgment Question 8 Four important external forces of change are political, economic, social, and ___________. education legal environment
  • 51.
    technology Question 9 Factors forresistance to change can be broadly classified into three, namely economic, _________, and social. psychological technological political geographic Question 10 Basic model of change has ________ steps. four three two one Question 11 John Kotter suggests __________ steps for creating change. eight five four seven Question 12 For change to take off, _____% of a company's people and particularly the managers have to buy into the change idea. 50
  • 52.
    75 60 45 Question 13 Anchoring changein _____________ is an important step in change management. human resource education political areas corporate culture Question 14 Reward management is an effective tool in change management. True False