1. Prepared by - Dr.A Oliver Bright,
Professor – Management Studies St. Xavier’s Catholic College of Engineering,
Nagercoil, Tamil Nadu.
1
Managerial Behavior and Effectiveness Unit 4 MCQ
1. Organization climate may be
a. A set of specific attributes to a particular organization
b. The way an organization deals with its members and environment
c. Both a and b®
d. None of the above
2. Characteristics of Organizational Climate
a. General Perception and Abstract and Intangible Concept
b. Unique and Distinct Identity, Multi-Dimensional Concept and Enduring Quality
c. All the above®
d. None of the above
3. Overt factors affecting the organization does not include
a. Hierarchy
b. Goals
c. Attitude ®
d. Technology
4. Covert factors affecting the organization does not include
a. Feelings
b. Interaction
c. Performance standards ®
d. Supportiveness
5. Tangible, straight, observable factors refer
a. Introvert
b. Extrovert
c. Overt ®
d. Covert
6. Intangible, depend on culture or special knowledge refers
a. Introvert
b. Extrovert
c. Overt
d. Covert®
7. Which one of the following will not help to improve the organizational climate?
a. Leadership
b. Communication
c. Downsizing ®
d. Innovation
8. Prime objective is immediate compliance from the employees.
2. Prepared by - Dr.A Oliver Bright,
Professor – Management Studies St. Xavier’s Catholic College of Engineering,
Nagercoil, Tamil Nadu.
2
a. Directive®
b. Authoritative
c. Affiliative
d. Participative
9. Prime objective is long term direction and vision for the employees.
a. Directive
b. Authoritative ®
c. Affiliative
d. Participative
11. Prime objective is harmony among the employees.
a. Directive
b. Authoritative
c. Affiliative ®
d. Participative
12. Prime objective is commitment and consensus among the people.
a. Directive
b. Authoritative
c. Affiliative
d. Participative®
13. Prime objective is accomplishing tasks to a high standard of excellence
a. Coaching
b. Authoritative
c. Pacesetting ®
d. Participative
14. Prime objective is long-term professional development of employees
a. Coaching®
3. Prepared by - Dr.A Oliver Bright,
Professor – Management Studies St. Xavier’s Catholic College of Engineering,
Nagercoil, Tamil Nadu.
3
b. Authoritative
c. Pacesetting
d. Participative
15. Six key Managerial Styles are developed by
a. Campbell
b. Henry Fayol
c. Hay-McBer ®
d. Mintzberg
16. ----------------- is the person who exhibits the key attributes of leadership (ideas, vision,
values, ethics, knowledge) and influencing others and making hard and tough decisions to be
more effective in working to achieve their mutual goals and maintain effective relationships
among the parties (members).
a. Mentor
b. Optimizer
c. Leader ®
d. Anchor
17. "let them do," and leaders who embrace it afford nearly all authority to their employees.
a. Laissez-Faire Leader ®
b. Strategic Leader
c. Transformational Leader
d. Transactional Leader
18. This leader sit at the intersection between a company's main operations and its growth
opportunities.
a. Laissez-Faire Leader
b. Strategic Leader ®
4. Prepared by - Dr.A Oliver Bright,
Professor – Management Studies St. Xavier’s Catholic College of Engineering,
Nagercoil, Tamil Nadu.
4
c. Transformational Leader
d. Transactional Leader
19. The leader is constantly pushing them outside of their comfort zone.
a. Laissez-Faire Leader
b. Strategic Leader
c. Transformational Leader®
d. Transactional Leader
20. These managers reward their employees for precisely the work they do.
a. Laissez-Faire Leader
b. Strategic Leader
c. Transformational Leader
d. Transactional Leader®
21. Group of people who perform interdependent tasks
a. Group
b. Taskforce
c. Team®
d. Taskmasters
22. Who work together to achieve a common set of goals called ------------
a. Group ®
b. Taskforce
c. Team
d. Taskmasters
23. Team with 2 boss system
5. Prepared by - Dr.A Oliver Bright,
Professor – Management Studies St. Xavier’s Catholic College of Engineering,
Nagercoil, Tamil Nadu.
5
a. Matrix ®
b. Contract
c. Self-managed
d. Virtual
24. An outsourced Team is called
a. Matrix
b. Contract ®
c. Self-managed
d. Virtual
25. A team without manager is called
a. Matrix
b. Contract
c. Self-managed ®
d. Virtual
26. Team involves employees working in different locations
a. Matrix
b. Contract
c. Self-managed
d. Virtual ®
27. Adjusting to managing people and displaying authority is a challenge – Related to
a. First line mangers
b. First Time managers ®
c. Staff Managers
6. Prepared by - Dr.A Oliver Bright,
Professor – Management Studies St. Xavier’s Catholic College of Engineering,
Nagercoil, Tamil Nadu.
6
d. Functional Managers
28. Delegating and micromanaging is a challenge mainly for
a. First line mangers
b. First Time managers ®
c. Staff Managers
d. Functional Managers
29. The formation phases of Teams are
a. Training, Storm, and Dissolution
b. Training, Storm, Normalization, performance and Dissolution ®
c. Training, Storm, Normalization and performance.
d. Training, Storm, Dissolution, Normalization and performance
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