Fiedler’s model of management that suggests a manager should choose task or
employee focus according to the interaction of situational variables is the:
a. path-goal theory.
b. life-cycle theory.
c. free-rein theory.
d. contingency theory.
Which of the following structural characteristics does not exist in the earliest (birth)
stage of an organization?
a. The owner/manager telling employees what to do.
b. Various employees collectively pitching in and helping others do their work.
c. Few, if any rules-none written.
d. Policy and procedure manuals guide and assist employees.
Quality of organizational achievements can be identified by measuring ____________.
a. amounts of immediate profits
b. expanding overseas markets
c. number of skilled employees
d. customer needs being met
The basic types of controls are ____________.
a. prevention, diagnostic, therapeutic
b. feedforward, in-process, diagnostic
c. prevention, feedback, feedforward
d. feedforward, concurrent, feedback
“When I want something done right, then I get the right person to do it” is an indication
of managerial ____________.
a. insubordination
b. sanction
c. cohesion
d. delegation
The means by which a sender transmits a message is called the:
a. information.
b. communication.
c. feedback.
d. medium
Which of the following is not one of the business functions that are universal and apply
to every type of business?
a. power team training
b. marketing
c. operations
d. finance
Team members engage in the following kinds of communication except:
a. exchanging view.
b. discussing work.
c. utilizing non-verbal forms.
d. deliberating on a problem or issue.
Strategies that managers can choose to stimulate conflict include the following except:
a. bringing in an outsider.
b. change the rules.
c. discourage competition.
d. change the organization.
Authority is closely associated with the ______ managerial principle.
a. unity of task
b. chain of command
c. unity of direction
d. unity of purpose
One manager’s problem may be another manager’s opportunity.
It is reasonable to expect that a lower-level manager spend proportionately more time
on planning than an upper-level manager.
Some companies have lost sight of customers and quality by being preoccupied with the
quantitative management school of theory.
A decentralized CIS’s primary function is to assist other units of the organization to
function in a more effective and efficient manner.
First-line managers use conceptual skills more often than technical skills.
A diversification strategy is adopted if the company want to stay with the same or
existing products in the same markets.
Fitting jobs to people is known as job rotation.