Chapter 1: Introduction of Management - Mid-Term Exam
Exam info
- Subject
- Principles of Management
- Exam type
- University
- Questions
- 100
- Duration
- 120 min
- Year
- 2026
- Answers
- ✓ With explanations
Questions (100)
- Q 1.
According to the chapter, management is best defined as:
- A.
The process of controlling employees in order to maximize profit
- B.
The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources
- C.
The art of giving direct orders to subordinates
- D.
The science of producing financial reports
- A.
- Q 2.
According to Mary Parker Follett, management is:
- A.
The science of controlling organizational resources
- B.
The art of getting things done through people
- C.
The process of leading without any human interaction
- D.
The function of planning and budgeting only
- A.
- Q 3.
According to Peter Drucker, a manager must:
- A.
Control all activities directly without delegation
- B.
Give direction to their organization, provide leadership, and decide how to use organizational resources to accomplish goals
- C.
Focus exclusively on financial outcomes
- D.
Manage only the most senior employees
- A.
- Q 4.
Which of the following is NOT a responsibility of managers according to the chapter?
- A.
Build and coordinate the entire system
- B.
Create systems and conditions that enable others to perform tasks
- C.
Perform all the work themselves to set an example
- D.
Recognize the key role of people
- A.
- Q 5.
The shift from an 'individual performer' to a 'manager' includes all of the following EXCEPT:
- A.
Becoming a generalist who coordinates diverse tasks
- B.
Getting things done through others rather than own efforts
- C.
Becoming more specialized in a single narrow task
- D.
Working in a highly interdependent manner
- A.
- Q 6.
The four management functions are:
- A.
Planning, Organizing, Leading, Controlling
- B.
Planning, Directing, Staffing, Controlling
- C.
Planning, Organizing, Motivating, Evaluating
- D.
Planning, Leading, Coordinating, Budgeting
- A.
- Q 7.
Which management function involves identifying goals and resources for future organizational performance?
- A.
Organizing
- B.
Leading
- C.
Planning
- D.
Controlling
- A.
- Q 8.
The planning function includes all of the following steps EXCEPT:
- A.
Deciding which goals to pursue
- B.
Deciding what strategies to adopt to attain those goals
- C.
Evaluating employee performance for past periods
- D.
Deciding how to allocate organizational resources to pursue strategies
- A.
- Q 9.
Which management function involves assigning tasks, delegating authority, and allocating resources?
- A.
Planning
- B.
Organizing
- C.
Leading
- D.
Controlling
- A.
- Q 10.
According to the chapter, organizing involves:
- A.
Setting goals for the future
- B.
Motivating employees through rewards
- C.
Arranging people and tasks in the right structure so everyone can work together
- D.
Monitoring performance against standards
- A.
- Q 11.
Which management function involves the use of influence to motivate employees to achieve goals?
- A.
Planning
- B.
Organizing
- C.
Leading
- D.
Controlling
- A.
- Q 12.
Leading is best described as:
- A.
Setting goals and allocating resources
- B.
Monitoring performance and correcting deviations
- C.
Articulating a clear vision and energizing employees so they understand their role in achieving organizational goals
- D.
Arranging tasks and reporting relationships
- A.
- Q 13.
The controlling function involves:
- A.
Setting future goals for the organization
- B.
Motivating employees through influence
- C.
Monitoring activities and taking corrective action when needed
- D.
Assigning tasks to subordinates
- A.
- Q 14.
The outcome of the control process is:
- A.
Setting new strategies for the future
- B.
The ability to measure performance accurately and regulate efficiency and effectiveness
- C.
Hiring new employees for the department
- D.
Designing the organizational structure
- A.
- Q 15.
In the process of management, the four functions typically:
- A.
Occur in a strict one-time sequence and then stop
- B.
Occur simultaneously and continuously as part of an ongoing process
- C.
Only occur when problems arise
- D.
Only occur at the top management level
- A.
- Q 16.
Effectiveness is defined as:
- A.
The use of minimal resources to produce desired output
- B.
The degree to which an organization achieves its goals
- C.
The ratio of output to input
- D.
The amount of money earned by the organization
- A.
- Q 17.
Efficiency is best described as:
- A.
Doing the right things
- B.
The use of minimal resources to produce desired output
- C.
Setting clear goals for the organization
- D.
Following established procedures rigidly
- A.
- Q 18.
Which statement about efficiency and effectiveness is TRUE according to the chapter?
- A.
An organization can never be efficient but not effective
- B.
High-performing organizations are efficient AND effective
- C.
Efficiency is more important than effectiveness
- D.
Effectiveness is about the ratio of output to input
- A.
- Q 19.
'Doing the right things' refers to:
- A.
Efficiency
- B.
Effectiveness
- C.
Productivity
- D.
Quality control
- A.
- Q 20.
'Doing things right' refers to:
- A.
Effectiveness
- B.
Efficiency
- C.
Strategy
- D.
Innovation
- A.
- Q 21.
A manager who chooses the right goals to pursue, but does a poor job of using resources, achieves:
- A.
High efficiency and high effectiveness
- B.
High efficiency and low effectiveness
- C.
Low efficiency and high effectiveness
- D.
Low efficiency and low effectiveness
- A.
- Q 22.
A product that customers want but that is too expensive for them to buy is an example of:
- A.
High efficiency and high effectiveness
- B.
Low efficiency and high effectiveness
- C.
High efficiency and low effectiveness
- D.
Low efficiency and low effectiveness
- A.
- Q 23.
A high-quality product that customers do not want represents:
- A.
High efficiency and low effectiveness
- B.
Low efficiency and high effectiveness
- C.
High efficiency and high effectiveness
- D.
Low efficiency and low effectiveness
- A.
- Q 24.
Organizational performance is defined as:
- A.
The organization's ability to attain its goals by using resources in an efficient and effective manner
- B.
The total revenue of an organization
- C.
The number of employees in the organization
- D.
The market share of the organization
- A.
- Q 25.
An organization is best described as:
- A.
Any profit-seeking business
- B.
A social entity that is goal directed and deliberately structured
- C.
A group of people working in the same building
- D.
A legal entity that sells products
- A.
- Q 26.
Conceptual skills involve:
- A.
The ability to work with and through other people
- B.
Cognitive ability to see the organization as a whole system
- C.
Understanding and proficiency in specific tasks
- D.
The ability to delegate authority
- A.
- Q 27.
Human skills refer to:
- A.
The cognitive ability to see the organization as a whole
- B.
The ability to work with and through other people
- C.
Understanding of specific technical tasks
- D.
Financial management abilities only
- A.
- Q 28.
According to the chapter's skill diagram, technical skills are most important at which level of management?
- A.
Top managers
- B.
Middle managers
- C.
First-line managers
- D.
All levels equally
- A.
- Q 29.
According to the chapter's skill diagram, conceptual skills are most important at which level of management?
- A.
Top managers
- B.
Middle managers
- C.
First-line managers
- D.
Nonmanagerial employees
- A.
- Q 30.
The three categories of management skills identified in the chapter are:
- A.
Planning, Organizing, Controlling
- B.
Conceptual, Human, Technical
- C.
Strategic, Tactical, Operational
- D.
Interpersonal, Informational, Decisional
- A.
- Q 31.
Which of the following is identified as a common cause of management failure?
- A.
Over-communication with employees
- B.
Effective delegation of tasks
- C.
Ineffective communication skills and practices
- D.
Excessive delegation
- A.
- Q 32.
According to the research cited in the chapter, what percentage of manager failures is attributed to ineffective communication?
- A.
45%
- B.
52%
- C.
64%
- D.
81%
- A.
- Q 33.
The transition from 'individual performer' to 'manager' requires new managers to:
- A.
Become more specialized in a single task
- B.
Establish a strong personal identity as a manager
- C.
Work more independently from others
- D.
Reduce their engagement in teamwork
- A.
- Q 34.
Which of the following is NOT listed as a common cause of management failure?
- A.
Treating employees as instruments
- B.
Failure to listen
- C.
Strong personal integrity and trustworthiness
- D.
Poor interpersonal skills
- A.
- Q 35.
Vertical differences in management refer to:
- A.
Different functional departments like marketing or finance
- B.
Top, Middle, and First-Line managers
- C.
Line and staff functions within a department
- D.
Internal and external organizational relationships
- A.
- Q 36.
Horizontal differences in management refer to:
- A.
Top, Middle, and First-Line managers
- B.
Functional departments like advertising, manufacturing, and sales
- C.
Senior and junior employees
- D.
Managers versus non-managers
- A.
- Q 37.
Top managers are responsible for:
- A.
Daily supervision of nonmanagerial employees
- B.
Supervising first-line managers
- C.
Establishing organizational goals, deciding how departments should interact, and monitoring the performance of middle managers
- D.
Performing specific technical tasks
- A.
- Q 38.
Middle managers are responsible for:
- A.
Establishing overall organizational goals
- B.
Supervising first-line managers and finding the best way to use resources to achieve organizational goals
- C.
Daily supervision of nonmanagerial employees
- D.
Performing all marketing activities
- A.
- Q 39.
First-line managers are responsible for:
- A.
Setting overall organizational strategy
- B.
Daily supervision of nonmanagerial employees
- C.
Establishing the organization's mission and vision
- D.
Negotiating with external stakeholders only
- A.
- Q 40.
Which level of management typically spends the MOST time on planning, according to the chapter's chart?
- A.
First-line managers
- B.
Middle managers
- C.
Top managers
- D.
All levels equally
- A.
- Q 41.
Which level of management typically spends the MOST time on controlling, according to the chapter's chart?
- A.
First-line managers
- B.
Middle managers
- C.
Top managers
- D.
All levels equally
- A.
- Q 42.
The chapter describes the difference between line and staff functions. Which of the following best captures this distinction?
- A.
Line functions are more important than staff functions
- B.
Line functions are directly involved in achieving the organization's primary objectives, while staff functions support them
- C.
Staff functions involve more authority than line functions
- D.
Line functions exist only at higher organizational levels
- A.
- Q 43.
Nonmanagerial employees are also known as:
- A.
Supervisors
- B.
Individual contributors
- C.
Executives
- D.
Middle managers
- A.
- Q 44.
According to the chapter, which management level experiences the most job burnout and attrition?
- A.
Top managers
- B.
Middle managers
- C.
First-line supervisors
- D.
All levels equally
- A.
- Q 45.
Henry Mintzberg identified how many managerial roles?
- A.
5
- B.
7
- C.
10
- D.
14
- A.
- Q 46.
The three categories of Mintzberg's managerial roles are:
- A.
Planning, Organizing, Controlling
- B.
Interpersonal, Informational, Decisional
- C.
Strategic, Tactical, Operational
- D.
Top, Middle, First-Line
- A.
- Q 47.
Which of the following is an INTERPERSONAL role?
- A.
Monitor
- B.
Disseminator
- C.
Figurehead
- D.
Entrepreneur
- A.
- Q 48.
Which of the following is an INFORMATIONAL role?
- A.
Figurehead
- B.
Leader
- C.
Monitor
- D.
Negotiator
- A.
- Q 49.
Which of the following is a DECISIONAL role?
- A.
Spokesperson
- B.
Liaison
- C.
Disturbance Handler
- D.
Disseminator
- A.
- Q 50.
The figurehead role involves:
- A.
Making decisions about resources
- B.
Performing ceremonial and symbolic duties such as greeting visitors and signing legal documents
- C.
Motivating employees
- D.
Seeking information from various sources
- A.
- Q 51.
The leader role involves:
- A.
Signing legal documents
- B.
Maintaining information links with external contacts
- C.
Directing and motivating subordinates, training, counseling, and communicating with them
- D.
Negotiating contracts with suppliers
- A.
- Q 52.
The liaison role involves:
- A.
Forwarding information to other organization members
- B.
Performing symbolic duties for the organization
- C.
Maintaining information links inside and outside the organization using e-mail, phone, and meetings
- D.
Initiating improvement projects
- A.
- Q 53.
The monitor role involves:
- A.
Forwarding information to other organization members
- B.
Seeking and receiving information by scanning reports, the web, and maintaining personal contacts
- C.
Transmitting information to outsiders through speeches
- D.
Resolving disputes among subordinates
- A.
- Q 54.
The disseminator role involves:
- A.
Seeking and receiving information
- B.
Forwarding information to other organization members through memos, reports, and phone calls
- C.
Transmitting information to outsiders
- D.
Initiating improvement projects
- A.
- Q 55.
The spokesperson role involves:
- A.
Seeking information from various sources
- B.
Forwarding memos and reports to others
- C.
Transmitting information to outsiders through speeches, reports, and other communications
- D.
Resolving conflicts and unexpected situations
- A.
- Q 56.
The entrepreneur role involves:
- A.
Negotiating contracts and agreements
- B.
Initiating improvement projects, identifying new ideas, and delegating idea responsibility to others
- C.
Allocating resources and setting priorities
- D.
Performing symbolic duties
- A.
- Q 57.
The disturbance handler role involves:
- A.
Seeking information about the environment
- B.
Motivating and directing subordinates
- C.
Taking corrective action during conflicts or crises and resolving disputes among subordinates
- D.
Allocating resources to departments
- A.
- Q 58.
The resource allocator role involves:
- A.
Negotiating contracts on behalf of the team
- B.
Deciding who gets resources, scheduling, budgeting, and setting priorities
- C.
Initiating improvement projects in the organization
- D.
Performing ceremonial and symbolic duties
- A.
- Q 59.
The negotiator role involves:
- A.
Performing ceremonial duties for the organization
- B.
Seeking information from various sources
- C.
Representing the team or department during negotiations of budgets, contracts, and purchases
- D.
Motivating employees and counseling subordinates
- A.
- Q 60.
In the chapter's example of 'A Day in the Life of Lan', when Lan checks sales data and customer feedback at 8:00 AM, she is performing which role?
- A.
Spokesperson
- B.
Monitor
- C.
Leader
- D.
Entrepreneur
- A.
- Q 61.
When Lan shares important information with her team at 8:30 AM, she is performing which role?
- A.
Monitor
- B.
Disseminator
- C.
Liaison
- D.
Negotiator
- A.
- Q 62.
When a journalist asks Lan about the bakery's new product line at 9:00 AM, she is performing which role?
- A.
Monitor
- B.
Leader
- C.
Spokesperson
- D.
Disturbance Handler
- A.
- Q 63.
At 10:00 AM, when Lan listens to both sides of a conflict between two employees and helps them find a solution, she is performing which role?
- A.
Negotiator
- B.
Disturbance Handler
- C.
Leader
- D.
Resource Allocator
- A.
- Q 64.
At 12:00 PM, when Lan meets with a supplier to negotiate better prices for ingredients, she is performing which role?
- A.
Liaison
- B.
Entrepreneur
- C.
Negotiator
- D.
Disturbance Handler
- A.
- Q 65.
At 2:00 PM, when Lan decides how to use the bakery's limited budget for new equipment and product development, she is performing which role?
- A.
Negotiator
- B.
Resource Allocator
- C.
Entrepreneur
- D.
Disturbance Handler
- A.
- Q 66.
At 3:00 PM, when Lan notices that customers want healthier products and proposes launching a new gluten-free line, she is performing which role?
- A.
Monitor
- B.
Spokesperson
- C.
Entrepreneur
- D.
Resource Allocator
- A.
- Q 67.
According to the chapter, the new workplace is characterized by:
- A.
Mechanical technology and rigid processes
- B.
Structured, localized work patterns
- C.
An empowered and diverse workforce using digital technology and flexible, virtual work
- D.
Autocratic leadership and individual work
- A.
- Q 68.
In the new workplace, leadership is characterized as:
- A.
Autocratic
- B.
Empowering
- C.
Controlling
- D.
Isolated
- A.
- Q 69.
In the new workplace, work is typically done:
- A.
By individuals working alone
- B.
By teams
- C.
Through conflict and competition
- D.
Through rigid hierarchical chains of command
- A.
- Q 70.
The shift from 'controller' to 'enabler' represents:
- A.
The transition from old to new management competencies
- B.
A failure of management
- C.
Poor management practice
- D.
A decrease in management responsibility
- A.
- Q 71.
Today's best managers, according to the chapter, focus on:
- A.
Command and control
- B.
Coaching and providing guidance to create fast, flexible, innovative organizations
- C.
Strict supervision of all activities
- D.
Maintaining stability at all costs
- A.
- Q 72.
Which of the following is NOT a characteristic of the new workplace?
- A.
Digital technology
- B.
Flexible, virtual work
- C.
A homogeneous workforce
- D.
An empowered workforce
- A.
- Q 73.
The new workplace emphasizes:
- A.
Conflict and competition
- B.
Collaboration, including the use of social media
- C.
Rigid hierarchy
- D.
Mechanical technology
- A.
- Q 74.
According to the chapter, the transition to the new workplace requires managers to:
- A.
Increase direct control over all activities
- B.
Focus on coaching and providing guidance rather than command-and-control
- C.
Maintain the traditional command-and-control mindset
- D.
Reduce communication with employees
- A.
- Q 75.
Mike Drexler, the CEO of Gap, is described in the chapter as:
- A.
Someone who delegates all decisions to others
- B.
'A visionary and a control freak' who examines every detail and requires perfection
- C.
A leader who relies entirely on his team without oversight
- D.
A manager who avoids details and details
- A.
- Q 76.
John Chamber, the CEO of Cisco, is described in the chapter as:
- A.
A control freak who manages every detail personally
- B.
'I can't do everything myself' - a leader who relies on and welcomes ideas from others
- C.
An autocratic, controlling leader
- D.
A manager who avoids employee engagement
- A.
- Q 77.
In the Old World Bakes case, Mr. Tan's management approach can best be described as:
- A.
New workplace management with collaboration
- B.
Old workplace management focused on control and low cost
- C.
Collaborative, empowering leadership
- D.
A focus on innovation and team input
- A.
- Q 78.
In the Old World Bakes case, when Lan creates a 'Specialty Team' to handle new bread products, this represents which management function?
- A.
Planning
- B.
Organizing
- C.
Leading
- D.
Controlling
- A.
- Q 79.
In the Old World Bakes case, Mr. Tan is described as efficient but not effective. The BEST explanation is:
- A.
He uses too many resources and overspends
- B.
He minimizes costs but fails to satisfy customers' changing needs
- C.
He is not efficient at all in his operations
- D.
He is creative but disorganized in his approach
- A.
- Q 80.
According to the Old World Bakes case, what skills does Lan need to use to lead her team and understand the market?
- A.
Only technical baking skills
- B.
Human and conceptual skills to lead people and see the whole picture
- C.
Only financial accounting skills
- D.
Only the same technical skills her father used
- A.
- Q 81.
Which of the following is NOT listed as a reason to study management in the chapter?
- A.
Understand how organizations work and make effective decisions
- B.
Learn how good management helps organizations succeed
- C.
Avoid working with other people
- D.
Use management skills to make better decisions in work and life
- A.
- Q 82.
The chapter describes the shift 'From maintaining stability' to 'To mobilizing for change' as part of:
- A.
The new management competencies for today's world
- B.
A decline in management quality
- C.
Failure to adapt to the environment
- D.
Decreased innovation in management
- A.
- Q 83.
Which of the following is an example of the shift from traditional to new management competencies?
- A.
From empowering to autocratic
- B.
From supervising individuals to leading teams
- C.
From collaboration to conflict and competition
- D.
From change to maintaining stability
- A.
- Q 84.
Son Tung MTP is mentioned in the chapter primarily as:
- A.
A CEO of a technology company
- B.
A singer who founded M-TP Entertainment in 2016 and applied management to his success
- C.
A professor of management at UFM
- D.
A management consultant
- A.
- Q 85.
According to the chapter, M-TP Entertainment reported in its first year:
- A.
Significant losses
- B.
Nearly VND 40 billion in revenue and nearly VND 15 billion in profit
- C.
Only minor profits and no significant revenue
- D.
No specific financial information
- A.
- Q 86.
The chapter's message that 'Management makes you capable of turning talent into sustainable success' suggests that:
- A.
Talent alone is insufficient without management to convert it into lasting results
- B.
All talented individuals always fail in business
- C.
Management is more important than talent in all cases
- D.
Management is irrelevant to success
- A.
- Q 87.
The chapter states that managers perform a diverse amount of work quickly, which requires:
- A.
Working longer hours exclusively
- B.
Multitasking and the ability to shift gears quickly
- C.
Avoiding variety in their tasks
- D.
Strict specialization in one area
- A.
- Q 88.
The work of managers is characterized by all of the following EXCEPT:
- A.
Variety of tasks
- B.
Fragmentation of activities
- C.
Brevity of tasks
- D.
Predictable, unchanging routine
- A.
- Q 89.
According to the chapter, managers often find which of the following CHALLENGING?
- A.
Building relationships
- B.
Developing new ideas
- C.
Paperwork, supervising employees, and working under time pressure
- D.
Leading people
- A.
- Q 90.
According to the chapter, managers often ENJOY:
- A.
Excessive paperwork
- B.
Routine, repetitive tasks
- C.
Working under intense time pressure
- D.
Leading people, building relationships, and developing new ideas
- A.
- Q 91.
The new workplace is described in the chapter as:
- A.
Mechanical, rigid, and slow to change
- B.
Fast, flexible, innovative, and relationship-oriented
- C.
Slow, bureaucratic, and resistant to change
- D.
Homogeneous and traditional in its approach
- A.
- Q 92.
Which of the following is a key difference between old and new management competencies?
- A.
Old emphasizes collaboration; new emphasizes conflict
- B.
Old leadership is autocratic; new leadership is empowering
- C.
Old uses digital technology; new uses mechanical
- D.
Old focuses on teams; new focuses on individuals
- A.
- Q 93.
In the chapter's list of shifts in management competencies, 'From conflict and competition' shifts to:
- A.
Conflict and competition
- B.
Collaboration, including the use of social media
- C.
Working in complete isolation
- D.
Strict hierarchical control
- A.
- Q 94.
When a manager is described as shifting gears quickly and handling multiple short tasks, this reflects:
- A.
Poor time management
- B.
The variety, fragmentation, and brevity of managerial work
- C.
Inability to focus on important tasks
- D.
Lack of management skills
- A.
- Q 95.
According to the chapter, the art of management is best captured by which statement?
- A.
Doing all the work personally to set an example
- B.
Getting things done through people
- C.
Avoiding delegation to maintain control
- D.
Working in isolation from the team
- A.
- Q 96.
The chapter's definition of management includes the attainment of organizational goals through:
- A.
The personal effort of the manager alone
- B.
An effective and efficient manner using the four functions
- C.
Strict hierarchy and rigid procedures
- D.
Autocratic control of all employees
- A.
- Q 97.
Which of the following statements about management is FALSE?
- A.
Management is only about controlling people
- B.
Management involves planning, organizing, leading, and controlling
- C.
Management is the attainment of organizational goals
- D.
Management requires both efficiency and effectiveness
- A.
- Q 98.
The role of 'Liaison' in Mintzberg's framework is best described as:
- A.
Performing ceremonial duties
- B.
Building and maintaining relationships with people inside and outside the organization
- C.
Allocating organizational resources
- D.
Negotiating contracts with suppliers
- A.
- Q 99.
When new managers transition from individual contributors, they must:
- A.
Maintain their individual contributor identity
- B.
Establish a strong personal identity as a manager
- C.
Reduce their communication with others
- D.
Avoid decision-making responsibilities
- A.
- Q 100.
The case of 'Old World Bakes' BEST demonstrates that:
- A.
Old management approaches always succeed
- B.
New workplace management focuses on empowering teams and adapting to customer needs
- C.
Cost control is the only important factor in business
- D.
Customers do not care about new products
- A.
Answers and explanations are in mode.