Principles of Management 2026 TP. Hồ Chí Minh UFM University

Chapter 1: Introduction of Management — Practice Exam

20 questions

45 min

Answer key

Exam info

Subject: Principles of Management
Exam type: University
Questions: 20
Duration: 45 min
Year: 2026
Answers: ✓ With explanations
School: Đại học Tài chính – Marketing (UFM)

Questions (20)

Q 1.
According to the textbook definition, management is the attainment of organizational goals in an effective and efficient manner through which four functions?
- A.
  Planning, budgeting, staffing, evaluating
- B.
  Planning, organizing, leading, and controlling organizational resources
- C.
  Hiring, training, rewarding, and disciplining employees
- D.
  Strategizing, marketing, financing, and producing
Q 2.
Which best distinguishes effectiveness from efficiency?
- A.
  Effectiveness is about doing things right; efficiency is about doing the right things.
- B.
  Effectiveness is the degree to which the organization achieves its goals; efficiency is the use of minimal resources to produce the desired output.
- C.
  Effectiveness relates only to financial outcomes, while efficiency relates only to customer outcomes.
- D.
  There is no difference—the two terms are interchangeable.
Q 3.
A factory uses a state-of-the-art automated system to mass-produce high-quality pagers with zero waste, even though modern customers no longer want pagers. According to the performance matrix in the chapter, this scenario reflects:
- A.
  High efficiency / High effectiveness
- B.
  Low efficiency / High effectiveness
- C.
  High efficiency / Low effectiveness
- D.
  Low efficiency / Low effectiveness
Q 4.
Which management function is defined as 'assigning tasks, delegating authority and allocating resources'?
- A.
  Planning
- B.
  Organizing
- C.
  Leading
- D.
  Controlling
Q 5.
Conceptual skills refer to:
- A.
  The ability to perform specific, hands-on tasks proficiently.
- B.
  The ability to work with and through other people.
- C.
  The cognitive ability to see the organization as a whole system and understand how its parts fit together.
- D.
  The ability to enforce rules and punish employees who violate them.
Q 6.
In which level of management are managers primarily responsible for the daily supervision of nonmanagerial employees?
- A.
  Top managers
- B.
  Middle managers
- C.
  First-line managers
- D.
  External consultants
Q 7.
A top manager's primary responsibilities include which of the following?
- A.
  Directly supervising the daily tasks of every production worker.
- B.
  Establishing organizational goals, deciding how departments interact, and monitoring the performance of middle managers.
- C.
  Greeting visitors and signing routine legal documents.
- D.
  Allocating resources only within a single department.
Q 8.
Henry Mintzberg grouped managerial roles into three categories. Which of the following is one of those categories?
- A.
  Strategic, Tactical, Operational
- B.
  Interpersonal, Informational, Decisional
- C.
  Planning, Organizing, Leading, Controlling
- D.
  Top, Middle, First-line
Q 9.
A manager who performs ceremonial duties such as greeting visitors, signing legal documents, and attending ribbon-cutting events is acting in which Mintzberg role?
- A.
  Figurehead
- B.
  Liaison
- C.
  Monitor
- D.
  Negotiator
Q 10.
When a manager takes corrective action to resolve a conflict between two subordinates during a sudden crisis, which Mintzberg role is being performed?
- A.
  Resource Allocator
- B.
  Entrepreneur
- C.
  Spokesperson
- D.
  Disturbance Handler
Q 11.
The transition from the 'old workplace' to the 'new workplace' involves a shift in leadership style from:
- A.
  Empowering to autocratic control
- B.
  Team-based collaboration to individual performance
- C.
  Conflict and competition to collaboration
- D.
  Mechanical technology to no technology at all
Q 12.
According to the chapter, the number-one cause of managerial failure in rapidly changing organizations is:
- A.
  Failure to delegate and empower
- B.
  Poor planning practices
- C.
  Ineffective communication skills and practices
- D.
  Lack of personal integrity
Q 13.
Which of the following best describes the difference between an individual contributor and a manager, according to the chapter?
- A.
  An individual contributor works in a highly interdependent manner, while a manager works relatively independently.
- B.
  An individual contributor is a generalist, while a manager is a specialist.
- C.
  An individual contributor gets things done through own efforts, while a manager gets things done through others.
- D.
  There is no real difference—both rely exclusively on personal technical expertise.
Q 14.
Which statement about organizational performance is correct?
- A.
  Performance means the organization has high profit, regardless of how resources are used.
- B.
  An organization is a goal-directed social entity with a deliberately structured form, and performance is its ability to attain goals by using resources efficiently and effectively.
- C.
  Efficiency and effectiveness are identical concepts used to describe the same thing.
- D.
  Performance only concerns outcomes for customers, not internal operations.
Q 15.
A logistics firm rolls out an AI-based routing system. Deliveries arrive on time and fuel consumption and driver hours both decrease. According to the chapter's framework, the firm is demonstrating:
- A.
  Low efficiency but high effectiveness
- B.
  High efficiency but low effectiveness
- C.
  High efficiency and high effectiveness
- D.
  Neither efficiency nor effectiveness can be evaluated.
Q 16.
A manager collects sales reports, scans industry news, and asks colleagues about customer trends. Which Mintzberg role is primarily being performed?
- A.
  Monitor
- B.
  Disseminator
- C.
  Liaison
- D.
  Entrepreneur
Q 17.
Which of the following is identified as a key reason for studying management?
- A.
  It guarantees automatic promotion to top management.
- B.
  It teaches you to memorise every management theory ever written.
- C.
  It helps you understand how organizations work, develop management skills that enhance career opportunities, and make better everyday decisions.
- D.
  It is required only for students who plan to become managers.
Q 18.
In the Son Tung M-TP case, behaviors such as 'understanding the audiences,' 'hosting quality shows,' and 'creating best musical pieces' suggest that management of his entertainment company involves which combination of management functions?
- A.
  Only planning
- B.
  Planning, organizing, leading, and controlling
- C.
  Only leading
- D.
  Only controlling
Q 19.
Which of the following represents a 'horizontal difference' between managers, as described in the chapter?
- A.
  The difference between top managers and middle managers.
- B.
  The difference between first-line managers and non-managers.
- C.
  The difference between functional departments such as advertising, manufacturing, or sales, including line and staff functions.
- D.
  The salary gap between two senior vice presidents.
Q 20.
In the 'Old World Bakes' case, Mr. Tan is highly efficient (cheap flour, minimal electricity) but customers leave because he does not offer gluten-free bread. The chapter's analysis would characterize Mr. Tan as:
- A.
  High efficiency, high effectiveness
- B.
  High efficiency, low effectiveness
- C.
  Low efficiency, high effectiveness
- D.
  Low efficiency, low effectiveness

Answers and explanations are in mode.