Principles of Management 2026 TP. Hồ Chí Minh UFM University

Chapter 1: Introduction to Management - Mid-Term Exam

40 questions

60 min

Answer key

Exam info

Subject: Principles of Management
Exam type: University
Questions: 40
Duration: 60 min
Year: 2026
Answers: ✓ With explanations
School: Đại học Tài chính – Marketing (UFM)

Questions (40)

Q 1.
According to the chapter, management is best defined as:
- A.
  The process of supervising employees and issuing strict instructions to ensure compliance.
- B.
  The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.
- C.
  A set of technical procedures designed to maximize the output of factory workers.
- D.
  The art of telling employees what to do without considering efficiency or effectiveness.
Q 2.
Which of the following is NOT one of the four management functions introduced in the chapter?
- A.
  Planning
- B.
  Organizing
- C.
  Motivating
- D.
  Controlling
Q 3.
Planning in management primarily involves:
- A.
  Monitoring performance and taking corrective action when needed.
- B.
  Assigning tasks, delegating authority, and allocating resources.
- C.
  Identifying and selecting appropriate goals and courses of action for the organization.
- D.
  Using influence to motivate employees to achieve organizational goals.
Q 4.
The organizing function of management is best described as:
- A.
  Articulating a clear vision to energize employees toward organizational goals.
- B.
  Arranging people and tasks in the right structure so the organization can achieve its goals.
- C.
  Evaluating organizational performance and comparing it with established standards.
- D.
  Setting strategic objectives and deciding which courses of action to pursue.
Q 5.
Which activity best illustrates the leading function of management?
- A.
  A manager creates a budget for the next fiscal year.
- B.
  A manager articulates a vision and motivates employees to understand their role in achieving goals.
- C.
  A manager designs the reporting hierarchy for the sales department.
- D.
  A manager compares actual sales results with the sales targets.
Q 6.
In the management process, the controlling function focuses on:
- A.
  Setting long-term strategies and identifying organizational goals.
- B.
  Building relationships inside and outside the organization.
- C.
  Evaluating how well an organization is achieving its goals and taking corrective action when needed.
- D.
  Recruiting and selecting qualified employees for vacant positions.
Q 7.
Effectiveness in organizational performance is best defined as:
- A.
  The use of the smallest amount of resources to produce the desired output.
- B.
  The degree to which the organization achieves its goals.
- C.
  The ratio of output produced to inputs used.
- D.
  The speed at which a manager completes a given task.
Q 8.
Efficiency in management refers to:
- A.
  Choosing the right goals to pursue regardless of cost.
- B.
  The ability of a manager to motivate employees effectively.
- C.
  Doing a task correctly and getting the most output from the least inputs.
- D.
  Performing ceremonial duties such as signing legal documents.
Q 9.
According to the chapter, an organization is:
- A.
  A physical building where employees report to work.
- B.
  A social entity that is goal-directed and deliberately structured.
- C.
  A group of individuals who share the same hobbies and interests.
- D.
  A government agency that regulates businesses in the market.
Q 10.
Organizational performance is defined in the chapter as:
- A.
  The organization's ability to attract and retain talented employees only.
- B.
  The organization's ability to attain its goals by using resources in an efficient and effective manner.
- C.
  The total revenue an organization generates in a fiscal year.
- D.
  The number of hierarchical levels within an organization.
Q 11.
Which of the following best illustrates the statement "doing the right things"?
- A.
  A factory produces high-quality products that customers do not want to buy.
- B.
  A company focuses on products that customers want at a price they can afford.
- C.
  A manager reduces input costs by using cheaper raw materials of lower quality.
- D.
  A manager increases the number of working hours for employees to raise output.
Q 12.
A manager selects the right goals to pursue but uses resources poorly. According to the effectiveness/efficiency grid, this represents:
- A.
  High efficiency / High effectiveness
- B.
  High efficiency / Low effectiveness
- C.
  Low efficiency / High effectiveness
- D.
  Low efficiency / Low effectiveness
Q 13.
Conceptual skills in management refer to:
- A.
  The ability to perform specific technical tasks such as accounting or programming.
- B.
  The cognitive ability to see the organization as a whole system.
- C.
  The ability to work with and through other people.
- D.
  The ability to memorize management principles for examinations.
Q 14.
Human skills are most important for managers who:
- A.
  Need to perform specialized technical tasks by themselves.
- B.
  Need to coordinate, motivate, and work effectively with other people.
- C.
  Need to design the overall strategy of a large corporation.
- D.
  Need to calculate financial ratios for decision-making.
Q 15.
Technical skills involve:
- A.
  Understanding and proficiency in the performance of specific tasks.
- B.
  The ability to visualize the organization as a unified whole.
- C.
  The ability to inspire employees with a compelling vision.
- D.
  The ability to negotiate with suppliers and unions.
Q 16.
According to the chapter's diagram, which type of skill is most important for TOP managers?
- A.
  Technical skills
- B.
  Human skills
- C.
  Conceptual skills
- D.
  Financial skills only
Q 17.
Which management level is primarily responsible for the daily supervision of nonmanagerial employees?
- A.
  Top managers
- B.
  Middle managers
- C.
  First-line managers
- D.
  Individual contributors
Q 18.
Middle managers in an organization are primarily responsible for:
- A.
  Establishing overall organizational goals and monitoring top management decisions.
- B.
  Supervising first-line managers and finding the best way to use resources to achieve organizational goals.
- C.
  Performing the day-to-day tasks of producing goods or services.
- D.
  Ceremonial duties such as signing legal documents and greeting visitors.
Q 19.
Top managers are primarily responsible for:
- A.
  Monitoring the daily work activities of frontline employees.
- B.
  Establishing organizational goals, deciding how departments interact, and monitoring middle managers' performance.
- C.
  Recruiting frontline employees and conducting performance appraisals.
- D.
  Negotiating supplier contracts on behalf of a single department.
Q 20.
The difference between top, middle, and first-line managers represents which type of difference?
- A.
  Horizontal difference
- B.
  Vertical difference
- C.
  Functional difference
- D.
  Lateral difference
Q 21.
Differences between departments such as marketing, production, and finance represent which type of difference?
- A.
  Vertical difference
- B.
  Horizontal difference
- C.
  Hierarchical difference
- D.
  Strategic difference
Q 22.
According to Mintzberg's managerial roles, a manager who signs legal documents and greets visitors is performing the role of:
- A.
  Leader
- B.
  Liaison
- C.
  Figurehead
- D.
  Spokesperson
Q 23.
Mintzberg's "Leader" role requires a manager to:
- A.
  Maintain information links both inside and outside the organization.
- B.
  Direct, motivate, train, and counsel subordinates.
- C.
  Perform ceremonial and symbolic duties for the organization.
- D.
  Decide how organizational resources should be allocated.
Q 24.
Which Mintzberg role involves a manager scanning reports, the web, and personal contacts to seek and receive information?
- A.
  Monitor
- B.
  Disseminator
- C.
  Spokesperson
- D.
  Liaison
Q 25.
When a manager sends memos and reports and makes phone calls to share information with other organizational members, the manager is acting as a:
- A.
  Monitor
- B.
  Disseminator
- C.
  Spokesperson
- D.
  Negotiator
Q 26.
A manager who gives a speech to external stakeholders about the organization's plans is performing the role of:
- A.
  Figurehead
- B.
  Liaison
- C.
  Spokesperson
- D.
  Monitor
Q 27.
A manager who initiates improvement projects, identifies new ideas, and delegates their implementation is performing the role of:
- A.
  Disturbance Handler
- B.
  Resource Allocator
- C.
  Negotiator
- D.
  Entrepreneur
Q 28.
When two subordinates have a serious conflict that disrupts work, which Mintzberg role is the manager primarily performing by stepping in to resolve it?
- A.
  Resource Allocator
- B.
  Negotiator
- C.
  Disturbance Handler
- D.
  Entrepreneur
Q 29.
A manager who decides how to divide the department's budget among competing projects is performing which Mintzberg role?
- A.
  Resource Allocator
- B.
  Spokesperson
- C.
  Monitor
- D.
  Liaison
Q 30.
Representing the department during the negotiation of a union contract best illustrates which Mintzberg role?
- A.
  Negotiator
- B.
  Disturbance Handler
- C.
  Liaison
- D.
  Figurehead
Q 31.
Which of the following Mintzberg roles belong to the INTERPERSONAL category?
- A.
  Monitor, Disseminator, Spokesperson
- B.
  Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator
- C.
  Figurehead, Leader, Liaison
- D.
  Planner, Organizer, Controller
Q 32.
The transition from "Individual Performer" to "Manager" is described in the chapter as shifting from:
- A.
  An autocratic leader to a democratic leader.
- B.
  A specialist performing specific tasks to a generalist coordinating diverse tasks.
- C.
  A conceptual thinker to a technical expert.
- D.
  A bossless workplace to an autocratic hierarchy.
Q 33.
According to the chapter, a key challenge when becoming a new manager is:
- A.
  Developing stronger technical skills than other employees.
- B.
  Shifting from getting things done through personal effort to getting things done through others.
- C.
  Reducing the time spent on planning and controlling.
- D.
  Avoiding the use of human skills in favor of conceptual skills.
Q 34.
Which of the following is identified as the TOP cause of managerial failure in the chapter?
- A.
  Poor planning practices
- B.
  Ineffective communication skills and practices
- C.
  Lack of personal integrity and trustworthiness
- D.
  Inability to lead and motivate others
Q 35.
Compared to the OLD workplace, the NEW workplace is characterized by:
- A.
  Mechanical technology and structured, localized work.
- B.
  An autocratic leadership style and conflict-driven relationships.
- C.
  Digital technology, flexible/virtual work, and collaboration.
- D.
  A homogeneous workforce focused on individual work.
Q 36.
According to the management competencies shift, today's managers are expected to move from being "controllers" to becoming:
- A.
  Authoritarian supervisors.
- B.
  Enablers.
- C.
  Strict autocrats.
- D.
  Maintainers of stability only.
Q 37.
The case of Son Tung M-TP illustrates that management skills can help artists:
- A.
  Eliminate the need for talent entirely.
- B.
  Turn talent into sustainable success through planning, motivating, and resource control.
- C.
  Replace artistic creativity with strict financial control.
- D.
  Focus exclusively on cost efficiency and ignore the audience.
Q 38.
In the "Old World Bakes" case, Mr. Tan is highly efficient but ineffective. This means he:
- A.
  Achieves the right goals but uses too many resources.
- B.
  Uses minimal resources but pursues the wrong goals for his customers.
- C.
  Fails to control workers and lets them do whatever they want.
- D.
  Has no management skills at all.
Q 39.
When Lan creates a "Specialty Breads" team and assigns team members to develop new recipes, which management function is she primarily performing?
- A.
  Planning
- B.
  Organizing
- C.
  Leading
- D.
  Controlling
Q 40.
Compared with a regular baker, Lan's approach to "getting things done" differs mainly because she:
- A.
  Works independently and focuses on her own baking output.
- B.
  Acts as a generalist who coordinates diverse tasks and gets things done through others.
- C.
  Avoids working with the bakery staff to focus only on customers.
- D.
  Performs the same technical baking tasks as the frontline bakers.

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