quản trị học 2026 TP. Hồ Chí Minh UFM University

Chapter 1: Leading Edge Management - Practice Exam

20 questions

45 min

Answer key

Exam info

Subject: quản trị học
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 chapter, management is best described as the attainment of organizational goals through which four key functions?
- A.
  Planning, budgeting, staffing, and evaluating
- B.
  Planning, organizing, leading, and controlling
- C.
  Recruiting, training, motivating, and rewarding
- D.
  Strategizing, delegating, supervising, and reporting
Q 2.
What is the primary distinction between effectiveness and efficiency in organizational performance?
- A.
  Effectiveness measures employee satisfaction, while efficiency measures profit
- B.
  Effectiveness is about doing the right things to achieve goals; efficiency is about using minimal resources to produce output
- C.
  Effectiveness relates to internal processes; efficiency relates to external outcomes
- D.
  Effectiveness applies to managers, while efficiency applies to non-managerial employees
Q 3.
According to Mintzberg's framework presented in the chapter, how many managerial roles did he identify?
- A.
  Seven roles
- B.
  Eight roles
- C.
  Ten roles
- D.
  Twelve roles
Q 4.
Which type of management skill is described as the cognitive ability to see the organization as a whole system?
- A.
  Technical skills
- B.
  Human skills
- C.
  Conceptual skills
- D.
  Diagnostic skills
Q 5.
According to Exhibit 1.4, which type of skill becomes MOST important for top managers compared to first-line managers?
- A.
  Technical skills
- B.
  Human skills
- C.
  Conceptual skills
- D.
  Financial skills
Q 6.
A manager who is responsible for the daily supervision of non-managerial employees holds which position?
- A.
  Top manager
- B.
  Middle manager
- C.
  Functional manager
- D.
  First-line manager
Q 7.
Mary Parker Follett defined management as which of the following?
- A.
  The science of allocating financial resources
- B.
  The art of getting things done through people
- C.
  The process of setting organizational strategy
- D.
  The systematic control of business operations
Q 8.
In the new management approach discussed in the chapter, managers are expected to shift from being controllers to being which of the following?
- A.
  Auditors
- B.
  Enablers
- C.
  Inspectors
- D.
  Supervisors of individuals only
Q 9.
Which of the following best describes the planning function of management?
- A.
  Assigning tasks and allocating resources to achieve goals
- B.
  Motivating employees to perform at high levels
- C.
  Identifying and selecting goals and courses of action for the future
- D.
  Monitoring performance and taking corrective action
Q 10.
An organization can be efficient but NOT effective. Based on the chapter, why is the reverse (effective but not efficient) ALSO possible?
- A.
  Because effectiveness only measures output quality, not quantity
- B.
  Because managers may choose correct goals but waste resources pursuing them
- C.
  Because effectiveness is determined by employees, not managers
- D.
  Because efficiency is only measured in service industries
Q 11.
Which of the following is a HORIZONTAL difference among managers, as described in the chapter?
- A.
  Top, middle, and first-line managers
- B.
  General, functional, and project managers
- C.
  Senior and junior managers
- D.
  Strategic and operational managers
Q 12.
Which skill involves the ability to work with and through other people, including motivating, communicating, and resolving conflicts?
- A.
  Technical skills
- B.
  Human skills
- C.
  Conceptual skills
- D.
  Analytical skills
Q 13.
The controlling function of management is primarily concerned with which of the following?
- A.
  Setting long-term strategic goals
- B.
  Articulating a vision to energize employees
- C.
  Monitoring performance and taking corrective action when needed
- D.
  Designing the organizational structure
Q 14.
According to Exhibit 1.1, what is a 'new' management competency related to leading?
- A.
  Maintaining stability
- B.
  An autocratic style
- C.
  Empowering leadership, sometimes bossless
- D.
  Supervising individuals only
Q 15.
Which of the following is cited in the chapter as a common cause of manager failure?
- A.
  Over-investment in technology
- B.
  Poor communication and failure to listen
- C.
  Excessive delegation
- D.
  Lack of technical expertise alone
Q 16.
A high-performing organization must excel at BOTH effectiveness and efficiency. Which scenario describes this combination?
- A.
  A manager produces a high-quality product that customers do not want
- B.
  A manager produces a product customers want, but it is too expensive for them to buy
- C.
  A manager produces a product customers want at an affordable price and quality
- D.
  A manager produces a low-quality product that customers do not want
Q 17.
Which of the following is the correct order of steps in the planning process as outlined in the chapter?
- A.
  Allocate resources → select goals → choose strategies
- B.
  Select strategies → allocate resources → identify goals
- C.
  Decide goals → decide strategies → allocate resources
- D.
  Decide strategies → decide goals → allocate resources
Q 18.
Peter Drucker is quoted in the chapter describing managers as those who do which of the following?
- A.
  Focus solely on financial outcomes
- B.
  Give direction, provide leadership, and decide how to use organizational resources
- C.
  Delegate all responsibility to employees
- D.
  Replace employees with technology wherever possible
Q 19.
Which of the following BEST describes a middle manager's primary responsibility?
- A.
  Daily supervision of non-managerial employees
- B.
  Establishing overall organizational goals
- C.
  Supervising first-line managers and finding the best way to use resources to achieve goals
- D.
  Performing entry-level operational tasks
Q 20.
According to the chapter, today's best managers focus on which of the following instead of a command-and-control approach?
- A.
  Strict enforcement of rules
- B.
  Coaching, providing guidance, and creating flexible organizations
- C.
  Reducing employee input on decisions
- D.
  Standardizing all procedures to maintain stability

Answers and explanations are in mode.