Principles of Management TP. Hồ Chí Minh UFM University

Management: Chapters 1, 2, 3, 5, 6, and 7

20 questions

40 min

Answer key

Exam info

Subject: Principles of Management
Exam type: University
Questions: 20
Duration: 40 min
Answers: ✓ With explanations
School: Đại học Tài chính – Marketing (UFM)

Questions (20)

Q 1.
Which scenario best illustrates organizational effectiveness rather than organizational efficiency?
- A.
  A factory produces 1,000 units with fewer workers than it used.
- B.
  A nonprofit increases donations enough to achieve its stated fundraising goal.
- C.
  A manager delegates routine tasks to qualified employees.
- D.
  A company reduces the time required to complete a production cycle.
Q 2.
A first-line supervisor needs especially strong technical skills. Which management skill is most critical for this manager?
- A.
  Technical skills
- B.
  Conceptual skills
- C.
  Human skills
- D.
  Financial auditing skills
Q 3.
Which activity best represents Mintzberg's informational role of monitor?
- A.
  Forwarding organizational information to employees through email
- B.
  Presenting the organization's official position to journalists
- C.
  Scanning reports and environmental information to understand organizational conditions
- D.
  Maintaining relationships with managers outside the chain of command
Q 4.
A task is placed in category A on a manager's ABC priority list. What should the manager do with it?
- A.
  Complete it only when no important work remains
- B.
  Delegate it to another employee
- C.
  Complete it because serious consequences follow if it is not done
- D.
  Perform it only if the workday remains quiet
Q 5.
Which historical figure is most closely associated with replacing rules of thumb with scientific analysis of work?
- A.
  Henri Fayol
- B.
  Frederick Winslow Taylor
- C.
  Max Weber
- D.
  Peter Drucker
Q 6.
What is the main purpose of a Gantt chart?
- A.
  To show planned and completed work across time
- B.
  To measure the operating time of individual movements
- C.
  To divide employees into functional specialties
- D.
  To evaluate employees through monetary incentives
Q 7.
Which statement best describes the acceptance theory of authority associated with Chester Barnard?
- A.
  Authority exists automatically whenever a person occupies a managerial position.
- B.
  Employees may accept or reject a manager's authority based on its legitimacy and the manager's treatment of them.
- C.
  Formal rules guarantee acceptance of all managerial orders.
- D.
  Authority is based solely on an employee's personal preference for a task.
Q 8.
A manager believes that employees require close supervision because they inherently avoid responsibility. Which theory reflects this belief?
- A.
  Theory Y
- B.
  Theory X
- C.
  The contingency view
- D.
  The bureaucratic perspective
Q 9.
Which element of Total Quality Management emphasizes learning from organizations with superior performance?
- A.
  Benchmarking
- B.
  Formal specialization
- C.
  Unity of command
- D.
  Functional departmentalization
Q 10.
Which environmental dimension includes climate change, sustainability, and resource scarcity?
- A.
  The technological environment
- B.
  The natural environment
- C.
  The legal-political environment
- D.
  The labor market
Q 11.
A company creates a short ceremony at which employees publicly recognize behavior that supports its core values. Which culture-transmission mechanism is being used?
- A.
  A symbol
- B.
  A hero
- C.
  A ceremony
- D.
  A slogan
Q 12.
A supplier, a competitor, and a major customer are classified as elements of which environment?
- A.
  General environment
- B.
  Task or operating environment
- C.
  Internal cultural environment
- D.
  Political subsystem
Q 13.
A manager must choose between several routine, recurring alternatives for which established procedures already exist. What type of decision is this?
- A.
  A programmed decision
- B.
  A nonprogrammed decision
- C.
  An ambiguous decision
- D.
  A political decision
Q 14.
Which decision-making condition applies when goals are clear but information about alternatives and outcomes is incomplete or unreliable?
- A.
  Certainty
- B.
  Risk
- C.
  Uncertainty
- D.
  Certainty with satisficing
Q 15.
A manager selects the first proposal that meets the organization's minimum acceptable criteria because analyzing every alternative would exceed available cognitive capacity. Which decision-making model does this illustrate?
- A.
  The classical model
- B.
  The administrative model
- C.
  The political model
- D.
  The scientific management model
Q 16.
After investing substantial funds in an underperforming project, a manager continues funding it because ending the project would make the original investment appear wasted. Which bias is involved?
- A.
  Anchoring bias
- B.
  Confirmation bias
- C.
  The sunk-cost fallacy
- D.
  The Hawthorne effect
Q 17.
Which goal belongs to the operational level of the goal hierarchy?
- A.
  A corporation-wide five-year objective to enter three new markets
- B.
  A departmental objective to increase annual market share by ten percent
- C.
  A weekly target for a sales employee to complete ten customer visits
- D.
  A mission statement describing the organization's reason for existing
Q 18.
Which goal satisfies the SMART criteria?
- A.
  Improve customer service as much as possible
- B.
  Complete the appropriate tasks whenever possible
- C.
  Reduce average order-processing time from six days to three days by December 31
- D.
  Become the best-performing division in the industry
Q 19.
What is the main distinction between single-use plans and standing plans?
- A.
  Single-use plans are always strategic, while standing plans are always operational.
- B.
  Single-use plans end when their objectives are achieved, while standing plans guide recurring situations.
- C.
  Single-use plans are flexible, while standing plans are rigid and temporary.
- D.
  Single-use plans focus on means, while standing plans focus exclusively on results.
Q 20.
A company adopts a matrix structure in which project managers coordinate employees from functional departments. What is the most likely disadvantage of this design?
- A.
  Insufficient use of functional expertise
- B.
  Slow coordination between divisions
- C.
  Confusion caused by two lines of authority
- D.
  An inability to use teams across departments

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Management: Chapters 1, 2, 3, 5, 6, and 7

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Questions (20)

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