BHMH2004 Managing Organizations Exam Skills Workshop PDF

BHMH2004 Managing Organizations Examination Skills Workshop Topic 1 Managers in the workplace (Semester 1, 2024/25) 1. The Customers waiting to be served at the customer service center of a MTR station is usually NOT considered as an organization as it. (a...

BHMH2004 Managing Organizations Examination Skills Workshop Topic 1 Managers in the workplace (Semester 1, 2024/25) 1. The Customers waiting to be served at the customer service center of a MTR station is usually NOT considered as an organization as it. (a) does not have a distinct purpose (b) is not composed of people (c) does not have a deliberate structure (d) does not come from the same company 2. John is the assistant manager of a resort hotel. Recently, he received a complaint from a hotel guest. He is required to report all complaint incidents to Mario, the General Manager. Which of the following example(s) of Mario, the General Manager’s informational roles is/are demonstrated in this case? (I) Monitor (II) Disseminator (III) Spokesperson (a) (I) only (b) (II) and (III) only (c) (I), (II) and (III) only (d) None of the above 3. Which of the following is/are NOT example(s) of an organization? (I) The Hong Kong Polytechnic University (II) Young Women’s Christian Association (III) The Red Cross (IV) Hong Kong Ocean Park (a) (I) and (II) only (b) (III) and (IV) only (c) (II) and (IV) only (d) None of the above Page 1 of 23 BHMH2004 Managing Organizations Examination Skills Workshop 4. Alexander, the CEO, informs his staff of the organisation’s plan and motivates them to reach organizational goals. Which management role(s) is/are the chairman performing in this case? (I) Leader (II) Disseminator (III) Interpersonal Role (IV) Informational Role (a) (II) and (IV) only (b) (I) and (IV) only (c) (I), (II), (III) and (IV) are correct (d) (I) and (III) only 5. Assuming all the security guards want to take their holiday on Easter Holidays, the manager of the company follows the tradition and arranges for a lucky draw to determine who can take their holiday on which day. Which management role is the manager playing? (a) Figurehead (b) Negotiator (c) Resource allocator (d) Entrepreneur 6. When a doctor-in-charge operates a surgery, he is using skills. When he collects information so he can formulate strategy that better met the hospital’s needs, he is referring to skills. (I) technical (II) human (III) conceptual (IV) spiritual (a) (I) and (II) only (b) (I) and (IV) only (c) (I) and (III) only (d) (II) and (III) only 7. In viiew of the public’s anger over the death of a dog at a MTR station, operations director Mr. Kam sets up new procedures for staff to deal with animals found on the tracks. Budgets will be set aside for training and tools accordingly. Mr. Kam’s roles are. (I) Disturbance handler. (II) Resource allocator. (III) Figurehead. (IV) Decisional. (a) (I), (II) and (III) only (b) (I), (II) and (IV) only (c) (II) and (IV) only (d) (III) and (IV) only Page 2 of 23 BHMH2004 Managing Organizations Examination Skills Workshop 8. When a supervisor checks the amount of output that the employees have completed and the number of units that have defects, he is performing which of the following management function(s)? (I) Controlling (II) Leading (III) Planning (IV) Organizing (a) I only (b) III only (c) II and IV only (d) III and IV only 9. If MTR Director encourages his employees to work hard by telling them that he is sure they can fulfil tight schedule because they are good and skilled employees, he is performing which of the following management function(s)? (I) Controlling (II) Leading (III) Planning (IV) Organizing (a) I only (b) II only (c) III only (d) III and IV only 10. Which of the following is(are) LEAST likely to be a top manager? (I) James Hughes-Hallett, Chairman of Swire Group (II) Kitty Lam, Sales assistant at Jordan branch of G-2000 (III) Jin-Guang Teng, President of Hong Kong Polytechnic University (IV) Marc Bolland, CEO of Marks and Spencer Group (a) I only (b) II only (c) III and IV only (d) IV only 11. Organizing includes. (I) setting organizational goals (II) planning time table (III) motivating organizational members (IV) assigning who does what duties (a) I only (b) II only (c) IV only (d) III and IV only Page 3 of 23 BHMH2004 Managing Organizations Examination Skills Workshop 12. Which of the following can BEST illustrate the universality of management? (I) Managers run large corporations, medium-sized businesses, and entrepreneurial start-ups. (II) Management involves coordinating and overseeing the work activities of others. (III) Managers are found in government departments, hospitals, small businesses, not-for-profit agencies, museums and schools (IV) Managers have to deal with a variety of personalities with limited resources. (a) III and IV only (b) I, II and III only (c) I and III only (d) I and II only 13. If all the managers accomplish their projects, but one manager takes more time than the other managers in the process, that manager is. (a) efficient, but ineffective (b) a leader, but not a top manager (c) project oriented, but not effective (d) effective, but inefficient 14. When a chef of a hotel group cooks for restaurant customers, he is utilizing his. (a) conceptual skills (b) empirical skills (c) technical skills (d) human skills 15. Katherine, sales and marketing manager of Maxim’s fast food restaurant observes the trends and prices of the fast food and services produced by Café de Coral and Fairwood. Which managerial roles are Katherine assuming? (I) Disseminator (II) Liaison (III) Monitor (IV) Disturbance handler (V) Informational role (a) I and IV only (b) II and V only (c) III and IV only (d) III and V only Page 4 of 23 BHMH2004 Managing Organizations Examination Skills Workshop Topic 2 History 1. Mr. Chan likes to look at how workers do their jobs at the production lines and finds ways to help them eliminate inefficient hand-and-body motions. Which of the following approaches does Mr. Chan use? (a) The “one best way” proposed by Fredrick Taylor (b) “Division of labour” suggested by Adam Smith (c) “Therbligs scheme” devised by the Gilbreths (d) The “behavioural approach” advocated by Robert Owen 2. Following Fayol’s 14 principles of management, employees are allowed to originate and carry out plans will exert high levels of effort. This principle is known as. (I) Discipline (II) Unity of command (III) Initiative (IV) Order (a) (II) and (IV) only (b) (III) only (c) (IV) only (d) (I) and (II) only 3. The stage of a system, during which an organization converts _ into products and services, is called the. (a) inputs; transformation process (b) outputs; behavioural (c) raw materials; output (d) outputs; input 4. A management approach, that recognises organisations as different, which means they face different situations and require different ways of managing, is called. (a) scientific management theory (b) contingency approach (c) administrative management theory (d) All of the above 5. The view(s) that every employee should receive orders from only one superior and the organisation should have a single plan of action to guide managers and workers is/are called. Page 5 of 23 BHMH2004 Managing Organizations Examination Skills Workshop (a) Unity of Command (b) Remuneration (c) Unity of Command and Unity of direction (d) Equity and Initiative 6. Who are concerned with what managers do and what constitutes management practice under general administrative theory? (I) Max Weber (II) Henri Fayol (III) Adam Smith (IV) Frederick Taylor (V) Frank Gilbreth (a) (I) and (II) only (b) (II) and (IV) only (c) (III) and (V) only (d) (IV) and (V) only 7. The marketing department of a company was very successful in marketing its new products. However, the production department of the same company failed to produce enough products to meet demand. The predicts that the overall performance of the company will suffer. (a) Behavioural approach (b) General administrative approach (c) Contingency approach (d) Systems approach 8. According to of the Fayol’s 14 management principles, workers must be paid a fair wage for their services. (a) unity of direction (b) equity (c) scalar chain (d) remuneration 9. Company K uses computer software with optimization models to analyse admission figures to improve future planning decision making. This is an application of approach(es). (I) classical (II) quantitative Page 6 of 23 BHMH2004 Managing Organizations Examination Skills Workshop (III) scientific management (IV) situational (a) (I) only (b) (II) only (c) (I) and (III) only (d) (I) and (IV) only 10. Characteristics of Weber’s bureaucracy include. (I) authority (II) formal selection (III) budgeting (IV) impersonality (V) career orientation (a) (II), (IV) and (V) only (b) (I), (II) and (IV) only (c) (III), and (IV) only (d) (I), (II) and (III) only 11. The development of modern management theories was actually speeded up by the industrial revolution which _. (I) substituted machine power for human labour (II) created large organisations in need of management (III) overthrew the Spanish government (a) (I) only (b) (II) only (c) (I), and (II) only (d) (I), (II) and (III) only 12. F.W. Taylor founded the early study of management thought which became known as. (a) management science (b) division of labour (c) scientific management (d) ancient management 13. The stage of a system during which the organisation releases finished goods to the external environment so that customers can purchase these goods is known as the stage. Page 7 of 23 BHMH2004 Managing Organizations Examination Skills Workshop (a) input (b) conversion (c) output (d) open 14. Which of the following gives a manager the right to direct and give orders to his subordinates in order to attempt to accomplish organisational goal? (a) Discipline (b) Job specialisation (c) Authority (d) Behavioural management 15. suggested using psychological tests for employee selection. (a) Hugo Munsterberg (b) Robert Owen (c) Mary Parker Follett (d) Chester Barnard Page 8 of 23 BHMH2004 Managing Organizations Examination Skills Workshop Topic 3 Decision Making 1. T h e s u m m e r s e a s o n i s a l m o s t a p p r o a c h i n g. S i m i l a r t o l a s t y e a r a n d t h e y e a r s b e f o r e , Elsa recruit additional sales representative during the summer season as she realizes the number of customers and “back to school” sales increased by fifteen percent. So, Elsa is a/an ____________ and she adopts ____________ decision. (a) decision maker; programmed (b) implementer; groupthink (c) controller; standard (d) decision maker; random 2. T he product development team has invented a new anti-blemish face wash for teenagers. The organisation claimed that the new product has fifty percent chances to removes dirt and excess oil, soothes and calms redness and inflammation associated with breakouts, and helps keep face pores clear, and fifty percent chances of no change to skin. Which of the following condition is faced by the product development team? (a) Risk (b) Uncertainty (c) Bounded rationality (d) Complete information 3. Adam, a production manager asks his assistant to hire part time workers whenever overtime hours for the previous month increase by more than 20%. This is an example of decision. (a) non-programmed (b) unstructured (c) satisficing (d) programmed 4. The new employee of Tony’s Bakery told his father that the staff handbook has a stating clearly that employees are not allowed to take any remaining bread or cake home at the end of each working day. (a) policy (b) procedure (c) rule (d) guideline Page 9 of 23 BHMH2004 Managing Organizations Examination Skills Workshop 5. Electric car is becoming popular these days. The Operation Director is going to develop a new electric car as it can attract more customers. The director explained his company has no experience to electric car development and it may present a “new challenge” to them. The new challenge is implied as. (a) escalating problem (b) unstructured problem (c) standard problem (d) structured problem 6. A recent survey showed that 74% of 108 middle managers use intuitive decision making to cope with different organisational problems. It means that they make decisions based on all the followings EXCEPT. (a) experience (b) detailed analysis (c) feeling (d) value 7. To determine the , a manager must understand what is relevant or important to resolving a problem. (a) weight of decision criteria (b) decision criteria (c) bounded rationality of a decision (d) escalation of commitment 8. The concept of rationality assumes all of the following, EXCEPT. (a) the decision maker has a clear and specific goal (b) the decision maker is fully objective and logical (c) the problem faced is clear and unambiguous (d) the decision maker consistently selects the best alternative achieving the goal even though he/she may not know all possible alternatives and consequences 9. W e i , y our friend who is an employee of a bank, complained that he has no time to analyze the information about the investment funds available in the Mandatory Provident Fund (MPF) account. Therefore, he by choosing a few investment funds with fair performance only. His decision is made with. (I) satisfices (II) rationalises (III) bounded rationality (IV) cognition Page 10 of 23 BHMH2004 Managing Organizations Examination Skills Workshop (a) (I) and (IV) only (b) (I) and (III) only (c) (II) and (III) only (d) (III) ad (IV) only 10. Which of the following is NOT a managerial decision related to “organising”? (a) How should the jobs be designed? (b) When will the company implement a different structure? (c) To what extent an organisation has to centralise its decision-making power? (d) What is the organisational short-term objectives? 11. Which of the following statements is true concerning problem identification? (a) A symptom and a problem are the same. (b) Problems are generally obvious. (c) Effectively identifying problems is not easy. (d) Generally, what is a problem for one manager is the problem for all other managers. 12. According to your textbook by Robbins and Coulter, the ability to combine ideas in a unique way or to make an unusual association is. (a) innovation (b) fusion (c) creativity (d) addition 13. Katrina encourages her subordinates to engage actively in group decision making as it has different advantages, such as. (a) colleagues have higher acceptance of the solution (b) The group can develop more enquiries to manager (c) decision making process reduces legitimacy (d) more limitation can be set when collecting information 14. When deciding which digital camera one should buy, the decision criteria may usually include. (I) price (II) brand name (III) life of the battery (a) (I) and (II) only (b) (II) and (III) only (c) (I) and (III) only (d) (I), (II) and (III) Page 11 of 23 BHMH2004 Managing Organizations Examination Skills Workshop 15. Research studies have found that groupthink symptoms were associated with poorer-quality decision outcomes. Groupthink CANNOT be minimized if. (a) group members avoid arguing with each other because of politeness (b) group foster open discussion (c) group is cohesive (d) group has an impartial leader who seeks input from all members Page 12 of 23 BHMH2004 Managing Organizations Examination Skills Workshop Topic 4 Social Responsibility and Ethics 1. Ethics is an important issue. Which of the following company is best suited to promote ethical behavior in its employees? (a) Company A has a reward and punishment system that depends on specific goal outcomes. (b) Company B has codes of ethics in place. (c) Company C rewards success without asking how it was achieved. (d) None of the above. 2. Referring to our Textbook by Robbins, ethical and unethical behaviours can be determined according to factors that include.. (I) organisational culture (II) issue intensity (III) individual characteristics (IV) structure variables (a) (I) and (III) only (b) (II) and (IV) only (c) (I) and (IV) only (d) All of the above 3. When criticised for selling raw fish dishes that belonged to an endangered fish species, the manager of a famous sushi store in Hong Kong claimed that they had done nothing wrong - all the fishes they sold were imported through proper channels. The sushi store was adopting the approach. (a) market (b) stakeholder (c) activist (d) legal 4. One of the view of social responsibility claims that the management’s social responsibility goes beyond making profits to include protecting and improving society’s welfare. This view is called view. (a) social welfare (b) classical (c) socioeconomic (d) social improvement Page 13 of 23 BHMH2004 Managing Organizations Examination Skills Workshop 5. One stage of moral development describes a situation in which a person lives up to what is expected by people close to him. This stage is at Stage ___________ of the ___________ level. (a) One; principled (b) Two; preconventional (c) Three; conventional (d) Four; expectational 6. A wholesale company takes advice from its retail customers to use recycled paper bag instead of plastic bag and regards this as a measure for the company to go green. What approach is this company adopting? (a) The market approach (b) The activist approach (c) The legal approach (d) The stakeholder approach 7. Employees who raise ethical concerns or issues in an organization are known as. (a) social entrepreneurs (b) whistle-blowers (c) middle managers (d) first line managers 8. Suppose the customer (victim) is very unlikely to die after receiving risky beauty treatment from DR beauty clinic, the probability of harm is. (a) low (b) high (c) All of the above (d) None of the above 9. is an individual or organization who seeks out opportunities to improve society by using practical, innovative, and sustainable approaches. (a) top manager (b) shareholder (c) social entrepreneur (d) whistle-blower Page 14 of 23 BHMH2004 Managing Organizations Examination Skills Workshop 10. Under the concept of social obligation, the organization does what is required by. In Hong Kong, a company that does NOT discriminate people in hiring and promotion based on gender and ethnical background is generally meeting its social. (a) Stakeholders; requirements (b) Shareholders; screening checklist (c) the society; responsibility (d) Law; obligation 11. defined as the principles and beliefs that define right and wrong decisions and behaviour. (a) Values are (b) Locus of control is (c) Culture is (d) Ethics is 12. Suppose May Tan, CEO of ABC Bank brought in help from outside the company to evaluate decisions and management practices in relation to the bank’s code of ethics. These evaluations are called. (a) independent social audits (b) goal-oriented audits (c) food-focus audits (d) leadership-based ethics 13. According to Exhibit 6-1 “Arguments For and Against Social Responsibility” of your textbook by R&C, which of the following arguments on social responsibility states that pursuing social goals hurts a business’s economic productivity? (a) Dilution of purpose (b) Public expectation (c) Public image (d) Lack of skills 14. Which of the following approaches of going green reflects the highest degree of environmental sensitivity and is also a good illustration of the social responsibility of the organization? (a) Activist approach (b) Stakeholder approach (c) Legal approach (d) Market approach Page 15 of 23 BHMH2004 Managing Organizations Examination Skills Workshop 15. At the level of moral development, individuals define moral values apart from the authority of the groups to which they belong or society in general. (a) preconventional (b) conventional (c) proconventional (d) principled Page 16 of 23 BHMH2004 Managing Organizations Examination Skills Workshop Topic 5 Managing the External Environment and the Organisation’s Culture 1. Recently, the financial institutions and banks in Hong Kong have announced that they are going to decrease the interest rate by one percent. This is an example of a change in. (a) demographic force (b) technological force (c) economic force (d) legal force 2. What at is one the internal constraints that influences managers' decisions and actions? (a) The prevailing political conditions (b) The culture of the organization (c) The preferences of the customers (d) The pressure from mass media 3. What are activities that express and reinforce their important values and goals? (a) Stories (b) Rituals (c) Socialisation (d) None of the above 4. The government of a neighboring country is planning to deregulate the gaming industry in 2025. It is forecasted that millions of tourists will visit the neighboring country every year, with over 40% of tax revenue generated from the gaming industry and an increase in disposable income. Which environmental force(s) is/are stated in this case? (a) Political and Legal. (b) Technological and Socioculture. (c) Political and Legal, and Economic. (d) Economic. 5. Organisational culture comes from founders’. (a) who traditionally keep their vision secret from all organisational members (b) who never indoctrinate and socialise employee to their way of thinking and feeling (c) whose own behaviour does not act as a founder (d) who only hire and keep employees who think and feel the way they do Page 17 of 23 BHMH2004 Managing Organizations Examination Skills Workshop 6. Which of the following statements MOST accurately describes the symbolic view of management? (a) Employees are directly responsible for an organisation’s success or failure. (b) External forces are outside manager’s control and shape organisational success or failure. (c) Managers have to ensure that every obstacle is overcome on the way to achieving the organisation’s goals. (d) Managers are directly responsible for an organisation’s success or failure. 7. Which of the following is a characteristic of a dynamic and unpredictable environment? (a) The presence of new competitors in the market. (b) Few technological breakthroughs by current competitors. (c) Little activity by pressure groups to influence the organisation. (d) High level of predictability of changes in environmental conditions. 8. If the components in an organisation’s environment change continually, such an environment is said to be. (a) dynamic (b) active (c) volatile (d) stable 9. convey/s the kinds of behaviour that are expected, e.g. risk taking, participation, authority, etc. (a) Stories (b) Material Artifacts and Symbols (c) Language (d) Rituals 10. Which of the following factor is a demographic component of an organization's external environment? (a) Education level (b) Customer taste (c) Lifestyles and behaviour (d) Stock market fluctuations 11. Which of the following statements is TRUE of dynamic and complex environments? (a) A high need for sophisticated knowledge of components exists in such environments. (b) They are characterized by a high degree of predictability of change. Page 18 of 23 BHMH2004 Managing Organizations Examination Skills Workshop (c) There are usually few components in such environments. (d) The components in such environments are somewhat similar but are continually changing. 12. Which of the following statements highlights the “SHARED” aspect of culture? (a) Even though individuals may have different backgrounds or work at different organizational levels, they tend to describe the organization's culture in similar terms. (b) Organizational culture is not something that can be physically touched or seen, but employees learn it on the basis of what they experience within the organization. (c) The original source of the culture of an organization reflects the vision of the organisation’s founders. (d) None of the above. 13. Which of the following MOST accurately reflects the difference between strong cultures and weak cultures? (a) Company values are more deeply held and widely shared in strong cultures than in weak cultures. (b) Strong cultures tend to encourage employees to try new approaches to changing conditions, while weak cultures do not. (c) Strong cultures have less of an influence on employee behaviour than do weak cultures. (d) In strong cultures, organizational values are held by top management, while in weak cultures, values are diffused throughout the organization. 14. The patrons of MOMO restaurant prefer to have healthy dining which is at least less salty and less oily. The nutritional value of the dishes is expected to be carefully considered and have more portions of vegetables than meat. Which of the following conditions best explain this example? (a) sociocultural conditions (b) demographic factor (c) political component (d) technological conditions 15. With the use of the latest food delivery mobile app, Hot Kitchen & Café’s food order increases by 20% than before. This is an example of changing in the external environment. (a) demographic conditions (b) sociocultural component (c) technological conditions (d) political factor Page 19 of 23 BHMH2004 Managing Organizations Examination Skills Workshop Topic 6 Global Management 1. You work for Zara. She adopts the view that managers in the host country know the best work approaches and practices for running their businesses. Which of the following managerial attitude best describes Zara’s approach? (a) Polycentric attitude (b) Ethnocentric attitude (c) People-centric attitude (d) Geocentric Attitude 2. __________________ promotes international monetary cooperation and providing advice, loans and technical support to countries? (a) World Trade Organisation (WTO) (b) World Bank (c) Organisation for Economic Cooperation and Development (OECD) (d) International Monetary Fund (IMF) 3 In advanced countries such as the United States, the government uses taxation and social welfare programs to reduce inequality and improve the welfare of the least fortunate. These societies are more familiar to preventing a large gap between rich and poor and minimizing the conflict between different classes of citizens. According to Hofstede, these societies are said to have. (a) low power distance (b) short-term orientation (c) nurturing orientation (d) high power distance 4. are attributes that allow a leader to be effective in cross-cultural environments. is the ability to form connections and build trusting relationships with people who are different from you. (a) Cultural intelligence; intellectual capital (b) Global mind-set; social capital (c) The challenge of openness; economic interdependence (d) Global management; psychological capital 5. Birdland Hong Kong Limited obtained the rights from KFC in the USA to use its name and operation methods in Hong Kong. Which of the following method is KFC using to expand its business globally? Page 20 of 23 BHMH2004 Managing Organizations Examination Skills Workshop (a) Importing (b) Exporting (c) Global sourcing (d) Franchising 6. Which of the following management attitude that managers view every foreign operation as different and hard to understand? (a) polycentric (b) ethnocentric (c) regiocentric (d) geocentric 7. George, lives in the U.K., has a tendency to view the world only through his Britain-based perspective. George demonstrates a/an __________ attitude. (a) parochialistic (b) geocentric (c) polycentric (d) elitist 8. A manager who wishes to be successful in international business should avoid a(n) attitude. (a) multicultural (b) geocentric (c) ethnocentric (d) multiracial 9. Which of the following is NOT a characteristic of multidomestic corporation? (a) Hiring local managers in the host country. (b) Reflecting polycentric attitude. (c) Centralizing decisions in the home country. (d) Customizing products and services and promotional strategies to that country’s unique characteristics. 10. Your classmates, Niki and Ricky, are willing to travel to Mainland China to accept the challenge of living away from their families while they work on their summer internships in Beining and Inner Mongolia for three months respectively. This is an example of _____. (a) Global mind-set Page 21 of 23 BHMH2004 Managing Organizations Examination Skills Workshop (b) Intellectual capital (c) Psychological capital (d) Social capital 11. If Orange Company, a U.S. company, decides to open another company in France but centralises its management in the united States, it would be considered as a. (a) multidomestic corporation (b) transnational organization (c) borderless organization (d) global company 12. Mark works for a multinational corporation as a plant manager but must receive approval from the home office for any management changes to production processes. He most likely works for a(n) company. A global company reflects the. (a) multidomestic; polycentric attitude (b) polycentric; geocentric attitude (c) global; ethnocentric attitude (d) transnational; regiocentric attitude 13. Jason has been hired by an organization that has a partnership with a foreign company. Both the partners share resources and knowledge while developing new products but no new company is formed. Janson’s organization has formed a. (a) franchising company (b) foreign subsidiary (c) licensing company (d) strategic alliance 14. Unlike the US, the change from one leader to another can be less peaceful than in foreign countries. Differences in the environment can lead to uncertainty and risk for global managers. (a) economic (b) cultural (c) demographic (d) political/legal Page 22 of 23 BHMH2004 Managing Organizations Examination Skills Workshop 15. Society with has a relatively small propensity to save for the future, and a focus on achieving quick results. Society with a has a strong propensity to save and invest, thriftiness, and perseverance in achieving results. (a) long-term orientation, short-term orientation (b) short-term orientation, long-term orientation (c) high power distance, low power distance (d) masculinity, femininity The End! Page 23 of 23