Sample test and Key (1).pdf

Sample Test (90’) Part I. Multiple Choice 1. What are the two key measurements of organizational performance and management's main goals? a. Innovation and profitability b. Efficiency and effectiveness c. Sustainability and...

Sample Test (90’) Part I. Multiple Choice 1. What are the two key measurements of organizational performance and management's main goals? a. Innovation and profitability b. Efficiency and effectiveness c. Sustainability and customer satisfaction d. Productivity and employee satisfaction Answer: b 2. Which level of management is responsible for directly supervising employees and their daily activities? a. First-line managers b. Middle managers c. Top managers d. Executive managers Answer: a 3. Management is defined as……….. a. planning, controlling organizing, and leading of human and other resources to achieve organizational goals efficiently and effectively. b. planning, organizing, leading, and controlling of resources to achieve organizational goals efficiently and effectively. c. planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively. d. planning, organizing, leading, and controlling of human to achieve organizational goals efficiently and effectively. Answer: c 4. How can emotional intelligence benefit managers in their interactions with team members? a. Enhancing decision-making skills b. Increasing technical expertise c. Building stronger relationships and empathy d. Improving time management abilities Answer: c 5. What is the role of managers in navigating the managerial environment? a. Implementing policies and regulations b. Monitoring and influencing the internal and external environments c. Establishing organizational culture d. Conducting market research Answer: b 6. Which of the following is NOT a component of the general environment? a. Political forces b. Economic forces c. Task environment d. Technological forces Answer: c 7. What factors do managers consider when establishing the organization's future state and goals? a. Mission, vision, and core values b. Competitive threats and weaknesses c. Market demand and customer preferences d. Technical data and time constraints Answer: a 8. What is the responsibility of top or corporate managers in an organization? a. Formulating functional-level plans b. Developing business-level plans c. Implementing divisional strategies d. Creating the corporate-level plan Answer: d 9. The field of study ……. is called organizational behavior (OB)? a. psychology of human at work b. a number of motions to perform tasks c. better ways to perform tasks d. the actions of people at work Answer: d 10. Why is it important to set SMART goals? a. They provide clear directions for the organization. b. They are easy to achieve. c. They allow for flexible timelines. d. They focus on abstract outcomes. Answer: a 11. What does the SWOT framework assess in strategic analysis? a. Internal strengths and opportunities b. Internal weaknesses and threats c. Internal strengths and weaknesses, and external opportunities and threats d. External opportunities and weaknesses Answer: c 12. What is the goal of organizational design? a. To create a bureaucratic and rigid structure. b. To divide tasks and allocate resources randomly. c. To create an optimal structure and processes that allow the organization to  operate effectively and achieve its goals. d. To create a fixed structure that cannot be changed. Answer: c 13. What type of structure might managers choose if resources are abundant, and the environment is stable? a. A flexible and entrepreneurial structure. b. A formal and stable structure. c. A bureaucratic and rigid structure. d. A decentralized and autonomous structure. Answer: b. 14. What is the main advantage of the Matrix Organizational Structure? a. Clear reporting relationships. b. Efficient resource utilization. c. Specialization of tasks. d. Centralized decision-making. Answer: b 15. What is the primary goal of performance appraisal and feedback? a. To assess employee skills and qualifications. b. To provide constructive feedback for improvement. c. To determine employee compensation and benefits. d. To monitor employee attendance and punctuality. Answer: b 16. What is the main goal of aligning the recruitment and selection processes with the organization's strategic goals? a. To attract and hire candidates who possess the necessary skills, qualifications, and cultural fit. b. To enhance the capabilities of members for future roles and challenges. c. To assess employee performance and contributions to the organization. d. To design training and development programs that align with the organization's strategic objectives. Answer: a 17. The process by which a person exerts influence over others and inspires, motivates, and directs their activities is known as: a. empowerment. b. determinism. c. leadership. d. benchmarking. Answer: c 18. Which leadership model considers how leader characteristics, behaviors, and situations interact? a. Trait Leadership. b. Behavior Leadership. c. Contingency Leadership. d. Transformational Leadership. Answer: c 19. What was the primary focus of early leadership research on traits and behaviors? a. Examining how leader characteristics, behaviors, and situations interact. b. Identifying personal characteristics of effective leaders. c. Analyzing the actions of ineffective leaders.  d. Studying the impact of situational factors on leadership effectiveness. Answer: b 20. Tracy, an employee at Nationwide Cellular, perceives that her outcome-input ratio is higher than that of her coworker Julia. This is an example of: a. overpayment inequity. b. underpayment inequity. c. absolute equity. d. instrumental equity. Answer: b 21. What is the expectancy component of the expectancy theory? a. The belief that performance will result in specific outcomes. b. The perceived value or desirability of the outcome. c. The belief that effort will translate into successful performance. d. The level of motivation to engage in a behavior. Answer: c 22. What is the second step in the control process? a. Establishing performance standards. b. Evaluating actual performance. c. Comparing actual performance to standards. d. Taking corrective action. Answer: b 23. What is the purpose of taking corrective action in the control process? a. To compare actual performance with standards. b. To establish performance standards. c. To evaluate actual performance. d. To address deviations and bring performance back on track. Answer: d 24. What is the purpose of feed-forward control in the control process? a. To provide managers with immediate feedback on the conversion process. b. To obtain information about customers' reactions to goods or services. c. To anticipate potential problems before they occur during the conversion process. d. To monitor and adjust the conversion process as needed. Answer: c 25. What is the purpose of feedback control in the control process? a. To monitor and adjust the conversion process as needed. b. To anticipate potential problems before they occur during the conversion process. c. To provide managers with immediate feedback on the conversion process. d. To obtain information about customers' reactions to goods or services. Answer: d 26. The EMV Expected Value Quantitative Method answers which of the following questions: a. How can all the risk and return factors be considered? b. How do we minimize losses? c. How to balance best and worst scenarios? d. How do we make the most money? Answer: c 27. Which of the following is a key aspect of perception in communication? a. The medium used to transmit the message. b. The sender's encoding of the message. c. The receiver's decoding of the message. d. Personal biases and preconceived notions that affect message interpretation. Answer: d 28. How do nonverbal cues impact the communication process? a. They have no impact on the interpretation of verbal messages. b. They convey emotions, attitudes, and intentions. c. They are not important in conveying messages. d. They can only convey meaning when used in combination with verbal communication. Answer: b 29. How can managers reduce social loafing in group settings? a. By creating a large group size that encourages conformity. b. By ignoring individual contributions and focusing on group outcomes. c. By assigning specific tasks to group members and holding them accountable for their completion. d. By emphasizing that individual contributions are not essential to the group's success. Answer: c 30. What is group cohesiveness in managing effective groups and teams? a. The extent to which members are attracted to and bonded with the group. b. The number of members in a group. c. The level of competition among group members. d. The degree of conflict among group members. Answer: a Part 2 - Reading Read the article below about leadership and the questions below. For each question, mark one letter (A, B, C or D) for the answer you choose. FIRST TIME LEADER Taking on a leadership role for the first time is tough. There is always pressure on you to do the right things, and to be seen to be doing them. But, unless there’s something that needs sorting out urgently, your first few months in the role will be better spent in understanding the people and the situation. One easy mistake to make is to think that you, as leader, the top person with the top salary, have the sole responsibility and the know-how to solve every single problem yourself. And you can be sure that others will encourage you to think that way, since it takes the pressure off them, and it satisfies their natural urge to leave the solving of problems to others (26). Instead try using existing resources to identify the current position and the ways to change it for the better. Starting by consulting widely, beginning with the people who now report to you direct, as these are most likely to be the people with the expertise and experience to tackle some of the problems that are identified. As series of one-to-one meetings, though time-consuming (27), will be worthwhile, especially if they are structured to provide you with the information you need to make decisions later on. Two useful questions are: “What do you see as the biggest problem facing the department now?” and “What one change would make the most difference to our success?” From their answers you can build up a picture of your people, as well as of the issues. Some will consider the needs of the department as a whole, while others may just concentrate on their own particular concerns. You will also have had personal contact with each person and can judge who you will work well with in the future. Overlap in their responses is a useful pointer to the priorities needing your attention (28). If there is no duplication in problems or solutions, it means that you have inherited a disunited group which will need some team-building and restructuring. If no clear picture emerges, it means that your people are part of the problem: you will need to make them aware of this. At the same time, consult with customers. Be open to criticism and to praise. Compare the views of your department with this external viewpoint and see where the biggest gaps are (29). This will help to identify areas for action. While you are data-gathering, have a look at the figures. Apply different measures from the standard ones. You probably lack knowledge about which company products are profitable, and you recognize that staff costs are a key factor. So, ask for an analysis of profitability per employee. There will be some grumbling that the new figures involve extra work, but the analysis will reveal how many and what kind of staff your company really needs (30). Finally, a key issue for you as a new leader is to establish priorities. If you have done your research well, you will have identified a number of areas for action. Bring your senior team together and tell them about your research findings, both the problems and the suggested solutions. Together, plot the solutions on a big graph, with one axis relating to the amount of difference the action would make; and the other axis to the ease of implementation. This will prompt useful discussion on the issues and the means of resolving them (31). In selecting priorities, you might well gain volunteers to tackle some of the tasks. Agree actions, assign responsibilities and establish dates for completion and progress reviews. 1. Employees encourage their boss to believe that he or she should solve all the problems, because they…. A. really don’t want to have to solve the problems themselves B. believe that the boss is paid to solve problem C. know that the boss has a lot more information about the issues than they do D. feel that they shouldn’t have to solve problems created by other people 2. How should you structure your first meetings according to the writer? A. Explain to each member to staff the problems facing his or her department B. See people individually and ask each one the same questions C. Ask each member of staff to help in setting priorities for action  D. Bring everyone into the discussion to get an agreed plan of action 3. Getting the same answers from different people during your research tells you that A. the people who are under you clearly do not work well together B. a lot of your department’s problems are caused by the people themselves C. you have identified the most urgent issues needing your attention D. your department is working well despite a number of problems. 4. It is useful to talk to customers about the performance of your department because A. they are likely to be more honest and open than your own staff B. it makes your customers feel that their opinions are important to you C. it gives you an opportunity to criticize or praise them D. you can evaluate what they say against what your own staff told you 5. What might you learn from the kind of financial analysis that the writer recommends? A. That you need to employ fewer people, or people with different skills B. That you can increase profitability by using different measures C. That this kind of financial analysis involves a lot of extra work D. That financial data must be combined with other information to give a full picture 6. According to the writer, using a graph as part of the meeting with senior staff is a good way to A. set deadlines for completing the work and reporting back B. give feedback to your staff on the results of your research C. get your staff talking about the issues and what to do about them D. show which members of staff should tackle the various problems Part 3 – Fill the Blank: Read the article below about human resources policy. Choose the best word to fill each gap from A, B, C or D. For each question, mark one letter (A, B, C or D) HUMAN RESOURCES POLICY CBA Bank was the largest financial institution to sign the employers “People Come First” code of practice in the early 1990s. In doing so, it committed itself to the highest standards in human resources practices such as the communication of company (1) ________ to employees, the setting of individual training and personal (2) ________ plans, and the holding of regular performance (3) ________ for all staff. Like other organisations, CBA is replacing the traditional hierarchy with a flatter organizational structure which gives employees more broadly defined roles within the company. The change is offering employees greater opportunities for work in cross-disciplinary project teams. As a result, interpersonal (4) ________ are extremely important. The policy seems to be working. There is a great deal of goodwill among employees, who respect the fact that customer satisfaction is the organization’s chief aim. CBA claims to pursue this aim for its own (5) ________ rather than as a means of earning profits for shareholders. An ability to relate to all kinds of people is the most important attribute CBA looks for in potential recruits. Graduates are (6) ________ for a two-year period and exposed to all (7) ________ of retail financial services. By the end of this training period, they will have their Institute of Banking examination and, if they have (8) ________ their performance targets, they will have secured a job at the bank. “On the whole, we are not looking for people straight out of college,” says human resources manager Mary Kemp. “We would prefer that they had (9) ________ some experience of life and had taken a year out between school and college to travel or do some kind of work.” The company has recently introduced a new policy on pay, and it is now linked to performance through bonus schemes, with the objective being to (10) ________ employees for their achievements and effort. 1.  A. designs B. purposes C. ends D. objectives 2. A. continuation B. extension C. development D. advancement 3. A. reviews B. trials C. revisions D. judgements 4. A. abilities B. talents C. assets D. skills 5. A. sake B. reason C. behalf D. cause 6. A. taken on B. written in C. put on D. drawn in 7. A. fields B. areas C. regions D. parts 8.  A. arrived B. done C. passed D. met 9. A. gained B. won C. earned D. realized 10. A. return B. reward C. recompense D. refund