Question 1

Which of a manager's primary functions requires the manager to define an organization's goals, establish an overall strategy for achieving these goals and develop a comprehensive hierarchy of plans to integrate and coordinate activities?
A) controlling
B) planning
C) staffing
D) coordinating
E) leading

Accepted Answer

Planning is the primary function that involves defining an organization's goals, establishing an overall strategy for achieving these goals, and developing a comprehensive hierarchy of plans to integrate and coordinate activities. Controlling involves monitoring and adjusting performance, staffing involves acquiring and developing personnel, coordinating involves ensuring that all resources are used efficiently, and leading involves motivating and directing employees towards the achievement of organizational goals.

Question 2

According to Luthans' research, successful managers, meaning those that were quickly promoted, spent more of their time on ________ than on any other activity.
A) traditional management
B) human resource management
C) networking
D) communicating
E) hiring and firing

Accepted Answer

Luthans' research found that successful managers spent more of their time on networking than on any other activity. This includes building relationships, interacting with colleagues across departments, and developing connections with external stakeholders. Building a strong network can lead to more opportunities for career advancement, as well as enhanced effectiveness in one's current role.

Question 3

Which of the following is not a topic or concern related to OB?
A) turnover
B) leader behavior
C) productivity
D) management
E) family behavior

Accepted Answer

OB (Organizational Behavior) is related to the behavior and interactions of individuals and groups within an organization. Family behavior, although related to behavior, is not specifically related to organizational behavior as it focuses on the behavior and interactions within a family unit, rather than within an organizational setting.

Question 4

Which of the following is not an interpersonal role of management according to Mintzberg?
A) a high school principal handing out graduation diplomas
B) a department head relocating the department after a fire
C) a manager interviewing potential employees
D) a shift foreman reprimanding a worker that arrived late
E) a project manager listening to a team presentation

Accepted Answer

Relocating a department after a fire is not an interpersonal role, it is a decisional role related to managing resources. The other options involve interacting and communicating with people, which are interpersonal roles.

Question 5

Designing an organization's structure, such as who reports to whom, defines the ________ function.
A) planning
B) leading
C) controlling
D) organizing
E) contemplating

Accepted Answer

Organizing function of management involves determining the formal structure of the organization, including who reports to whom, and establishing relationships among various positions and departments.

Question 6

Managers need to have three essential skills in order to reach their goals. What are these skills?
A) technical, decisional and interpersonal
B) technical, human, and conceptual
C) interpersonal, informational and decisional
D) conceptual, communication and networking
E) human, informational and communication

Accepted Answer

The three essential skills necessary for managers to reach their goals, as identified by Robert Katz, are technical, human, and conceptual. Technical skills refer to the ability to perform specific tasks and use specific tools or techniques. Human skills involve the ability to interact with and understand people. Conceptual skills involve the ability to think abstractly and understand complex concepts and ideas. This combination of skills is essential for effective management. Options A, C, D, and E do not accurately reflect Katz's identified skills for managers.

Question 7

Technical skills encompass the ability to ________.
A) analyze and diagnose complex situations
B) exchange information and control complex situations
C) apply specialized knowledge or expertise
D) initiate and oversee complex projects
E) communicate effectively with others

Accepted Answer

Technical skills are specialized abilities and knowledge that are necessary to perform specific tasks. Therefore, applying specialized knowledge or expertise is the best choice for defining technical skills. Options A, B, D, and E, while important skills, are not exclusive to technical skills.

Question 8

Which of the following is least likely to be considered a manager?
A) an administrator in charge of fund-raising activities in a non-profit organization
B) a lieutenant leading an infantry platoon
C) a doctor who acts as head of the physiotherapy department at a public hospital
D) the mayor of a large city
E) an IT technician who enables communication between all of a company's employees

Accepted Answer

An IT technician primarily focuses on technical tasks and support rather than managing people or resources, which is a key aspect of a managerial role.

Question 9

Which one of the following would not be considered a human skill of a manager?
A) decision making.
B) communicating
C) resolving conflicts
D) working as part of a team
E) listening to others

Accepted Answer

Decision making is a technical skill, not a human skill. Human skills are people-oriented skills that a manager needs to possess to work effectively with their subordinates and superiors. These skills include communication, conflict resolution, teamwork, and active listening.

Question 10

Which of the following is not a reason why business schools have begun to include classes on organizational behavior?
A) to increase manager effectiveness in organizations
B) to help organizations attract top quality employees
C) to expand organizations' consulting needs
D) to improve retention of quality workers
E) to help increase organizations' profits

Accepted Answer

The inclusion of classes on organizational behavior in business schools is primarily driven by the need to increase manager effectiveness in organizations, help organizations attract top quality employees, improve retention of quality workers, and ultimately increase organizations' profits. Expansion of organizations' consulting needs is not a primary reason for the inclusion of these classes.

Question 11

As a manager, one of Joe's duties is to present awards to outstanding employees within his department. Which Mintzberg managerial role is Joe acting in when he does this?
A) leadership role
B) liaison role
C) monitor role
D) figurehead role
E) spokesperson role

Accepted Answer

Joe is acting as a figurehead when he presents awards to outstanding employees, as he is symbolizing the organization's appreciation for their hard work and dedication.

Question 12

Which of the following is most likely to be a belief held by a successful manager?
A) Technical knowledge is all that is needed for success.
B) It is not essential to have sound interpersonal skills.
C) Technical skills are necessary, but insufficient alone for success.
D) Effectiveness is not impacted by human behavior.
E) Technical skills do not influence efficiency.

Accepted Answer

Successful managers understand that technical skills are necessary, but not sufficient on their own. They recognize the importance of interpersonal skills and how human behavior can impact effectiveness.

Question 13

Which of the following would not be considered an organization?
A) a church
B) a university
C) a military unit
D) all adults in a given community
E) an elementary school

Accepted Answer

While all of the other options are established entities with a specific purpose and structure, "all adults in a given community" is too broad and lacks any formal organization or structure.

Question 14

What are the three primary behavior determinants of organizational behavior?
A) profit structure, organizational complexity, job satisfaction
B) individuals, profit structure, and job satisfaction
C) individuals, groups, and job satisfaction
D) groups, structure, and profit structure
E) individuals, groups, and structure

Accepted Answer

The three primary behavior determinants of organizational behavior are individuals, groups, and structure. These factors affect how individuals within the organization behave and interact with each other, as well as how they work together to achieve the organization's goals. Understanding these determinants is key to managing and leading effectively within an organization.

Question 15

Which of the following is not one of the four primary management functions?
A) controlling
B) planning
C) staffing
D) organizing
E) leading

Accepted Answer

The four primary management functions are planning, organizing, leading, and controlling. Staffing is an important function of management, but it is not one of the primary functions. It is often considered a subset of the organizing function, as it involves identifying, selecting, and developing personnel to carry out the goals and objectives of the organization.

Question 16

Fred Luthans wanted to look at management from a different perspective. He wanted to see what management qualities are needed ________.
A) to produce quality work
B) to attain quality employees
C) to attain high pay
D) to be quickly promoted
E) to show economic returns

Accepted Answer

Fred Luthans focused on understanding what management qualities are needed for managers to be quickly promoted, rather than just producing quality work or other aspects.

Question 17

According to Mintzberg, when a manager searches the organization and its environment for opportunities and initiates projects to bring about change, the manager is acting in which role?
A) negotiator
B) entrepreneur
C) monitor
D) resource allocator
E) reflective analyst

Accepted Answer

According to Mintzberg's managerial roles, the entrepreneur role involves seeking out and initiating opportunities for change in the organization and its environment. Thus, the best choice is B, which identifies the entrepreneur role.

Question 18

On which of the following problems would an OB study be least likely to focus ?
A) an increase in absenteeism at a certain company
B) a fall in productivity in one shift of a manufacturing plant
C) a decrease in sales due to growing foreign competition
D) an increase in theft by employees at a retail store
E) excessive turnover in volunteer workers at a non-profit organization

Accepted Answer

The decrease in sales due to growing foreign competition is an external factor that is not directly related to the behavior or attitudes of employees within the organization, which is the primary focus of OB research. The other options all involve employee behavior or attitudes and would thus be more suitable for OB study.

Question 19

Jill is valued by her colleagues for her ability to perform effective break-even analysis on upcoming ventures. In this case, her colleagues value her for competencies that fall within which essential management skills categories?
A) technical
B) communication
C) human
D) conceptual
E) education

Accepted Answer

Break-even analysis is a technical skill that falls under the essential management skills category of technical skills, which involve the ability to use specialized knowledge or expertise to perform a particular task or function.

Question 20

________ is the study of the impact that individuals, groups, and structure have on behavior within organizations.
A) Conceptual skills
B) Leadership
C) Human skills
D) Decisional roles
E) Organizational behavior

Accepted Answer

Organizational behavior is the study of how individuals, groups, and structure influence behavior within an organization. This field covers topics such as motivation, communication, leadership, decision-making, and group dynamics. By understanding organizational behavior, managers and leaders can create a more positive and productive work environment.

Quiz 1: What Is Organizational Behavior

Which of a manager's primary functions requires the manager to define an organization's goals, establish an overall strategy for achieving these goals and develop a comprehensive hierarchy of plans to integrate and coordinate activities?

According to Luthans' research, successful managers, meaning those that were quickly promoted, spent more of their time on ________ than on any other activity.

Which of the following is not a topic or concern related to OB?

Which of the following is not an interpersonal role of management according to Mintzberg?

Designing an organization's structure, such as who reports to whom, defines the ________ function.

Managers need to have three essential skills in order to reach their goals. What are these skills?

Technical skills encompass the ability to ________.

Which of the following is least likely to be considered a manager?

Which one of the following would not be considered a human skill of a manager?

Which of the following is not a reason why business schools have begun to include classes on organizational behavior?

As a manager, one of Joe's duties is to present awards to outstanding employees within his department. Which Mintzberg managerial role is Joe acting in when he does this?

Which of the following is most likely to be a belief held by a successful manager?

Which of the following would not be considered an organization?

What are the three primary behavior determinants of organizational behavior?

Which of the following is not one of the four primary management functions?

Fred Luthans wanted to look at management from a different perspective. He wanted to see what management qualities are needed ________.

According to Mintzberg, when a manager searches the organization and its environment for opportunities and initiates projects to bring about change, the manager is acting in which role?

On which of the following problems would an OB study be least likely to focus ?

Jill is valued by her colleagues for her ability to perform effective break-even analysis on upcoming ventures. In this case, her colleagues value her for competencies that fall within which essential management skills categories?

________ is the study of the impact that individuals, groups, and structure have on behavior within organizations.