O&SM 4th set of questions
Organizational Management Quiz
Test your knowledge of organizational management concepts with our comprehensive quiz. This 25-question assessment covers a wide range of topics, including organizational structure, job design, strategic planning, and social responsibility. Perfect for students and professionals alike, this quiz offers an opportunity to refine your understanding of management principles.
- Assess your understanding of key management theories
- Gain insights into best practices in organizational behavior
- Simplify complex concepts with engaging questions
Organization structure primarily refers to:
(a) How resources are allocated
(b) How activities are coordinated and controlled
(c ) The location of departments and office space
(d) The policy statements developed by the firm
The job design would be LEAST formal in a:
(a) Professional bureaucracy
(b) Matrix structure
(c ) Divisionalized structure
(d) Machine bureaucracy
The purpose of job enrichment is to
(a) Expand the of tasks an individual can do
(b) Increase job efficiency
(c ) Increase job effectiveness
(d) Increase job satisfaction of middle management
Strategic planning as a broad concept consists of
(a) Corporate strategy and business strategy
(b) Strategy formulation and strategy implementation
(c ) Inputs and outputs
(d) Environmental analysis and internal analysis
According to Herzberg, which of the following is a ‘hygiene’ factor?
(a) Work itself
(b) Responsibility
(c ) Recognition
(d) Salary
The concept of power refers to
(a) defined authority and responsibility
(b) a relative hierarchical position in an organization
(c ) the ability to influence the behaviour of others
(d) the specialized knowledge possessed by an individual
While guiding organization members in appropriate directions, a manager exhibits
(a) consideration behaviour
(b) authoritarian behaviour
-(c ) Theory Y behaviour
(d) leadership behaviour
Functional Managers are responsible
(a) for a single area of activity
(b) to the upper level of management and staff
(c ) for complex organizational sub-units
(d) for obtaining copyrights and patents for newly developed processes and equipment
One method of bringing a group to agreement is called
(a) proportional values
(b) consensus
(c ) accordance
(d) conformance
The problem-solving process begins with
(a) clarification of the situation
(b) establishment of alternatives
(c ) identification of the difficulty
(d) isolation of the cause
Treating employees as people or an economic resource is
(a) a choice all managers have to make
(b) mutually exclusive
(c ) a question of balance affected by the context of each organization
(d) a matter of luck
Portfolio working is working which is
(a) Not attached to a single employer and contract of employment
(b) An individual working at home for a single employer
(c ) A person who demonstrates his/her work in a portfolio
(d) A person who choses more than one career
Why has the power of managers to act unilaterally in work organizations in the EU been reduced? Is it due to:
(a) More powerful trade unions
(b) Management training
(c ) Benevolent managers
(d) European legislation
What did the Hawthorne experiments discover?
(a) That people need to belong to a ‘social group’
(b) That people need heat and good lighting to work well
(c ) Money is a motivator
(d) It makes no difference how you treat people at work in relation to their behaviour
A philosophy of management
(a) Doesn’t exist
(b) Is the assumptions managers make about people
(c ) Is more than a single ingredient
(d) Is a style of management
The classical view of social responsibility holds that management’s only social responsibility is to
(a) maximize adherence to the laws for stockholders
(b) maximize organisational profits for stockholders
(c ) maximize organisational profits for stakeholders
(d) minimize adherence to the laws for stockholders
Milton Friedman, a leading proponent of the classical view argues that anytime managers decide on their own to spend their organization’s resources for the ‘social good’ they are:
(a) contributing social benefits in the name of goodwill
(b) following governmental regulations
(c ) helping make society a better place for everyone to live
(d) adding to the cost of doing business
The socioeconomic view is that management’s social responsibility goes beyond making profits to include:
(a) placing members of society on welfare
(b) protecting and improving society’s welfare
(c ) minimizing the welfare of society in exchange for profits
(d) Protecting and improving the organization’s profits
The belief that businesses should be responsible because such actions are right for their own sake is known as which argument for social responsibility?
(a) public expectation
(b) ethical obligation
(c ) public image
(d) discouragement of further government regulation
Which argument for social responsibility puts forth the belief that by becoming socially responsible, businesses can expect to have less government regulation?
(a) stockholder interests
(b) public expectations
(c ) discouragement of further governmental regulation
(d) public image
A business firm’s obligation, beyond that required by law and economics, to pursue long-term goals that are good for society, are defined as:
(a) social obligation
(b) social responsibility
(c ) social screening
(d) values-based management
The recognition of the close link between an organization’s decisions and activities and its impact on the natural environment is referred to as:
(a) corporate social responsibility
(b) social responsiveness
(c ) shared corporate values
(d) the greening of management
Natural resource depletion, global warming, pollution and toxic wastes are examples of:
(a) social problems
(b) global environmental problems
(c ) social responsiveness
(d) competitive strategies
With the ‘stakeholder approach’ of dealing with environmental issues, the organization chooses to respond to:
(a) the demands made by the strongest stakeholders
(b) multiple demands made by social activists
(c ) the demands made by governmental stakeholders
(d) multiple demands made by stakeholders
An organization’s values reflect
(a) what it stands for and what it believes in
(b) management
(c ) the board of directors’ values
(d) their profit goals
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