lOMoARcPSD|47206521 lOMoARcPSD|47206521 QUẢN TRỊ HỌC CHAPTER 1:
1. The function of management concerned with demonstrating by example and by teaching,
directing, and motivating employees to perform effectively to achieve the objectives of
the organization is called...? Leading
2. A manager spent the least amount of time and input resources to produce the same kind
of goods and services in the same industry. He is ……. manager? An efficient
3. A business school administrator who is determining what classes will be offered in
which rooms and who will teach each specific class is involved in which classical
management function? Organizing
4. …………is defined as getting work done through others? Management
5. In what order do managers typically perform the managerial functions? Planning,
organizing, leading and controlling
6. A manager selected the right goal and achieved the goal. He is ………. manager? An effective
7. A company achieved a goal with a lower cost comparing with its intended plan. It is said
that the company has achieved……? High-performance
8. …… is a measure of real output comparing with the intended output? Organizational performance
9. ……………is the accomplishment of tasks that help fulfill organizational objectives. Effectiveness
10. To achieve its goal of increased market share, Krispy Kreme launched a program in Palm
Beach County, Florida, that awards grade-school students a free doughnut for every A on
their report cards. Creating this program was primarily the function of which management
function? Which management function was used to create this program? Planning
11. Quantitative Management is an approach that aims at increasing ……… through the use
of mathematical models and statistical methods? Decision effectiveness
12. earning, perception, motivation, and personality are analyzed ………… in
organization behavior? At individual level
13. Codify the new methods of performing tasks into written rules and standard operating
procedures are one of the principles which developed by ……? Frederick W. Taylor.
14. Raw materials and skilled people are forces of …………. that affect to the
organization’s operation? Organizational environment
15. Redesigning business operations in the production system of goods or services to
increase efficiency. It is concerned with ……? Operations management
16. To create an organizational structure and control system help managers run an organization
efficiently and effectively. This is ………… theory? Administrative management
17. Ways to increase motivation, performance, and retention are developed by.......? Hugo Munsterberg
18. Analyzing and controlling input, conversion and output activities belong to ………? Total Quality Management theory
19. Who believed that workers’ performance was influenced by the total environment in which they worked? Robert Owen
20. Formal authority derives from one’s position inside the organization is one of the
principles of ……. theory? Administrative management lOMoARcPSD|47206521 CHAPTER 2
1. How many levels of management are there? Three
2. Technical skills are job-specific skills. They are necessary for ………? First-line manager
3. Why do managers need to improve their emotional intelligence? So …….. They can
understand themself and others more
4. Moods and emotions may play the most important role in ……… in an
organization. Ethical decision-making
5. To establish organizational goals and manage the organization’s change
are responsibilities of …… Top manager
6. Job satisfaction and organizational commitment are expressed by ………. Attitude
7. The top manager spends a big amount of time ………………... Planning
8. Values are ………… that managers are trying to achieve through work and how
they think they should behave. Beliefs
9. Why is personality important to managers? Because, it …… impacts on approaches of
managing people and resources of an organization
10. What are the three interpersonal roles of manager? Figurehead, leader and liaison CHAPTER 3
1. Money, types of machinery, facilities, and real estate are …………. of an
organization? Physical resources
2. All of the following are forces in the task environment except? Economic factors
3. Value system analysis of an organization is considered as ……? Internal analysis
4. Age, gender, ethnic origin, race, sexual orientation, structure of population belong to ………? Demographic forces
5. Which of the following is an example of an internal environment? Employee competency
6. Which of the following are not part of external environmental factors for
an organization? Poor performance from upper management.
7. Waste management, and disposal, clean air and water, energy-saving technologies are
………… in the external environment? Natural-environmental forces
8. Boundary spanning is an academic term that ……? shows the role of linking the
organization's internal networks with external sources of information
9. Some examples of internal environmental factors in an organization are ……? Culture changes.
10. Examining external factors is to? identify an organization’s opportunities and threats. lOMoARcPSD|47206521 CHAPTER 4
1. What are the levels of management? Corporate, business, department
2. Which of the following statements is true? Planning involves defining the organization’s
goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate work activities
3. The level of rivalry among organizations in an industry is? The more that
companies compete against one another for customers
4. Why do we have to apply scenario planning? Have an opportunity, Decrease costs Decrease risks
5. What is the substitute product for Coca cola? Bottled water
6. “S” in SMART stand for? Specific
7. “Specialty” is the meaning of what following approach strategy? Differentiation
8. Why should managers plan? Planning provides direction to managers and
nonmanagers alike, Planning reduces uncertainty by forcing managers to look ahead,
Planning minimizes waste and redundancy
9. Which of the following statements is wrong? In a low- cost strategy, the true winner
is the company with the actual highest cost in the market place.
10. What is the basic management function? planning, organizing, leading, and controlling. CHAPTER 5
1. In which of the following types of organizational structures are employees referred to
as two-boss employees? Matrix structure
2. A ........refers to an organizational structure composed of all the departments that an
organization requires to produce its goods or services. functional structure
3. .........is the process by which managers create a specific type of organizational structure
and culture. Organizational design
4. Human resource management includes all the activities managers engage in to ..........
and to ensure that they perform at a high level and contribute to the accomplishment of
organizational goals. attract, develop and retain employees
5. The ........... component of human resource management encompasses the steps that
managers take to develop and maintain a good working association with the
workers' unions that represent their employees’ interests. labor relations
6. The process by which managers decide how to divide tasks into specific jobs. It is called ....... job design
7. The idea behind the concept of job enrichment is that: increasing workers’ responsibility
increases their involvement in their jobs.
8. An organizational structure in which each product line or business is handled by a
self-contained division. It is called ..... product structure
9. Which factors are important determinants of the type of organizational structure design?
Environment, strategy, technology, human resources of an organization
10. ..........is the process by which a manager shares performance appraisal information with a
subordinate and develops a plan for the future development of that subordinate. Performance feedback lOMoARcPSD|47206521 CHAPTER 6
1. According to Herzberg's motivator-hygiene theory, ....... needs are related to the
physical and psychological context in which the work is performed? Hygiene
2. According to contingency models of leadership,.......... are leaders whose primary
concern is to develop good relationships with their subordinates and to be liked by them. relationship-oriented leaders
3. According to the behavior model of leadership, leaders engage in ....... when they
show their subordinates that they trust, respect, and care about them? Consideration
4. Which model of leadership focused on identifying the personal characteristics that
cause effective leadership? Trait model
5. By allowing people to continually improve their skills and abilities and engage in
meaningful work is an example of how managers can help people satisfy .......... need at work. Growth
6. Two basic kinds of leader behaviors are ..................... consideration and initiating
7. Cleaning your room because you like tidying up is .................... intrinsically motivated behavior
8. .................. that determine the direction of a person’s behavior in an organization, a
person’s level of effort, and a person’s level of persistence in the face
of obstacles/hindrance Psychological forces
9. Which of the following forms the base of Maslow's hierarchy of needs? Physiological needs
10. ....... who are able to exert influence over other people to help achieve group or organizational goals. Leaders CHAPTER 7
1. Compare the real result with the intended result in controlling to find out
……..deviations of performance
2. Financial Measures of Performance is a type of ………………control feedback
3. Sharing traditions, values, belief to guide employee’s behaviors is called ……..clan control
4. What is manager’s controlling task in management? Monitoring, regulating, and
correcting work performance in an organization.
5. MBO is a kind of control that it is negotiated by levels of management
6. To evaluate work performance of an organization, managers need to
…….establish standards of performance or targets.
7. Controlling not only improves work performance but also ……..attains
competitive advantages of the organization.
8. Managers should take corrective action, if performance standards ……………are
established too high, so expected results can’t be performed.
9. Control by system of rules and standard operating procedures to regulate the behavior of
individuals is a ……………….control bureaucratic
10. Managers control well resources of an organization will help them ……respond
to opportunities and threats from external environment. lOMoARcPSD|47206521 CHAPTER 8
1. Which of the following statements is true?
+Decision making process is a continuous and indispensable component of managing
any organization or business activities.
+Decisions are made to sustain the activities of all business activities and organizational functioning
+Decisions play important roles as they determine both organizational and managerial activities
2. Most decision-making that relates to ............................of an organization is programmed
decision-making. the day-today running
3. What is the key to a good assessment of the alternatives?
To define the opportunity or threat exactly and then specify the criteria that should
influence the selection of alternatives for responding to the problem or opportunity
4. Which of the following statements is wrong?
With nonprogrammed decisions, information is more likely to be complete
5. Programmed decisions are decisions that have been made ...............in the past that
managers have developed rules or guidelines to be applied when certain
situations inevitably occur. Many times
6. What kind of sources of bias that can adversely affect the way managers make
decisions? representativeness, the illusion of control, prior hypotheses
7. How can managers avoid that cognitive bias?
They should undertake a personal decision audit to become aware of their biases
8. Which of the following statements is wrong? Making decisions is something that just managers do
9. Which of the following statements is wrong?
Managers cannot sure the alternative will not threaten the attainment of other organizational goals.
10. Which of the following statements is wrong? Bias that cannot adversely affect the way managers make decisions CHAPTER 9
1. Communication is the sharing of information between two or more individuals or groups
to reach ............. a common understanding.
2. Perception affects .................. in communication. transmission and feedback
3. The communication process consists of two phases. In the ............. , information is shared
between two or more individuals or groups. In the ..........., a common understanding is
ensured. transmission phase/feedback phase
4. Have you ever been assigned a group project for one of your classes and had one group
member who consistently failed to get things done on time? This example is conflict in
organizations that springs from...................... task interdependencies
5. They do not view the conflict competitively as a win-or-lose situation; instead, they view
it cooperatively, as a win-win situation in which both parties can gain. This is the
type of ........................ negotiation. integrative bargaining
6. Which the following statement is wrong? An optimum level of conflict leads to low performance
7. .............. is the discord that arises when the goals, interests, or values of different
individuals or groups are incompatible and those individuals or groups block or
thwart one another’s attempts to achieve their objectives. Organizational conflict lOMoARcPSD|47206521
8. When ................ takes place, one party to the conflict simply gives in to the demands of the other party Accommodation
9. When members of the marketing department in a clothing company disagree about how
they should spend budgeted advertising dollars for a new line of men’s designer jeans,
they are experiencing ...................... intragroup conflict.
10. Which the following statement is wrong?
Effective communication helps organizations identify good workers CHAPTER 10
1. Managers need to take .................................... into account as they create and maintain
high-performing groups and teams.
group size, group tasks, and group roles
2. Groups and teams are key contributors to organizational effectiveness because they can
help an organization ....................... gain a competitive advantage
3. .......................... of small rather than large groups is that members of small groups have
fewer resources available to accomplish their goals. A disadvantage
4. Which the following statement is wrong?
If too much deviance and moderate conformity result in low performance because the
group can't control its members' behavior.
5. ................... are shared guidelines or rules for behavior that most group members follow. Group norm
6. A .......... may be defined as two or more people who interact with each other to
accomplish certain goals. A ............ is a group whose members work intensely with one
another to achieve a specific common goal. group /team
7. Informal groups created by organizational members such as ............. team interest groups
8. ....................... is the tendency of individuals to put forth less effort when they work in
groups than when they work alone. Social loafing
9. ..............are those that managers establish to achieve organizational goals. ............. are
groups that are formed to achieve their own goals. Formal groups/informal groups
10. Which the following statement is wrong?
"adjourning": the real work of the group gets accomplished. CHAPTER STATEMENTS TRUE
1. Which of the following statements is true?
+Some of these biases are related to memory
+Biases can often result in accurate thinking
+Cognitive biases might be related to problems with attention
2. Which of the following statements is true?
+Managers must decide whether the alternatives are economically feasible
+Managers must ensure that a possible course of action is ethical and will
not unnecessarily harm any stakeholder group
+Managers must ensure that a possible course of action will not violate any domestic
or international laws or government regulations.
3. Which of the following statements is true?
+Managers at all levels and in all areas of organizations make decisions +Top-level
managers make decisions about their organization’s goals, where to locate
manufacturing facilities, or what new markets to move into
+Middle and lower-level managers make decisions about production schedules,
product quality problems, pay raises, and employee discipline lOMoARcPSD|47206521
4. Which of the following statements is true?
+Managers are not certain that a course of action will lead to a desired outcome
+Nonprogrammed decision making occurs when there are no ready-made decision
rules that managers can apply to a situation.
+Nonprogrammed decisions present the greater challenge
5. Which the following statement is true?
+An optimum level of conflict leads to high performance
+Too little conflict causes performance to suffer
+Too much conflict causes performance to suffer
6. Which the following statement is true?
+Effective communication helps organizations increase responsiveness to customers.
+Effective communication helps organizations increase efficiency and foster
innovation. +Effective communication helps organizations improve the quality of their products or services.
7. Which the following statement is true?
+"forming": members try to get to know one another and reach a common
understanding of what the group is trying to accomplish and how group members should
behave +"norming": close ties between group members develop, and feelings of
friendship and camaraderie emerge.
+"storming": group members experience conflict and disagreements because
some members do not wish to submit to the demands of other group members.
8. Which of the following statements is true?
+Managers are not certain that a course of action will lead to a desired outcome
+Nonprogrammed decision making occurs when there are no ready-made decision
rules that managers can apply to a situation.
+Nonprogrammed decisions present the greater challenge
9. Which of the following statements is true?
+Both the differentiation strategy and the low-cost strategy are aimed at serving many
or most segments of a particular market
+An organization becomes stuck in the middle when its costs are too high to compete
with the low-cost leader or when its products and services aren’t differentiated enough
to compete with the differentiator
+A company that competes by offering unique products that are widely valued
by customers is following a differentiation strategy
+Nonprogrammed decisions present the greater challenge
10. Which the following statement is wrong?
+If too much deviance and a lack of conformity result in low performance because
the group can't control its members' behavior.
+If too much conformity and a lack of deviance result in low performance because
the group fails to change dysfunctional norms.
+If moderate conformity and deviance result in high performance because the
group balances conformity and deviance. lOMoARcPSD|47206521