PART I: MULTIPLE CHOICE
CONT.1: MANGEMENT AND MANAGERS
1. Lotte developed a fat-fryer machine that reduced the amount of oil used to fry burgers by 35
percent over its current competitors. This is an example of an attempt to improve the organization's: A. effectiveness. B. efficiency. C. planning. D. organizing.
2. Four managerial functions arrange in order:
A. Organizing, Planning, Controlling, Leading
B. Organizing, Leading, Planning, Controlling
C. Planning, Organizing, Leading, Controlling
D. Planning, Organizing, Controlling, Leading
3. A person who is responsible for supervising the organization's use of its resources is known as: A. managers. B. normalisers. C. precisionist. D. strategists.
4. Which managers are often called supervisors ? A. First-line B. Middle C. Top D. Interim
5. The top managers are responsible for the performance of all the departments in an organization,
this is another way of saying that they have:
A. restructuring responsibilities. B. technical responsibilities. C. global responsibilities.
D. cross-departmental responsibilities.
6. Which of the following includes the ability to understand, lead, and control the behavior of other workers? A. Human skill B. Communication skill C. Conceptual skill D. Technical skill
7. The ability of a accountant related to prepare the organization's balance sheet is an example of a(n): A. critical thinking skill. B. conceptual skill. C. technical skill. D. human skill.
8.……….. involves simplifying, shrinking, or downsizing an organization's operations to lower operating costs. A. Outsourcing B. Restructuring C. Streamlining D. Insourcing
9. The trait of a person that is feelling good about himself and the rest of the world is known as: A. conscientiousness. B. openness to experience. C. positive affectivity. 1 D. extraversion.
10. Trait of a manager to get along well with other workers is known as: A. positive affectivity. B. agreeableness. C. conscientiousness. D. extraversion.
11. Tom is often criticized by his manager as an individual who lacks direction and self-discipline. If
this opinion is true, Tom would score: A. low on conscientiousness.
B. low on openness to experience.
C. low on negative affectivity. D. low on agreeableness.
12. Managers who initiate major changes in their organizations are often high on: A. intraversion. B. overview. C. conscientiousness. D. openness to experience.
13. Organizational culture includes the following factors EXCEPT: A. rites. B. stories. C. language. D. technology.
14. The process by which newcomers to an organization learn the values and norms is: A. extraversion.
B. organizational socialization. C. conscientiousness. D. openness to experience.
15. Determine how individuals enter, advance within, or leave the organization is called rite of…….. A. passage B. integration C. ceremony D. enhancement
16. ……… involves giving employees more authority and responsibility over the way they
perform their work activities. A. Empowerment B. Job remodeling C. Task analysis D. Work liberation
17. The measure of how well (or how productively) an organization uses its resources to achieve a goal is known as: A. effectiveness. B. appropriateness. C. efficiency. D. timeliness.
18. A manager who chooses the wrong goals for the organization and makes poor use of the
organization's resources in pursuing these goals is said to have:
A. low effectiveness/low efficiency.
B. low effectiveness/medium efficiency.
C. medium effectiveness/low efficiency.
D. high effectiveness/high efficiency. 2
19. All of the following are essential managerial functions EXCEPT: A. leading. B. controlling. C. demonstrating. D. planning.
20. The top managers of an organization devote most of their time to _____ than lower level managers do. A. planning and organizing B. leading and controlling C. controlling and staffing D. staffing and organizing
CONT.2: THE ENVIRONMENT OF MANAGEMENT
21. For HP Computer, the educational institutions that train future HP employees are: A. competitors B. distributors C. customers D. suppliers
22. Individuals or organizations that help other organizations to sell their product or service to customers are known as: A. competitors. B. potential competitors. C. distributors. D. customers.
23. In a particular task environment, organizations are not currently selling goods but they could
enter this environment in the future if they wanted to are known as: A. customers. B. potential competitors. C. distributors. D. competitors.
24. Factors that make it costly for an organization to enter an industry as a new competitor are known as: barrier to entry B. government regulation. C. brand loyalty. D. technological forces. A. economies of scale.
25. In general, the………….the barriers to entry into an industry, the……….the number of
competitors in that industry and the _____ the threat of competition within that industry. A. higher; greater; lower B. lower; smaller; lower C. higher; greater; smaller D. lower; greater; higher
26. Unemployment is an example of a (an) ____ force in an organization's environment. A. socio-economic B. economic C. demographic D. political 3
27. The combination of equipment that managers use in the production and distribution of goods is known as: A. brand loyalty. B. inflation. C. competition. D. technology.
28. The collection of values that a society considers important and the norms of behavior that are
approved by the society are known as: A. political-legal forces. B. economics forces. C. the national culture. D. the general environment.
29. The population of the VietNam is shifting from the Ha Noi capital to the Da Nang city. This is an
example of which type of force in the environment? A. Legal B. Sociocultural C. Economic D. Demographic
30. Laws and policies of government are a part of which of the following force? A. Political and legal B. Technological C. Sociocultural D. Economic
31. If a society believes that subordination of individual with group is important to the people in that
society, then the society is said to value: A. collectivism. B. individualism. C. a free-market economy. D. a free-trade doctrine.
32. The degree to which people in a society accept the idea that inequalities in the well being of its
citizens are due to differences in people's intellectual capabilities is known as: A. referent power. B. absolute power. C. free-market power. D. power distance.
33. A society that focuses "living for the present" is said to have: A. high power avoidance. B. low power avoidance. C. long-term orientation. D. short-term orientation.
34. Which of the following is considered to be a stakeholder of an organization EXCEPT? A. Community B. Society C. Customers D. Government
35. The stakeholder group with the most responsibility for deciding the goals of the organization are: A. suppliers. B. customers. C. managers. D. community. 4 36.
Which of the following is a part of the general environment? A. Distributors B. Customers C. Competitors D. Technology 37.
Which of the following is a part of the task environment? A. Demographic forces B. Legal forces C. Competitive forces D. Economic forces 38.
An organization's major customer puts pressure on the organization to reduce prices of its
products. This is an example of the organization's: A. demographic environment. B. task environment. C. political environment. D. legal environment. E. sociocultural environment. 39.
ABC Company has many potential suppliers for a particular input. Which of the following
can best explain ABC's bargaining power with these suppliers in this situation? A. Strong B. Moderate C. Weak D. Equal 40.
An ethical dilemma is a situation in which a person has to decide if he/she should act in a way that:
A. fosters his/her own self-interest to favor another's self-interest.
B. is "right", eventhough doing so may go against their own self-interest.
C. does not go against anyone's self-interest.
D. may help another person and favor their own self-interest. CONT.3: DECISION MAKING
41. Minh Toan Group’s accounting department decides to send out a bill to a new customer. What
type of decision does this represent? A. Programmed B. Nonprogrammed C. Intuitive D. Groupthink
42. Hong Hanh, a manager, orders raw materials when the raw materials inventory reaches a certain
point. This is an example of which type of decision? A. Intuition B. Satisficing 5 C. Nonprogrammed D. Programmed
43. William decides to hire temporary help when the regular secretary goes on vacation. This is an
example of which type of decision? A. Programmed B. Groupthink C. Nonprogrammed D. Intuition
44. Alex, an accountant for a small firm, pays the real estate taxes ten days before they are due. This
represents which type of decision? A. Satisficing B. Programmed C. Intuition D. Nonprogrammed
45. What do managers do to solve programmed decision? A. Create a mission statement
B. Establish rules and guidelines
C. Create cross-functional teams
D. Facilitate a strong organizational culture
46. Which of the following is a programmed decision? A. Invest in a new product B. Expand into a new market
C. Build a new advertising campaign D. Send bills to customers
47. Nonroutine decisions are made in response to unusual, unpredictable opportunities and threats are known as: A. creative decisions. B. programmed decisions. C. heuristic decisions. D. nonprogrammed decisions.
48. NEM Company is trying to decide whether or not to launch nationally a new product that this
organization has never sold previously. This represents which type of decision for the organization? A. Programmed B. Intuition C. Groupthink D. Nonprogrammed
49. In biotechnology, managers know that new drugs have a 20% chance of passing advanced
clinical trials. This is an example of: A. risk. B. uncertainty. C. bounded rationality. D. incomplete information. 6
50. When managers cannot estimate probabilities of future occurrence to possible alternatives to a decision, this is known as: A. certainty. B. risk. C. bounded rationality. D. uncertainty.
51. The last step in the managerial decision-making process is to: A. generate alternatives. B. learn from feedback.
C. recognize the need for a decision.
D. implement the chosen alternative.
52. Which of the following is a reason that group decision-making is superior to individual decision- making EXCEPT? A. Fewer biases and errors
B. More feasible alternatives generated C. Groupthink
D. Correction of each others' errors
53. A technique which managers use to meets face-to-face and generates and debates many
alternatives to make a decision. What is this process called? A. The Delphi technique B. Dialectical inquiry C. Brainstorming D. The nominal group technique
54. Which of the following is a way to group members do not met face to face ? A. Brainstorming B. Dialectical inquiry C. The Delphi technique D. Nominal group technique
55. The process which managers attempt to improve the ability of subordinates to understand and to
manage the organization is known as: A. learning organization. B. production blocking. C. groupthink. D. organizational learning. 16.
A manager's ability to make a decision based on past experience and "a gut feeling" is known as: A. a programmed decision. B. a nonprogrammed decision. C. a heuristical decision. D. an intuitive decision. 17. 7
When the meaning of the information available to a manager is unclear and can be interpreted in
several ways, the information is: A. certain. B. ambiguous. C. bounded. D. irrational. 18.
Sometimes in a brainstorming session group members cannot make sense of all that is going on.
What is this problem referred to as? A. Production blocking B. Groupthink C. Nominal group problem D. Founded rationality 19.
When an issue is controversial and when different managers might be expected to champion different
courses of action, the preferred technique for encouraging creativity is: A. production blocking. B. brainstorming. C. team learning. D. nominal group. 20.
The second step in the managerial decision-making process is to: A. generate alternatives. B. learn from feedback.
C. recognize the need for a decision.
D. implement the chosen alternative. CONT.4: PLANNING
Q1046: The cluster of decisions that managers make to assist the organization to achieve its goals is known as: A. strategy. B. organizing. C. controlling. D. related diversification.
Q1047: A broad statement of the organization's overriding purpose, intended to identify the
organization's products and customer base, as well as to differentiate the organization from its competitors is known as: A. a functional-level plan. B. a mission statement. C. diversification.
D. a focused low-cost strategy. 8
Q1048: Another name for the divisional level of the organization is the: A. functional level. B. departmental level. C. corporate level. D. business level.
Q1049: General Electric Company sets a goal that every product line of the company should be
either first or second in its industry in market share. What type of goal does this represent? A. Corporate-level B. Divisional-level C. Functional-level D. Business-level
Q1050: Which type of strategy states the methods that a division within an organization will use to
compete against its rivals in the industry? A. Functional-level strategy B. Corporate-level strategy C. Business-level strategy D. Top-level strategy
Q1051: A written set of instructions which describes the series of actions that a manager should take
in a specific situation is known as: A. a policy.
B. a standard operating procedure. C. a rule D. a rolling plan.
Q1052: A group of managers at Vin Group analyzes both the internal strengths and weaknesses of
their organization as well as the opportunities and threats of the external environment. What type of analysis is this? A. Mission analysis B. SWOT analysis C. Functional analysis D. Diversification
Q1053: While conducting the analysis, the fact that the company's product lines are strong can be
categorized under which of the following? A. Weakness B. Strength C. Threat D. Alternative 9
Q1054: While conducting a SWOT analysis, "poor marketing plan" would be categorized under which of the following? A. Strength B. Weakness C. Opportunity D. Threat
Q1055: Vietjet Air attempts to gain a competitive advantage by driving down its production costs per
unit below those of its competitors. Which of the following strategy is Acme Explosives pursuing?
A. Focused differentiation strategy B. Low-cost strategy
C. Related diversification strategy
D. Unrelated diversification strategy
Q1056: An organization attempts to succeed by distinguishing its products from those of the
competition. What type of strategy is this? A. Differentiation strategy B. Low-cost strategy
C. Related diversification strategy
D. International expansion strategy
Q1057: Audi produces cars exclusively for high-income customers. Which of the following strategy is Audi pursuing? A. Focused differentiation B. Focused low - cost C. Diversification D. Differentiation 10
Q1058: The Be Knife Company aims at a market of hunters, and they try to keep prices lower than
competition. Which of the following strategy is Beswick pursuing? A. Low-cost B. Differentiation C. Focused low-cost D. Focused differentiation
Q1059: PepsiCo purchased KFC so that it could replace Coke products with Pepsi products in KFC
restaurants. This was an example of: A. horizontal integration. B. vertical integration. C. a low-cost strategy. D. a global strategy.
Q1060: When PepsiCo purchased Frito-Lay and expanded its operations into the snack-food
business, which of the following strategy did is pursue? A. International expansion B. Market penetration C. Diversification D. Market development CONT.5: ORGANIZING
Q1061: The process by which managers establish the structure of working relationship among
workers of the organization is known as: A. strategy. B. leading. C. organizing. D. controlling.
Q1062: The process by which managers decide how to divide into specific jobs the tasks that have to
be performed to provide customers with goods and services is known as: A. job design. B. job enlargement. C. task significance. D. organizing 11
Q1063: KFC divides the tasks of "chefs" and "food servers" into two jobs in its restaurants. This is an example of:
A. continuous-process technology. B. job design. C. divisional structure. D. product structure.
Q1064: A manager increases the number of tasks that a subordinate has to do in order to make the
job more interesting for the subordinate. Which of the following best describes this process? A. Job simplification B. Job enlargement C. Job enrichment D. Feedback
Q1065: A manager redesigns the job of a subordinate so that the subordinate has more responsibility
over his or her job. Which of the following best describes this process? A. Job enlargement B. Job simplification C. Job enrichment D. Job design
Q1066: Which of the following is an organizational structure composing of all the departments that
an organization requires to produce its goods or services? A. Continuous-process B. Divisional C. Matrix D. Functional
Q1067: In ABC Company, each product line is managed within a division. In each of these divisions,
the division manager is responsible for creating the business-level strategy for the product line. What
type of structure is the organization using? A. Geographic structure B. Market structure C. Product structure D. Matrix structure
Q1068: Coca Cola organizes its managers according to the different regions of the world in which
the managers work. This is an example of which type of organizational structure? A. Customer structure B. Product structure C. Matrix structure D. Geographic structure 12
Q1069: In the design of an organization, another name for "customer structure" is: A. product structure. B. geographic structure. C. market structure. D. functional structure.
Q1070: In designing an organization, if managers are grouped both by function and by product at the
same time, what type of organizational structure is being used? A. Market structure B. Geographic structure C. Product structure D. Matrix structure
Q1071: The number of subordinates who report directly to a manager is known as what aspect of that manager's responsibility? A. Unity of command B. Hierarchy of authority C. Mechanicism D. Span of control
Q1072: General Motor Co. brings together senior managers from marketing, R&D, manufacturing,
accounting, and finance to work together on a project team to design a new type of sport utility
vehicle. This is an example of: A. a cross-functional team. B. a mass-production team. C. a continuous-process team. D. a standing committee.
Q1073: Dong Tien Bakery combined the jobs of "chef" and "food server" into a single job
description. This is an example of:
A. continuous-process technology. B. a divisional structure. C. a product structure. D. job design.
Q1074: The extent to which a job gives the worker direct and clear information about how well the
worker is performing the job is known as: A. task identity. B. feedback. C. job enlargement. D. task significance.
Q1075: The manager of the finacial department of a company is a(n) _____ manager. A. line B. product C. staff D. task force 13 CONT.6: LEADING
Q1076: The process by which one person exerts influence over others and inspires, motivates, and
directs their activities is known as: A. empowerment. B. time management. C. leadership. D. organizing.
Q1077: The person who inspires, motivates, and directs the activities of others so that they work
toward organizational goals is known as a(n): A. follower. B. top manager. C. manager. D. leader.
Q1078: The authority that a manager has because of his position in the organizational hierarchy is known as: A. expert power. B. legitimate power. C. reward power. D. referent power.
Q1079: The ability of a manager to give outcomes to or withhold outcomes from subordinates is known as: A. coercive power. B. reward power. C. expert power. D. referent power.
Q1080: Which of the following is related to the punishment of subordinates? A. Expert power B. Legitimate power C. Referent power D. Coercive power
Q1081: Which type of power is based on the specialized knowledge and skills of the leader? A. Legitimate power B. Reward power C. Expert power D. Coercive power
Q1082: Bill Gates, the chairman of Microsoft, has a great deal of experience in software
programming design. He advises an R&D manager about how to design a new type of software for
personal computers. In this situation, which of the following best describes Bill Gates power? A. Referent power B. Legitimate power C. Empowerment power D. Expert power
Q1083: The power of a leader that comes from the respect and loyalty of subordinates is known as: A. reward power. 14 B. legitimate power. C. expert power. D. referent power.
Q1084: The process of giving all employees the authority to make decisions and be responsible for their outcomes is known as: A. controlling. B. leadership. C. empowerment. D. referent power.
Q1085: According to Maslow's Hierarchy of Needs Theory, which of the following is the highest level of needs of workers? A. Physiological B. Safety C. Self-actualization D. Esteem
Q1086: Which of the following motivators is the most basic need in Maslow's hierarchy? A. Belongingness B. Physiological C. Esteem D. Self-actualization 15
Q1087: An employer can attempt to meet employees' safety needs by providing: A. adequate pay. B. company social events. C. advancement. D. medical benefits.
Q1088: In Herzberg's Motivation-Hygiene theory, needs that are related to the nature of the work
itself and the degree of challenge contained in the work are known as: A. motivator needs. B. valence. C. instrumentality needs. D. hygiene needs.
Q1089: Which of the following theory focuses on the perceptions of workers of the fairness of their
work outcomes relative to their work inputs? A. Equity theory B. Valence theory C. Instrumentality theory D. The two-factor theory
Q1090: Tom, an employee of XYZ Company, perceives that her outcome/input ratio is less than that
of her coworker Jim. This is known as: A. overpayment inequity. B. underpayment inequity. C. the valence effect. D. positive reinforcement. CONT.7: CONTROLLING
Q1091: Which of the following is the process by which managers monitor and regulate how
efficiently and effectively an organization and its members are performing the activities necessary to achieve organizational goals? A. Planning B. Organizing C. Coordinating D. Controlling
Q1092: Which type of control do managers typically use in the input stage of the process of
transforming raw materials into finished goods? A. Feedforward control B. Concurrent control C. Feedback control
D. Organizational culture control
Q1093: Which type of control do managers typically use at the conversion stage of transforming raw
materials into finished goods? A. Feedforward control B. Bureaucratic control C. Concurrent control D. Feedback control 16
Q1094: What type of control do managers typically use at the output stage? A. Concurrent control B. Bureaucratic control C. Feedforward control D. Feedback control
Q1095: At which step of the control process does a manager establish the standards of performance? A. Step 1 B. Step 2 C. Step 3 D. Step 4
Q1096: At which step of the control process do managers evaluate whether the actual performance of
the organization differs significantly from the standards of performance being used to assess the
performance of the organization? A. Measure actual performance
B. Compare actual performance to the standards
C. Establish the standards of performance D. Initiate corrective action
Q1097: The first step in the control process is to: A. initiate corrective action. B. measure actual performance.
C. establish the standards of performance.
D. compare actual performance to the standards.
Q1098: Which of the following are formal target-setting, monitoring, evaluation, and feedback
systems that provide managers with information about whether the organization's strategy and
structure are working efficiently and effectively? A. Organizational structure B. Embedded systems C. Control systems D. Feedback systems
Q1099: Manulife Insurance sets up a management information system (MIS) that gives its regional
managers information about changes in the task environment that may affect the organization at
some future time. This is an example of: A. feedforward control. B. concurrent control. C. feedback control. D. bureaucratic control.
Q1100: Which of the following is most likely to be used in a textile factory to solve problems like
defective inputs, broken machine parts, or a worker's lack of skills to produce a specific type of textile? A. Feedforward control B. MBO control C. Feedback control D. Concurrent control 17
Q1101: ABC Company sets up a system to monitor unit sales of its products to measure changes
taking place in customer tastes and the possible resulting impact on future sales. This is an example of: A. feedforward control. B. feedback control. C. MBO control. D. bureaucratic control.
Q1102: The manager of a fast-food restaurant such as Lotteria's keeps track of the number of
customers served at different periods of the day in an attempt to plan a schedule for workers that
matches the demand for the restaurant's products. This is an example of: A. output control. B. bureaucratic control. C. input control. D. MBO control.
Q1103: The set of values, norms, and expectations of behavior that controls the ways in which
workers interact with one another within the organization is known as: A. a bureaucratic culture. B. an organizational culture.
C. an feedforward control culture. D. a feedback control culture. 18 PART II: SHORT ANSWER
CONT.1: MANGEMENT AND MANAGERS
Q2001. Fill in the blanks with the most suitable words:
Management is the …………, ……………., ………….., and …………… of human and other
resources to achieve organizational goals effectively and efficiently.
A2001: Planning, Organizing, Leading, Controlling Learning objective: 01
Q2002. Fill in the blanks with the most suitable words:
Organizational performance: a measure of how ………. and …….…. managers use organizational
resources to satisfy customers and achieve goals.
A2002: efficiently, effectively Learning objective: 01
Q2003. List three kinds of managerial skills.
A2003: Conceptual, Human and Technical skill. Learning objective: 01
Q2004. List some recent changes in management practices.
A2004: Restructuring, Outsourcing, Empowerment, Self- managed team. Learning objective: 01
CONT.2: THE ENVIRONMENT OF MANAGEMENT
Q2005. List the four forces of task environment.
A2005: Supplier, Distributor, Customer, Competitor Learning objective: 02
Q2006. Fill in the blanks with the most suitable words:
Three main sources of barriers to entry are …………..,……………,…………..
A2006: Economies of scale, Brand loyalty, Gorvernment regulation. Learning objective: 02
Q2007. Identify the five forces of general environment.
A2007: economic, technological, social-cultural, demographic, political - legal forces. Learning objective: 02
Q2008. Fill in the blanks with the most suitable words:
Factors that make it difficult and costly for the organization to enter a particular task environment or
industry are called …………………. A2008: barriers to entry Learning objective: 02 CONT.3: DECISION MAKING
Q2009. Compare and contrast programmed and nonprogrammed decision-making
A2009: Programmed decision making is routine, automatic. Nonprogrammed decision-making is non-routine. 19 Learning objective: 02
Q2010. Fill in the blanks with the most suitable words:
Decision Making is the process by which managers respond to ……….. and ………. by analyzing
options, and making determinations about specific organizational goals and courses of action.
A2010: opportunities and threats Learning objective: 02
Q2011. Fill in the blanks with the most suitable word:
………… is the way of making decision that takes time and effort to make and results from careful
information gathering, generation of alternatives, and evaluation of alternatives A2011: Reasoned judgment Learning objective: 02
Q2012. List the three techniques to building group creativity in group decision making.
A2012: Brainstorming, Nominal Group Technique, Delphi Technique Learning objective: 02 CONT.4: PLANNING Q2013: What is planning?
A2013: Identifying and selecting appropriate goals and courses of action for an organization. Learning objective: 03
Q2014: What does SWOT stand for?
A2014: Strengths, Weaknesses, Opportunties, Threats. Learning objective: 03
Q2015: List three levels of planning in organization.
A2015: Corporate-level, Business-level, Functional-level. Learning objective: 03
Q2016: List three distinct steps in planning process.
A2016: Determining the mission and goals of the organization; formulating strategy; implementing strategy. Learning objective: 03 CONT.5: ORGANIZING
Q2017: Fill in the blanks with the most suitable word:
The process by which managers establish the structure of working relationships among employees to
achieve goals is called ……………… A2017: Organizing Learning objective: 03
Q2018: What are three methods of job design?
A2018: Job simplification, Job enlargement, Job enrichment. Learning objective: 03
Q2019: What are three kinds of organizational structure model?
A2019: Functional Structure, Divisional Structure, Matrix Structure. Learning objective: 03 20