# Question (shortened) Answer Explanation

1 Motivating subordinates belongs to A Motivation is part of the leading function.

Research shows management quality strongly affects

2 Management quality has little business impact False
outcomes.

3 CEO understanding industry and future C This requires conceptual skills.

Fayol: planning, organizing, commanding,

4 Fayol’s five management functions C
coordinating, controlling.

5 Improve time management efficiency D Prioritize tasks using A–B–C classification.

6 Efficiency = doing things right True Efficiency focuses on minimizing waste.

7 Achieving departmental goals C Goal achievement = effectiveness.

8 Shift manager priority skill C Lower-level managers rely more on technical skills.

9 Scheduling orders and assigning workers C Allocating resources = organizing.

10 Promotion to department manager means B Higher levels reduce reliance on technical skills.

11 Disturbance handler is interpersonal role False It is a decisional role.

12 Disruptive innovations A They can make existing products obsolete.

Environmental complexity increases manager

13 True More uncertainty increases managerial value.
importance

14 Production supervisor managing 10 workers A Supervisors are first-line managers.

15 Organization-wide decisions and goals B This is the responsibility of top managers.

16 Plant manager and regional manager D Both are generally middle managers.

17 Ensuring work is done efficiently/effectively A This defines managing.

18 Wasting resources A Resource waste = inefficiency.

19 Middle managers set organization-wide plans False That belongs to top managers.

20 Dealing effectively with politics helps D It helps build powerful allies.

# Question (shortened) Answer Explanation

Great manager inspires professionally and Effective managers influence both work performance
1 True
personally and personal growth.

Completing activities efficiently/effectively

2 B This is the definition of management.
through others

3 Reward of being a manager A Recognition is a common reward; others are challenges.

4 Coordinates others to achieve goals A That describes a manager.

5 Directing and motivating belong to organizing False They belong to the leading function.
# Question (shortened) Answer Explanation

6 Checking output and rejected units D Measuring and correcting performance = controlling.

Modern framework: planning, organizing, leading,

7 Basic management functions D
controlling.

8 Conceptual skills involve B Conceptual skills = abstract and complex thinking.

Technology challenges are broader than employee

9 Main technology challenge is robot comfort False
comfort around robots.

10 Ceremonial and symbolic roles A These are interpersonal roles.

11 Managers coordinate and oversee others True This is a core definition of management.

They supervise employees directly involved in

12 First-line managers B
production/service.

13 New challenges managers face C Political uncertainty is one major modern challenge.

14 High quality but slower than others B Effective (good results) but inefficient (uses more time).

Technical skills become less important higher

15 True Higher-level managers rely more on conceptual skills.
up

16 Technology makes connection easier but… D Constant distraction reduces focus.

17 Collecting and sharing information A These are informational roles.

18 Monitoring, comparing, correcting D This is controlling.

19 Work well with other people D These are interpersonal skills.

20 Manager’s job focuses on D Managers help others accomplish goals.

# Question (shortened) Answer Explanation

Managers help employees find meaning and fulfillment

1 One challenge of management A
while achieving goals.

Innovation matters in all industries, including retail and

2 Non-tech firms need not innovate False
services.

3 Meet HR to discuss employee complaint C Negotiating between parties is part of the negotiator role.

4 Communicate, motivate, lead people A These are interpersonal skills.

5 People who direct activities of others D Managers coordinate and direct organizational work.

6 Understanding machine instructions A This is a technical skill.

7 Searching for new production technologies A Gathering information = Mintzberg’s monitor role.

8 Walton giving speeches and cheers C Inspiring employees reflects interpersonal skills.

9 Manager's job is personal achievement False Management focuses on achieving goals through others.
# Question (shortened) Answer Explanation

10 Sharing information from meeting C Passing information internally = disseminator role.

Figurehead, leader, liaison are

11 False They are interpersonal roles.
informational roles

12 Painted quickly but wrong wall A Efficient (fast) but ineffective (wrong objective).

13 EVP, COO, CEO are C These are top managers.

14 Managing employees producing product A Managing people mainly requires interpersonal skills.

15 Regional/project/division managers D These are typically middle managers.

16 Encouraging employees to meet schedule A Motivating people is part of leading.

17 Resolving employee conflict A Conflict resolution belongs to leading.

Managers play important role in Managers guide organizations through changing

18 True
challenges environments.

19 Katz: technical, interpersonal, conceptual True These are Katz’s three core managerial skills.

20 Social media in workplace should be B Social media should foster cooperation and collaboration.

# Question summary Answer

New customers and new products often involve what kind of D. Unstructured problems and
1
problems and decisions? nonprogrammed decisions

Escalation of commitment means increasing commitment to a

2 True
previous decision despite evidence it was wrong.

Lila sees every event as evidence supporting her belief about

3 B. Confirmation bias
climate change.

Bryan ranks quality, price, and lead time by importance. What

4 B. Allocate weights to the criteria
is he doing?

“Smoking and alcohol are strictly prohibited inside work

5 A. Rule
premises” is an example of what?

6 Julie accepts NYU after not getting Columbia. A. Satisficing

C. A difference between current conditions

7 What is a problem?
and some desired state

Abby drives and carries an umbrella after hearing the weather

8 A. Implemented a decision
report.

Implementing an alternative means choosing the best

9 False
alternative.

10 Farrell “listens to his gut” when selecting candidates. A. Using his intuition

11 Sunk costs error means forgetting that current choices cannot True
# Question summary Answer

correct the past.

Fixating on initial information and failing to adjust later is

12 C. Anchoring effect
what?

13 A decision maker using “maximin” has what orientation? B. Pessimist

Sophie rejects a qualified candidate because of her first

14 C. Anchoring effect
impression of his attire.

15 Walmart failed in Germany because it misunderstood what? D. Cultural differences

Using people outside the organization’s traditional decision

16 D. Crowdsourcing
makers is called what?

Risk means the decision maker can estimate the likelihood of

17 True
outcomes.

When problems are unstructured, managers use what decision C. Unstructured; nonprogrammed decision
18
making? making

“Employees must be at work stations by the buzzer” is an

19 D. Rule
example of what?

20 Bus ridership has fallen for three weeks in a row. A. A symptom

# Question summary Answer

Mark credits success to himself but blames failure on external

1 B. Self-serving bias
factors.

Juan expects problems with Jet Value Air because of two bad
2 A. Availability bias
past experiences.

3 In which decision is crowdsourcing especially useful? C. Product development

What type of problems are straightforward, familiar, and easily

4 D. Structured problems
defined?

Evelyn limits her vendor search because she lacks

5 C. Bounded rationality
time/resources to process all options.

After allocating weights to criteria, the decision maker lists

6 True
viable alternatives.

A. A series of sequential steps a manager uses

7 What is a procedure?
to respond to a structured problem

Mildred notices only rare evidence supporting her bad yarn

8 D. Confirmation bias
decision.

9 Decision-makers should ignore emotions in business decisions. False

Rational decisions limited by information-processing ability

10 C. Bounded rationality
follow what concept?

11 What identifies what is relevant or important to solving a C. Decision criteria

# Question summary Answer

problem?

HR gives Henry instructions to follow when hiring a

12 D. Procedure
replacement.

Why should Joe’s team evaluate the results of their

13 D. Results may vary from expectations
implemented idea?

14 After identifying decision criteria, what is the next step? A. Allocating weights to the criteria

15 Sales declined; what should the CEO do first? A. Determine why sales are off

16 A repetitive decision handled by a routine approach is what? D. Programmed

B. Risk, incomplete information, and time

17 Managerial decisions today typically involve what?
pressure

C. A guideline for decision making by setting

18 What is a policy?
general parameters

A policy is an explicit statement saying what can or cannot be

19 False
done.

Anchoring effect means fixating on initial information and

20 True
failing to adjust enough later.

# Question summary Answer

1 What automates analytical model building in data analysis? A. Machine learning

2 What do lower-level managers typically confront? D. Programmed decisions

A programmed decision is repetitive and handled by a routine

3 True
approach.

Carla compares suppliers’ prices, quality, and delivery times.

4 D. Analyze alternatives
What step is this?

5 Structured problems align with which type of decisions? A. Programmed

Harriet uses an operator’s manual troubleshooting guide. What

6 C. Programmed decision
decision type is this?

7 After identifying alternatives, the next step is selecting one. False

8 Target market size, production costs, and net profits are what? C. Decision criteria

Choosing the first copier that meets minimum requirements is

9 A. Satisficing
called what?

10 Logical and consistent choices to maximize value use what? C. Rational decision making

How should Carla compare suppliers with trade-offs among B. Multiply ratings by criterion weights, then
11
quality, lead time, and price? sum the scores

12 What is the final step in the decision-making process? D. Evaluate the outcome of the decision

13 Managers use decision-making in every function, from True

# Question summary Answer

planning to controlling.

Believing bad events are not coincidences and must be

14 C. Randomness bias
deserved shows what bias?

15 Continuing to invest in a poor hiring decision shows what? B. Escalation of commitment

16 Nonprogrammed decisions are what? A. Unique and nonrecurring

17 “Red sky at night…” is an example of what decision shortcut? A. Heuristic

No reasonable probability estimates can be made under what

18 A. Uncertainty
condition?

Design thinking integrates emotional elements into business

19 True
decision making.

Rules of thumb used to simplify decision making are called

20 A. Heuristics
what?

# Question summary Answer

What involves the use of mathematics, statistics, and

1 A. Analytics
quantitative modeling methods?

2 In a routine decision situation, which step can be skipped? B. Develop alternatives

Ordering for spring based on last spring’s sales figures is under

3 B. Risk
which condition?

4 Crowdsourcing is effective when trying to find what? C. Creative solution

Knowing the price, delivery time, and quality of three vendors

5 D. Certainty
means the situation involves what?

A. Allowing those impacted by the outcome to

6 What is important when implementing the chosen alternative?
participate in the process

Selecting and highlighting certain aspects while excluding

7 A. Framing bias
others is what bias?

“We already invested $100,000, so we can’t stop” is what

8 A. Sunk costs error
error?

A decision criterion defines what is important or relevant to

9 True
solving a problem.

Managers need to understand cultural differences to make

10 True
effective decisions.

Rational decision making assumes the decision maker is not

11 False
aware of all alternatives and consequences.

12 After identifying a problem, what is the next step? A. Identifying decision criteria

13 Putting a decision into action and getting commitment is which B. Implementing an alternative
# Question summary Answer

step?

14 What is one benefit of crowdsourcing? D. The collective experience of outsiders

15 What is one aspect of intuition? B. Experience-based decisions

Nonprogrammed decision making relies on procedures, rules,

16 False
and policies.

Expecting stocks to rise because a similar political event

17 C. Randomness bias
happened before shows what bias?

Before implementing a decision, what should the decision B. Whether the same conditions still exist and
18
maker check? the decision is still the best one

What typically contains an ambiguous term that leaves

19 B. Policy
interpretation to the decision maker?

Apple launching a personal computer with no precedent was a

20 C. Uncertainty
situation of what?

# Question (shortened) Answer Explanation

Executive pay capped by public opinion → Social attitudes toward inequality constrain
1 D
example of managerial decisions.

Furniture industry collapse → supports Symbolic view emphasizes external forces over
2 C
management view managerial control.

Omnipotent view assumes managers drive

3 Performance metrics determine raises B
performance outcomes.

Rituals reinforce and communicate

4 Build a culture of sustainability B
organizational values.

Incentive-heavy rewards imply belief that

5 CEO receives stock options package C
managers determine success.

Stories preserve organizational meaning and

6 Anchor present in past and explain practices B
values.

7 Beliefs about inequality constrain managers True Societal attitudes shape managerial decisions.

Economic growth reduces available qualified

8 Economy rebounds → likely constraint C
labor.

Coaches are often blamed for results beyond

9 Symbolic view explains coach turnover True
their control.

Ethnic composition changes are demographic

10 Example of demographic change B
trends.

Strong cultures generally reduce employee

11 Strengthening culture may lead to B
turnover.

Management theory contrasts omnipotent and

12 Two views of managerial impact C
symbolic views.
# Question summary Answer

Acceptance of alternative lifestyles reflects social

13 Sociocultural environment factor A
values.

iTunes reducing CD sales → environment

14 A Consumer preference changes are sociocultural.
component

Expecting managers to raise performance reflects

15 Productivity target suggests omnipotent view True
omnipotent thinking.

16 Cultural constraints explicitly written in handbook False Culture is often informal and implicit.

17 Economic environment factor B Disposable income is an economic condition.

18 Disadvantage of strong culture D Strong cultures may resist change and adaptation.

Strong cultures have deeply held and widely

19 Difference between strong and weak culture D
shared values.

Organizational stories transmit culture and

20 Narratives about important events/people D
history.

# Question (shortened) Answer Explanation

Team orientation focuses on organizing work

1 Culture dimension emphasizing collaboration C
around teams and cooperation.

Omnipotent view assumes managers are directly

2 Coach fired for poor results → management view D
responsible for outcomes.

Culture refers to shared values, beliefs, and

3 Average meaning of culture D
practices.

Managers have more influence when stakeholder Clear and stable environments increase managerial
4 True
relations are obvious and secure influence.

Managers believe external factors constrain Symbolic view sees external forces limiting
5 A
outcomes managerial control.

Participation in problem-solving reflects

6 Example of cultural constraint C
organizational culture.

This is the classic description of the omnipotent

7 Omnipotent managers = take-charge executives True
view.

Symbolic managers interpret and give meaning to

8 Manager creates meaning from random events D
situations.

9 Environment: age, race, education, income B These are demographic characteristics.

Single competitor, stable operation = stable and

10 Lowest environmental uncertainty D
simple environment.

Stakeholders include anyone affected by

11 Constituencies affected by organization A
decisions/actions.

12 Symbolic view: managers symbolize A Managers become symbols of organizational

# Question (shortened) Answer Explanation

success or failure.

13 Example of a corporate ritual D Repeating ceremonial actions reinforces culture.

More external elements increase environmental

14 Many competitors and suppliers → high C
complexity.

Environmental uncertainty depends on degree of

15 Two dimensions of environmental uncertainty D
change and complexity.

16 Double-checking work → culture emphasizes B Attention to detail values precision and analysis.

Office differences visibly communicate hierarchy

17 Example of material artifact/symbol A
and values.

Consumer preference shifts are sociocultural

18 Newspaper decline due to smartphone news C
changes.

Expecting managers to improve results reflects

19 Boss wants higher productivity → omnipotent view True
omnipotent thinking.

20 Employees adapt through socialization True Socialization transmits organizational culture.

# Question (shortened) Answer Explanation

Executive pay capped by public opinion → Social attitudes toward inequality constrain managerial
1 D
example of decisions.

Furniture industry collapse → supports Symbolic view emphasizes external forces over
2 C
management view managerial control.

Omnipotent view assumes managers drive performance

3 Performance metrics determine raises B
outcomes.

Rituals reinforce and communicate organizational

4 Build a culture of sustainability B
values.

Incentive-heavy rewards imply belief that managers

5 CEO receives stock options package C
determine success.

6 Anchor present in past and explain practices B Stories preserve organizational meaning and values.

7 Beliefs about inequality constrain managers True Societal attitudes shape managerial decisions.

8 Economy rebounds → likely constraint C Economic growth reduces available qualified labor.

Coaches are often blamed for results beyond their

9 Symbolic view explains coach turnover True
control.

10 Example of demographic change B Ethnic composition changes are demographic trends.

11 Strengthening culture may lead to B Strong cultures generally reduce employee turnover.

Management theory contrasts omnipotent and symbolic

12 Two views of managerial impact C
views.
# Question (shortened) Answer Explanation

Acceptance of alternative lifestyles reflects social

13 Sociocultural environment factor A
values.

iTunes reducing CD sales → environment

14 A Consumer preference changes are sociocultural.
component

Expecting managers to raise performance reflects

15 Productivity target suggests omnipotent view True
omnipotent thinking.

Cultural constraints explicitly written in

16 False Culture is often informal and implicit.
handbook

17 Economic environment factor B Disposable income is an economic condition.

18 Disadvantage of strong culture D Strong cultures may resist change and adaptation.

Strong cultures have deeply held and widely shared

19 Difference between strong and weak culture D
values.

20 Narratives about important events/people D Organizational stories transmit culture and history.

# Question (shortened) Answer Explanation

Environment where managers have Stable + simple environments have fewer external
1 A
greatest influence constraints, so managers affect outcomes more directly.

2 Focus on results rather than methods C Outcome orientation emphasizes results over processes.

3 Demographic environment factor D Geographic location is a demographic characteristic.

Managers influence outcomes but within Real-world management combines managerial influence with
4 True
constraints environmental limits.

Shared culture means all employees Shared culture means similar perceptions, not universal
5 False
agree agreement.

Hiring people whose values fit the organization strengthens

6 Culture perpetuated by D
culture over time.

Many competitors + changing customer base = dynamic and

7 Highest environmental uncertainty B
complex environment.

Google’s employee-centered practices People orientation focuses on employee well-being and

8 A
emphasize effects on employees.

Acceptance of alternative lifestyles reflects changing social

9 Sociocultural environment factor C
values.

Dynamic environment described as Dynamic environments involve frequent change and

10 False
stable/no change uncertainty.

11 Environment with minimal change C Stable environments experience little change.

12 What increases Moreno’s uncertainty A More competitors increase complexity and uncertainty.

13 Concern for effects on employees B People orientation emphasizes employee impact.

# Question (shortened) Answer Explanation

14 Economic environment factor C Disposable income is an economic variable.

Symbolic view: managers directly

15 False That describes the omnipotent view, not symbolic.
responsible

Important constituent for small-town

16 A Regular customers are a key stakeholder.
bakery

Rewards/replacement based on results → Omnipotent view assumes managers strongly determine

17 C
management view outcomes.

18 Birth rate change affects D Birth rate is a demographic factor.

19 Common denominator bonding members C Shared language helps unify organization members.

20 Original source of organizational culture D Culture usually originates from founder vision and values.

# Question (shortened) Answer Explanation

Innovative cultures encourage experimentation and give

1 Action to create an innovative culture A
employees time to generate ideas.

Characteristic of a strong Strong cultures communicate consistent messages about

2 B
organizational culture organizational priorities.

Symbolic view explains high turnover The symbolic view treats managers/coaches as symbols who are
3 True
among sports coaches often blamed for outcomes beyond their control.

High-performing companies focus only Effective managers balance interests across multiple
4 False
on profitable stakeholders stakeholders, not only the most profitable ones.

CEO refuses to blame managers This reflects the symbolic view: managers have limited control
5 D
despite decline over organizational success/failure.

Changes in ethnic composition of the labor pool are

6 Example of demographic change B
demographic trends.

Employees across backgrounds describe the culture in similar

7 Statement showing culture is shared B
ways.

External environment component: age, These population characteristics belong to the demographic
8 B
race, gender, income environment.

Strong cultures ignore company Strong cultures reinforce history, traditions, and organizational
9 False
history and heroes heroes.

Results suggest both views: managers influence outcomes but

10 Lakeeta’s performance review situation A
external conditions also matter.

iTunes reducing CD sales →

11 D Consumer behavior and preferences are sociocultural changes.
environment component

12 Performance-based pay reflects False Performance-based pay aligns more with the omnipotent view
# Question (shortened) Answer Explanation

symbolic view (managers affect outcomes).

Managers operate under internal constraints such as limited

13 Resource shortages limit Carlos’s ideas B
resources.

Dynamic + complex environments create maximum

14 Highest environmental uncertainty C
uncertainty.

Shift from newspapers to smartphone

15 D Changing consumer preferences are sociocultural changes.
news

16 Mortgage interest rates increase D Interest rates are economic conditions.

Manager creates meaning from

17 C This reflects the symbolic role of management.
ambiguity

Process helping employees learn

18 A Socialization introduces employees to organizational culture.
company ways

Employees widely knowing company history indicates strong

19 Sign of a strong culture B
culture.

To understand organizational culture,

20 A Culture is reflected through shared values and practices.
examine

Answer key (quick view):

1A · 2B · 3T · 4F · 5D · 6B · 7B · 8B · 9F · 10A · 11D · 12F · 13B · 14C · 15D · 16D · 17C · 18A · 19B · 20A
Bộ này thêm 20 câu Organization Culture & Environment.

# Short question Answer Key words to recognize

1 Disney CEO lays sod before opening C. Story famous event retold = story

Company must constantly create new B. Freedom for employees to innovation culture = employee
2
products exercise discretion freedom/discretion

Manager holds employees accountable manager responsible for results =

3 True
for sales growth omnipotent view

B. External forces are symbolic = managers have limited

4 Symbolic view of management
responsible for success/failure control

D. Only restaurant, same

5 Lowest environmental uncertainty stable + simple = lowest uncertainty
equipment

Constituencies affected by
6 D. Stakeholders affected groups = stakeholders
organization decisions

Repetitive activities reinforcing

7 C. Corporate rituals repeated activities = rituals
values/goals

D. Competitors move in and

8 Dynamic environment example frequent change = dynamic
out frequently

Employees submit ideas for new ideas/improvement =

9 C. Adaptability
improvements/new products adaptability
# Short question Answer Key words to recognize

Competitors and employees are stakeholders include employees,

10 True
stakeholders competitors, customers, etc.

frequent change = dynamic

11 Environment changes frequently C. Dynamic
environment

Strong cultures influence employees

12 True strong culture = stronger influence
more than weak cultures

Society dislikes CEOs earning over C. Societal attitudes create

13 social attitude limits decisions
40× average wage constraints on managers

Most managers have limited ability to managers constrained by

14 True
influence outcomes internal/external forces

Everything outside organization: broad outside forces = general

15 C. General environment
interest rates, stock fluctuations environment

Two dimensions of environmental A. Degree of change and

16 uncertainty = change + complexity
uncertainty degree of complexity

D. Train service-contact service quality = training frontline

17 Marriott service culture guideline
employees continually employees

internal constraint = organizational

18 Internal constraints on managers A. Culture of the organization
culture

Football managers fired for poor manager blamed for results =

19 A. Omnipotent
results omnipotent view

Shared values, principles, traditions, shared values/traditions =

20 C. Organization culture
ways of doing things organizational culture

Bộ này thêm 20 câu Ethics/Social Responsibility.

# Short question Answer Key words to recognize

Alan Greenspan is main classical view advocate = Milton

1 False
advocate of classical view Friedman

Social responsibility beyond beyond profit + society welfare =

2 C. Socioeconomic
profit, improve society welfare socioeconomic view

Nuclear plant to meet electricity business goal + social/environmental

3 B. Socioeconomic view
needs and reduce pollution welfare

List of most sustainable

4 B. Global 100 sustainable corporations = Global 100
corporations

Example of socially responsible C. Chick-fil-A stops poultry voluntary action beyond law for
5
action raised with antibiotics society/health

Moral choice based on personal consequences / punishment /

6 D. Preconventional
punishment, reward, favors reward

7 Foreign Corrupt Practices Act A. Knowingly corrupt a foreign FCPA = bribery/corruption of foreign
# Short question Answer Key words to recognize

prohibits U.S. firms from… official officials

Basic convictions about right

8 D. Values right/wrong convictions = values
and wrong

Market approach responds to

stakeholders = stakeholder approach;
9 stakeholder environmental False
market = customers
demands

Uses practical, innovative,

improve society + innovative = social
10 sustainable approaches to B. Social entrepreneur
entrepreneur
improve society

ISO standard for quality quality = ISO 9000; environment = ISO

11 B. ISO 9000
management 14000

B. Strong culture can encourage

Organizational culture and
12 either ethical or unethical strong culture can push both directions
ethical behavior
behavior

UN principles for global

13 B. Compact UN Global Compact
business

Firms should care about both

14 True results + methods both matter
ends and means

Formal statement of values and

15 A. Code of ethics formal ethical rules = code of ethics
ethical rules

Principled level values rights

16 True principled = absolute values/rights
despite majority opinion

Intention beyond legal/economic

beyond law + profit = social
17 obligations to do right for C. Social responsibility
responsibility
society

Meet environmental demands of

employees/suppliers/community =
18 employees, suppliers, C. Stakeholder approach
stakeholders
community

Outcome-only evaluation may only outcomes = “do whatever

19 True
pressure unethical behavior necessary”

Employees raising ethical

20 False raise ethical concerns = whistle-blowers
concerns are social activists

Bộ này thêm 20 câu Ethics/Social Responsibility.

# Short question Answer Key words to recognize

Pharmacists refuse abortion-

1 C. Principled personal moral principle / conscience
causing drugs

Meets but does not exceed

2 pollution and anti-discrimination D. Social obligation only meets law = social obligation
laws
# Short question Answer Key words to recognize

Uses organic inputs, purifies

3 C. Activist goes beyond law / preserve environment
water, exceeds EPA rules

Structure, goals, appraisal,

4 True organization design affects ethical choices
rewards influence ethics

Meets environmental demands of employees/suppliers/community =

5 B. Stakeholder
employees, suppliers, community stakeholders

Global Compact: eliminate employment discrimination = labor

6 A. Labor standards
employment discrimination standards

On-site childcare after union

7 D. Being socially responsive responding to employee/union demand
negotiation

Respect and preserve earth and

8 D. Activist approach dark green / highest green approach
natural resources

Higher probability of harm =

9 True probability of harm increases issue intensity
higher issue intensity

Only social responsibility is

10 D. Classical profit maximization = classical view
maximize profits

Basic convictions about right and

11 D. Values are right/wrong beliefs = values
wrong

Greatest impact encouraging A. Model ethical behavior

12 top leaders set ethical tone
ethical behavior beginning with top leaders

Smoke stack: “okay as long as

13 D. Proximity to victims harm is blown away / victims feel distant
wind keeps blowing”

Market approach responds to

stakeholder demands = stakeholder
14 stakeholder environmental False
approach; market = customers
demands

Socioeconomic view: beyond

15 True socioeconomic = profit + society welfare
profit, improve society welfare

Freedom of association and union/collective bargaining = labor

16 C. Labor standards
collective bargaining standards

Executives build house with Habitat for Humanity = employee

17 A. Volunteering efforts
Habitat for Humanity volunteering

Code of ethics minimizes

18 False managers still must model/enforce ethics
managers’ enforcement role

Sarbanes-Oxley protects whistle-

19 True SOX = whistle-blower protection
blowers from retaliation

No direct line of responsibility for no direct responsibility = lack of

20 A. Lack of accountability
social actions accountability

Bộ này là 20 câu Strategic Management.

# Short question Answer Key words to recognize

CEO and top managers decide how to

1 A. Strategy how to compete = strategy
compete successfully

SWOT includes opportunities and SWOT = strengths, weaknesses,

2 True
threats opportunities, threats

Top-level managers are responsible for

3 C. Corporate top-level = corporate strategy
what strategies

Diversification is corporate diversification = growth strategy,

4 False
retrenchment not retrenchment

Cost leader uses e-business to reduce B. Web-based inventory control cost leader = reduce costs /
5
costs systems reduce storage costs inventory cost

Social media connecting B. Can create a competitive social media + connection =

6
customers/employees advantage competitive advantage

Apple is an example of company that A. Distinguishing itself from

7 Apple = differentiation
was… competitors

Turnaround strategy used when turnaround = serious trouble /

8 True
organization is in serious trouble renewal

9 External environment analysis gives… D. Opportunities; threats external = opportunities + threats

Gas stations keep lowering prices after B. Intense rivalry among

10 price war = intense rivalry
competitors competitors

Strategic management not important

11 False nonprofits also need strategy
for nonprofits

Threat for Ascent entering foreign C. Laws do not favor foreign

12 external negative factor = threat
market businesses

Same clients, same product, maintain

13 D. Stability same business / maintain = stability
market share

High market share, shrinking market in high share + low growth = cash
14 A. Cash cow
BCG cow

Expands markets served or products

15 D. Growth expand market/product = growth
offered

C. Maintain the lowest cost cost leadership = lowest cost, not

16 Cost leadership requires firm to…
structure necessarily lowest price

Process development can support cost

17 True better process = lower cost
leadership

Bakery opens second location with same product, new market/location

18 B. Concentration
same menu = concentration growth

19 Competitive force in five forces model D. Threat of new entrants Porter five forces = new entrants

20 Financial, physical, human, intangible C. Resources assets = resources

# Short question Answer Key words to recognize

assets

# Short question Answer Key words to recognize

Manager believes hard work can I control outcome / hard work

1 C. Internal locus of control
overcome bad conditions matters

Student thinks stealing exam is wrong

2 D. Issue intensity seriousness of ethical issue differs
but asking past questions is okay

3 Anti-Bribery Convention A. OECD Anti-Bribery Convention = OECD

legal = light green; activist = dark

4 Legal approach = dark green approach False
green

Social responsibility because “right

5 A. Ethical obligation right thing = ethical obligation
thing to do”

Conventional level = expected conventional = live up to

6 True
standards / others’ expectations expectations

7 Organization does what law requires A. Social obligation; law social obligation = required by law

D. Formal rules and regulations

8 Best suited to promote ethical behavior rules/regulations guide behavior
in place

Considering impact on natural natural environment = green

9 C. Green management
environment management

punishment/legal fear =
10 Preconventional reason not to steal D. Criminally prosecuted
preconventional

donation/community support =
11 Target donates 5% income C. Corporate philanthropy
philanthropy

Social obligation = meet what C. Economic and legal

12 profit + law
responsibilities? responsibilities

Must tell reporting employee reporting protection ≠ disclose

13 False
punishment result punishment

Possession of resources supports social business has resources to help

14 True
responsibility society

Preconventional defines own moral own principles = principled/post-

15 False
principles conventional

16 Main debate about ethics training B. Ethics can be taught can ethics be taught?

17 Emits within EPA legal limit A. Legal approach within regulation = legal approach

18 Sustainability reporting guidelines D. Global Reporting Initiative sustainability reporting = GRI

A. Superiority of prevention prevent early = prevention over

19 Solve social problems before costly
over cures cures

20 Reward/punishment choices signal True rewards shape ethical decisions

# Short question Answer Key words to recognize

ethics

# Short question Answer Key words to recognize

Moral values apart from group/society apart from authority / own moral
1 A. Principled
authority principles

B. Superior ability to manage Global 100 = environmental +

2 Global 100 list requirement
environmental and social factors social management

Little environmental sensitivity, only

3 C. Legal approach obey laws/rules/regulations = legal
obey laws

D. Integrity, teamwork, respect,

4 Common core values in code of ethics core values list
innovation, client focus

D. Violation of my own moral my own moral standards =

5 Principled level: John refuses stealing
standards principled

Highest degree of environmental

6 C. Activist approach highest green sensitivity = activist
sensitivity

Activist approach protects sources of sources of supply = stakeholder,

7 False
supply not activist

Stephen insists on independent

8 D. High ego strength strong conviction / stands by belief
certification

Rules to avoid punishment / immediate punishment / self-interest =

9 A. Preconventional stage
interest preconventional

Classical view: philanthropy aiding classical view = social spending

10 A. Increases costs for consumers
few raises costs

blame outside factors = external

11 “It’s not my fault!” locus of control C. External
locus

Social responsibility only when A. Violation of profit business only economic

12
pursuing economic interests maximization interest/profit

Social goals hurt economic

13 D. Dilution of purpose social goals dilute business purpose
productivity

Classical view: only responsibility is classical view = profit

14 True
maximize profits maximization

Pressure to perform has little impact on pressure/goals strongly affect

15 False
ethics ethical behavior

About 70% large firms have ethics

16 True large firms + ethics training ≈ 70%
training

17 Internal locus = luck/chance False luck/chance = external locus

McDonald’s changed packaging due to responding to social concern =

18 C. Socially responsive
environmental concerns socially responsive
# Short question Answer Key words to recognize

whistle-blower protection / 10-year

19 Legal protection for whistle-blowers D. Sarbanes-Oxley
penalty = SOX

correct term = Global Compact,

20 “Global Contract” by UN False
not Global Contract

Part 1 (Questions 1–25)

# Question (shortened) Answer Explanation

1 Reviews of studies testing Fiedler’s model A Research results were mixed.

Directive leaders clarify expectations and

2 Eddie gives guidance and schedules work B. Directive leader
procedures.

B. Reward and
3 Marsha is admired and rewards employees She uses rewards and personal influence.
referent power

Transactional and transformational leadership

4 False They can complement each other.
are opposing approaches

Virtual environments work against strong Strong communication is often an

5 False
verbal skills advantage.

Task-oriented leaders focus on followers’

6 False They focus primarily on tasks and results.
needs

7 Most dominant component of credibility B. Honesty Trust begins with perceived honesty.

Out-group members tend to have higher

8 LMX: manager selects friends into core group D
turnover.

LPC questionnaire measures task vs

9 True LPC classifies leadership style.
relationship orientation

Supportive leaders care about employee

10 Path-goal: friendly and concerned leader C. Supportive
well-being.

11 Evidence for transformational superiority A Evidence is moderately supportive.

Employee-oriented and production-

12 University of Michigan leadership dimensions B
oriented.

No single trait always separates leaders from

13 True Trait theory alone was insufficient.
nonleaders

B. Relations-oriented
14 Leader who cares about followers Focuses on people and relationships.
behavior

15 In-group members resemble the manager True LMX predicts more similarities.

Anyone can become an effective leader Training helps but does not guarantee
16 False
through training leadership effectiveness.

17 Participative leader behavior B Consults employees before deciding.

18 Why empower nonmanagerial employees D Managers face increasing work demands.

# Question (shortened) Answer Explanation

A. Leader-member
19 Fiedler: confidence and trust dimension Measures subordinate trust and respect.
relations

20 Centralizes authority and limits participation C. Autocratic style Decisions remain with the leader.

Charts and quantitative summaries show

21 Tool best for visualizing relationships A. Statistical reports
relationships.

Unauthorized personal use of company

22 Employee taking office supplies home A. Employee theft
assets.

Productivity is output relative to input,

23 Productivity decreases when prices rise False
not price.

24 Control protects organization and assets True Control helps safeguard resources.

Organization communicates about violent

25 B. Feedback control Uses information after events occur.
incidents

# Question (shortened) Answer Explanation

C. Setting desired Standards must exist before measuring

26 First step in control process
standards performance.

Measured by cost of transforming According to this question bank’s

27 A. Quality
resources into outputs definition.

Deviations beyond acceptable range Significant variances require

28 True
require attention managerial action.

Measuring product quality is

29 Example of controlling function C
controlling.

Focuses on prevention before work

30 Prevent problems before occurrence D. Feedforward control
begins.

Balanced scorecard uses more than Includes multiple performance

31 True
finance perspectives.

32 Screen job candidates to reduce theft True Screening is a preventive measure.

Manager directly supervises by walking C. Management by walking

33 Direct observation and interaction.
around around

Internet activity is commonly

34 Most US firms monitor B. Office Internet use
monitored.

Monitoring occurs while work is

35 Inspecting products during production C. Concurrent control
ongoing.

Supervisor watches employee perform

36 A. Personal observation Direct observation of work execution.
task

Data becomes information after

37 Raw unanalyzed facts D. Data
processing.
# Question (shortened) Answer Explanation

Output per time period is a

38 Example of organizational performance A
performance measure.

39 Social media used by managers to A Monitor authentic customer feedback.

Internal theft is more common than

40 Most organizational theft committed by A. Employees
external.

41 Control system increases empowerment True Good controls support safe delegation.

Time-consuming and biased performance Observation can be subjective and

42 B. Personal observations
source intrusive.

Focuses on reaching organizational

43 Measure of goal achievement B. Effectiveness
goals.

44 Control during work activity B. Concurrent control Happens while work is performed.

45 Control process assumes B Performance standards already exist.

Controls for global disruptions and

46 Japan 2011 disaster highlights need for A
disasters.

Ratio measuring asset use to generate

47 A. Total asset turnover ratio Revenue generated per asset base.
revenue

48 Processed and analyzed data becomes B. Information Information supports decision-making.

B. Immediate corrective
49 Corrects problem immediately Fixes performance quickly.
action

Greater disclosure and financial

50 Sarbanes–Oxley Act called for D
transparency.

Tiếp theo: Part 3 (Questions 51–75).

Part 3 (Questions 51–75)

# Question (shortened) Answer Explanation

51 Corporate governance D System that protects owners’ interests.

52 Most employees never require discipline True Discipline is generally for exceptions.

53 High leverage ratio → recommendation D Pay back debt to reduce leverage.

Patient satisfaction depends on

54 Best use of subjective measure C
perception.

Basic corrective action fixes problems Basic corrective action addresses root
55 False
immediately causes.

56 Value of products per man hour A. Productivity Output generated per labor input.

Senior managers are accountable for

57 SOX requires managers to certify reports True
financial results.

58 Key activity of a control system B. Performance Control begins with measuring

# Question (shortened) Answer Explanation

measurement performance.

Includes multiple dimensions of

59 Benchmarking evaluates beyond finance True
performance.

60 Manager can do nothing when C Variance is small and acceptable.

B. Management information MIS provides ongoing performance

61 Bill only knows profitability at tax time
system information.

Leverage ratio measures current debt

62 False Liquidity ratios do that.
obligations

Helps employees understand corrective

63 Purpose of disciplinary action C
behavior.

64 Replace drill bits before wear-out A. Feedforward control Prevents defects before occurrence.

65 Firms fire employees for C. Misuse of email Misuse creates legal and business risk.

Employee assistance helps prevent

66 Feedforward control against theft B
misconduct.

Effectiveness = appropriate goals + goal

67 True Standard definition of effectiveness.
achievement

68 Increase output/input ratio C. Increase productivity Improves efficiency of resource use.

69 Monitor employee email to reduce B Reduces exposure to harassment claims.

70 Investigate root cause and fix B. Basic corrective action Eliminates source of deviation.

Ratios measuring current debt

71 C. Liquidity ratios Focus on short-term solvency.
obligations

72 Control system reduces empowerment False Controls can support empowerment.

Corporate governance reforms focus on

73 D. Financial reporting Transparency and reporting reforms.
boards and

Acceptable variance → manager does

74 True No action needed if within limits.
nothing

Responsibility for checking goal D. Measuring firm’s Performance measurement evaluates

75
achievement performance results.

# Question (shortened) Answer Explanation

Goal = 31 cars, actual = 33 → management

76 B Deviation is insignificant.
action

77 Labor-hour budget is a C. Feedforward tool Controls resources before work begins.

78 Embezzlement and fraudulent expenses True Both are forms of employee theft.

79 Balance sheet, P&L, cash flow statements D. Written reports Formal written information sources.
# Question (shortened) Answer Explanation

80 Employers monitor email because B Prevent leakage of company secrets.

81 French fries vary in color because B No consistent performance standard.

82 NASA corrects off-course spacecraft D. Feedback control Corrective action after deviation occurs.

83 Cannot raise prices → increase productivity by A Use less expensive inputs.

84 Why controlling is important A Determines whether goals are achieved.

Information source that is filtered and Information may be selective and

85 A. Oral reports
undocumented informal.

86 Favorable variance means no action needed False Managers should still investigate.

Discover flaws and design preventive A. Feedforward

87 Prevent future performance issues.
measures control

88 Feedforward happens during work False That is concurrent control.

89 Search for best practices A. Benchmarking Compare with superior performers.

90 Install surveillance camera after theft C. Concurrent control Monitor while activity occurs.

91 Control in less advanced countries D. Direct supervision Simpler direct oversight methods.

92 Best concurrent control against theft B Publicly announce theft incidents.

93 Employee satisfaction fits all situations False Control criteria depend on context.

94 Final management function links back to A Controlling links back to planning.

95 Direct interaction across work area D. Direct supervision Observe and identify issues directly.

Increase output value (per this question

96 Easiest way to increase productivity C
bank).

Measurement and corrective actions

97 Control differences across countries A
vary.

98 Feedback tactic to reduce theft D Corporate hotlines support reporting.

99 Record sauce inventory before/after shift A Compare actual use with budget.

Xong toàn bộ 99 câu (English version).

# Short question Answer Key words to remember

stated goals = official

Stated goals = what
1 False words; real goals = actual
organization actually pursues
actions

Short/long-term plan years

environment is more
2 increased due to more False
uncertain, not more certain
certainty
# Short question Answer Key words to remember

Top executives mainly do top level → strategic

3 C. strategic
___ planning planning

General economic news has economic news helps

4 False
almost no value environmental scanning

C. Managers at each level define goals and apply

True about traditional goal
5 their own interpretations and biases as they make top-down goals lose clarity
setting
them more specific

Screening information to scanning = detect emerging

6 C. environmental scanning
detect trends trends

Planning gives direction to

7 True planning → direction
managers and non-managers

Legal and ethical business

8 A. Posts on social media public info = ethical source
intelligence source

Official statements of what stated goals = official/public

9 C. stated
organization says goals

Plans classified as either ___ main plan types: strategic &

10 D. strategic; operational
or ___ operational

B. an ongoing plan that provides guidance for standing = repeated

11 Standing plan is ___
activities performed repeatedly activities

Strategic plans are usually strategic = long-term, broad,

12 B. long term, directional, and single use
___ directional

C. A plan developed to install a new computer single-use = one-time

13 Single-use plan example
network project

Goals in MBO are used as MBO = goals motivate +

14 A. motivating tool for employees
___ control

Problem with traditional goal

15 C. clarity is lost as goals move downward top-down → clarity lost
setting

Traditional top-down C. plans are developed that can actually be used

16 useful plans, not paper plans
planning effective when ___ by organizational members

Formal planning and D. Formal planning is associated with positive formal planning → positive
17
performance financial results financial performance

Fine line between

18 legal/ethical and True legal ≠ always ethical
legal/unethical

Uncertain environment → uncertainty → specific +

19 True
plans specific but flexible flexible

Planning in changing C. ready to change directions if conditions changing environment →

20
environment warrant adapt direction

Fast keywords:
Concept Key word

Stated goals official statements

Real goals actual actions

Strategic planning top executives

Operational
lower-level managers
planning

Environmental
screen information, detect trends
scanning

Traditional goal
top-down, clarity lost
setting

MBO joint goals, motivation, feedback

Standing plan repeated situation

Single-use plan one-time project

Strategic plans long-term, directional

Operational plans short-term, specific

Uncertainty specific but flexible

# Short question Answer Key words to remember

Competitive intelligence CI = legal info; espionage =

1 False
= corporate espionage illegal theft

Uncertain environment → uncertainty → specific +

2 True
plans specific but flexible flexible

Planning eliminates
planning reduces uncertainty,
3 uncertainty and insulates False
not eliminate
from change

Manager + subordinate
4 set goals and success C. management by objectives MBO = joint goal setting
standards

Assumption of traditional B. Top managers know what is best

5 traditional = top-down
goal setting because they see the “big picture.”

Long-term plans =
6 D. three years long-term > 3 years
beyond ___

Long-term plans beyond

7 False textbook: beyond 3 years
five years

8 Commitment concept A. extend far enough to meet commitment concept = cover

Concept Key word

commitments made when plans were

says plans should ___ commitment period
developed

Plans clearly defined, no

9 D. Specific specific plans = clear, exact
interpretation

Managers develop both

10 True planning = goals + plans
goals and plans

True about competitive C. Ethical if information is from

11 public sources = legal/ethical
intelligence public sources

True about organization’s A. Plans can differ based on time plans classified by time
12
plans frame frame

Gathering competitor info

13 B. Competitor intelligence anticipate competitors
to anticipate actions

Defining goals, strategies,

14 B. Planning planning definition
and coordinated plans

Short-term plans cover

15 A. one year short-term ≤ 1 year
___ or less

D. This approach makes managerial

True of traditional traditional planning =
16 planning thorough, systematic, and
approach to planning formal, systematic
coordinated

Patent reports provide

patent reports = technology,
17 information on social False
not social trends
changes

Mission says eco-friendly

18 but facilities violate A. stated goals need not be real goals stated goals ≠ real goals
regulations

Ethical competitor info C. Press releases, annual reports,

19 ethical CI = public sources
sources Internet searches

Top goals flow down into traditional goal setting =

20 D. traditional goal setting
subgoals means-end chain

Core keywords for this set:

Concept Keyword

Competitive
legal competitor information
intelligence

Corporate
illegal trade secret theft
espionage

Traditional goal
top-down; means-end chain
setting
Concept Keyword

MBO manager + employee jointly set goals

Specific plans clear, no interpretation

Directional plans flexible guidelines

Short-term one year or less

Long-term beyond three years

Commitment
plan long enough to meet commitments
concept

Stated vs real
words vs actual actions
goals

# Short question Answer Key words to remember

Environmental scanning A. screening vast amounts of environmental scanning =

1
refers to organization’s ___ information to detect trends detect trends

Technology makes D. easier to conduct

2 technology → easier scanning
environmental scanning ___ environmental scanning

D. goals are desired outcomes,

3 Goals vs plans and plans describe how goals = what; plans = how
outcomes will be accomplished

Short-term plans cover one

4 True short-term = ≤ 1 year
year or less

C. The organization's overall

MBO starts with overall
5 First step in MBO objectives and strategies are
objectives
formulated

6 Progress discussion in MBO A. performance feedback MBO review = feedback

7 Plans classified by ___ B. frequency of use single-use vs standing

A. Successful achievement of
8 Last step in MBO objectives is reinforced by final MBO step = rewards
performance-based rewards

Businesses only have one organizations have multiple

9 False
goal: profit goals

Planning organizations
10 always outperform non- False planning helps, but not always
planning organizations

Debriefing sales staff gives sales staff = source of

11 True
competitor information competitor intelligence

12 Planning forces managers to A. anticipate and respond to planning → prepare for change
Concept Keyword

___ change

B. gathering information about

Competitive intelligence CI = legal competitor
13 competitors to help anticipate
means ___ information
their actions

Rapid technological change

14 C. need to be very flexible tech change → flexibility
means managers ___

Commitment concept: plans

commitment concept = time
15 should extend far enough to True
enough to fulfill commitments
meet commitments

Operational plans are usually B. short term, specific, and operational = lower-level,
16
___ standing short-term, specific

“Champion for free speech

broad company direction =
17 and community D. strategic
strategic goal
development” goal

All stores should be well

18 B. specific plan clear standard = specific
maintained inside and out

Sales ≥ $100 per square foot

19 D. a financial goal measurable money/sales target
per day

Public competitor
public info is legal; espionage is
20 intelligence is illegal to use False
illegal
for advantage

Fast rule set:

Concept Key word

Goals desired outcomes / what

Plans how to achieve goals

Environmental scanning detect trends from information

Competitive intelligence legal competitor information

Corporate espionage illegal theft of trade secrets

MBO objectives → action plans → feedback → rewards

Operational plans lower-level, short-term, specific

Strategic goals broad, long-term company direction

Financial goals sales, profit, ROI, revenue numbers

Concept Key word

Directional plans flexible guidelines

Specific plans clear, measurable, no ambiguity

Key words to
# Short question Answer
remember

High uncertainty →
1 plans should be ___ and C. specific; flexible specific but flexible
___

Environmental scanning scanning = external

2 = monitoring pollution False environment, not
emissions pollution only

Best plans when uncertainty →

3 A. Directional plans
uncertainty is high directional / flexible

Planning tool from video

VR / simulation tool
4 game industry = virtual True
(Quizlet)
reality

Best indicator of real real goals = what

5 C. Organizational members' actions
goals people actually do

Nike strategic goal B. Accelerating growth through focused strategic = broad,

6
example execution long-term direction

Competitive intelligence D. most teams combine scouting reports and

7 legal competitor info
in sports other analytics

Why formal planning B. External forces constrain managers' external forces limit
8
may fail options plans

Directional plans are

directional = general
9 clearly defined, no False
guidelines
interpretation

Lower-level
C. they see the plans as more than just participation →
10 managers/employees
something written down on paper commitment
involved in planning

Public free-speech goal

stated goals ≠ real
11 but real decisions follow D. stated goals are not real goals
goals
politics/ads

C. Transition of strategic goals into

Problem with traditional top goals hard to
12 departmental, team, and individual goals is
goal setting translate downward
difficult

Many businesses ___

data firms support
13 help environmental A. collect and sell data that can
scanning
scanning

14 Planning dominating D. Operational lower level →

Concept Key word

lower-level managers operational plans

Planning concerns how, planning = goals +

15 False
not what methods

lobbyists →
Firms monitor/influence
16 True political/legal
laws through lobbyists
scanning

MBO goals are MBO = specific,

17 False
ambiguous for flexibility measurable goals

Plans for
specific area/function
18 production/sales goals A. operational
→ operational
only

standing plan =
19 Standing plan example A. A fire escape policy repeated situation /
policy

Theft of trade
20 secrets/proprietary D. Corporate espionage trade secrets theft
materials

# Question (shortened) Answer Key words / Why

High uncertainty → plans should Uncertainty = need clear but

1 C. specific; flexible
be ___ and ___ adjustable plans

Environmental scanning = It means scanning external

2 False
monitoring pollution emissions trends/information

Preferred plans when uncertainty Directional = general guidance,

3 A. Directional plans
is high flexible

Planning tool from video game VR can be used for

4 True
industry = virtual reality planning/simulation

Real goals = shown by what

5 Best indicator of real goals C. Organizational members’ actions
people do

B. Accelerating growth through focused Strategic = broad, long-term

6 Nike strategic goal example
execution direction

D. most teams combine scouting reports Legal intelligence = scouting +

7 Competitive intelligence in sports
and other analytics analytics

B. External forces constrain managers’ Planning can fail due to

8 Why formal planning may fail
options external constraints

Directional plans are clearly

9 False That describes specific plans
defined/no interpretation

10 Lower-level managers/employees C. they see the plans as more than just Participation increases
# Question (shortened) Answer Key words / Why

involved in planning something written down on paper commitment

Public goal differs from actual

11 D. stated goals are not its real goals Real goals ≠ stated goals
editorial choices

C. Transition of strategic goals into

Problem with traditional goal
12 departmental, team, and individual goals Cascading goals can be difficult
setting
is difficult

Data firms sell

Businesses help environmental
13 A. collect and sell data that can market/environment
scanning by ___
information

Planning at lower organizational Lower-level managers =

14 D. Operational
levels operational planning

Planning = how objectives are

15 False Planning includes what + how
accomplished, not what

Lobbyists monitor/influence Lobbyists track/influence

16 True
legislation political/legal changes

MBO goals are MBO goals should be specific

17 False
ambiguous/flexible and measurable

Plans for production or sales goals Specific department/function =

18 A. operational
only operational plan

A. fire escape policy establishing Standing plan = repeated-use

19 Example of standing plan
emergency practices policy/procedure

Theft of trade secrets/proprietary

20 D. Corporate espionage Espionage = stealing secrets
materials

# Question (shortened) Answer Key words / Why

How a business competes in primary Competitive strategy = how to

1 B. competitive strategy
market compete

Functional-level strategy supports Functional departments support

2 D. competitive strategy
___ competitive strategy

“Stuck in the middle” cannot A. a cost or differentiation No clear cost leadership or

3
develop ___ advantage differentiation

Burger King buys another burger Competitor/same industry =

4 False
business = vertical integration horizontal, not vertical

BCG: high growth + low market High growth + low share = question
5 D. question mark
share mark

D. Bixler’s quality is a
6 Fewest warranty claims in industry Few defects = quality advantage
competitive advantage

7 Different but associated industries B. related diversification Different but related = related
# Question (shortened) Answer Key words / Why

diversification

Flower shops acquire gift shops; A. toy retailer acquired children’s Different but related
8
similar case bookstore chain products/customers

First step = identify mission, goals,

9 First step is external analysis False
strategies

Strategy defines how company

10 False That is business model
makes money

Stars = low growth + high market

11 False Stars = high growth + high share
share

Strategy for competing in main Primary/main market = competitive

12 C. competitive
market strategy

SWOT = Strengths, Weaknesses,

13 External + internal analysis B. SWOT analysis
Opportunities, Threats

E-business shortens customer

14 A. differentiator Better service = differentiation
response times

Fast food claims product is uniquely

15 B. differentiation strategy Unique product = differentiation
prepared

Independent businesses with own

16 True SBU = strategic business unit
competitive strategies = SBUs

How to compete and satisfy Strategy = compete + attract/satisfy

17 D. strategy
customers customers

Diversifying product line = what

18 A. Growth strategy Diversification is a form of growth
corporate strategy?

Core competency = key value-

19 Major value-creating capabilities A. core competencies
creating capability

A. opportunity during the time of Patent protection = legal protection /

20 Patent protection for recipe
the patent protection advantage period

# Question (shortened) Answer Key words / Why

Positive employment trends in market External positive trend =

1 B. opportunity
research industry opportunity

Unique products valued by customers = Differentiation = unique +

2 True
differentiation valued

Ferrari sells expensive, stylish, high- Targets narrow wealthy

3 B. focus
quality cars to wealthy people segment

Combines with firms in Different industries =

4 B. unrelated diversification
different/dissimilar industries unrelated
# Question (shortened) Answer Key words / Why

Also includes
Strategic management involves only
5 False implementation +
planning
evaluation

Lower-level managers responsible for ___ Lower level = functional

6 D. functional
strategies areas

A. concentration, integration, or
7 Growth strategies include ___ Three growth methods
diversification

C. a patent for a special design

8 Internal analysis: which is a resource? Patent = intangible resource
feature

Corporate strategies decide what Corporate = business

9 True
businesses company is/wants to be in portfolio

Retrenchment = short-run renewal Retrenchment = minor

10 True
strategy decline / stabilize

A. what the organization is in

11 Mission forces managers to identify ___ Mission = purpose
business to do

Independent businesses with own

12 C. strategic business units SBU = separate business unit
competitive strategies

Main reason strategic management is D. it can make a difference in how

13 Strategy affects performance
important well an organization performs

High growth + high share =

14 BCG: high growth + high market share C. star
star

15 “No frills” flights, low-cost model B. cost leadership No frills = low cost

Buy supplier = backward

16 Seller buys ceramic factory supplier D. backward vertical
integration

Threats = things organization does That is weaknesses, not

17 False
badly/resources it lacks threats

18 Three main corporate strategies C. Growth, stability, and renewal Corporate strategy types

Supplier/input control =
19 Organization becomes its own supplier C. backward vertical
backward

D. Risk of competitors imitating

20 Strategic disadvantage of first mover First mover risk = imitation
innovations

Answer key:
1B 2T 3B 4B 5F 6D 7A 8C 9T 10T 11A 12C 13D 14C 15B 16D 17F 18C 19C 20D.

# Question (shortened) Answer Key words / Why

Beef price rises, consumers switch to

1 B. the threat of substitutes Switch to alternative products
pork/chicken

2 Business model = how company makes False Business model = how company makes
# Question (shortened) Answer Key words / Why

money and what it does with it money, not cash allocation

3 Innovation helps differentiation strategy True Innovation creates unique value

D. giving customers what Customer service = satisfy customer

4 Important part of customer service
they want needs/wants

New product = uncertain future / high

5 Totally new product in BCG matrix A. question mark
growth potential

Social media connecting D. can create a competitive

6 Better connection = possible advantage
customers/employees advantage

External analysis tells managers about B. what the competition is External = competitors, market,
7
___ doing threats/opportunities

Polaroid loses share because traditional

8 C. dog Low share + low growth/decline
cameras no longer desired

Early 3D printer market, future unknown

9 C. question mark High potential + uncertain market
but expected to grow

Near bankruptcy, changes product line

10 B. turnaround Serious decline → turnaround strategy
and opens repair service

Intangible assets evaluated in internal Internal = resources, capabilities,

11 True
analysis intangible assets

Potato supplier raises prices; control A. buy out the farm and Supplier problem → backward
12
costs become its own supplier integration

Hardware store buys another hardware

13 C. horizontal integration Buy competitor / same industry
store

14 Positive trends in external environment A. Opportunities External positive = opportunity

Company grows by combining with

15 C. horizontal integration Competitors = horizontal
competitors

Trucking company buys gasoline Different supply chain level → vertical

16 False
stations = horizontal integration integration

Bank estimates employee capabilities A. performing an internal

17 Employees/capabilities = internal
before training analysis

18 Stability strategy maintains status quo True Stability = same direction/status quo

Stagnant tobacco market, Altria has 50%

19 D. cash cow Low growth + high market share
share

Customers value it + can company make

20 D. business model Business model = value + profit logic
money?

Answer key:
1B 2F 3T 4D 5A 6D 7B 8C 9C 10B 11T 12A 13C 14A 15C 16F 17A 18T 19D 20D.
# Question (shortened) Answer Key words / Why

Analyzing labor supply = studying Labor supply = labor market,

1 C. external environment
___ outside organization

Organization first brings product

2 A. first mover First to market
innovation to market

Final step in strategic management C. effectiveness of the strategies

3 Final step = evaluate results
shows ___ used

Unique products widely valued by

4 D. differentiation strategy Unique / valued / different
customers

Low growth + high share = cash

5 BCG: low growth, high market share A. cash cow
cow

6 Strategies for declining performance A. Renewal Retrenchment + turnaround

A. In-house designers
7 Bella Vista strength Internal capability = strength
identify/popularize trends

Strategic management coordinates

8 True Strategy aligns whole organization
departments/functions

Same business, steady

9 Business steady for many years A. stability
performance

B. Opportunity to begin building First mover can build

10 Advantage of first mover
customer relationships loyalty/relationships early

Cash cow cash used to invest in ___ Use cash to support stars +
11 A. stars; question marks
and ___ promising question marks

Backward integration = own Backward = own supplier; forward

12 False
distributor = distributor

Cost/differentiation advantage in
13 A. Focus strategy Narrow market segment
narrow segment

Basic scientific research needs least Basic research can require high
14 False
resources commitment/resources

Rationale of how company makes

15 C. business model How to make money
money

Framework for diverse Portfolio matrix = prioritize

16 C. corporate portfolio matrix
businesses/resource allocation businesses

BCG identifies high-potential vs

17 True BCG = analyze business portfolio
resource-draining businesses

Strategy deciding businesses Corporate strategy = what

18 D. corporate
company is/wants to be in businesses

Low market share + low growth

19 B. Dogs Dogs = low share + low growth
should be sold/liquidated

20 Final step is implementing objectives False Final step = evaluate results, not
# Question (shortened) Answer Key words / Why

implementation

Answer key:
1C 2A 3C 4D 5A 6A 7A 8T 9A 10B 11A 12F 13A 14F 15C 16C 17T 18D 19B 20F.

Key words để nhận

# Câu hỏi rút gọn Đáp án Giải thích ngắn
diện

Work from home, linked by work from home, Telecommuting = làm việc từ xa
1 C. Telecommuting
computer computer link qua máy tính/mạng.

upper levels, decision Centralization = quyền quyết

2 Decision making at upper levels A. Centralization
making định tập trung ở cấp trên.

small-batch, custom, Unit production = sản xuất đơn

3 Small-batch production technology A. Unit production
one-by-one chiếc/lô nhỏ.

Same vegetables, same customers, B. Mechanistic stable environment, Môi trường ổn định →
4
same rivalry design routine mechanistic phù hợp hơn.

skilled artisans, few

Artisans, low standardization, few Organic = linh hoạt, ít chính
5 A. Organic rules, little
rules thức hóa, ít giám sát trực tiếp.
supervision

Departmentalization by territory, physical Geographic departmentalization

6 B. Geography
territory/location location = nhóm theo khu vực địa lý.

Highly formalized and centralized high formalization, Mechanistic = nhiều luật lệ, tập
7 D. Mechanistic
organization high centralization quyền, cấu trúc cứng.

B. Flextime vary work hours, Flextime = linh hoạt giờ làm,

8 40 hours/week but flexible hours
scheduling flexible schedule vẫn đủ số giờ quy định.

C. Diseconomies repetitive task,

Repeating 3,000 times/day, Chuyên môn hóa quá mức gây
9 from division of boredom, over-
exhausted mentally chán nản, mệt mỏi tâm lý.
labor specialization

Low departmentalization, wide Simple structure = cấu trúc đơn

low department, wide
10 span, centralized, little D. Simple giản, hay gặp ở doanh nghiệp
span, centralized
formalization nhỏ.

Innovators need mechanistic innovators, Đổi mới cần organic, không

11 False
efficiency/stability/control mechanistic phải mechanistic.

Functional departmentalization
Poor communication across poor communication,
12 C. Functional dễ tạo “silo” giữa các phòng
different groups across groups
ban.

Tổ chức lớn thường nhiều quy

13 Large organizations are more... B. Mechanistic large organization tắc, chuyên môn hóa, chính thức
hóa hơn.

uncertainty,
Global competition, innovation, Môi trường biến động cần
14 B. Organic competition,
customer demands → more... organic để linh hoạt.
innovation

15 Virtual organization can exist True virtual, no physical Virtual organization có thể hoạt
 Key words để nhận
# Câu hỏi rút gọn Đáp án Giải thích ngắn
diện

động qua mạng, không cần văn

without physical office office
phòng cố định.

“Report to only one boss” là

Chain of command = report to
16 False only one boss unity of command, không phải
only one boss
chain of command.

Division of labor = chia nhỏ

Division of labor = bargaining unit bargaining unit,
17 False công việc thành nhiệm vụ
vs management management
chuyên biệt.

specific tasks, stick

Employees now do specific Công việc được chia theo
18 D. Specialized welders, aluminum
welding tasks chuyên môn → specialization.
only

Functional = nhóm theo chức

Functional departmentalization
19 D. Tasks functional, tasks năng/nhiệm vụ: marketing,
groups jobs by...
finance, production.

Chuyên môn hóa vẫn quan

Work specialization helps specialization,
20 True trọng vì tăng kỹ năng và hiệu
efficiency efficiency
suất.

Bộ nhớ nhanh:
Mechanistic = stable, formalized, centralized, rules.
Organic = flexible, innovative, few rules, low standardization.
Telecommuting = work from home by computer.
Flextime = flexible working hours.
Simple structure = low departmentalization + wide span + centralized.

# Short question Answer Key words

Small core firm + many

1 A. Virtual organization Small core + outsourced specialists
freelancers/contract engineers

Obligation or expectation to perform a

2 A. Responsibility Obligation/duty = responsibility
duty

3 Work specialization is division of labor True Work specialization = division of labor

Woodward: mechanistic structure best fits

4 A. Mass Mass production = mechanistic
which technology

Organizational structure = formal chain Structure = formal arrangement of jobs, not

5 False
of command of jobs only chain of command

Project structure: no formal department to Project = temporary teams, no home

6 True
return to after project department

Flexible/responsive organizations shift

7 B. Decentralized Flexible = lower-level decisions
toward ___ decision making

More lower-level decision power = more

8 True Lower-level power = decentralization
decentralized

9 Parent corporation oversees divisions and A. Divisional Parent + divisions = divisional

# Short question Answer Key words

provides support

Adaptive, non-standardized jobs,

10 B. Organic Adaptive + empowered = organic
empowered employees

Production workers + marketing D. Cross-functional

11 Different specialties = cross-functional
specialists on same team team

12 Uber relies on freelance drivers A. Contingent workers Freelance/temporary = contingent

Groups similar occupational specialties

13 A. Functional structure Similar specialties = functional
together

Explicit job descriptions, rules,

14 A. Formalized Rules/procedures = formalization
procedures

15 Grouping jobs together C. Departmentalization Group jobs = departmentalization

Hospital TQM team with reps from many A. Cross-functional

16 Different departments/specialties
departments team

More environmental uncertainty →

17 D. Organic Uncertainty = flexibility = organic
organization becomes more ___

Parent corporation oversees and controls

18 True Divisional = parent oversees divisions
divisions

Highly specialized and rigidly

19 A. Mechanistic Rigid + specialized = mechanistic
departmentalized organization

Formal framework dividing, grouping, A. Organizational

20 Framework of jobs/tasks = structure
coordinating tasks structure

Quick answer key:

1A 2A 3T 4A 5F 6T 7B 8T 9A 10B 11D 12A 13A 14A 15C 16A 17D 18T 19A 20A.

# Short question Answer Key words

Structure focuses on results,

1 division managers responsible for D. Divisional structure Product/service responsibility = divisional
products/services

Public services divided for C. Customer

2 Groups served = customers/users
employees, children, disabled departmentalization

Bryan helps direct employees’ B. Increase in his

3 Directing people = more responsibility
efforts responsibility

Right to tell people what to do and

4 B. Authority Managerial right = authority
expect compliance

Workforce doubles and retail Larger size = more

5 A. More mechanistic
outlets expand formal/specialized/mechanistic

Organizations can range from fully

6 True Centralization is a spectrum
centralized to fully decentralized
# Short question Answer Key words

7 Professor reports to two supervisors B. Matrix Two bosses = matrix

Refinery transforms crude oil into

8 A. Process production Oil refinery = process/continuous flow
fuel

Scientists set priorities and allocate

9 C. Organic More autonomy = organic
resources

B. Strategy, size, technology,

Four contingency variables for Main contingencies =
10 and environmental
structure strategy/size/technology/environment
uncertainty

Simple structure has narrow spans

11 False Simple = low formalization, wide span
and high formalization

Traditional view: managers should

12 A. Five or six Traditional span = 5–6 subordinates
not supervise more than ___

13 Employees want longer weekend B. Compressed workweek Longer weekend = compressed week

Highly specialized and rigidly

14 A. Mechanistic Rigid + specialized = mechanistic
departmentalized organization

After certain size, size impact on

15 False Size impact weakens after a point
structure strengthens

Woodward: effectiveness depends

16 A. Technology Woodward = technology–structure fit
on fit between structure and ___

C. Employees do part of an
17 Work specialization definition Part of task = specialization
activity, not the whole activity

Organizational design = degree of

18 False That is formalization
standardized procedures

Today’s organizations mostly rely Modern orgs use more

19 False
on strict rules/standardization flexibility/empowerment

D. It is inexpensive to
20 Strength of simple structure Simple = low cost, easy to maintain
maintain

Quick answer key:

1D 2C 3B 4B 5A 6T 7B 8A 9C 10B 11F 12A 13B 14A 15F 16A 17C 18F 19F 20D.

# Short question Answer Key words

More employees → structure becomes more Larger organization = more

1 D. Specialized
___ specialization

Highly formalized organizations give Formalization = rules, less

2 False
employees more discretion discretion

Telecommuting falling out of favor because Same physical space = better

3 True
synergy happens in same physical space collaboration/synergy

4 Standardized jobs + behavior guided by B. Formalization Rules/procedures = formalization

# Short question Answer Key words

rules/procedures

Narrower span of control makes organization Wider span = fewer managers =

5 False
more efficient more cost efficient

D. Mechanistic designs
6 Stable and simple environments need ___ Stable/simple = mechanistic
are most effective

Duplication of activities/resources increases

7 C. Divisional structure Divisions may duplicate resources
cost

Outsourced specialists work inside automaker’s B. Boundaryless External specialists, blurred

8
facilities organization boundaries

D. Clear chain of Mechanistic = rigid, clear

9 Characteristic of mechanistic organization
command hierarchy

Different functions = cross-

10 Teams from various functional specialties D. Cross-functional
functional

11 Highly adaptive, loose, flexible organization D. Organic Adaptive/flexible = organic

HR manager reports to plant manager and Two bosses = violates unity of

12 C. Unity of command
corporate HR director command

13 Organic organization is low in centralization True Organic = decentralized

14 Entire organization made up of work teams A. Team Whole org = teams

15 Dividing work into separate job tasks A. Work specialization Divide work = specialization

Increase range of tasks to counter diseconomies Job enlargement reduces over-

16 True
of division of labor specialization

17 Large organizations tend to have more ___ C. Specialization Larger size = more specialization

18 Large-batch production, moderate complexity A. Mass production Large batch = mass production

Support/advisory role = staff

19 Quality department checks production parts B. Staff manager
manager

20 Chance to direct employees’ efforts A. Leadership Directing people = leadership

Quick answer key:

1D 2F 3T 4B 5F 6D 7C 8B 9D 10D 11D 12C 13T 14A 15A 16T 17C 18A 19B 20A.

# Short question Answer Key words

C. Cross-functional Organic = flexible, teamwork, cross-

1 Characteristic of an organic organization
teams functional

Automobile assembly line = mass

2 Assembly line in automobile manufacturing D. Mass production
production

3 Top managers make decisions with little input B. More centralized Top-level decisions = centralized

4 Small company with sales and production C. Functional Sales + production = functional
# Short question Answer Key words

employees departments

Separate business units with limited

5 D. Divisional structure Business units = divisional
autonomy

Organizational design involves decisions C. Chain of command

6 Basic design elements
about and span of control

7 Structure for adaptability and flexibility C. Organic Flexible/adaptive = organic

Woodward: most technically complex A. Continuous Highest complexity = continuous

8
technology production production

C. Continuous
9 Woodward: unit, mass, and ___ Unit → mass → continuous
production

One-of-a-kind project = unit

10 Building a bridge C. Unit production
production

11 Factor calling for more centralization A. Facing a crisis Crisis = centralized decisions

Well-trained employees allow wider span of

12 True Skilled workers need less supervision
control

B. Violates unity of
13 Matrix structure characteristic Matrix = two bosses
command

Organic strictly follows chain of command

14 False Organic is not strict/rigid
and has wide span

15 One person signs everything and has final say A. Centralized structure Final authority at one point

16 Two or more people split one job D. Job sharing Split one position = job sharing

Functional structure focuses on

17 False Product responsibility = divisional
product/service results

Empowerment gives employees more

18 True Empowerment = more authority
decision authority

Wider span of control makes organization

19 B. Cost efficient Fewer managers = lower cost
more ___

Customer departmentalization emphasizes Focus is customer needs, not

20 False
interdepartmental communication interdepartmental communication

Quick answer key:

1C 2D 3B 4C 5D 6C 7C 8A 9C 10C 11A 12T 13B 14F 15A 16D 17F 18T 19B 20F.
Tiếp 61–80 — dạng ôn thi: Question (shortened) – Answer – Explanation.
Nguồn:

# Question (shortened) Answer Explanation

Leadership theory focusing on follower

61 A Situational leadership adjusts style to follower maturity.
readiness

62 Quiet leader who accepts responsibility and B Authentic leaders emphasize self-awareness and
# Question (shortened) Answer Explanation

acts consistently accountability.

Managerial grid is mainly a conceptual

63 True It helps classify leadership styles conceptually.
framework

64 Trust dimension related to honesty A Integrity means truthfulness and ethical behavior.

Leadership training works better for high self-

65 True They adapt behavior more effectively.
monitors

Most companies provide leadership Leadership programs are common across management
66 True
development levels.

Researchers searched for differences between leaders

67 Early trait research focused on B
and nonleaders.

Democratic leaders encourage participation and

68 Leader asks employees for input and coaches C
feedback.

Employees seek someone for difficult

69 B Expert power comes from knowledge and skill.
technical problems

Leader involves team and supports

70 B Participating style emphasizes involvement and support.
performance

Task-oriented leaders perform best in extreme Fiedler found strongest results in very
71 True
situations favorable/unfavorable contexts.

Task structure and authority shape leadership

72 Path-goal environment variables C
effectiveness.

Leader sets difficult goals and high

73 B Achievement-oriented leaders push for excellence.
expectations

Leader effectiveness independent of follower

74 False Follower readiness influences outcomes.
experience

75 Employees seek someone for knowledge D Expert power is based on competence.

76 Leader trusted and open to being questioned C Authentic leaders encourage transparency and trust.

77 Change-oriented leaders tend to B They promote innovation and new ideas.

78 Hersey–Blanchard telling style resembles A Telling is closest to autocratic leadership.

Effective vision inspires emotions and

79 True Strong visions motivate collective action.
enthusiasm

Charismatic leaders appear confident and

80 True Confidence and influence are key charismatic traits.
influential

Xong đủ 80 câu.
Nếu ôn thi nhanh thì 6 cụm cần nhớ nhất là: Trait → Behavioral → Fiedler → Path-Goal → Situational →
Transformational/Authentic/Charismatic + Power (expert/referent/coercive/reward).
Tiếp 41–60 — dạng ôn thi: Question (shortened) – Answer – Explanation.
Nguồn:
# Question (shortened) Answer Explanation

41 Judge a CEO by appearance, education, and traits C Trait theory focuses on personal characteristics.

42 Directive leadership increases satisfaction when A Clear direction helps reduce work-group conflict.

Ethical leadership values responsibility over

43 Ethical leaders prioritize public safety True
profit.

44 Not a source of leader power A Status alone is not a formal power category.

45 Effect of downsizing and temporary work D These trends often reduce trust in leadership.

Charismatic leaders increase effort but reduce

46 False They often increase both effort and satisfaction.
satisfaction

47 Charismatic leaders may resemble B Some charismatic leaders show narcissistic traits.

Intelligence and conscientiousness appear

48 Two common leadership traits C
frequently.

49 Trait theory ignores A It underestimates situation and group interaction.

50 Leader consults subordinates before decisions A Participative leaders involve employees.

51 Employee receiving extra attention in LMX A That employee belongs to the in-group.

They set difficult goals and expect high

52 Achievement-oriented leader behavior C
performance.

Behavioral theory focuses on leadership

53 Cognitive theory identified effective behaviors False
behaviors.

54 Fiedler depends on follower ability and willingness False That idea belongs more to situational leadership.

55 Manager consults employees before deciding A This reflects participative leadership.

56 Trust dimensions shown by reliable manager C Loyalty, competence, and consistency build trust.

57 Match between style and situation D Fiedler contingency model emphasizes fit.

58 Transformational leadership depends on commitment True Engagement strongly affects effectiveness.

59 Referent power comes from expertise False Expertise creates expert power.

60 Coercive power equals reward power False One punishes, the other rewards.

Tiếp theo sẽ là 61–80.

Tiếp 21–40 — dạng ôn thi: Question (shortened) – Answer – Explanation.
Nguồn:

# Question (shortened) Answer Explanation

Telling style provides strong direction and

21 Best style for low-skill and unwilling employees D
control.

Skilled employees are usually more

22 High-ability workers need little supervision True
independent.
# Question (shortened) Answer Explanation

Transformational leadership ineffective outside Western Transformational leadership appears across

23 False
cultures cultures.

Task structure refers to clarity and

24 Fiedler: degree of job formalization C
standardization.

Path-goal theory allows leaders to adapt

25 House believed leaders can change style True
behavior.

26 Important skill for virtual leaders D Written communication becomes essential.

27 Characteristic of transformational leaders B They provide more than personal charisma.

Achievement-oriented leaders expect

28 Leader setting challenging goals A
excellence.

29 Path-goal theory belongs to which model C It is a contingency leadership model.

The description better fits visionary

30 Definition given equals charisma False
leadership.

Democratic leadership encourages

31 Leader involving employees in decisions D
participation.

32 Experienced employees under task-oriented leader C Excessive direction may reduce effectiveness.

33 LMX in-group determined mainly by job False Leader-member relationships play major roles.

Visionary leaders communicate future

34 Leader with vision and willingness to take risks D
direction.

35 Production-oriented leaders emphasize relationships False That describes employee-oriented leadership.

36 Credibility means honesty + competence + inspiration True Credibility combines trust and capability.

37 Leader gives resources then steps back C Laissez-faire minimizes direct involvement.

38 Leader threatening employees for mistakes C Coercive power relies on fear and punishment.

Locus of control affects leadership

39 Path-goal follower variable C
effectiveness.

40 Power based on personal attraction D Referent power comes from admiration.

Tiếp theo sẽ là 41–60.

Được. Mình có thể làm 80 câu theo dạng tóm tắt đề bài + đáp án + giải thích ngắn bằng tiếng Anh (không chép
nguyên đề). Vì 80 câu khá dài nên nên chia thành nhiều phần để dễ học và đọc hơn. Bắt đầu 1–20 trước.
Nguồn:

# Question (shortened) Answer Explanation

1 Servant leadership only exists in nonprofits False Servant leadership can be applied in any organization.

Supportive leader gives instructions and

2 False That describes directive leadership.
schedules work
# Question (shortened) Answer Explanation

Charismatic leaders inspire through influence and

3 Visionary, influential, unconventional leader C
confidence.

4 Best style for inexperienced employee C Telling style gives high direction and supervision.

5 General conclusion of leadership research B Effective leaders adapt styles to situations.

Leadership style with directive + supportive

6 B Selling combines guidance and support.
behavior

Democratic leadership usually creates higher

7 Iowa study: employee satisfaction A
satisfaction.

8 Leader caring about employee relationships A Relationship-oriented leaders emphasize people.

Path-goal theory supports followers to reach

9 Theory helping followers achieve goals C
objectives.

10 Most effective leaders are task-oriented False Leadership effectiveness depends on context.

11 Legitimate power equals authority False They are related but not identical concepts.

12 Authentic leadership emphasizes ethics True Authentic leadership highlights values and morality.

13 Power through giving rewards C Reward power motivates using incentives.

Effective leaders require organizational

14 Leaders do not need business knowledge False
understanding.

15 Managerial grid concern for people and ___ B The second dimension is concern for production.

16 Charismatic behavior training recommendation C Avoiding eye contact reduces leadership impact.

17 Child imitates sports star D Referent power comes from admiration.

18 Path-goal: giving clear instructions C Directive leaders define expectations clearly.

19 High-ability employees D Skilled workers usually require less supervision.

Leadership remains necessary even in structured

20 Rules and routine eliminate leadership need False
settings.