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Principles of Management Exam Questions

The document is an exam for a Principles of Management course. It contains multiple choice and short answer questions testing concepts like the four management functions, internal and external organizational environments, and management approaches. It also provides essay questions on topics such as the functions of management, efficiency vs effectiveness, Mintzberg's managerial roles, factors influencing ethics, and debates around corporate social responsibility.

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73 views4 pages

Principles of Management Exam Questions

The document is an exam for a Principles of Management course. It contains multiple choice and short answer questions testing concepts like the four management functions, internal and external organizational environments, and management approaches. It also provides essay questions on topics such as the functions of management, efficiency vs effectiveness, Mintzberg's managerial roles, factors influencing ethics, and debates around corporate social responsibility.

Uploaded by

zcv6nmdcpg
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

~~"'~~

UNIVERSITY OF GHANA
(All rights reserved)

DEPARTMENT OF ORGANISATION AND HUMAN RESOURCE DEPARTMENT


UNIVERSITY OF GHANA BUSINESS SCHOOL
SECOND SEMESTER: 2022/2023 ACADEMIC YEAR

DISTANCE EDUCATION EXAMINATIONS

UGBS 104 - PRINCIPLES OF MANAGEMENT

SECTION A. Multiple Choice Questions


Instructions: Choose the one alternative that best completes the statement or answers the
question. Answer all questions in the answer booklet (1 mark each).

1) An individual who works with and through other people by coordinating their work activities
in order to accomplish organizational goals is _ _ __
A) an assembly line worker
B) a laborer
C) a manager
D) a salesperson

2) The universality of management means that _ _ __


A) all managers in all organizations perform the four management functions
B) all managers in all organizations perform the same quantity of managerial functions
C) all managers in all organizations perform managerial functions in similar ways
D) any manager can work in any organization and perform any management function

3) Which of the following is true concerning the three managerial skills?


A) Technical skills tend to be most important for middle-level managers.
B) Conceptual skills are most important for lower-level managers.
C) Human skills remain equally important to all levels of management.
D) Technical skills increase and conceptual skills decrease in importance as a manager clilnbs
the organizational chart.

4) The current dominant assun1ption in management theory suggests that _ _ __


A) an organization's success or failure is due to external forces outside managers' control
B) managers' roles are increasingly becoming peripheral and staff manage their own areas of
expertise
C) managers are directly responsible for an organization'S success or failure
D) managers cannot significantly affect an organization's performance because they are

1.
Examiners: Majoreen Osafroadu Amankwah & Saviour Ayertey Nubuor
constrained by the abilities of their elnployees

Kwame - the Manager (Scenario)

As a production supervisor, Kwame decides on Friday afternoon how many units of output his
employees should produce. He also decides which employee will operate which machine. On
Monday, he informs his employees of their assignments to specific machines by handing out
assignment sheets. He tells the employees that the schedule is going to be difficult this week
due to the increased number of units that have to be produced. He goes on to tell them that he
is sure they can fulfill the schedule because they are such good and skilled employees. Each
day during the week, KW31ne checks the amount of output that the employees have completed
and the number of units that have been rejected.

5) When Kwame decides how many units of output his employees should produce, he is
performing which of the following management functions?
A) controlling
B) leading
C) planning
D) organizing

6) When Kwame checks the amount of output that the employees have completed and the
number of units that have been rejected, he is perforn1ing which of the following management
functions?
A) controlling
B) leading
C) planning
D) organizing

7) Which of the following is not part of the external environment of an organization?


A) competitors
B) customers
C) Employees
D) Regulators

8) Which of the following is part of the internal enviromnent of an organization?


A) competitors
B) government
C) Employees
D) Regulators

9) Which of the following is not part of how organizations can adapt to their environment?
A) strategic response
B) mergers, acquisitions and alliances
C) organizational design and flexibility
D) Financial Analysis

10) The four major approaches to management include the following except?
A) classical and behavioural approaches
B) Quantitative approaches

Examiners: Majoreen Osafroadu Amankwah & Saviour Ayertey Nubuor


C) Contemporary approaches
D) Qualitative approaches

SECTION B. Short Answer Questions


Instructions: Write the answer that best completes the statement or answers the question.
Answer all questions in the answer booklet (2 marks each)

1. A business approach that contributes to sustainable development by delivering


economic, social and enviroll1nental benefits for stakeholders is called .......... 7
2. A formal statement of an organization's primary values and the ethical rules it expects
its employees to follow is called ...... " ..... 7
3. An approach to managing in which managers establish and uphold an organization's
shared values is called .......... 7
4. The principles, values and beliefs that define right and wrong behavior IS tenned
as ........... .
5. Basic convictions about what is right and wrong is termed as ............. 7
6. A personality attribute that measures the degree to which people believe they control
their own fate is called ............ 7
7. The process of lTIonitoring, comparing and correcting work performance IS
called ......... ?
8. Control that takes place after a work/activity is done is called .......... 7
9. Control that takes place whilst work is in progress is called ......... ?
1O. Control that takes place before a work/activity is done is ........... .
1l. The power a leader has a result of his or her position is called ............ '1
12. The influence a leader has a result of his or her expertise, skills or knowledge IS
called .......... 7
13. Someone who can influence others and has managerial authority is called .......... .
14. Arranging and structuring work to achieve an organizations goal is termed
as ................ 7
15. The formal arrangement of jobs within an organization is called ............. 7
16. The degree to which tasks in the organization are divided into separate jobs with each
step completed by a different person is ............... 7
17. The right inherent in a managerial position to tell people what to do and expect them to
do it is ......... 7
18. The number of enlployees who can be effectively and efficiently supervised by a
manager is called .............. 7
19. The degree to which decision making IS concentrated at the upper levels In an
organization is called ......... 7

3.
Examiners: Majoreen Osafroadu Amankwah & Saviour Ayertey Nubuor
20. The prilnary managerial activity that involves defining the organization's goals,
establishing an overall strategy for achieving those goals is called ......... ?

SECTION C. Essay Questions


Instructions: Answer four (4) questions in this section in the answer booklet (5 marks
each).

(I). List and explain the four basic functions of management.

(2) Briefly discuss the difference between efficiency and effectiveness.

(3) List the 10 managerial roles developed by Mintzberg.

(4). Write a short essay on the stnlctural variables that can influence employees' ethical
behavior.

(5). List and discuss five arguments in favor of business corporate social responsibility and five
arguments against it.

(6). Explain centralization, decentralization, and employee empowerment.

Examiners: Majoreen Osafroadu Amankwah & Saviour Ayertey Nubuor 4.

Common questions

Powered by AI

Kwame is performing the management function of planning when he decides how many units of output his employees should produce . Planning is crucial as it establishes the goals and strategies to achieve desired results, ensuring resources are utilized effectively to meet organizational objectives .

Structural variables influencing ethical behavior include formal codes of ethics, ethical climates, leadership behavior, and organizational design . Formal codes provide guidelines for conduct, while an ethical climate encourages moral norms. Leadership influences behavior by modeling ethical conduct. Organizational design, such as decentralization, can allow for greater personal responsibility. These variables collectively shape organizational culture by embedding values and behavior norms, fostering an environment where ethical behavior is expected and rewarded .

The four basic functions of management are planning, organizing, leading, and controlling . Planning involves setting goals and determining strategies. Organizing creates the structure to implement plans. Leading focuses on motivating and directing employees. Controlling monitors performance to ensure alignment with goals. These functions interrelate by creating a continuous process that refines strategy execution, detects issues early, and adjusts plans as needed to achieve organizational goals .

Organizations can influence their environments by adopting strategic responses such as mergers, acquisitions, alliances, and flexible organizational designs . Internally, this can involve adapting company culture or restructuring. Externally, organizations may engage in market positioning or strategic partnerships. These strategies help organizations respond to environmental changes and uncertainties, aligning resources and capabilities with external demands .

Managerial universality allows management principles to be applied globally, facilitating operations across diverse cultural and regulatory environments . Benefits include the transferability of best practices, consistency in management training, and adaptable strategies that can quickly respond to international markets. However, challenges may arise from cultural differences, local market conditions, and varying regulatory environments, which may require adaptation of universal principles to fit local contexts .

Efficiency in management refers to performing tasks with minimal resource usage, emphasizing cost-effectiveness and time management, whereas effectiveness is about achieving organizational goals and producing desired outcomes . Both are important because efficiency ensures resources are not wasted, while effectiveness ensures the goals contribute to strategic objectives. Combining both leads to optimal organizational performance, achieving more with less .

The universality of management implies that all managers perform the same core management functions—planning, organizing, leading, and controlling—across various organizations . This universality enhances adaptability as managers can transfer these skills between different organizational settings. It suggests that effective management is not confined to industry-specific contexts but can be applied broadly, enhancing managerial effectiveness through flexibility and applicability in diverse environments .

Centralization is the concentration of decision-making authority at the top level, promoting consistency and uniformity in decisions, whereas decentralization distributes authority throughout lower levels, increasing responsiveness and creativity . Employee empowerment, which involves granting employees the authority, tools, and autonomy to make decisions, enhances decision-making by leveraging diverse insights, fostering innovation, and improving job satisfaction .

The three major managerial skills are technical, human, and conceptual skills . Technical skills involve knowledge and proficiency in a specific field, essential for first-level managers to perform their tasks. Human skills are the ability to work well with others, crucial at all management levels for team cohesion and effective communication. Conceptual skills involve the ability to think abstractly and understand the organization as a whole, important for top-level managers to make strategic decisions .

Conceptual skills involve the ability to view the organization holistically, abstract thinking, and strategic planning . At higher managerial levels, these skills are crucial as managers must understand complex relationships, anticipate future challenges, and develop long-term strategies. As managers ascend, they deal less with day-to-day operations and more with aligning efforts towards strategic goals, making conceptual skills increasingly vital .

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