Chapter 1 Introduction to Management and Organizations

Câu hỏi 1: Who is a manager?

A. Someone who works independently to achieve personal goals.
B. Someone who coordinates and oversees the work of others to
accomplish organizational goals.
C. Someone who is only responsible for setting long-term strategies.
D. Someone who performs technical tasks within an organization.

Câu hỏi 2: Which of the following is NOT a type of manager in an

organization?
A. First-line manager
B. Middle manager
C. Technical manager
D. Top manager

Câu hỏi 3: What is the primary responsibility of middle managers?

A. Making organization-wide decisions.
B. Managing the work of non-managerial employees.
C. Overseeing the work of first-line managers.
D. Coordinating tasks within a specific department.

Câu hỏi 4: Top managers are typically responsible for:

A. Supervising daily operations.
B. Developing organization-wide strategies and goals.
C. Implementing instructions from middle managers.
D. Handling customer complaints directly.

Câu hỏi 5: Which of the following best defines management?

A. The process of planning and organizing finances.
B. Coordinating and overseeing the work activities of others to achieve
organizational goals efficiently and effectively.
C. The delegation of authority within an organization.
D. A method for resolving conflicts between employees.

Câu hỏi 6: What does efficiency in management mean?

A. Doing the right tasks to achieve goals.
B. Completing tasks with minimal resources or time.
C. Focusing only on profitability.
D. Encouraging teamwork among employees.

Câu hỏi 7: Which of the following describes effectiveness in management?

A. Doing things right.
B. Doing the right things to achieve organizational goals.
C. Minimizing costs and maximizing output.
D. Focusing on short-term objectives.

Câu hỏi 8: Which function of management involves defining goals and

strategies?
A. Leading
B. Organizing
C. Controlling
D. Planning

Câu hỏi 9: The function of organizing in management includes:

A. Defining organizational goals.
B. Structuring work to achieve objectives.
C. Monitoring performance.
D. Motivating employees.

Câu hỏi 10: Which management role, according to Mintzberg, involves acting
as a liaison?
A. Interpersonal
B. Informational
C. Decisional
D. Technical

Câu hỏi 11: What is an example of a decisional role?

A. Spokesperson
B. Leader
C. Entrepreneur
D. Monitor

Câu hỏi 12: Which skill is most critical for first-line managers?
A. Conceptual skills
B. Technical skills
C. Human skills
D. Financial skills

Câu hỏi 13: Conceptual skills are most important for:

A. First-line managers
B. Middle managers
C. Top managers
D. Technical employees

Câu hỏi 14: Which of the following is NOT a characteristic of an organization?

A. It has a distinct purpose.
B. It is composed of people.
C. It operates without a structure.
D. It achieves goals individuals cannot achieve alone.
Câu hỏi 15: Why is studying management important?
A. To understand the rewards and challenges of being a manager.
B. To learn technical skills for specific industries.
C. To focus solely on employee productivity.
D. To avoid interpersonal conflicts in the workplace.

Câu hỏi 16: What is a reward of being a manager?

A. Consistent and easy tasks.
B. Financial compensation and personal fulfillment.
C. Limited responsibilities.
D. Avoiding decision-making.

Câu hỏi 17: Which management function includes monitoring and correcting
work performance?
A. Planning
B. Organizing
C. Controlling
D. Leading

Câu hỏi 18: According to Mintzberg, the spokesperson role is part of which
category?
A. Interpersonal roles
B. Informational roles
C. Decisional roles
D. Technical roles

Câu hỏi 19: Which of the following illustrates a manager's human skills?
A. Analyzing complex data.
B. Working effectively with employees and teams.
C. Implementing technical systems.
D. Developing long-term strategies.

Câu hỏi 20: What is the universality of management?

A. Management principles apply only to certain industries.
B. Management is required in all types of organizations.
C. Management focuses exclusively on profit-driven companies.
D. Management skills are only relevant to top managers.

Chapter 4 Managerial Decision Making

Question 1: What is a decision?

A. Selecting one option from a set of alternatives.
B. Developing a strategy to achieve goals.
C. Evaluating the performance of employees.
D. Allocating resources effectively.
Question 2: The first step in the decision-making process is:
A. Implementing the decision.
B. Identifying the problem.
C. Analyzing alternatives.
D. Evaluating effectiveness.

Question 3: Which of the following defines a problem?

A. A discrepancy between the current and desired states.
B. The inability to allocate resources.
C. A lack of clear objectives.
D. An error in decision implementation.

Question 4: What are decision criteria?

A. Steps for evaluating alternatives.
B. Factors important for solving a problem.
C. Rules for avoiding decision biases.
D. Methods for implementing decisions.

Question 5: In decision-making, assigning weights to criteria is important

because:
A. It ensures all alternatives are equal.
B. It prioritizes criteria based on importance.
C. It eliminates the need for further evaluation.
D. It simplifies the implementation process.

Question 6: Which step in the decision-making process involves listing all

potential alternatives?
A. Step 3: Allocating weights to criteria
B. Step 4: Developing alternatives
C. Step 5: Analyzing alternatives
D. Step 6: Selecting an alternative

Question 7: What is the purpose of analyzing alternatives?

A. To determine the feasibility of implementation.
B. To identify the best possible alternative.
C. To develop new solutions.
D. To prioritize decision criteria.

Question 8: The final step in the decision-making process is:

A. Implementing the alternative.
B. Selecting the best alternative.
C. Evaluating the decision's effectiveness.
D. Allocating resources.
Question 9:What is rational decision-making?
A. Making decisions based on intuition.
B. Selecting alternatives to maximize value under constraints.
C. Avoiding risk and uncertainty in decision-making.
D. Using organizational culture to guide decisions.

Question 10: Which of the following describes bounded rationality?

A. Managers make fully logical and objective decisions.
B. Managers make decisions influenced by limitations and constraints.
C. Managers prioritize long-term goals over short-term gains.
D. Managers always aim to maximize value.

Question 11: What does "satisficing" mean in decision-making?

A. Selecting the optimal solution after thorough evaluation.
B. Choosing the first satisfactory alternative.
C. Avoiding any form of decision-making bias.
D. Repeating decisions that were successful in the past.

Question 12: Escalation of commitment refers to:

A. Decreasing resources for a failing decision.
B. Stopping a decision process due to uncertainty.
C. Increasing commitment to a failing decision despite evidence.
D. Completely avoiding risky decisions.

Question 13: Intuitive decision-making is based on:

A. Systematic evaluation of alternatives.
B. Past experiences, feelings, and accumulated judgment.
C. Logical and structured problem analysis.
D. Rules and procedures established by the organization.

Question 14: Structured problems are:

A. New and unclear.
B. Familiar and well-defined.
C. Complex and ambiguous.
D. Solved using unique solutions.

Question 15: What is a programmed decision?

A. A decision made for a structured, recurring problem.
B. A decision requiring creativity and custom solutions.
C. A decision involving ambiguous information.
D. A decision that avoids organizational rules.

Question 16: Which of the following is an example of a policy?

A. Accept all customer returns.
B. Approve all refunds over $50.
C. Follow steps for merchandise return documentation.
D. Cash refunds are not allowed for credit purchases.
Question 17: Nonprogrammed decisions are required for:
A. Recurring and routine problems.
B. Familiar and structured situations.
C. Unique and nonrecurring problems.
D. Problems with complete information.

Question 18: Which is a characteristic of an effective decision-making process?

A. It relies solely on subjective thinking.
B. It requires exhaustive analysis of all alternatives.
C. It is logical, consistent, and blends analytical with intuitive thinking.
D. It avoids involving employees in decision implementation.

Question 19: A rule, as part of programmed decisions, is:

A. A broad guideline for decision-making.
B. A series of steps to handle recurring issues.
C. An explicit statement about what is allowed or prohibited.
D. A suggestion for handling unique problems.

Question 20: A manager focusing only on what is important in the decision-

making process is ensuring:
A. Simplicity in implementation.
B. Effectiveness and efficiency.
C. Consistency and accuracy.
D. Relevant information is prioritized.

Chapter 5: Planning

Câu 1: What is the primary purpose of planning in management?

a) To increase expenses
b) To define organizational goals
c) To hire more employees
d) To create informal work culture
Câu 2: Which type of planning focuses on long-term goals and the overall
direction of the organization?
a) Operational plans
b) Strategic plans
c) Directional plans
d) Standing plans

Câu 3: What is a characteristic of informal planning?

a) Long-term focus
b) Written and formalized
c) Not written down
d) Involves shared goals
Câu 4:What is the main difference between stated goals and real goals?
a) Stated goals are broader than real goals.
b) Stated goals are for internal use, while real goals are for stakeholders.
c) Stated goals are official statements, real goals are pursued actions.
d) There is no difference.

Câu 5: Which of the following is NOT a purpose of planning?

a) Provides direction
b) Reduces uncertainty
c) Increases redundancy
d) Sets standards for controlling

Câu 6: Which of the following describes Management by Objectives (MBO)?

a) Goals are set unilaterally by top management.
b) Goals are jointly determined by employees and managers.
c) Goals are vague and general.
d) No feedback is provided.

Câu 7: Which type of plan is specifically designed to meet the needs of a

unique situation?
a) Standing plan
b) Single-use plan
c) Operational plan
d) Long-term plan

Câu 8: What does the term "means–end chain" refer to in planning?

a) The cycle of continuous planning
b) The hierarchy of goals where lower-level goals support higher-level ones
c) The end of a project
d) The planning tools used

Câu 9: Which is a characteristic of well-designed goals?

a) Vague and broad
b) Written in terms of outcomes
c) Focused on means rather than ends
d) Without a time frame

Câu 10: In which type of environment are specific but flexible plans most
appropriate?
a) Stable environment
b) Dynamic environment
c) Low-competition environment
d) Financial environment

Câu 11: What is the main purpose of planning?

a) To reduce resources
b) To define organizational goals
c) To eliminate competition
d) To evaluate employee performance

Câu 12: Which type of plan covers a short time period?

a) Strategic plan
b) Operational plan
c) Long-term plan
d) Contingency plan

Câu 13: Which characteristic defines a formal plan?

a) Short-term focus
b) Not written down
c) Long-term focus and shared goals
d) Limited to specific teams

Câu 14: What is MBO?

a) Management By Objectives
b) Market-Based Orientation
c) Monitoring Business Operations
d) Managerial Budget Optimization

Câu 15: What is the first step in setting goals?

a) Evaluate resources
b) Write down the goals
c) Review mission statement
d) Communicate to employees
Câu 16: Which of the following is a type of operational plan?
a) Growth plan
b) Single-use plan
c) Strategic plan
d) Expansion plan

Câu 17: Which type of goals focuses on financial performance?

a) Strategic goals
b) Operational goals
c) Financial goals
d) Long-term goals

Câu 18:Which planning approach allows flexibility?

a) Specific plan
b) Directional plan
c) Operational plan
d) Contingency plan

Câu 19: Which of the following is a purpose of planning?

a) Reducing uncertainty
b) Increasing redundancy
c) Limiting employee creativity
d) Eliminating hierarchy

Câu 20:Which planning type focuses on achieving shared goals?

a) Informal planning
b) Formal planning
c) Tactical planning
d) Contingency planning
Answer: b

Câu 21: What type of plan is used for recurring activities?

a) Standing plan
b) Single-use plan
c) Directional plan
d) Strategic plan

Câu 22: Which planning type is best for dynamic environments?

a) Specific plan
b) Directional plan
c) Long-term plan
d) Informal plan

Câu 23:What is the final step in setting goals?

a) Writing down the goals
b) Reviewing results
c) Communicating goals
d) Allocating resources

Câu 24:Which type of plan is typically created for unique events?

a) Standing plan
b) Single-use plan
c) Long-term plan
d) Operational plan

Câu 25: What is the relationship between planning and performance?

a) Planning guarantees high performance
b) Formal planning enhances performance over time
c) Planning has no impact on performance
d) Performance is better without planning

Câu 26: Which plan is focused on a company’s mission?

a) Strategic plan
b) Operational plan
c) Financial plan
d) Tactical plan
Câu 27: What is the focus of a tactical plan?
a) Broad organizational goals
b) Specific departmental goals
c) Industry-wide initiatives
d) General organizational direction

Câu 28: What kind of goal-setting assumes top management knows best?
a) Participative goal-setting
b) Traditional goal-setting
c) Bottom-up goal-setting
d) Horizontal goal-setting

Câu 29: What does the "means-end chain" in planning refer to?
a) Linking performance with rewards
b) Aligning lower-level goals with higher-level goals
c) Creating an end-to-end supply chain
d) Budget planning for all levels

Câu 30: Which of the following is NOT a benefit of planning?

a) Reducing uncertainty
b) Minimizing waste
c) Limiting organizational creativity
d) Setting control standards

Chapter 6: strategic management

What is strategic management?

a) Planning short-term goals
b) Managing daily tasks
c) Developing organizational strategies
d) Monitoring employee performance

Which analysis evaluates strengths, weaknesses, opportunities, and threats?

a) SWOT analysis
b) BCG Matrix
c) Risk analysis
d) Competitor analysis

What is the final step in the strategic management process?

a) Implementing strategies
b) Evaluating results
c) Formulating strategies
d) Doing external analysis

Which of the following is a growth strategy?

a) Retrenchment
b) Diversification
c) Turnaround
d) Renewal

What does the BCG matrix classify as "Cash Cows"?

a) High market share, low growth rate
b) Low market share, high growth rate
c) High market share, high growth rate
d) Low market share, low growth rate

Which of the following is a type of corporate strategy?

a) Cost leadership
b) Growth
c) Differentiation
d) Focus

In the BCG Matrix, which category has high growth and high market share?
a) Dogs
b) Cash Cows
c) Stars
d) Question Marks

Which strategy focuses on maintaining the status quo?

a) Growth strategy
b) Stability strategy
c) Renewal strategy
d) Diversification strategy

What does vertical integration involve?

a) Entering new markets unrelated to current operations
b) Combining with competitors in the same industry
c) Controlling inputs or outputs in the supply chain
d) Reducing competition within the industry

What is related diversification?

a) Expanding into industries with no connection to current operations
b) Focusing on a single line of business
c) Entering industries that share some commonality with current business
d) Reducing the scope of business operations

Which of the following is part of a functional-level strategy?

a) Marketing
b) Corporate restructuring
c) Acquiring new businesses
d) Market expansion
What is a core competency?
a) A unique skill or resource providing competitive advantage
b) A short-term operational goal
c) An external market opportunity
d) A measure of financial performance
Which step in the strategic management process includes identifying mission
and goals?
a) External analysis
b) Internal analysis
c) Evaluating results
d) Step 1

What is the purpose of external analysis in strategic management?

a) To identify internal weaknesses
b) To evaluate financial performance
c) To identify opportunities and threats
d) To assess employee performance

Which of the following is NOT a type of competitive strategy?

a) Cost leadership
b) Differentiation
c) Growth
d) Focus

Porter’s Five Forces includes which of the following?

a) Threat of substitutes
b) Innovation of new products
c) Expansion into global markets
d) Employee retention strategies

Which of the following best describes a "Question Mark" in the BCG Matrix?
a) High market share, high growth rate
b) Low market share, high growth rate
c) High market share, low growth rate
d) Low market share, low growth rate

Which renewal strategy focuses on large-scale organizational restructuring?

a) Retrenchment
b) Diversification
c) Turnaround
d) Stability

What is a sustainable competitive advantage?

a) A short-term cost reduction plan
b) An advantage that is easily copied by competitors
c) A long-term edge over competitors that is difficult to imitate
d) A temporary advantage during high market demand
Which strategy focuses on creating a unique product for which customers are
willing to pay a premium?
a) Cost leadership
b) Differentiation
c) Stability
d) Focus

Chapter 7 Organizing

Câu 1: Organizational structure is defined as:

A. A process of controlling organizational resources.
B. The formal arrangement of jobs within an organization.
C. The method of dividing profits among departments.
D. The informal relationships between employees.

Câu 2: Which of the following is NOT one of the six key elements in
organizational design?
A. Work specialization
B. Departmentalization
C. Employee empowerment
D. Chain of command

Câu 3: What does work specialization refer to?

A. The extent to which jobs are standardized.
B. The division of work tasks into separate jobs.
C. The assignment of multiple tasks to one individual.
D. The informal relationship between workers.

Câu 4: The chain of command in an organization refers to:

A. The visual representation of an organizational structure.
B. The continuous line of authority that clarifies who reports to whom.
C. The delegation of responsibilities between teams.
D. The informal relationships between management levels.

Câu 5: What does the unity of command principle state?

A. Employees should report to multiple managers to ensure task completion.
B. Employees should report to one and only one manager.
C. Decision-making should be centralized to the top level of management.
D. Employees should have full autonomy in their tasks.

Câu 6: Departmentalization by function involves:

A. Grouping jobs based on customer types.
B. Grouping jobs based on geography.
C. Grouping jobs by tasks or activities performed.
D. Grouping jobs by workflow processes.
Câu 7: Which of the following is an advantage of product departmentalization?
A. It avoids duplication of functions.
B. Managers can specialize in a particular product.
C. It is ideal for geographically dispersed organizations.
D. It ensures better communication across departments.

Câu 8: Span of control refers to:

A. The hierarchy levels in the organization.
B. The number of employees a manager can effectively supervise.
C. The overall flexibility in decision-making.
D. The degree to which jobs are standardized.

Câu 9: Centralization is more effective when:

A. The environment is dynamic and uncertain.
B. Lower-level managers are experienced decision-makers.
C. The organization is facing a crisis.
D. The company is geographically dispersed.

Câu 10: Decentralization is more appropriate when:

A. The environment is stable.
B. Lower-level managers lack decision-making skills.
C. The company is facing significant financial challenges.
D. The environment is complex and uncertain.

Câu 11: Formalization refers to:

A. The degree of centralization in the organization.
B. The standardization of jobs through rules and procedures.
C. The chain of command within the organization.
D. The authority granted to staff members.

Câu 12: A mechanistic organization is best suited for:

A. Dynamic and changing environments.
B. Stable and predictable environments.
C. Small, innovative companies.
D. Organizations with few formal rules.

Câu 13: An organic organization is characterized by:

A. High formalization and standardization.
B. Narrow spans of control.
C. Open communication and minimal formal rules.
D. Centralized decision-making.

Câu 14: Which type of technology, according to Woodward, aligns with

mechanistic structures?
A. Unit production
B. Mass production
C. Process production
D. Non-routine production

Câu 15: Which organizational design eliminates internal and external

boundaries?
A. Mechanistic organization
B. Matrix structure
C. Boundaryless organization
D. Functional structure

Câu 16: In a matrix structure, employees:

A. Report to two managers, one functional and one project manager.
B. Work independently on specific projects.
C. Have minimal supervision and high autonomy.
D. Focus solely on functional departmental tasks.

Câu 17: The primary advantage of team structures is:

A. Employees work autonomously without managers.
B. Better integration and empowerment of employees.
C. Strict adherence to the chain of command.
D. Minimal conflict between teams.

Câu 18:A learning organization is characterized by:

A. Rigid hierarchies and centralized control.
B. Continuous knowledge sharing and adaptability.
C. Focus on cost minimization strategies.
D. Elimination of all formal procedures.

Câu 19: Which is a disadvantage of a boundaryless organization?

A. Inflexibility in structure.
B. Communication difficulties and lack of control.
C. Overemphasis on hierarchical authority.
D. Limited employee empowerment.

Câu 20: In a network organization, key business functions are:

A. Managed internally by the organization.
B. Outsourced to external partners or suppliers.
C. Divided into separate geographic regions.
D. Focused on standardized processes.

Câu 21: Which of the following is NOT a type of departmentalization?

A. Functional
B. Geographical
C. Span-based
D. Customer
Câu 22: Which organizational design is most suited for fostering innovation?
A. Mechanistic structure
B. Organic structure
C. Functional structure
D. Matrix structure

Câu 23: What is a key feature of process departmentalization?

A. Grouping by geography
B. Grouping by workflow stages
C. Grouping by product lines
D. Grouping by customer needs

Câu 24: Which structure typically has a low degree of formalization?

A. Mechanistic
B. Organic
C. Functional
D. Divisional

Câu 25: An organization pursuing a cost minimization strategy will likely

adopt:
A. Organic structure
B. Mechanistic structure
C. Boundaryless structure
D. Team structure

Câu 26: The span of control is wider when:

A. Employees are inexperienced.
B. Tasks are complex and require supervision.
C. Tasks are similar and employees are skilled.
D. Managers lack the skills to oversee many employees.

Câu 27: Which organizational design involves employees moving from one
project to another?
A. Divisional structure
B. Project structure
C. Functional structure
D. Mechanistic structure

Câu 28: Which organizational structure focuses on specific product lines?

A. Functional structure
B. Product departmentalization
C. Process departmentalization
D. Team structure

Câu 29: Centralization is preferred when:

A. The organization is geographically dispersed.
B. Decision-making requires input from lower levels.
C. A crisis demands quick and decisive action.
D. The environment is complex and uncertain.

Câu 30: The acceptance theory of authority suggests that subordinates will
accept orders if:
A. They trust their managers implicitly.
B. The order aligns with their beliefs and abilities.
C. They fear consequences for non-compliance.
D. They are rewarded for following orders.

Chapter 8: Leading

What is the primary role of a leader?

A. Managing finances
B. Influencing others to achieve goals
C. Handling disciplinary issues
D. Supervising team members

2. Which of the following traits is NOT associated with effective leadership

according to early research?

A. Extraversion
B. Dishonesty
C. Self-confidence
D. Drive

3. The three leadership styles identified by Kurt Lewin are:

A. Autocratic, participative, democratic

B. Autocratic, democratic, laissez-faire
C. Directive, supportive, participative
D. Transactional, transformational, visionary

4. In the University of Michigan studies, which leadership style emphasized

interpersonal relationships?

A. Task-oriented
B. Employee-oriented
C. Production-oriented
D. Directive

5. The Managerial Grid evaluates leadership styles based on:

A. Task structure and position power

B. Initiating structure and consideration
C. Concern for people and concern for production
D. Leader-member relations and situational factors

6. What does the Fiedler model focus on?

A. Identifying traits of effective leaders

B. Matching leadership styles with situations
C. Analyzing team dynamics
D. Evaluating decision-making processes

7. A leader with high LPC score in Fiedler’s model is:

A. Task-oriented
B. Autocratic
C. Relationship-oriented
D. Situational

8. What is the first stage of follower readiness in Hersey and Blanchard’s SLT?

A. Able and willing

B. Unable and unwilling
C. Unable but willing
D. Able but unwilling

9. Which leadership style is most appropriate for followers at R4 stage (able

and willing)?

A. Telling
B. Selling
C. Participating
D. Delegating

10. In Path-Goal theory, which leadership style involves setting challenging

goals?

A. Directive
B. Supportive
C. Participative
D. Achievement-oriented

11. Transformational leaders primarily focus on:

A. Social exchanges with followers

B. Clarifying roles and tasks
C. Inspiring followers to achieve extraordinary outcomes
D. Delegating tasks with minimal guidance
12. Which of the following is a characteristic of charismatic leaders?

A. Reluctance to take risks

B. Strong focus on procedures
C. Sensitivity to followers’ needs
D. Lack of vision

13. Visionary leadership involves:

A. Emphasizing current processes

B. Articulating an attractive future vision
C. Avoiding risk-taking
D. Focusing on team boundaries

14. Team leaders must be able to:

A. Maintain total control over decision-making

B. Trust others and delegate authority
C. Manage all external relationships alone
D. Avoid any intervention in team processes

15. Which type of power arises from a leader’s position?

A. Legitimate power
B. Coercive power
C. Expert power
D. Referent power

16. Reward power refers to a leader’s ability to:

A. Punish followers
B. Provide benefits or incentives
C. Control decisions
D. Establish authority

17. Which leadership theory states that leaders must adjust their style based on
followers’ readiness?

A. Path-Goal theory
B. Transformational theory
C. Situational Leadership Theory
D. Behavioral theory

18. According to the Ohio State studies, a leader high in consideration:

A. Defines roles clearly

B. Focuses on task structure
C. Builds mutual trust and respect
D. Avoids interpersonal relationships

19. What does transactional leadership primarily involve?

A. Exchanging rewards for productivity

B. Creating a vision for the future
C. Focusing on team dynamics
D. Building strong interpersonal bonds

20. Leaders who emphasize low task and high relationship behaviors are using
which style in SLT?

A. Telling
B. Selling
C. Participating
D. Delegating

Chapter 9: Controlling

What is the main purpose of controlling in management?

a) To eliminate competition
b) To monitor and correct performance
c) To define employee roles
d) To set long-term goals

Which control system uses external market mechanisms?

a) Bureaucratic control
b) Clan control
c) Market control
d) Feedback control

Which control system relies on rules, regulations, and procedures?

a) Market control
b) Bureaucratic control
c) Clan control
d) Feedback control

What is the first step in the control process?

a) Taking corrective action
b) Measuring actual performance
c) Comparing performance to standards
d) Setting goals

Which type of control occurs before a work activity begins?

a) Feedforward control
b) Concurrent control
c) Feedback control
d) Market control

Which type of control focuses on activities while they are in progress?

a) Feedforward control
b) Concurrent control
c) Feedback control
d) Strategic control

Which type of control focuses on performance after a task is completed?

a) Feedforward control
b) Concurrent control
c) Feedback control
d) Market control

What is the purpose of feedback control?

a) To set performance standards
b) To correct issues before they happen
c) To review completed performance and take corrective action
d) To measure ongoing performance

What is an example of a corrective action in the control process?

a) Revising performance standards
b) Establishing new goals
c) Increasing product prices
d) Monitoring performance trends

Which of the following is NOT a source of performance measurement?

a) Personal observation
b) Oral reports
c) Written reports
d) Intuition

What determines the significance of a performance variation?

a) Manager’s opinion
b) Customer feedback
c) The acceptable range of variation
d) Industry benchmarks

What kind of control emphasizes shared values and norms?

a) Bureaucratic control
b) Market control
c) Clan control
d) Statistical control

Which type of corrective action focuses on immediate solutions?

a) Basic corrective action
b) Immediate corrective action
c) Strategic corrective action
d) Tactical corrective action

Which type of corrective action involves examining the root cause of

deviations?
a) Basic corrective action
b) Immediate corrective action
c) Preventative corrective action
d) Strategic corrective action

What is a potential drawback of feedback control?

a) It does not consider past performance
b) Corrective action occurs too late
c) It cannot be used in dynamic environments
d) It is too focused on preventing problems

Why is control important in empowering employees?

a) It reduces autonomy
b) It provides feedback on performance
c) It limits employee decision-making
d) It increases hierarchical supervision

What is a benefit of concurrent control?

a) It allows real-time adjustments
b) It prevents all errors
c) It eliminates the need for feedback control
d) It focuses on future performance

Which type of control is most proactive?

a) Feedforward control
b) Concurrent control
c) Feedback control
d) Market control

Which step in the control process involves setting performance benchmarks?

a) Measuring actual performance
b) Comparing performance against standards
c) Taking corrective action
d) Establishing control criteria

What is an example of a feedforward control mechanism?

a) Direct supervision during production
b) Quality checks after production
c) Supplier compliance with ISO standards
d) Weekly performance reports