Management Principles MCQ PDF
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18 Chapters
1987 Verified Questions
Management Principles
MCQ PDF
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Management Principles provides students with a comprehensive overview of the
foundational concepts, theories, and practices that underpin effective management in
modern organizations. The course covers the essential functions of
management—including planning, organizing, leading, and controlling—while examining
the roles and responsibilities of managers at various levels. Students will learn about
organizational structure, decision-making processes, communication, motivation, and
leadership styles. Through case studies and real-world examples, the course
emphasizes the application of management principles in diverse business
environments, preparing students to address challenges and make informed decisions
in their future careers.
Recommended Textbook
Organizational Behavior 18th Edition by Stephen P. Robbins
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18 Chapters
1987 Verified Questions
1987 Flashcards
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Page 2
Chapter 1: What Is Organizational Behavior?
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Sample Questions
Q1) An organization is a consciously coordinated social unit composed of two or more
people.
A)True
B)False
Answer: True
Q2) Annette Simpson works for a fashion house in Paris and is preparing for the
company's upcoming line of winter clothing. She is currently researching online to know
what is in vogue this season. In addition, she is also networking with contacts from the
press and fashion magazine editors to understand the changing tastes of consumers.
Which of the following roles is Simpson playing according to Mintzberg's classification of
managerial roles?
A) figurehead
B) leader
C) symbol head
D) monitor
E) spokesperson
Answer: D
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Page 3
Chapter 2: Diversity in Organizations
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Sample Questions
Q1) Compare and contrast four different kinds of physical abilities.
Answer: Extent flexibility is the ability to move the trunk and back muscles as far as
possible. Dynamic flexibility refers to the ability to make rapid, repeated flexing
movement. Both of these physical abilities can be classified under flexibility factors.
Explosive strength is the ability to expend a maximum of energy in one or a series of
explosive acts. In comparison, the ability to exert force against external objects is known
as static strength. Both of these physical abilities can be classified under strength
factors.
Q2) A difference in ________ would indicate deep-level diversity.
A) gender
B) age
C) ethnicity
D) disability
E) values
Answer: E
Q3) Memory is not a component of intelligence and is considered as a separate faculty.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Attitudes and Job Satisfaction
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Sample Questions
Q1) We have thousands of attitudes, but OB focuses on a very limited number that form
positive or negative evaluations employees hold about their work environments.
A)True
B)False
Answer: True
Q2) Economic conditions influence job satisfaction levels.
A)True
B)False
Answer: True
Q3) Any incompatibility between two or more attitudes or between behavior and
attitudes results in ________.
A) organizational dissonance
B) cognitive dissonance
C) attitudinal clarification
D) positivity offset
E) affective reactance
Answer: B
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Page 5
Chapter 4: Emotions and Moods
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Sample Questions
Q1) Which of the following is an example of a sedentary activity that does not play a
crucial role in increasing positive mood?
A) playing video games at home
B) going for a hike in the mountains
C) going on a ski vacation
D) eating a meal with family members
E) going to a party with friends
Q2) Wanda Elder works as a human resource executive. Being helpful is inherent in her
nature, and she regularly interacts with employees, helping them understand their needs
and easing difficulties. She reads emotional cues of people with ease and knows how to
express her emotions without violating organizational norms. Which of the following is
Elder characterized by?
A) high cognitive dissonance
B) low self-esteem
C) high emotional dissonance
D) high emotional intelligence
E) low job satisfaction
Q3) What are affect, emotions, and moods?
Q4) Explain the significance of emotions.
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Page 6
Chapter 5: Personality and Values
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Sample Questions
Q1) John Holland's personality-job fit theory presents six personality types. Which of the
following is one of these six types?
A) analytic
B) imaginative
C) practical
D) investigative
E) intuitive
Q2) According to the Big Five model, the agreeableness dimension refers to an
individual's propensity to defer to others.
A)True
B)False
Q3) According to the Myers-Briggs Type Indicator (MBTI) classification, people with an
ENTP personality type are most likely to be ________.
A) illogical
B) innovative
C) intuitive
D) skeptical
E) stubborn
Q4) Does heredity determine a person's personality? Explain.
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Page 7
Chapter 6: Perception and Individual Decision Making
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Q1) ________ is the process by which individuals organize and interpret their sensory
impressions in order to give meaning to their environment.
A) Sensation
B) Impression
C) Apprehension
D) Attribution
E) Perception
Q2) Individuals who report unethical practices by their employer to outsiders are known
as ________.
A) change agents
B) boundary spanners
C) early adopters
D) whistle-blowers
E) free riders
Q3) Explain hindsight bias.
Q4) Explain with an example the contrast effect.
Q5) What is escalation of commitment? Explain.
Q6) What is perception? Discuss the factors that influence perception.
Q7) What is intuitive decision making? Explain.
Page 8
Q8) Describe and explain the causes of creative behavior.
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Chapter 7: Motivation Concepts
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Q1) Briefly explain Maslow's hierarchy of needs theory.
Q2) MBO provides individual employees with ________.
A) personal performance objectives
B) greater work supervision
C) predefined targets
D) generalized feedback
E) clear-cut growth paths
Q3) ________ argues that people learn to behave to get something they want or to
avoid something they don't want.
A) Theory Y
B) Theory X
C) Social cognitive theory
D) Operant conditioning theory
E) McClelland's theory of needs
Q4) Feedback influences self-efficacy.
A)True
B)False
Q5) According to Herzberg, the opposite of "satisfaction" is "dissatisfaction."
A)True
B)False
Page 9
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Chapter 8: Motivation: From Concepts to Applications
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Sample Questions
Q1) Adam Sears is an assembly line employee with Swenson Motors. Though Adam is
popular among his supervisors and colleagues, Adam experiences low morale and lack
of motivation. He feels frustrated that his job is restricted to fixing nuts and bolts on the
car parts. He fears that he has no chances of advancing in his career as he cannot
completely assemble a car. Which of the following is true with regard to Adam?
A) Adam's job has high task complexity.
B) Adam's job has a high span of control.
C) Adam's job has low role definition.
D) Adam's job has low task identity.
E) Adam's job has high task significance.
Q2) Personal contacts with beneficiaries is a required component of relational job
design.
A)True
B)False
Q3) Compare and contrast the benefits of intrinsic rewards, such as recognition, and
extrinsic rewards, such as pay, as forms of motivation.
Q4) Discuss the advantages and disadvantages of flextime.
Q5) Describe the aspects of a company bonus plan.
Q6) What are the various dimensions of the job characteristics model?
Page 10
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Chapter 9: Foundations of Group Behavior
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Sample Questions
Q1) Describe the nominal group technique.
Q2) Which of the following statements is true regarding the effect that size of the group
has on the group's overall behavior?
A) The size of the group does not affect the group's overall performance.
B) Evidence indicates that larger groups are faster at completing tasks than smaller
ones.
C) Compared to smaller groups, larger groups are better at problem solving.
D) If the goal of the group is fact-finding, then smaller groups are more effective than
larger groups.
E) Evidence indicates that individuals perform better in larger groups than in smaller
ones.
Q3) The important groups to which an individual belongs or hopes to belong are known
as ________ groups.
A) interacting
B) reference
C) organizational
D) control
E) nominal
Q4) Explain group polarization.
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Page 11
Chapter 10: Understanding Work Teams
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Sample Questions
Q1) Which of the following must be avoided if one wants to create and maintain an
effective team?
A) task conflicts
B) reflexivity
C) specific goals
D) relationship conflicts
E) congruent mental models
Q2) What are some special challenges that virtual teams face? For virtual teams to be
effective, what should management ensure?
Q3) What is a cross-functional team?
Q4) According to the concept of organizational demography, if team members have
dissimilar experiences, it will lead to ________.
A) increased employee satisfaction
B) decreased level of conflicts
C) higher employee motivation
D) higher employee turnover
E) higher team efficacy
Q5) How does a climate of trust improve effectiveness of teams?
Q6) How do mental models contribute to task conflicts?
Page 12
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Chapter 11: Communication
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Sample Questions
Q1) Europe has the world's largest number of social media users.
A)True
B)False
Q2) Voice refers to the ability to contribute words of value to the meeting or other forum
in the workplace.
A)True
B)False
Q3) Which of the following is a unique advantage of lateral communication?
A) Lateral communication helps in the transmission of ideas and information.
B) Lateral communication occurring with management's knowledge and support can be
beneficial even if it does not follow the formal vertical structure.
C) Lateral communication facilitates emotional expression, enhances motivation, and
helps the organization control its employees effectively.
D) Lateral communication facilitates coordination at the intradepartmental level.
E) Lateral communication works quickly as it does not follow the stages of the
communication process.
Q4) What are the seven key parts of the communication process?
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Page 13
Chapter 12: Leadership
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Sample Questions
Q1) Trait theories most accurately predict ________.
A) distinguishing features of an effective leader
B) differences between an effective and an ineffective leader
C) success of a leader
D) roles to be played by the leader
E) emergence of a leader
Q2) Which of the following statements regarding leadership is true?
A) All managers are leaders.
B) Formal rights ensure good leadership.
C) Formal appointment is essential in creating leaders.
D) All leaders are hierarchically superior to followers.
E) Nonsanctioned leadership is as important as formal influence.
Q3) Charismatic leaders are not always authentic leaders. Discuss.
Q4) The leader-member exchange (LMX) theory proposes that the leader implicitly
categorizes the follower as belonging to his ingroup or out group after a detailed
analysis of his or her performance over a prolonged period of time.
A)True
B)False
Q5) Describe the full range of leadership model.
Q6) How do substitutes and neutralizers challenge
Page 14 the effectiveness of leadership?
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Chapter 13: Power and Politics
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Sample Questions
Q1) High-self monitors are good at reading situations and molding their appearances
and behaviors to fit each situation.
A)True
B)False
Q2) Define power.
Q3) If an individual ________, then he or she is less likely to engage in illegitimate
political behavior.
A) has invested a lot in the organization in terms of time and efforts
B) possesses a scarce skill or knowledge
C) has influential contacts outside the organization
D) does not expect any future benefits from the organization
E) has an external locus of control
Q4) Interviewers are rarely able to detect when an individual is engaging in impression
management.
A)True
B)False
Q5) How does reward power contribute to sexual harassment?
Q6) Define political behavior and explain its features.
Q7) Contrast leadership and power.
Page 15
Q8) Discuss the effectiveness of various influence tactics.
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Chapter 14: Conflict and Negotiation
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Q1) Conflicts related to how the work gets done are called ________ conflicts.
A) communication
B) task
C) job
D) relationship
E) process
Q2) Scholars generally agree that task and process conflicts are functional.
A)True
B)False
Q3) The conflict-handling intention of collaborating is ________.
A) assertive and uncooperative
B) assertive and cooperative
C) unassertive and uncooperative
D) unassertive and cooperative
E) affective and reflective
Q4) Identify the three basic types of conflict from the perspective of where the conflict
occurs and discuss why it is important to understand the loci of conflict in order to
address conflict in the workplace.
Q5) What are the various causes of conflict?
Q6) What is BATNA? Discuss the significance
Pageof16
BATNA.
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Chapter 15: Foundations of Organization Structure
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Sample Questions
Q1) Wiper Inc., a parts supplier, has separate departments for government aircraft and
contracts, large commercial aircraft clients, and small personal aircraft clients. This is an
example of departmentalization on the basis of ________.
A) product
B) function
C) geography
D) customer
E) service
Q2) Which of the following terms refers to the way an organization transfers inputs into
outputs?
A) volatility
B) formalization
C) complexity
D) technology
E) environment
Q3) Compare and contrast the three common organizational designs: simple structure,
bureaucracy, and matrix structure.
Q4) Discuss boundary spanning in organizations and between organizations.
Q5) Describe the five common ways of departmentalization. Give an example of each.
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17 click on the resource link above.
Chapter 16: Organizational Culture
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Sample Questions
Q1) A positive organizational culture emphasizes ________.
A) the use of negative reinforcement and punishment
B) the use of rituals in transmitting organizational culture
C) individual vitality and growth
D) the significance of highly centralized management
E) organizational standardization and institutionalization
Q2) Larry has an employee who is amazing at clearly seeing rules and enforcing them.
He has recently promoted her to the lead position in quality assurance. Which method of
creating a positive organizational culture is Larry utilizing?
A) rewarding more than punishing
B) building on organization strengths
C) using standardized practices
D) building on employee strengths
E) transmitting organizational culture through rituals
Q3) A study conducted by Bain and Company found that 70 percent of mergers failed to
increase shareholder values, and Hay Group found that more than 90 percent of
mergers in Europe failed to reach financial goals.
A)True
B)False
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Page 18
Chapter 17: Human Resource Policies and Practices
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Sample Questions
Q1) Researchers now recognize three major types of behavior that constitute
performance at work. Which of the following are these three major types of behavior?
A) task performance, productivity, tenure
B) productivity, efficiency, absenteeism
C) task performance, citizenship, counterproductivity
D) citizenship, counterproductivity, personality
E) leadership, knowledge, efficiency
Q2) Describe and discuss work-sample tests and assessment centers and the contexts
in which they can be used effectively.
Q3) When an appraiser rates employees based on items on a continuum with the points
reflecting actual behaviors on a given job, this type of evaluation is called ________.
A) BARS
B) critical incident
C) graphic rating scale
D) group order ranking
E) assessment center evaluation
Q4) Provide a workplace example of informal training for technical skills and another for
problem-solving skills.
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Page 19
Chapter 18: Organizational Change and Stress
Management
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Sample Questions
Q1) Which of the following resistances to change is implicit?
A) strike
B) absenteeism
C) resignation
D) complaint
E) work slowdown
Q2) Which of the following steps in Kotter's eight-step plan for implementing change
represents the refreezing stage in Lewin's three-step model?
A) Plan for, create, and reward short-term "wins" that move the organization toward the
new vision.
B) Consolidate improvements, reassess changes, and make necessary adjustments in
the new programs.
C) Create a new vision to direct the change and strategies for achieving the vision.
D) Empower others to act on the vision by removing barriers to change and encouraging
risk taking and creative problem solving.
E) Reinforce the changes by demonstrating the relationship between new behaviors and
organizational success.
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Page 20