Management Quiz - 21

1. Productivity can be measured in two ways: total productivity and partial productivity. In both the cases it is expressed as a ratio of outputs to inputs. Which one of the following inputs is common to both the measures?
[A]Capital
[B]Energy
[C]Materials
[D]Labor



2. In order to discharge managerial functions effectively, managers at all levels require vital information with speed, brevity precision and economy. In this regard, the first necessary step to effectively operate a Management Information System (MIS) is
[A]Summarizing data
[B]Analyzing data
[C]Determining information needs
[D]Gathering appropriate information



3. Which of the following orientations is an approach to international management whereby executives assume those practices that work in the headquarters?
[A]Ethnocentric
[B]Polycentric
[C]Regiocentric
[D]Geocentric



4. If an employee of a multinational company indicates that she believes that since she is a citizen of the host country, she would be best suited to manage the company; her attitude toward the operation of the organizational would most likely be classified as
[A]Ethnocentric attitude
[B]Polycentric attitude
[C]Regiocentric attitude
[D]Gendercentric attitude



5. Derick computers has an organizational model that consists of the subsidiaries in each country in which it is does business with the ultimate control exercised by Derick computers. This describes the organizational model as
[A]Global
[B]International
[C]Multinational
[D]Transnational



6. As a manager, Radha has a good grasp of the "big picture," visualizing the relationship of her business to the industry and to the larger community. She is also able to see how the various parts of her organization depend upon one another. In this way, Radha is demonstrating excellent _________ skill.
[A]Diagnostic
[B]Technical
[C]Conceptual
[D]Human



7. It is a normal practice to categorize management into three basic levels: (1) top management, (2) middle management and (3) supervisory or first-level management. The managers at these three levels require different kinds of skills to perform the functions associated with their jobs. The major difference in skill requirements between middle and top managers is that
[A]Top managers must generally be more skilled than middle managers in every respect
[B]Top managers require better interpersonal skills but less conceptual skills than middle managers
[C]Top managers generally require better technical and interpersonal skills than middle managers
[D]Top managers generally require higher level conceptual skills but less technical skills than middle managers



8. Using a method called structured observation, Mintzberg isolated ten roles which he believed were common to all managers. According to him, maintaining self-developed networks of outside contacts and informers who provide favours and information can be best described as
[A]The disseminator role
[B]The liaison role
[C]The monitor role
[D]The entrepreneur role



9. A production manager of a manufacturing organization is trying to determine how to revise the production department, so that it can produce more units per day and achieve the targets in a specified time. Identify the managerial function.
[A]Organising
[B]Leading
[C]Controlling
[D]Marketing



10. The Gantt Chart (invented by Henry L. Gantt), still used today in the production planning area of many organizations, is a method for comparing the actual and planned performances. It was the first simple visual device to maintain production control. It is essentially a bar graph with __________ axis and __________ axis.
[A]Time on the horizontal; the activities to be scheduled on the vertical
[B]Time on the vertical; project completion on the horizontal
[C]Time on the horizontal; project completion on the vertical
[D]Time on the vertical; the activities to be scheduled on the horizontal



11. Max Weber, a German contemporary of Henri Fayol, coined the term “bureaucracy”, based on the German word “buro” meaning office, to identify large organizations that operated on a rational basis. All of the following are characteristics of bureaucracy except
[A]Centralized authority
[B]Formalized rules and regulations
[C]Standardized operating tasks
[D]Wide spans of control



12. Frederick Winslow Taylor took up Henry Towne’s challenge to develop principles of scientific management. Taylor’s belief that when a worker intentionally worked more slowly so that he would not be out of line with the productivity of other workers, it was an example of
[A]Commandeering
[B]Unity of command
[C]Soldiering
[D]Contingency management



13. According to the Scientific Management School of Thought, which of the following is defined as the systematic, objective and critical examination of all the factors governing the operational efficiency of a specified activity to bring about improvement?
[A]Work Methods Study
[B]Micromotion Study
[C]Time Study
[D]Motion Study



14. The term ‘ethics’ commonly refers to the rules or principles that define right and wrong conduct. Managers making ethical decisions may belong to any of the three levels of Moral Development, each composed of two stages. The Pre-conventional Level of Moral Development is concerned with which of the following stages?
[A]Following rules only when its of interest
[B]Living up to the expectations of people close to managers
[C]Maintaining conventional order by fulfilling obligations which managers have agreed to
[D]Valuing rights of others, and upholding non-relative values and rights, regardless of the majority's opinion



15. Complex interactions between the manager’s stage of moral development and the various moderating variables determine whether he will act in an ethical or unethical manner. Moderating variables include individual characteristics, structural design of the organization, the organizational culture and the intensity of the ethical issue. Which of the following individual characteristics indicates the degree to which people believe they are masters of their own fate?
[A]Perception
[B]Value
[C]Attitude
[D]Locus of Control