Study Material for UGC NET JRF for MBA Students(Management Quiz - 53)

1. Conditions of uncertainty exist when future environment is unpredictable and everything is in a state of flux. The decision-maker is not aware of all alternatives, the risks associated with each, or the consequences of each alternative, or their probabilities. Which approach to decision-making under conditions of uncertainty believes that individual attitudes toward risk vary with events, with people and positions?
[A]Risk analysis
[B]Risk communication
[C]Decision trees
[D]Utility theory



2. Which of the following is a form of conformity whereby group members withhold information or discussion in order to give the appearance of agreement?
[A]Group conformity
[B]Groupthink
[C]Minority domination
[D]Group domination



3. Which of the following is/are potential barriers to successful controlling?
I. Overemphasizing short-term production as opposed to long-term production.
II. Periodic review of standards.
III. Inflexibility.
IV. Identification of only major exceptions.
[A]Only (III) above
[B]Only (IV) above
[C]Both (I) and (III) above
[D]Both (II) and (IV) above



4. Which of the following is not a step in the controlling process?
[A]Taking corrective action
[B]Establishing planned activities
[C]Comparing performance to standards
[D]Measuring performance



5. An objective is the object or aim of an action. Management by Objectives (MBO) is a management process that is popular in many organizations. It is the joint setting of goals and objectives by superiors and subordinates. A major difference between traditional objective setting and MBO is
[A]In MBO, there are multiple objectives covering a range of organizational activities
[B]In traditional objective setting; the objectives, once formulated, provide direction for management decisions
[C]In traditional objective setting; the objectives, once established, form the criteria against which actual accomplishments can be measured
[D]Traditional objective setting is ‘top down’ only, while MBO is both a ‘top down’ and ‘bottom up’ process



6. In Japanese Management style, the staffing function is characteristic of
I. Young people hired out of school.
II. Rapid advancement desired.
III. Slow promotion through ranks.
IV. Promotions based on multiple criteria.
V. Appraisal of short-term results.
[A](I), (II) and (III) above
[B](I), (III) and (IV) above
[C](I), (III) and (V) above
[D](II), (III) and (IV) above



7. Various leadership studies were conducted in the past to explain and understand leadership. Which of the following leadership studies called the dimensions of leadership behavior "initiating structure" and "consideration"?
[A]University of Michigan studies
[B]Blake and Mouton's managerial grid
[C]House's path-goal theory
[D]Ohio State studies



8. Which of the following is an on-the-job training technique?
[A]Organizational socialization
[B]Creation of “assistant-to” positions
[C]Performance appraisal
[D]Job enlargement



9. Which of the following is/are finding(s) of Hawthorne Studies?
I. Workplace culture sets its own production standards.
II. Fatigue is the main factor affecting the output.
III. Job performance depends on the individual worker.
[A]Only (I) above
[B]Only (II) above
[C]Only (III) above
[D]Both (I) and (II) above



10. The bargaining power of buyers, as described by Porter, is high when
[A]There are only a few players in the industry
[B]Their purchases form a large chunk of the sellers’ total sales
[C]There are no substitutes for products being purchased
[D]Products or services are critical to the buyer’s business



11. Every company wants to gain competitive advantage over its competitors. If a company is able to be unique in its industry in a manner widely valued by the market, it is likely to follow a
[A]Diversification strategy
[B]Differentiation strategy
[C]Focus strategy
[D]Cost-leadership strategy



12. From the viewpoint of line personnel, major reason(s) for line-staff conflict is that staff personnel
I. Encroach line authority.
II. Dilute the authority of line managers.
III. Take credit for success.
IV. Lack a first-hand experience of operations.
[A]Only (I) above
[B]Only (IV) above
[C]Both (I) and (II) above
[D]All (I), (II), (III) and (IV) above



13. Which controls are probably least useful when exact measurement is difficult and the environment is fluctuating rapidly?
[A]Strategic
[B]Tactical
[C]Administrative
[D]Performance



14. Amit Vaish believes that work is as natural as play or rest and, therefore, employees should exercise self-direction and self-control to accomplish objectives. He believes employee involvement in decisionmaking is essential to the long-term success of his company. What kind of manager does Mr. Amit appear to be?
[A]Theory X manager
[B]Theory Y manager
[C]Theory Z manager
[D]Inner-directed manager



15. Operations Management is a tool by which management can create and improve upon its operations. Which of the following statements is true regarding Operations Management?
[A]Operations managers are not found in the service sector
[B]Operations Management is concerned with only the input stage of product development
[C]The outputs of the operations system include both goods and services
[D]Labor is part of the transformation stage and is not considered an input