Management Quiz - 11

1. In a formal organization the source of leader power is delegated by management whereas in an informal organization the source of leader power is
[A]Given by shareholders
[B]Given by position
[C]Given by person
[D]Given by group



2. Madhu has to decide how many cashiers to schedule for Saturday at Quick Buy Grocery. He has developed a chart that gives number of customers and the probability of each. Madhu is dealing with
[A]Risk
[B]Uncertainty
[C]Certainty
[D]Programmed decisions



3. Which of the following theories of motivation does not, at least in part, take into account of the physiological needs?
[A]Alderfer’s ERG theory
[B]Mc Clelland’s Acquired Needs theory
[C]Maslow’s Hierarcy of Needs theory
[D]Herzberg’s Two Factors theory



4. Mahesh strongly believes that employees should value organizational goals more than individual goals. Which of the following are we talking about?
[A]Perception
[B]Attitude
[C]Personality
[D]Values



5. Which of the following are questionable assumptions underlying the direct control?
[A]Performance can not be measured
[B]Personal responsibility does not exist
[C]Time and expenditure is warranted
[D]Mistakes cannot be discovered in time



6. A small group gathered in the conference room to discover the impact they had on others, to explore and express their feelings, and to learn more about them. What is this Organization Development (OD) application called?
[A]Team building
[B]Hostile confrontation
[C]Strategic intervention
[D]Sensitivity training



7. Which of the following is not used in conflict resolution?
[A]Avoidance
[B]Problem solving
[C]Compromise
[D]Job rotation



8. Colors is a medium-sized manufacturer of readymade garments having presence in AP, Tamilnadu, and Karnataka. Which of the following forms of organization structures best suits the company?
[A]Functional structure
[B]Product structure
[C]Territorial structure
[D]Hybrid structure



9. Ravi, a new recruit in Solaris Systems, perceives that his outcomes (pay, perks etc) are lower as compared to his inputs (qualifications, experience etc) in relation to his colleagues. Which of the following theories of motivation explains this phenomenon?
[A]Need hierarchy
[B]Two-factor model
[C]Equity theory
[D]Expectancy theory



10. Organizational Development (OD) cannot be used for which of the following?
[A]Adapting to mergers
[B]Creating barriers to change
[C]Managing conflict
[D]Revitalizing organizations



11. Organizational culture is the collection of shared values, beliefs, rituals, stories, myths and specialized language that foster a feeling of community among organization members. Which of the following is not a characteristic of organization culture?
[A]It differentiates one organization from another
[B]It defines the internal environment of an organization
[C]It ensures consistency in the behavior of organization members
[D]It remains absolutely stable throughout the life of an organization



12. Divisional organization structure takes three forms: product division, geographic division and customer division. Which of the following is an advantage of a product divisional structure?
[A]It addresses the special and widely varied needs of customers for clearly defined services
[B]It encourages the development of expertise in functional areas
[C]It allows better understanding of local markets
[D]It facilitates comparison of the performance of various product lines



13. Tangent Electronics Ltd is faced with the problem of allocating resources to its newly set up computer peripherals division. Which of the following decision-making techniques can help solve the problem?
[A]Linear Programming
[B]Decision tree
[C]Simulation
[D]Waiting-line method



14. Which of the following conflict resolution techniques emphasizes on the areas of agreement and common goals and de-emphasizes disagreements?
[A]Avoidance
[B]Smoothing
[C]Compromise
[D]Problem solving



15. Which of the following is the most accurate statement regarding the effect of corporate culture on performance and responsiveness?
[A]Only tangible aspects of the organization have a real effect on performance and responsiveness
[B]Corporate culture is the sole determinant of organization performance and responsiveness
[C]Corporate culture affects performance and responsiveness in two main ways-some values support responsiveness and some values act as guide
[D]Only top management and leadership affect an organization’s performance and responsiveness