Tuesday, June 19, 2012

Business Management Objective Questions for 2012 UGC NET Exams (Management Quiz - 74)

1. In the strategic management process, any organizational skills or resources that are exceptional or unique are the organization's
[A]Potential external opportunities
[B]Potential internal strengths
[C]Core competencies
[D]Bargaining Power

2. Standing plans are the plans developed for activities that occur regularly over a period of time. The three major kinds of standing plans are policies, rules, and

3. The management concept that recommends that employees should have one and only one boss is termed
[C]Unity of command
[D]Scalar relationship

4. Which of the following is/are strengths of the divisional structure?
I. It combines the advantages of functional and product structures.
II. It can respond quickly as it does not need to coordinate with other divisions.
III. Coordination is simplified.
IV. Activities are grouped around customers.
[A]Only (I) above
[B]Both (I) and (IV) above
[C]Both (II) and (III) above
[D](I), (II) and (III) above

5. When managers behave in a random manner in making non-programmed decisions, the manager's approach can be categorized under which of the following decision-making models?
[A]Rational model
[B]Satisficing model
[C]Incremental model
[D]Garbage-can model

6. Product divisions are divisions created to concentrate on a single product or service or at least a relatively homogenous set of products or services. Which of the following is not an advantage of product departmentation?
[A]It facilitates the use of specialized capital, promotes coordination and allows optimum utilization of personal skills and specialized knowledge
[B]It facilitates growth and diversity of products and services offered by the organization
[C]The performance of each product line can be compared and analyzed
[D]Managerial costs are lower because of the decentralization of various activities such as personnel, production, sales and accounts

7. The major disadvantage of the matrix structure is
[A]Duplication of resources
[B]Lack of employee satisfaction
[C]Lack of economies of scale
[D]Its propensity to foster power, struggles

8. Which of the following management functions specifies goals to be achieved and decides in advance the appropriate actions to achieve those goals?

9. Which of the following is the most appropriate reason for a manager to plan?
[A]Planning maximizes redundancy
[B]Planning eliminates the need for management attention
[C]Planning reduces the need for standards
[D]Planning gives direction

10. A strategy can be defined as
[A]A specific, narrow plan designed to achieve tactical planning
[B]Designed to be the end of tactical planning
[C]A plan designed to reach long-term objectives
[D]Being timeless, so the same strategy can meet organizational needs anytime

11. Tommy has a remarkable ability to get his employees to do what he directs. He is an upper level manager at the company and is very gifted with business knowledge. The employees fear that if they do not act as directed, Tommy would give them a poor work reference. Which of the following is the type of power Tommy has over his workers?
[A]Reward power
[B]Referent power
[C]Expert power
[D]Coercive power

12. Which of the following is/are integral part(s) of an effective organizing effort?
I. Rationale for the orderly use of management system resources.
II. Responsibility.
III. Authority.
IV. Delegation.
[A]Only (II) above
[B]Both (I) and (II) above
[C]Both (III) and (IV) above
[D]All (I), (II), (III) and (IV) above

13. The effect of planning on managers is that it induces them to
[A]Consider the impact of change
[B]React to change
[C]Retrench the troublemakers in the organization
[D]Develop bureaucratic response models

14. Organizational structure is defined as
[A]A set of managerial decisions and actions
[B]A formal framework by which job tasks are divided, grouped, and coordinated
[C]A process that is done best if it is done quickly
[D]A specification of the broad parameters within which organization members are expected to operate in pursuit of organizational goals

15. Bargaining power of suppliers, as described by Porter, is high when
I. Customers make bulk purchases.
II. There are few players in the industry.
III. There are no substitutes for their products or services.
IV. Customer’s purchases form a large chunk of the seller’s sales.
[A]Only (II) above
[B]Both (I) and (IV) above
[C]Both (II) and (III) above
[D](I), (III) and (IV) above

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