C

CHARTERED INSTITUTE OF
PERSONNEL MANAGEMENT OF NIGERIA
PROFESSIONAL EXAMINATIONS

SEPTEMBER, 2022
CIPM/INT2/004: COMPARATIVE MANAGEMENT & ADMINISTARTION
Instruction to Candidates:
There are 50 multiple choice questions with options of four possible answers. Choose the most correct answer
by clicking on the button beside it. Answer all Questions.
When you are completely done click submit.

Time Allowed: 1 hour

1. According to Koontz (1969), management practices involves all of the following ways
except in term of differing…………………………………
a. business and non-business organisations.
b. nations and cultures.
c. industries and institutions.
d. global and economy.
Comprehension

2. ………………………………..is the adoption of a common economic policy by a group

of nation-states
a. Custom agreement
b. Cultural union
c. Economic integration
d. Society development
Comprehension
3. Multinational corporations possess positive and negative impact on both home and
foreign economies. The following are the major positive impacts of multinational
corporations on the host countries except in aspect of………………….............
a. transfer of technology in terms of machines and technical know-how.
b. enhancing the level of competition.
c. political interference on the part of multinational corporations.
d. capital investment in major economic activities.
Comprehension

4. …………………………..is the shift towards a more integrated and interdependent world

economy.
a. Unionization
b. Internationalization
c. Globalization
d. Federalization
Recall

5. The science and art of management owe their development to the Americans principally
because………………………………..
a. management education started in America.
b. the growth in America’s per capital income was due to effective management.
c. America is credited with the initial modern management practices.
d. America is credited with the pioneer increasing number of modern capitalisms.
Comprehension

6. In production management and development, Leventis (1982) stated the following salient
differences in the production management practices except that…………………
a. Japanese focuses mainly on improving product quality through “Quality Circle.”
b. Japanese firms do not encourage large work-in-progress.
c. reward in typical Japanese firms is based on long-term performance.
d. Japanese technological development rests mainly on imported technology.
Comprehension

7. The frequent meaningful measures of corporate social responsibility used in the past
includes the following except in term ………………………
a. content analysis of corporate annual reports.
b. ratings of socially responsible and socially irresponsible firms.
c. executive and student rating of corporate social responsibility.
d. better ways for supporting ethical ideas and investment.
Comprehension

8. The economic indicator of Return on Capital is ‘‘………………………………..’’

 a. Gross Profit/Total Assets.
b. Net Profit / Net Sales.
c. Net Profit / Net Worth.
d. Net Operating Income / Net Sales.
Application

9. The …………………..model is an approach in which an entity equates its effectiveness

with the internal organisational health efficiency.
a. system resources
b. goal
c. ecological
d. process
Comprehension

10. The non-economic indicator for competitiveness of compensational scheme in an

organisation is measured by the…………………………………….
a. number of leavers during the period / average number of employees during the
period.
b. management hiring by resignation / management size.
c. organizational average / maximum in the sample.
d. number of hours lost / number of hours planned.
Application

11. ………………………..perspective is not an indicator required for success in

contemporary business environments as identified by Kaplan and Norton (1992).
a. Internal
b. Employees
c. External
d. Financial
Recall

12. Which of the following is a theorist of the classical school of management?

a. Taylor F.W
b. Henry Gantt
c. Henry Fayol
d. Lilian Gilberth
Recall

13. ………………………..is a basic element of ‘‘Management by Objectives.’’

a. Goals specificity
b. Total management
c. Performance feedback
d. Central goal setting
 Comprehension

14. …………………..is a means of attaining, making and implementing a decision.

a. Action
b. Plan
c. Strategy
d. Work
Recall

15. The hierarchy of needs according to Maslow’s theory is:

a. Physiological > Security > Esteem > Social > Self -actualization.
b. Security > Physiological > Esteem > Social > Self -actualization.
c. Physiological > Security > Social > Esteem> Self- actualization.
d. Physiological > Esteem > Security> Social >Self -actualization.
Application

16. The word “ASCON” means ‘‘……………………………………………..’’

a. Associated Schools and Colleges of Nigeria.
b. Associated Staff College of Nigeria.
c. Administrative Staff College of Nigeria.
d. Administrative School College of Nigeria.
Recall

17. In multi business corporations, the levels of strategy are…………………….

a. corporate level > business level > functional level.
b. business level > function level> corporate level.
c. corporate level> functional level > business level.
d. functional level > business level> corporate level.
Application

18. Some of the components of “ERG” according to Clayton Alderfer in his motivation
theory are…………………………………………needs.
a. existence, relevance and growth
b. existence, rational and growth
c. existence, relatedness and growth
d. existence, ransom and growth
Comprehension
19. …………………………..is a retrenchment strategy where an enterprise sells one of its
major divisions in order to generate cash.
a. Turn Around
b. Diversification
c. Divestment
 d. Liquidation
Comprehension

20. McClellan’s process and theory of needs revealed arousal-based and………………..

developed motives.
a. intrinsic
b. extrinsic
c. socially
d. affiliative
Comprehension

21. ……………………………is an organisational approach where strategic-making

responsibility consist of the assistance and advice of key peers and subordinates.
a. Participative
b. Delegation
c. Collaborative
d. Supportive
Application

22. …………………………. is the process of grouping activities and resources among

people and systematically integrating the groups into a unified system.
a. Planning
b. Directing
c. Organising
d. Management
Recall

23. …………………………is the first theorist to elaborate the concept of bureaucracy from
his study of government.
a. Max Hilton
b. Henry Fayol
c. Lilian Gant
d. Max Weber
Recall

24. …………………… theory motivates workers to contribute their inputs towards

achieving organisational goals and objectives.
a. Adam’s equity
b. Expectancy
c. Maturity
d. Goal setting
Comprehension
25. …………………………..is not a key element of the path goal theory.
a. Environment
b. Situation
c. Variable
d. Task
Comprehension

26. The situational variables in the path-goal theory consists of subordinates

and……………………………..characteristics.
a. employee
b. task
c. achievement
d. inducement
Comprehension

27. Vroom and Yetton’s contingency model of motivation is based on two aspects of
leadership behaviour. In your opinion, these aspects are………………………….
a. decision model and decision acceptance.
b. leadership decision and leadership acceptance.
c. decision quality and decision acceptance.
d. visionary acceptance and visionary leadership.
Comprehension
28. The classical perspective of management comprises of scientific and …………
management.
a. comparative
b. administrative
c. qualitative
d. productive
Comprehension

29. ………………………… decisions are those made in accordance with habits, rules, and
procedures.
a. Basic
b. Routine
c. Organisational
d. Programmed
Comprehension

30. ………………………is a mathematically based analysis that provides a quantitative

basis management.
a. Operational audit
 b. Ratio analysis
c. Operational research
d. Value chain analysis
Comprehension

31. Mentoring is a leadership style which makes an important impact on the acquisition of
……..
a. skills by exposure to role model.
b. training and development to gain an insight into higher-level management thinking.
c. useful techniques for succession planning.
d. career enhancement and support functions for personal advancement.
Comprehension

32. ……………………… theory is the process by which people interpret the perceived
outcome of behaviour.
a. Learning
b. Motivation
c. Attribution
d. Valence
Comprehension

33. …………………………authority is not one of the authorities identified by Max Weber.

a. Charismatic
b. Traditional
c. Dictatorial
d. Legal-Rational
Comprehension

34. Gulick propounded ………………..typologies of departmentalisation.

a. five
b. four
c. three
d. two
Recall

35. Urwick (1933), formalised the abstracted idea to be applied in the area of professional
administration into …………………… principles.
a. ten
b. eight
c. five
d. six
Recall
36. Who originated the expectancy theory of motivation?
a. Maslow
b. Argyris
c. Vroom
d. McClellan
Recall

37. ………….…………….is the management concept to governmental administration

according to Gulick’s management functions.
a. POSDCORB
b. POSCORDP
c. POSDORPL
d. POSBOARD
Application

38. …………………………..controls are designed to detect and correct deviations from

standards before a particular sequence of action is completed.
a. Pre-action
b. Feed-back
c. Con-current
d. Feed-forward
Comprehension

39. A leader who persuades and considers the feelings of subordinates and involves them in
decision making is a…………………………………..leader..
a. autocratic
b. democratic
c. mentor
d. laissez-faire
Comprehension

40. In a/an……………..environment, group of individuals have a considerable influence on

the accomplishment of organisational goals.
a. internal
b. task
c. external
d. natural
Application

41. Trompenaars (1993) identified………………………………. cultural dimensions.

 a. seven
b. five
c. four
d. three
Recall

42. Frederick Herzberg extended the needs for motivation into:

i. Hygiene
ii. Social
iii. Self-esteem
iv. Motivational
a. (i) only
b. (ii) and (iii)
c. (i) and (iii)
d. (iii) and (iv)
Application

43. ……………………..is a planning technique covering a given period and expressed in

quantitative terms.
a. Control
b. Planning
c. Budgeting
d. Auditing
Recall

44. The change agents in an organisation comprises of………………………….managers.

i. expert staff
ii. inventory control
iii. operations
iv. investment
a. (i) only (iv)
b. (ii) and (iii)
c. (i) and (iii)
d. (i), (ii) and (iii)
Recall

45. Culture is broadly based on material, ideology and ………………………….

a. principles.
b. practices.
c. norms.
d. beliefs.
Recall
46. ………………………..is the integrated set of internal and external control mechanisms
that harmonise manager-shareholder conflicts of interests resulting from the separation of
ownership and management.
a. Leadership agreement
b. Corporate policy
c. Corporate governance
d. Organisational referendum
Recall

47. What is the third step in strategic policy implementation?

a. Analysis
b. Idea formation
c. Idea selection
d. Execution
Recall

48. The planning process in an enterprise involves:

i. Determination of mission, goals and objectives
ii. Formulation of strategy
iii. Selection of means of attaining specific objectives
iv. Implementation of strategy
v. Feedback
a. (i) (ii) and (iii)
b. (ii) (iii) (iv) and (v)
c. (i) (ii) (iii) and (v)
d. (i) (ii) (iii)and (iv)
Recall

49. Managerial discretion occurs in public corporations when owners of organisations

enjoy……………………….
a. adequate power and authority.
b. exclusive control over managers.
c. management-shareholders harmonization.
d. favourable effects of corporate performance.
Comprehension

50. …………………..are organisational policies and beliefs on how employees and

customers are to be treated.
a. Rules
b. Norms
c. Philosophy
d. Behaviour
Recall