TEST questions of the "Management"

1. MULTIPLE CHOICE

1. Prominent representatives of the classical school of management:

a.A. Fayol

b.F. Gilbreth

c. L. Urwick

d.E. Mayo

2. The most prominent representatives of the school of human relations:

a. A. Fayol

b. G. Gantt

c.G. Emerson

d.E. Mayo

3. Prominent representatives of the classical school of management:

a.A. Fayol

b.F. Gilbreth

c. L. Urwick

d.E. Mayo
4. Who should monitor the performance of the tasks set before the team?

a. Specialists;

b. Employees;

c. Leaders;

d. Individual leaders;

5. Organization in management is:

a. The process of interaction of people to realize certain goals

b. Integrated integer

c. Meeting of independent specialists

d. Union of experts

6. Planning is:

a. Status of the organization

b. Integration of types of services

c. Perspective of development

d. Separate type of management activity that determines the future and

future state of the organization

7. Impact is:

a. the behavior of one person that changes the behavior of another person;
b. strong-willed relationship between people based on strength;

c. make a person believe something.

8. Name the type of influence that encourages a person to cooperate more

closely:

a. trust;

b. coercion;

c. control of employees in management.

9. The purpose of planning the organization's activities

a. Cost justification

b. Justification of deadlines

c. Determination of goals, forces and means

d. Justification of the number of employees

10. The main difference between an open system and a closed system

a. Absence of orderly interaction between individual subsystems

b. Interaction of individual internal systems with the outside world

c. Closure of system elements

d. Presence of interaction with the external environment

11. External environmental factors do not include:

a. Structure

b. scientific and technical progress

c. social signs

d. cultural values

e. the state of the economy

12. Management functions:

a. Innovative management.

b. Optimal combination of centralized regulation and self-management.

c. Organization, planning, control, motivation.

d. Transfer of the company to a qualitatively new state.

13. Regulatory duty:

a. updating planned tasks;

b. to ensure timely and effective achievement of the organization's goals;

c. correction of service results;

14. Which of the following methods allows for a comprehensive study of

the company's internal and external environment?

a. BCG model

b.SWOT analysis
c. Portal analysis

d "General Electric" matrix

e.PEST – analysis

15. What is strategic planning?

a. Encouragement to action

b. Setting a goal and allocating resources to achieve it

c. Material wealth

d. Measuring human needs

e. Long-term plan

16. Formulation and implementation of the organization's strategy

consists of the following main stages:

a. Determination of the organization's mission and purpose

b. Analysis of the external and internal environment of the organization

c. Human resources management

d. Management of financial resources

e. Benchmarking

17. There are hundreds of definitions of strategy, each of which presents

the concept of strategy in a different way. Strategy is:

1 Marketing;
2 Long-term plan;

3 Finance;

4 Short-term plan;

5 effective ways to get ahead of competitors.

18. What is the main purpose of management control activity?

a) profit maximization

b) reducing personnel turnover

c) ensuring compliance with requirements and achieving

organizational goals

d) increase employee satisfaction

e) reduction of operating costs

19. Which of the following is an example of a detective surveillance

measure?

a) setting target performance indicators for sales departments

b) conducting regular security inspections

c) implementation of wellness programs for employees

d) checking financial statements for irregularities

e) checking biographical data of potential employees

20. What is included in the first phase of the monitoring process?

a. Selection of measurement units.

b. Setting the standard.

c. Correction of deviations

d. Measuring the result.

e. Assigning a deviation range.

f. Determining the result

g. Creation of effective stages.

2. TRUE FALSE

1. M. Follett defined that "The essence of management is to get work

done by other people."

2. P. Drucker defined that "Management is a special activity that

transforms a disorganized crowd into an effective, purposeful and

productive group."

3. The higher the level of management, the more urgent tasks must be

solved
4. The head of the enterprise should be the best production specialist

5. Ensuring the flow of production is mainly the responsibility of lower

management

6. Only the owner can be responsible for managing the enterprise as a

whole

7. In practice, the term leadership often refers to formal leadership.

8. An attribute of authoritarian management style is directiveness

9. The manager is an independent economic subject of market relations

specializing in existing types of intermediary services that satisfy the

needs of society and a certain person.

10. The main feature of an informal organization is the relationship

between people who are not registered in organizational rules

11. A rational decision is a choice based on other people's opinions.

12. Resistance to changes in the initial characteristics of informal

organizations

belongs to.

13. Is it true that the dynamic laws of relations reflect the non-linear

dependence of phenomena and are therefore based on statistical facts?

14. Is it true that the statistical laws of communication show a strictly

defined relationship between phenomena?

15. The word "strategy" is translated from the Greek word "strategos" and

means "the skill of the general".

16. In the BCG matrix, the company with a high share in the rapidly

growing market is called "stars".

Резюме правилого ответа: Incorrect

17. During the analysis of the organization's internal environment, the

tool that determines its strengths and weaknesses, as well as external

opportunities and threats, is called a SWOT analysis.

18. The word "strategy" is translated from the Greek word "strategos" and

means "the skill of the general".

19. In the BCG matrix, the company with a high share in the rapidly

growing market is called "stars".

20. During the analysis of the organization's internal environment, the

tool that determines its strengths and weaknesses, as well as external

opportunities and threats, is called a SWOT analysis.

 3. SELECTING MISSING WORDS

1. ... approach considers management as a continuous series of four

interrelated management functions.

2.is a self-created group of people who constantly interact to achieve a

certain goal.

3. Who is the father of the classical school of management:

4. The "Horton experiments" were conducted by:

5. The "father of scientific management" is called:

6. Movie camera for studying the movement of the worker:

7. The official is charged with the responsibility of fulfilling the assigned

tasks and ensuring their positive resolution.

8. Which leader's personal style has the most effective effect on team

relations?

9. American engineer, f. V. A follower of Taylor, creator of "diagrams

(diagrams)" that allow planning, distribution, and verification of work,

creating a "premium system for task execution":

10. Which of the mentioned functions of management allows to

determine deviations arising in the process of the organization's work?

11. Decision means choice of

12. A set of management principles, methods, forms and tools, a special

type of activity related to the management of people, skillful use of their

labor and knowledge.

13. ... this is a management activity in which the management system is

adapted to fulfill the tasks set during the planning stage.

14.a management function that records the future state of management

as indicated in the plans and currently

15. A set of activities and methods that direct the organization to long-

term development, and a comprehensive long-term plan - it

16. Harvard Business School Professor M. Porter says that competition in

an industry can be characterized by specific forces, the number of these

forces is .

17. When analyzing the internal environment of the organization, what is

the name of the tool that determines its strengths and weaknesses, as well

as external opportunities and threats?

18. What is one of the widely used methods for clarifying and assigning

Organizational Objectives?

19. …… is one of the four levels of organizational control, overseeing the

processes of converting resources into products or services.

20. ... is a control position aimed at ensuring that the organization is

effectively aligned with its environment and strives to achieve its

strategic goals.

4. NUMERIC OPTION

1. How many interrelated functions are there in the management

(management) process?
2. How many levels of management are there?

3. The first textbook on management was written by the English

businessman M. Weberov wrote in:

4. How many elements are there in the internal environment of

organizations?

5. Administration Enter the date of establishment of the school.

6. The effectiveness of the group depends on its size. Optimal group size:

7. The number of forms of authority by Meskon.

8. How many principles of management did A. Fayol create?

9. Specify the date of establishment of the School of

Psychological Management

10. The first textbook on management was written by the English

businessman M. Weberov wrote:

11. Show the date to create a school of quantitative approach

12. On average, what percentage of communication is kept in a person's

memory?

13. What percentage of the manager's work is communication

14. How many factors are there in Hirzberg's theorem?

15. How many needs are there in Maslow's pyramid?

16. What are the main functions of management?

17. What stage of the control process does deviation elimination include?

18. How many functions does management perform nowadays?

19. How many conflict strategies are there?

20. How many hierarchical levels of management are there?

 5. FOR COMPLIANCE
1. Choose the correct answers:

1. Organization

A is the process of establishing proportions and coordinating activities in

a management system.

2. Motivation

B is the process of motivating workers to high productivity.

3. Coordination

C is the process of forming a management structure and creating a certain

order in work.

4. Control

G is a system of control and verification of the enterprise's work.

2. Define concepts:

1. Power

A is the leader's behavior that changes the attitude of subordinates

towards him.

2. Influence

B - leadership ability.

3. Leadership

C is the manager's ability to influence the activities and behavior of

workers
4. Customs

D - generally accepted, repeated, habitual social actions.

3. Choose the correct answers:

1. Planning

A is a management function, which is indicated in the plans and currently

registers the future state of management

2. Organization

B is a management activity in which the management system is adapted

to fulfill the tasks set during the planning stage

3. Coordination

C - management service that ensures the consistency of the work of work

departments.

4. Define concepts:

1. Effect

A. is the behavior of one person that changes the behavior of another

person

2. Analysis

B. is a management activity that ensures the identification of the reasons

for the deviation of the desired state of the system from the actual state

and implements the development of measures to eliminate the identified

deficiencies.

3. Management

C. is the process of planning, organizing, motivating and controlling

necessary to formulate goals and achieve them

5. Choose the correct answers:

1. Powers

A - The official is entrusted with the task of fulfilling the assigned tasks

and ensuring their positive solution

2. Liability

B - Restrictions on the right to use the company's resources and direct the

efforts of subordinates to perform the task

3. Delegation

C - Delegating tasks and authorities to a person, which assumes

responsibility for their performance.

6. Define concepts:

1. Manager
A is a subject of management, an official in an organization with

management knowledge and skills, who has powers and responsibilities

2. Management

B - interrelated processes in which management is a special branch of

management

3. Organization

C. is the process of interaction between people to achieve certain goals

7. Match correctly the ways managers respond to the Social

Responsibility:

1.Obstructionist response B) Managers choose not to be

socially responsible, managers

behave illegally and unethically.

2.Defensive response C) Managers stay within the law

but make no attempt to exercise

additional social responsibility.

3. Accommodative response D) Managers realize the need for

social responsibility and try to

balance the interests of all

stakeholders.
 4. Proactive response A) Managers actively embrace

social responsibility.

8. Match the Operant Conditioning Tools used to motivate high

performance with correct characteristics:

1. Positive Reinforcement: C) People get desired outcomes

when they perform needed work

behaviors. It includes pay raises,

promotions

2. Negative Reinforcement A) Manager eliminates undesired

outcomes once the desired

behavior occurs. Worker performs

to avoid an undesired outcome

(Work harder or you are fired).

3. Extinction D) Used when workers are

performing behavior detrimental

to the firm. Manager does not

reward the behavior and over

time, the worker will stop

 performing it.

4. Punishment B) It is when the manager does

not control the reward the worker

receives (perhaps it is outside the

job), but administers an undesired

consequence to worker (verbal

reprimands to pay cuts).

9. Match the Types of Cognitive Biases:

1. Prior hypothesis bias A) Manager allows strong prior

beliefs about a relationship

between variables and makes

decisions based on these beliefs

even when evidence shows they

are wrong.

2. Representativeness B) Manager has already

committed considerable resource

to project and then commits more

even after feedback indicates

problems.

3. Illusion of control C) Decision maker incorrectly

 generalizes a decision from a

small sample or one incident.

4. Escalating commitment D) Manager over-estimates their

ability to control events.

10. Match the 3 areas of Expectancy theory with their definition:

1.Expectancy B) Person’s perception that their

effort will result in performance

(if they try, they can perform)

2. Instrumentality C) Perception that performance

results in outcomes

3. Valence A) Worker’s desire to receive an

outcome, based on their

performance

11. Equate the types of general environment:

Types of general environment that result result

1.Demographic
from changes in the nature, composition and
Forces
diversity of a population.These include gender,
 age, ethnic origin, etc.For example, during the

past 20 years, women have entered the

workforce

in increasing numbers.
Types of general environment that result from

2.Social cultural changes in the social or national culture of

Forces society. It refers to the relationships between

people and groups.

Types of general environment that affect the

3.Technological national economy and the organization, includes

Forces interest rate changes, unemployment rates,

economic growth

Types of general environment that affect the

national economy and the organization, includes

4.Economic Forces
interest rate changes, unemployment rates,

economic growth

12. Equate the four functions of management

1. Planning A)evaluate how well the organization is achieving its goals

and takes corrective action to improve performance

B)determine direction, state a clear vision for employees to

2. Organizing
follow, and help employees understand the role they play in
 attaining goals..

C)create the structure of working relationships between

3.Leading organizational members that best allows them to work

together and achieve goals.

D) function determines how effective and efficient the

4. Controlling organization is and determines the strategy of the

organization

13. Equate the tree levels of managers

A) responsible for day-to-day operation. They supervise the

1. First-line
people performing the activities required to make the good
Managers
or service

2. Middle B) supervise first-line managers, responsible to find the best

Managers way to use departmental resources to achieve goals

3. Top C)Responsible for the performance of all departments and

Managers have cross-departmental responsibility. They establish

organizational goals and monitor middle managers

14. Equate the tree Levels of Planning

 1. Functional-leve A) decisions by top managers

2. Corporate-level B) details divisional long-term goals and

structure.

3. Business-level C) actions taken by managers in departments

of manufacturing, marketing, etc.

15. Equate the tree managerial skills:

1. Technical A) the ability to analyze and diagnose a

skills situation and find the cause and effect

2. Conceptual B) the ability to understand, alter, lead, and

skills control people’s behavior

3. Human skills C) the job-specific knowledge required to

perform a task. Common examples include

marketing, accounting, and manufacturing

16. Correlate the motivational theories companies use to

increase employee motivation.

1) Expectancy A)Based on the fact that the presence of an acute

theory need is by no means considered the only important

condition for motivating a person to achieve a

certain goal.

2) Need theory B)Focuses on results that can lead to high

motivation, job satisfaction and those that can

prevent dissatisfaction.

3) Motivation-Hygie C)Takes into account the employee's perception of

ne theory the fairness of the results of work in proportion to

their costs.

4) Equity theory D)People are motivated to achieve results at work

to meet their requirements.

17. Relate the roles of the manager in the company to their

real definition.

1) Entrepreneur role A)Seeks to deal decisions between other managers,

unions, clients or shareholders.

 2) Disturbance B)Deciding on new projects or programs to be

handler role initiated and invested.

3) Resource C)Take responsibility for handling an unexpected

allocator role event or crisis.

4) Negotiator role D)Distribute materials between functions and

departments, set budgets for subordinate managers.

18. Correlate organizational conflicts according to their magnitude

in scale.

1) Interpersonal A)Between people based on different goals or

conflict values.

2) IntraGroup B)Involves disputes between two or more entities.

conflict

3) Intergroup C)Disagreement or confrontation between two or

conflict more members of the same group, for example,

when people in a work group have different

opinions

about how best to achieve a set goal.

4) Interorganisationa D)Disagreements or confrontation between two or

l conflict more groups and their members, for example,

between work departments, entire companies,

political parties or countries.

19. Correlate the managerial leadership models in the company

with their characteristics.

1) Leader-substitute A)A contingency model since it proposes the steps

model managers should take to motivate their workers.

2) House’s path-goal B)Effective leadership depends on both the

model characteristics of the leader and the situation.

3) Fiedler’s model C)Acts in the place of a leader and makes leadership

unnecessary. Worker empowerment or

Self-managed work teams reduce leadership needs.

4) Trait model D)Sought to identify the personal qualities

responsible for effective leadership.

1. Circle Network: Members communicate

with others close to them

in terms of expertise, office

location, etc.

2. All-Channel Network: Found in teams, with high

levels of communications

between each member and all

others.

3. Wheel Network Information flow to and from

one central member

Found in teams¸ with high levels

4. Chain Network
of communications between
each member and all others.

20. Match the Communication Networks according to their information flows: