BBA Principles of Management — practice questions
88 free MCQs with worked solutions. Tap any question for the answer + explanation, or practice them all in the app.
Practice BBA Principles of Management in the app →A managerial principle is best described as a:One manager promotes by seniority, another by merit. This shows management principles are:Because they aim at influencing human beings, management principles are mainly:Fair pay depends on the employee's contribution, the employer's capacity and prevailing wage rates. This showsWho is called the Father of Scientific Management?Taylor's book The Principles of Scientific Management was published in:Managing a factory by personal judgment and trial and error is called:Taylor's call for management and workers to change their attitude from competition to cooperation is the:Taylor's functional foremanship replaces one foreman with how many specialists?Which of these works under the planning incharge in functional foremanship?Taylor and Frank Gilbreth cut the motions in bricklaying from 18 to:A worker takes a standard 20 minutes per cardboard box and works 7 productive hours. Her standard task is:Determining the amount and frequency of rest intervals in a task is:Under differential piece wage, a worker making 11 units at Rs 50 earns 550, while one making 9 units at Rs 40 Henri Fayol was by profession a:Fayol's 14 principles were discussed in his 1917 book:Fayol's principle that an employee should receive orders from only one superior is:A company with separate divisions for motorcycles and cars, each with one head and one plan, follows:Panchayats being given powers to decide and spend funds is an example of:In an emergency, E contacting O directly instead of going up to A and down again uses the:A place for everything and everything in its place is Fayol's principle of:A manager who says we instead of I to build team spirit follows:Deciding what must be done to reach the firm's objectives is the function of:Coordinating and allocating the firm's resources to carry out its plans is:Assessing progress toward goals and correcting deviations from the plan is:Using the least amount of resources to reach the firm's goals is:The ability to produce the desired result is:Creating broad goals covering one to five years for the whole firm is:Middle managers who design and carry out plans for specific areas of the firm do:Creating specific standards, methods, policies and procedures for daily work is:Plans that set out what to do in a crisis, including the chain of command, are:The highest level of managers, including chief executives and presidents, is:A manager's specialised knowledge and the ability to apply it are:A manager's interpersonal skills, used to get things done through people, are:Seeing the firm as a whole and how its parts fit together calls for:The ability to operate across diverse cultural environments is called:A manager acting as figurehead, company leader or liaison is filling:A manager gathering information, passing it on or speaking for the firm is filling:A manager acting as entrepreneur, resource allocator or negotiator is filling:Guiding and motivating others toward the firm's goals is:A directive manager who decides alone with little input from staff is an:A leader who confers with staff but keeps the final say is a:A leader who hands all authority and control to subordinates practises:The set of attitudes, values and standards that marks one organisation from another is its:A group with a shared purpose, matching skills and joint accountability is best described as a:Which is one of the defining marks of a team?Members bringing different but matching abilities to a team is called having:The advice to select team members for their skill and skill potential rather than their:Setting demanding performance standards and direction at the start is described as:Which stage of team development is described as the polite stage?The stage where members vie for leadership and test group processes is called:After that difficult stage, the team begins to settle in the stage called:A team that is fully self-directed and getting results has reached the stage called:The four stages of team development, in order, are:A manager balancing support with confrontation among members is managing:Balancing managerial authority with the team's own discretion is one of the manager's:The three points in the relationship triangle a manager must balance are the manager, the individual and the:Managing the space between a team and outside forces is called managing the team's:Teams made up of members from different backgrounds tend to:Diverse teams are better at decision-making partly because they tend to focus more on:Research links greater management diversity to higher:For gender diversity to lift innovation, the study found it must go beyond:A difficulty multicultural teams face when members speak different first languages is:Cultures differing in how bluntly people speak creates the challenge of:Team members from cultures that treat rank very differently create the challenge of:The ability to work well across cultural differences is called:A broad expression of what a firm's founders want the business to accomplish is the:The statement that takes that broad purpose and describes the products the firm will offer is the:Compared with a mission statement, a vision statement is usually:Many companies confuse the two statements, often calling a very broad statement their:The big-picture goals describing what the company will do to fulfil its mission are:The framework a firm uses to organise its activities within one business is a:A chief executive managing a group of businesses develops strategy at which level?At every level, a firm must first ask whether it wants to grow, hold steady or defend. Its answer sets its:A manager who decides to develop new offerings and win more customers has chosen a:A small coffee shop owner deciding to keep the business at its current size has chosen:Strategic analysis matters because managers must first understand the conditions in which the business will:A decision taken now about actions a firm will undertake later is called a:The framework for setting good goals, spelled out letter by letter, is called:Under that framework, the goal 'do well in this class' fails first because it is not:The letter M in that framework stands for a goal being:The last step in the strategy cycle is:Publicly held companies must disclose their performance because:Which is given as an example of a performance measure a firm can use?Although the strategy process looks orderly, most top managers actually deal with the steps:Plans that sit below the strategic plan and translate it into shorter-range action are called:The most detailed plans, guiding day-to-day work, are:Once objectives are set, the firm must next turn to the question of: