MBA Principles of Management — practice questions
120 free MCQs with worked solutions. Tap any question for the answer + explanation, or practice them all in the app.
Practice MBA 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 store manager orders raw material every week using the same well-known criteria. This is a:A manager weighs whether to adopt a brand new technology with many unknowns. This is a:Mental shortcuts managers use to reach routine decisions quickly are called:Programmed decisions are also described as:Nonprogrammed decisions are also described as:The systematic decision-making process described has how many steps?The first step in that systematic process is to:After generating alternatives, the next step is to:The final step in that process is to:The idea that we cannot be fully rational because we cannot grasp all alternatives is:Choosing the first acceptable solution rather than hunting for the best one is:Paying more attention to information that supports what we already believe is:Time pressure in decision-making tends to push managers toward:Managers with more experience are better at decisions mainly because experience helps them:Only generating two options before choosing risks:Group members staying silent about concerns just to keep the peace is called:One group member deliberately taking the role of critic is playing the:The main advantage of involving a group in a decision is that it brings:A risk in group decisions is that one powerful member may:For routine decisions, the rules and criteria can be:A retail manager who always adds 30 percent staff for a big sale is using a:Deciding how many raw materials to order, given stock and expected production, is best treated as: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:The tool whose name stands for strengths, weaknesses, opportunities and threats is:A SWOT analysis is only as good as:The tool reminding managers to scan distinct categories of the macro environment is:The Harvard professor who developed the five forces tool is:The force placed at the centre of that five forces diagram is:Firms already competing in an industry are described as:A growing or very profitable industry is likely to attract:Factors that stop new firms from competing successfully in an industry are:Which of these can act as such a barrier?Any other product that satisfies the same customer need as the industry's offering is a:When using the five forces model, an analyst decides whether each force has an impact that is:Equipment, facilities, raw materials and employees a firm has to work with are its:The set of activities through which a firm turns inputs into something customers value is its:The tool used to assess whether a resource can give lasting advantage is:Under that tool, a resource gives competitive advantage when the answer to every question is:A firm offering a wide variety of products at prices below rivals is following:The strategy that is the exact opposite of that low-price approach is:Trying to combine those two strategies at once, Porter suggests, can leave a firm:A firm adding value that only a few customers will pay highly for is following a:The innermost circle of a firm's environment, holding its own members and investors, is the:Compared with the macro environment tool, the five forces tool examines the firm's:A car maker losing sales because young city dwellers stop buying cars faces a change in its: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: