HANOI UNIVERSITY OF FOREIGN STUDIES

DIVISION OF BUSINESS ADMINISTRATION, INTERNATIONAL STUDIES AND TOURISM

TESTBOOK
(TAKING NOTES OR WRITING IN THE TESTBOOK IS STRICLY PROHIBITED)

SUBJECT: INTRODUCTION TO MANAGEMENT

PHASE 1 • TERM 2 • 2002 – 2003
 SECTION 1: MULTIPLE-CHOICE QUESTIONS

Direction: Read the following questions and choose the best answer. Then, in your EXAM PAPER
under SECTION 1, find the number of the question and circle the letter that corresponds to the letter of
the answer you have chosen. There are 20 statements in this part. Two (02) marks for each correct
answer.

1. An idea champion is
A. someone who makes a suggestion to improve the production process
B. someone who discovers and exploits new ideas
C. someone who identifies a need for change and communicates it throughout the organisation
D. someone who generates a new idea and supports it in the face of numerous potential obstacles
2. The receiving and transmitting of information was described by Mintzberg as which type of role?
A. decisional
B. interpersonal
C. instructional
D. informational
3. The management function of planning involves
A. setting goals and deciding the best way to achieve them
B. determining the organisation's human resource requirements
C. budgeting and allocating resources
D. setting targets and delegating responsibilities
4. Which of the following was not identified as a future trend impacting on managerial work?
A. the growing degree to which organisation must assume an international perspective in
conducting business
B. increasing use of sophisticated information technology and computers to assist managers
C. scarcity of resources
D. greater concern with managerial ethics
5. The main responsibility of middle managers is
A. carrying out the instructions of top managers
B. monitoring supervisors and workers to ensure they are working at the required pace
C. implementing the overall organisational plans to achieve organisational goals
D. communicating the instructions and concerns of top managers
6. Managers need to possess three important types of skills. Which of the following has not been identified
as a necessary skill?
A. innovation skills
B. technical skills
C. human skills
D. conceptual skills
7. The functions of management help managers to channel their role behaviours so that
A. they know and complete all the required tasks
B. confusion over roles and responsibilities is avoided
C. resources are allocated appropriately
D. organisational goals are achieved
8. Mintzberg identified three roles of the manager that he classified as interpersonal roles. Which of the
following is not one of these roles?
A. figurehead
B. liaison
C. leader
D. negotiator
9. A loosely connected set of tentative goals and tasks is a
A. task list
B. job profile
C. position description
D. work agenda
10. Mintzberg argued that managers perform a number of roles which are associated with
A. their level of skill/ability

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 B. their office or position
C. the type of industry they are in
D. the expectations of others
11. Standing plans include all of the following except
A. a rule
B. a law
C. a policy
D. a procedure
12. Goal content and commitment affect an individual's work behaviour through
A. planning, guiding, assessing and rewarding
B. directing, appraising, rewarding and reviewing
C. effort, practice, review and reward
D. direction, effort, persistence and planning
13. Goals facilitate control and enable progress to be assessed by serving as a
A. guideline
B. benchmark
C. signpost
D. performance measure
14. Excessive risk taking is a potential
A. problem of over confidence
B. benefit for innovative organisations
C. outcome of too much strategic planning
D. goal-setting problem
15. Tactical plans address
A. intermediate-range plans
B. long-range plans
C. short-term plans
D. immediate plans
16. Which of the following can positively influence goal commitment?
A. ease of goal achievement
B. peer and group pressure
C. nature of the goal
D. employee skills and abilities
17. Mission statements can serve all of the following purposes except
A. improve individual performance
B. nurture organisational loyalty
C. define a common purpose
D. foster a sense of community
18. The means for trying to reach organisational goals are known as
A. actions
B. tasks
C. tactics
D. plans
19. Goals should be specific and measurable so that workers know
A. what their responsibilities are
B. what skills and abilities they need to bring to the job
C. how long they have to achieve their goals
D. what is expected of them and when goals have been achieved
20. Targets or future results set by lower management are known as
A. tactical goals
B. strategic goals
C. hierarchical goals
D. operational goals

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 SECTION 2: SHORT-ANSWER QUESTIONS

Direction: There are 10 questions in this section. Three (03) marks for each correct answer.

Question 1: What is ‘autocratic leader’ in Iowa and Michigan studies?

Question 2: Distinguish between task concern and people concern in Ohio State studies?
Question 3: Explain symbol ‘CII’ in normative leadership model
Question 4: What are situational factors that leaders need to consider in applying path-goal theory?
Question 5: What are advantages and disadvantages of oral communication identified in Chapter 14 of
Bartol et al. (1998)?
Question 6: What is perception? What are perceptual tendencies identified in perceptual process?
Question 7: What is semantic block? Why do we have semantic block?
Question 8: What communication skills do managers need in order to be effective managers? Explain one
of them.
Question 9: What is vertical communication? Explain the differences between ‘downward
communication’ and ‘upward communication’.
Question 10: What are the group-task roles that help a group develop and accomplish its goals?

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 SECTION 3: LONG-ANSWER QUESTIONS

Direction: There are three (03) questions in this section. Ten (10) marks for each question.

Question 1

Evaluate the extent to which organisational social responsibility is likely to pay off. Choose an organisation
with which you are familiar or peruse some annual reports to identify how companies might benefit from
social responsibility?

Question 2
Explain the nature of organisational culture and its major manifestations. Give an example of each for the
major manifestations of culture at an organisation which you are familiar. Briefly describe you perception of
culture

Question 3

Explain the main ingredients necessary for creativity. Suppose you are in charge of a bank task force charged
with coming up with new ideas to enhance customer service. What approaches would you facilitate the flow of
creative ideas. Which one would you pick up and why?