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UNIVERSITI TENAGA NASIONAL

COLLEGE OF ENGINEERING
COEB 432:PRINCIPLES OF MANAGEMENT :QUIZ 5

NAME:__________________________________ SID NO.:_____________ SEC.:_____

SECTION A: TRUE/FALSE QUESTIONS

1. According to the behavior approach, the three categories of leadership behavior are task performance,
group maintenance, and employee participation in decision making. T

2. An outstanding leader needs good strategic substance but not necessarily effective interpersonal skills. F

3. If a new technology is theoretically possible but economically impractical, the technology will probably not
emerge.T

4. As long as leaders know what they want for their organizations, others do not need to understand what that
is. F

5. The best leaders show people their appreciation and motivate people in positive ways. T

6. Today, having a vision for the future and communicating that vision to others are known to be essential
components of great leadership. T

7. For motivation to be high, instrumentalities, expectancy and valence must ALL be high.T

8. For managers, failure to listen not only causes managers to miss good ideas but can even drive employees
away. T

9. Informal communications move only downward. F

10. Control is not a managerial necessity. F

11. A control system can be effective without consideration of how people will react to it. F

12. A crucial responsibility for change leaders is to create a sense of comfort. F

13. Continuous learning is a vital route to renewable competitive advantage. T

14. The compromise strategy for conflict resolution moderately emphasizes both cooperation and
assertiveness. T

15. Errors can occur in all stages of the communication process. T

16. A technology life cycle can be made up of many individual product life cycles. T

17. Being the first to develop or adopt a new technology always leads to immediate advantage and high profits. F

18. In the freezing stage of motivating people to change, management realizes that its current practices are no
longer appropriate and the company must break out of its present mold by doing things differently. F
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SECTION B: MULTIPLE CHOICE QUESTIONS

19. __________ describes a leader who brings to the situation a clear and compelling sense of the future as
well as an understanding of the actions needed to get there successfully.
A. Participative leadership.
B. Consultative leadership.
C. Visionary leadership.
D. Charismatic leadership.
E. Transformational leadership.

20. A manager who withholds positive outcomes, such as special assignments or bonuses as a means for
controlling the behavior of employees is using __________ power.
A. Legitimate.
B. Expert.
C. Coercive.
D. Referent.
E. Reward.

21. __________ is the ability to influence the behavior of other people because of one’s organizational
position or status.
A. Legitimate power.
B. Expert power.
C. Coercive power.
D. Referent power.
E. Reward power.

22. What type of power does a manager exercise when he or she offers pay raises, bonuses, special
assignments, or compliments as incentives to subordinates?
A. Reward power.
B. Expert power.
C. Coercive power.
D. Referent power.
E. Legitimate power.

23. According to leader behavior research, a manager who plans the work to be done, assigns task
responsibilities, sets clear work standards, and monitors performance results is __________.
A. High in concern for task.
B. High in concern for people.
C. Low in concern for task.
D. Low in concern for people.
E. Low in concern for task, high in concern for people.

24. A(n) __________ of leadership emphasizes task over people, keeps authority and information within the
leader’s tight control, and acts in a unilateral command-and-control fashion.
A. Autocratic style.
B. Moral style.
C. Laissez-faire style.
D. Democratic style.
E. Good old-fashioned style.

25. A(n) __________ of leadership shows little concern for task, lets the group make decisions, and acts with a
“do the best you can and don’t bother me” attitude.
A. Laissez-faire style.
B. Moral style.
C. Autocratic style.
D. Democratic style.
E. Good old-fashioned style.
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26. A(n) __________ of leadership is committed to both task and people, getting things done while sharing
information, encouraging participation in decision making, and helping people develop their skills and
competencies.
A. Moral style.
B. Autocratic style.
C. Laissez-faire style.
D. Good old-fashioned style.
E. Democratic style.

27. Which of the following is a signal that transformational leadership is likely being used?
A. Followers are enthusiastic about the leader and his or her ideas.
B. Followers work hard to support the leader.
C. Followers strive for superior performance accomplishments.
D. All of the above are signals that transformational leadership is being used.
E. Followers remain loyal and devoted to the leader.

28. __________ refer(s) to forces within the individual that account for the level, direction, and persistence of
effort expended at work.
A. Work desire.
B. Job preferences.
C. Job expectations.
D. Career aspiration.
E. Motivation.

29. Which of the following relationships is correct as a statement of Vroom’s expectancy theory of motivation?
A. Motivation = expectancy x equity x rewards.
B. Motivation = expectancy + equity + rewards.
C. Motivation = expectancy x rewards x valence.
D. Motivation = expectancy + rewards + valence.
E. Motivation = expectancy x instrumentality x valence.

30. All of the following are guidelines for making goal setting work EXCEPT:
A. Building goal acceptance and commitment among employees.
B. Setting goals that are challenging yet realistically attainable.
C. Rewarding people for accomplishing goals.
D. Making sure that expectations concerning goal accomplishment are clear.
E. Stating goals in general terms.

31. A manager nodding to express approval to a subordinate who is making a useful comment during a staff
meeting is an example of __________.
A. Equity exchange.
B. Expectancy development.
C. Progression.
D. Positive reinforcement.
E. Executive conditioning.

32. Effective leaders empower others by providing them with the __________ to make decisions and act
independently within their areas of expertise.
A. Information, problem-solving techniques, team cohesiveness, and information technology.
B. Responsibility, concern for people, concern for task, and supportive style.
C. Authority, task directions, task orientation, and information technology.
D. Information, responsibility, authority, and trust.
E. Trust, task needs, maintenance needs, and participation.
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33. Which is NOT a tip regarding how to empower others?

A. Get others involved in selecting their work assignments.
B. Encourage others to take initiative and make decisions.
C. Create an environment of cooperation, information sharing, and shared ownership of goals.
D. Provide close supervision and tight control.
E. Let others put their ideas and solutions into practice.

34. All of the following are possible positive outcomes of teamwork EXCEPT:
A. Better control and work discipline.
B. More resources for problem solving.
C. Greater commitment to tasks.
D. Increased dependency on a strong leader.
E. More individual need satisfaction.

35. An effective team is defined as one that __________.

A. Achieves and maintains high levels of task performance.
B. Achieves and maintains member satisfaction.
C. Remains viable for the future.
D. All of the above.
E. None of the above.

36. In assessing conflict management styles, __________ refers to the desire to satisfy another party’s needs
and concerns.
A. Assertiveness.
B. Best alternative to a negotiated agreement.
C. Cooperativeness.
D. Alternative dispute resolution.
E. Intensity of conflict.

37. In assessing conflict management styles, __________ refers to the desire to satisfy one’s own needs and
concerns.
A. Best alternative to a negotiated agreement.
B. Cooperativeness.
C. Assertiveness.
D. Alternative dispute resolution.
E. Intensity of conflict.

38. Whenever he is involved in a disagreement, Harry tries to partially satisfy both his concerns and the other
party’s concerns through bargaining and appropriate trade-offs. Harry uses which conflict management
style?
A. Avoidance.
B. Competition.
C. Compromise.
D. Accommodation.
E. Collaboration.

39. The conflict management style of __________ involves being both cooperative and assertive. This style is
characterized by trying to fully satisfy everyone’s concerns by working through differences and finding and
solving problems so that everyone gains.
A. Avoidance.
B. Collaboration.
C. Accommodation.
D. Competition.
E. Compromise.
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40. Which of the following is NOT a rule of good listening?

A. Put the other person at ease.
B. Use argument if necessary to get to the point.
C. Try to see the other person’s point of view.
D. Ask questions to encourage the other person.
E. Be patient and allow plenty of time.

41. Becoming effective in written and oral communications __________.

A. Requires skill.
B. Takes practice and hard work.
C. Is essential for managers
D. All of the above.
E. None of the above.

42. Guidelines for making a successful oral presentation include all of the following EXCEPT:
A. Be audience centered and make eye contact.
B. Be on time.
C. Know what you want to say.
D. Be flashy in dress and gestures.
E. Accent the presentation.

43. __________ is the intentional distortion of information to make it appear favorable to the recipient.
A. Projection.
B. Stereotyping.
C. Ethnocentrism.
D. Filtering.
E. Selective perception.

44. Controlling does all of the following EXCEPT:

A. Makes sure that performance by individuals and groups is consistent with plans.
B. Ensures that objectives and accomplishments of various subgroups of the organization are consistent
with each other in a means-ends fashion.
C. Makes sure employees comply with organizational policies and procedures.
D. Secures adequate financing for the enterprise.
E. Ensures that the right things happen, in the right way, at the right time.

45. The four steps of the control process are: establish objectives and standards; __________; compare results
with objectives and standards, and __________.
A. Develop alternative systems  take corrective action as needed.
B. Revise unmet objectives  pay for the losses.
C. Set new objectives  evaluate results.
D. Measure actual performance  take corrective action as needed.
E. Measure actual performance  continue as before.

46. Effective planning by managers helps accomplish which step in the control process?
A. Measuring actual performance.
B. Comparing actual performance with objectives and standards.
C. Taking necessary corrective action.
D. Establishing performance objectives and standards.
E. Evaluating the results of corrective action.
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47. Suppose that, in reviewing a quarterly report of a department’s achievements, the manager compared
desired performance with actual performance. If the manager found that actual performance was LESS than
the standard, the manager should __________.
A. Take no corrective action.
B. Seek more resources for the department.
C. Defer action until the next quarter’s reports are in and a trend is established.
D. Take corrective action.
E. Keep the information to himself/herself.

48. Shift supervisors working alongside employees, constantly observing and intervening with immediate
corrective action when something is not done properly, is an example of __________ control.
A. Preliminary.
B. Unnecessary.
C. Feedback.
D. Concurrent.
E. Feedforward.

49. __________ is the process of creating new ideas and putting them into practice.
A. Entrepreneurship.
B. Creativity.
C. Invention.
D. Innovation.
E. Intrapreneurship.

50. Technology is the combination of __________ used to transform resource inputs into organizational
outputs.
A. Strategy and environment.
B. Tools and human resources.
C. Communication and decision making methods.
D. Knowledge, skills, equipment, computers, and work methods.
E. People, strategy, and culture.

51. Refreezing can be accomplished by __________.

A. Creating acceptance and continuity for the new behaviors.
B. Providing necessary resource support.
C. Using performance-contingent rewards and positive reinforcement.
D. A and C.
E. A, B, and C.

52. Unfreezing can be accomplished by all of the following EXCEPT:

A. Establishing a good relationship with the people involved.
B. Helping peers realize that present behaviors are not effective.
C. Helping subordinates realize that present behaviors are not effective.
D. Minimizing expressed resistance to change.
E. Identifying new, more effective ways of behaving.

53. Which perspective on “resistance to change” is most appropriate for the contemporary manager?
A. Resistance must be stopped immediately because it can destroy the planned changed effort.
B. Resistance is best ignored when making changes.
C. Persuading people to change is better than forcing them to change.
D. Once resistance occurs, the change will surely fail.
E. Resistance provides feedback that can be used to achieve a better fit between the planned
change, the situation, and the people involved.
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54. A manager uses education and communication in order to overcome employee resistance to change. This
means that the manager will __________.
A. Allow employees to help design and implement the desired change.
B. Offer incentives, tradeoffs, or provide special benefits.
C. Use covert attempts to influence his/her employees.
D. Enlist the help of key personnel in planning the change.
E. Make use of discussions, presentations, or demonstrations to groups of employees in order to
inform people of the proposed change.

55. A manager who uses participation and involvement in order to overcome employee resistance to change
will __________.
A. Use discussion, presentations, and demonstrations to educate people beforehand about the change.
B. Provide encouragement and training beforehand about the change.
C. Try to covertly influence others by selectively providing information in favor of the desired change.
D. Threaten resistors with a variety of undesirable consequences.
E. Allow others to contribute ideas and help design and implement the change.

56. The __________ approach for overcoming resistance to change involves providing encouragement and
training, actively listening to problems, and helping resistors to deal with performance pressures.
A. Manipulation and co-optation.
B. Education and communication.
C. Facilitation and agreement.
D. Facilitation and support.
E. Participation and involvement.

57. __________ needs are those that customers acknowledge and try to satisfy.
A. Experienced
B. Unarticulated
C. Inexperienced
D. Articulated
E. None of the above

58. In an environment of continuous improvement, everyone engages in which of these?

A. Exploration
B. Action
C. Discovery
D. All of the above
E. None of the above

59. The leadership perspective that proposes that universally important traits and behaviors do not exist and
that effective leadership behavior varies from circumstance to circumstance is known as the:
A. Vroom model of leadership
B. Behavioral approach
C. Trait approach
D. Situational approach
E. Charismatic leadership

60. Which of the following statements is NOT true of charismatic leaders?

A. They are dominant and self-confident
B. They have a strong conviction in the moral righteousness of their beliefs
C. They strive to create an aura of confidence and success
D. They lead primarily through legitimate power
E. All of the above statements are true of charismatic leaders
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ANSWERS
1T 21A 41D

2F 22A 42D

3T 23A 43D

4F 24A 44D

5T 25A 45D

6T 26E 46D

7T 27E 47D

8T 28E 48D

9F 29E 49D

10F 30E 50D

11F 31D 51E

12F 32D 52E

13T 33D 53E

14T 34D 54E

15T 35D 55E

16T 36C 56D

17F 37C 57D

18F 38C 58D

19C 39B 59D

20C 40B 60D