Questions and Answers

1. Harry was setting up a stand at a trade fair. He knew that he could do a really good job and that he stood a good
chance of being offered a promotion once the fair was over. However, unknown to his manager, Harry had already
applied for another job so the prospect of a promotion was not of any interest. In connection with Vroom's theory
Discuss
A. The expectation was low
B. The valence was low
C. The instrumentality was low

2. When conducting business with the English, it is worth bearing in mind that they:
Discuss
A. Enjoy the benefits of being European and happily fit in with EU norms
B. Appreciate gifts more than being invited out for a meal
C. Rarely show much emotion and even downplay dangerous situations

3. Working with virtual teams:

A. Generates cost savings
B. Has the same problems as non-virtual teams
C. Allows for faster collaboration as a many diverse cultures may be present

4. Daniel Ofman developed an instrument called Core Quadrants that can give an insight into an individual's strengths
and weaknesses. John works in a sales support office and has flexibility as his core quality. On John's core quality
quadrants, where will changeability be found?
Discuss
A. Allergy
B. Challenge
C. Pitfall

5.
A computer company sales manager who states that she will increase sales of laptops within the Nordic sales area by
10% during the following 3 months can be said to be using:
A. Vroom's Expectancy theory
B. SMART
C. The Big Five model

6. In the Myers-Briggs Type Indicator, social interaction can be seen as extrovert or introvert. Extraverts exhibit a
preference for:
A. Concentrating on a limited number of subjects
B. Deriving energy from people and activities
C. Deriving energy from inner thoughts and feelings

7. Statement - Group thinking has to do with feelings of solidarity and team spirit
A. True
B. False

8. Intrinsic job motivation in most situations will include:

A. A feeling of responsibility
B. Rewards and perks
C. Generous bonuses

9. The individual feature that can be described as a relatively constant response to particular circumstances is
A. Ability
B. Personality
C. Attitude

10. The inner readiness of a person to perform certain actions is called:

A. Intuition
B. Motivation
C. Core quality

11. According to the faction model, the various parties within the organization share the same interests.
A. True
B. False
12. Ethical behavior in organizations is determined primarily by the norms and values of the society within which that
organization operates.
A. True
B. False

13.
According to Douglas McGregor, an employee who does not like work, does not want to think, and is only interested in
money is linked to theory.
A. Z
B. Y
C. X

14. Transformational leadership requires the manager to:

A. Use creativity, intuition and awareness
B. Analyze information and pass it on to others in a succinct format
C. Collect as much information as possible from internal and external sources

15. The management of an organization consists of all those people who direct others.
A. True
B. False

16. A manager who gives guidance to employees, using formal and informal networks, acting as a figurehead, could be
seen as fulfilling the:
A. Decision making role
B. Interpersonal role
C. Informational role

17. French and Raven identified five sources of power that a manager can use. Influencing someone's behavior by the
use of punishment, and preventing or fighting specific behavior is known as:
A. Expert power
B. Legitimate power
C. Coercive power

18. The leadership grid of Blake and Mouton plots leadership styles against concern for people and concern for task.
Style 1.9 (country club management) focuses on
Discuss
A. High concern for people but little interest in task
B. High concern for task but little concern for people
C. Balanced concern for people and task

19. According to Hershey and Blanchard, the most appropriate leadership style to manage an employee who is able and
willing to perform a task is:
A. Selling
B. Telling
C. Delegating

20. In France, managers are typically seen as:

A. Putting loyalty in front of rules, procedures and formal hierarchy
B. Strict and authoritarian in style
C. Being on of us

21. What is not one of the stages of rational decision making?

A. Defining the problem
B. Looking for information
C. Devising of alternatives
D. Making a choice

22. What is no reason for irrational decision making?

A. Insufficient information is available
B. The decision makers have limited capacities
C. Decision maker are in capable to make a good decision
D. Limited time is available

23. What is no aspect of decision making?

A. Time
B. Creativity
C. Participation
D. Meetings

24. When the objectives and outcomes of all alternatives are known it is called?
A. Absolute certainty
B. Most certainly
C. Partial certainty
D. Partial uncertainty

25. A decision is called a demarcated decision when?

Discuss
A. The result is decided by 2/3 of those present
B. The result was chosen by the leader
C. The result is accepted by all
D. The result was chosen by at least half of the people present plus one

26. Decisions that lead to changes in organisations may arouse a lot of resistance. Sometimes, this may be due to a
desire to maintain existing values and norms. Such a reason is called:
A. Perceptual
B. Cultural
C. Emotional

27. According to Garvin and Roberto, there are different approaches to decision making. When those at a meeting stand
up for their own point of view and are completely blind to the arguments of others, the approach is said to be:
A. Researching
B. Defending
C. Defining

28. The rational decision making process can be seen as an ideal model. It is especially suitable in situations where:
A. There is a clear definition of the problem
B. Insufficient information is available
C. Divergent opinions are not tolerated

29. Dr. Edward de Bono has developed a simple but effective method that can help us all to be better thinkers. His six
thinking hats are linked to different thinking styles. The yellow hat:
Discuss
A. Symbolizes optimism and relates to hope and constructive thinking
B. Symbolises creativity, movement and new ideas
C. Provides an emotional and intuitive perspective

30. One widely used creativity tool is brainstorming which works best when:
A. Sessions do not last more than one hour
B. Subjects or problems are complex in nature
C. Ideas are evaluated by the group using rational techniques

31. In 1994, the European Commission obliged certain multinational companies to establish a European Works Council.
The functions of these Works Councils include:
A. Informing staff of cross-national issues
B. Advising employees of national problems
C. Meeting with top management once a month

32. If decisions in a meeting must be ratified unanimously, it would be acceptable:

A. For the proposal to be rejected by all the people present
B. For the result to be decided by 75% of those present
C. For one person to take the decision with all other people present acting as advisors

33. When a small organization seems to be simply an extension of the leading figure, this is known as:
A. Person culture
B. Power culture
C. Role culture
34. We can identify four areas of effectiveness in successful organizations. The ability to anticipate changes quickly and
to react decisively falls into the area of
A. Social effectiveness
B. Psychosocial effectiveness
C. Managerial effectiveness

35. According to Greiner, organizational growth is a process of phases. When a phase comes to an end, the organization
will find itself in crisis. The recommended way for the organization to move forward is
A. By focusing on changes within the external environment
B. By developing a new management style
C. By gradual development

36. The bureaucratic culture (Sanders and Neuijen)

A. Is similar to Handy’s power culture
B. Is similar to Handy’s person culture
C. Is similar to Handy’s role culture

37. John Kotter has identified some key causes of failures when organisations try to implement change. According to
him, a common mistake is
Discuss
A. Allowing a coalition of managers to form
B. Over estimating the power of vision
C. Allowing a feeling of self satisfaction to occur

38. Peter Senge drew up five principles that allow a manager to help staff to develop their learning abilities within the
organisation. These include
A. Stimulating individual learning
B. Working on developing individual visions
C. Promoting systems thinking

39. The one-off and usually fundamental change to decision making powers and the division of labour within an
organisation is known as:
A. Reacting
B. Restructuring
C. Revising

40. Reitsma and Empel identified four approaches to change. When the content has been fixed in advance, and the
emphasis is placed on planning and progress control, the approach is called
A. Developing
B. Direct
C. Tell and sell