mgmt exam

Which of these is NOT an assumption about corporate social responsibility according to Banerjee:

A.

corporations should be involved with the community they operate in terms of enhancing social welfare and providing community support through philanthropy or other means

B.

corporations should behave in an ethical manner and demonstrate the highest level of integrity and transparency in all their operations

C.

corporations should think beyond making money and pay attention to social and environmental issues

D.

corporations should always support government regulation over voluntary actions

D.

corporations should always support government regulation over voluntary actions

Horizonal integration of a firm refers to:

A.

The level of firm involvement in its product supply chain

B.

How much scope the firm has in the product it addresses

C.

None of these options are correct

D.

Firms operating across multiple locations

B.

How much scope the firm has in the product it addresses

A subfield of the classical management perspective that emphasises management on an impersonal, rules baed, rational basis is known as:

A.

scientific management

B.

the bureaucratic perspective

C.

administrative principles

D.

the classical perspective

B.

the bureaucratic perspective

Which of these is NOT part of the general organisational environment:

A.

Sociocultural

B.

Economic

C.

Technology

D.

Customer

D.

Customer

The quadruple bottom line is a measure of company performance covering results in terms of:

A.

Cultural, political, environmental and social

B.

Political, economic, social and environmental

C.

Economic, social and environmental and cultural

D.

Technological, social, cultural and environmental

C.

Economic, social and environmental and cultural

A reflexive responsible manager suggests you are concerned with:

A.

The performance and behaviour of others

B.

Questioning your own and other's assumptions and practices

C.

Past practice

D.

Best practice

B.

Questioning your own and other's assumptions and practices

A subfield of the classical management perspective that emphasises precisely defined work practices is known as the:

A.

administrative principles

B.

bureaucratic organisations

C.

scientific management

D.

classical perspective

C.

scientific management

The Australian Environmental Protection Agency has required your company to upgrade its pollution abatement equipment in the production of paper. What dimension of the external environment has influenced these upgrades?

A.

Legal-political dimension

B.

Sociocultural dimension

C.

Technological dimension

D.

Task dimension

A.

Legal-political dimension

The dimension of the general environment representing demographic characteristics, norms, customs and values of the population within which the organisation operates is referred to as the:

A.

social dimension

B.

sociocultural dimension

C.

economic dimension

D.

corporate culture dimension

B.

sociocultural dimension

Which of these is NOT one of the four key ingredients to an organisation:

A.

A multi-agent system

B.

System-level goals

C.

Identifiable boundaries

D.

Efficient allocation of resources

D.

Efficient allocation of resources

Boundaries of identity ask us to ponder who the organisation is. How does organisational identity shape boundaries?

A.

Identities create frames of reference about what the organisation does and does not do

B.

Identity shapes organisational competence

C.

Decision making creates identities

D.

The brand is the boundary

A.

Identities create frames of reference about what the organisation does and does not do

If an organisation is achieving its goals, putting resources to good use and is highly productive it is said to be achieving:

A.

Effectiveness

B.

Efficiency and leadership

C.

Efficiency and effectiveness

D.

Goal attainment

C.

Efficiency and effectiveness

Local municipal instability has resulted in difficulties in mining operations in Bougainville, Papua New Guinea, and have been extremely costly to a number of Australian companies. The inherent form of risk here is from the __________ environment.

A.

economic

B.

political-legal

C.

social

D.

environmental

B.

political-legal

Coca-Cola corporation has setup a voluntary recycle scheme across the African content where existing state regulation is weak or non-existing. Coca-Cola's action can best be defined as

A.

Contribute to global regulation

B.

Corporate Social Responsibility

C.

Political Corporate Social Responsibility

D.

Political Actions

C.

Political Corporate Social Responsibility

All organisations face a general environment that is:

A.

Certain

B.

Uncertain and therefore challenging

C.

Well understood and researched

D.

Advanced by human entrepreneurship

B.

Uncertain and therefore challenging

Each of the following is a characteristic of scientific management except:

A.

Training within the organisation aims to empower workers and reduce the role of management

B.

Workers with appropriate abilities are selected for specific tasks

C.

There is a standard method for performing each job

D.

Workers are offered financial incentives to increase output

A.

Training within the organisation aims to empower workers and reduce the role of management

The assumption that 'if it's not illegal, it must be ethical', ignores which of the following?

A.

Domain of ethics

B.

Domain of codified law

C.

Domain of free choice

D.

Discretionary responsibility

A.

Domain of ethics

Banerjee suggests that corporate social responsibility is limited by two dominant logics:

A.

Legal and sustainability

B.

Economics and culture

C.

Market and legal

D.

Sustainability and economics

C.

Market and legal

What is the best way to describe why organisations primarily exist:

A.

Because they are efficient

B.

To make as much money as possible

C.

Because they are effective

D.

To provide a product or service to fulfill a social need

D.

To provide a product or service to fulfill a social need

Which of these refers to the code of moral principles and values that govern behaviour with respect to what is right and wrong?

A.

Free domain

B.

Ethics

C.

Social responsibility

D.

Codified law

B.

Ethics

Strategic decisions are often useful examples of __________ decisions.

A.

recurring

B.

programmed

C.

non-programmed

D.

insignificant

C.

non-programmed

Goods Holdings LTD is particularly concerned about pending legislation tabled in State Parliament that would further regulate their organisation. This legislation would be classified as a(n):

A.

external weakness

B.

external opportunity

C.

internal strength

D.

external threat

D.

external threat

In the world of management planning and decision making the application of solutions from experience to a routine problem is known as:

A.

Experience decisions

B.

Programmed decisions

C.

Non-programmed decisions

D.

Routine planning

B.

Programmed decisions

Barnard suggests that managerial and organisational control is challenging because it requires:

A.

Management to engaging in disciplinary action

B.

Organisations to crush the aspirations of individuals

C.

None of the option given are correct

D.

Individuals to subordinate, to an extent, their own desires to the collective will of the organisation

D.

Individuals to subordinate, to an extent, their own desires to the collective will of the organisation

According to Porter's generic strategies framework firms have four competitive strategies they can pursue, which of these is NOT one of Porter's four strategies:

A.

Cost leadership

B.

Differentiation

C.

Co-operation

D.

Focused cost leadership

C.

Co-operation

Veen, Barratt and Goods' research on gig food delivery workers concludes that food delivery platforms use the following control mechanism:

A.

Worker awareness of computer controls acted as a panoptic feature

B.

Information asymmetries constrained worker choice and agency

C.

Obfuscated performance management systems created a bureaucratic control lever

D.

All answer given are correct

D.

All answer given are correct

Fleming argues that technological change is not inevitable or predetermined and is shaped and limited by social considerations. What term does Fleming use to describe this view of technological change in organisations?

A.

Bounded automation

B.

Social reality

C.

Social construction

D.

Technological determinism

A.

Bounded automation

Identifying potential performance gaps of an organisation can be explored via a SWOT analysis. What does SWOT stand for?

A.

Standards, weaknesses, options and threats

B.

Strengths, weaknesses, opportunities and threats

C.

Waste, strengths, opportunities and threats

D.

Options, strengths, weaknesses and threats

B.

Strengths, weaknesses, opportunities and threats

Which of the following is not a benefit of planning?

A.

Planning creates a sense of certainty

B.

Planning provides a source of motivation commitment

C.

Planning sets a standard of performance

D.

Planning helps guide resource allocation

A.

Planning creates a sense of certainty

The management control process involves which steps:

A.

establish objectives and standards; measure actual performance and take corrective action as needed

B.

establish objectives and standards and measure actual performance

C.

establish objectives and standards; measure actual performance and compare results with objectives and standards

D.

establish objectives and standards; measure actual performance; compare results with objectives and standards; and take corrective action as needed

D.

establish objectives and standards; measure actual performance; compare results with objectives and standards; and take corrective action as needed

Leadership power that comes from an ability to influence through special expertise via knowledge, understanding or skills is known as a form of?

A.

Legitimate power

B.

Personal power

C.

Coercive power

D.

Reward power

B.

Personal power

The significant improvement of goods, services, processes or methods is defined by the Australia Bureau of Statics as:

A.

Innovation

B.

Creativity

C.

Change

D.

Invention

A.

Innovation

Which of these is NOT one of the three bases of position power (power that comes from a manager's official status or position):

A.

Reward power

B.

Coercive power

C.

Legitimate power

D.

Personal power

D.

Personal power

Lou, a middle manager at Perth-based New Generation Corporation, uses threats and punishments as ways of influencing the behaviour of his subordinates. Which of the following sources of power is Lou relying on?

A.

Reward power

B.

Coercive power

C.

Expert power

D.

Personal power

B.

Coercive power

Individuals resist organisational change because:

A.

Self interest

B.

Lack of understanding & trust

C.

Different assessments & goals

D.

All the options given are correct

D.

All the options given are correct

Understanding group behaviour by trying to map out the totality and complexity of the field in which the behaviour takes place can be defined as:

A.

Field Theory

B.

Action Research

C.

Lewin's change model

D.

Group Dynamic

A.

Field Theory

The process of measuring performance and taking action to ensure the planned outcomes are achieved is the management function of:

A.

Leading

B.

Planning

C.

Controlling

D.

Organising

C.

Controlling

The process of arranging people and other resources to work together to accomplish a goal is known as the management function of:

A.

Organising

B.

Leading

C.

Planning

D.

Changing

A.

Organising

If an organisation possesses unique resources and capabilities that enable it to positively differentiate itself from its competitors in a given marketplace, it is said to possess:

A.

a competitive advantage

B.

a viable strategic plan

C.

an effective senior management team

D.

a sound strategy

A.

a competitive advantage

What are the four management tasks that platforms such as Uber and Deliveroo use algorithmic management for?

A.

Training, hiring, firing and monitoring

B.

Hiring, firing, training and rewarding

C.

Allocating, monitoring, evaluating and rewarding work

D.

Training, rewarding, monitoring and allocating

C.

Allocating, monitoring, evaluating and rewarding work

The idea that employee selection and retention should be based

on a rational decision-making process, and not on loyalty or 'who

you know' is a characteristic of:

A.

scientific management

B.

the human relations movement

C.

quantitative management

D.

bureaucratic organisations

D.

bureaucratic organisations

A ______ boundary is dynamically determined by matching

organizational resources with environmental opportunities that are both attractive and amenable to the organization's using its resources to

gain competitive advantage

External

Competence

Internal

Power

Competence

Which of the below is not a strategy organisations and managers use

to cope with environmental uncertainty?

A.

Public Relations

B.

Direct political lobbying

C.

Flexible organisational structures

D.

Wait for others to innovate and make

mistakes

D.

Wait for others to innovate and make

mistakes

Which of these is NOT a feature of weak sustainability:

A.

Natural capital can be substituted

B.

Nature is ascribed utilitarian values

only

C.

Technology and efficiency are unlikely

to solve sustainability challenge

D.

Sustainability is about reflecting

human objectives

C.

Technology and efficiency are unlikely

to solve sustainability challenge

Who provides critical feedback in the open system view of the

organisation?

A.

Society

B.

Management

C.

Consumer

D.

Workforce

C.

Consumer

The name of framework developed by Meuer et al. that categorises the

spectrum of corporate sustainability definitions:

A.

The good, the bad and the ugly of

CSR

B.

Corporate sustainability cube

C.

Sustainability quadrant

D.

Four dimensions of sustainability

B.

Corporate sustainability cube

The idea that there is no one right way to behave and ethical behaviour

is determined by its context refers to:

A.

Cultural imperialism

B.

Relativism

C.

Corporate social responsibility

D.

Cultural Relativism

D.

Cultural Relativism

Fayol argues there are four key functions of management, which of

these is NOT one of Fayol's four functions:

A.

Planning

B.

Leading

C.

Controlling

D.

Communicating

D.

Communicating

What is the major difference between Fayol and Mintzberg's view of

management?

A.

Nothing they are the same

B.

Mintzberg sees management as relational and messy

C.

Fayol sees management as relational

and messy

D.

Mintzberg sees management as highly

structured and predictable

B.

Mintzberg sees management as relational and messy

According to Puranam, Alexy and Reitzig which are the two perennial

issues organisations are constantly seeking to resolve?

A.

Division of labour and integration of effort

B.

Planning and efficiency

C.

Efficiency and leadership

D.

Profit maximisation and integration of effort

A.

Division of labour and integration of effort

________ is the process of inspiring others to work hard to accomplish

organisational goals?

Leading

Reeves, Love and Tillmanns suggest strategy selection needs a

strategy and provide four simple styles, what are the four styles?

Classic; Adaptive; Shaping;

Visionary

Ria Matysek of Rockhampton Pest Control uses praise, letters of

support and pats on the back as ways of influencing employee behaviour. All of these actions are highly valued by the work group. This

is an example of:

reward power

Reeves, Love and Tillmanns suggest strategy selection needs a

strategy and provide four simple strategy styles based on which two

factors?

How predictable the organisational environment is and how much power the organisation has to change its environment

Instrumental values are?

Preferable modes of behaviour and means of achieving one's terminal values

What does Fleming suggest explains bounded automation?

Price of labour, organisational power relations and the task

The essence of ___________ is action which adjusts operations to

predetermined standards.

D.

Controlling

Convergence of range of digital technologies accompanied by advances in computing power and the ability to network cheaply describes?:

Fourth Industrial Revolution

Terminal values

Desirable end states of existence and goals a person would like to achieve during lifetime

Strategy defines....... To do, while organising defines ..... to do it.

What, how

Boundaries set at the point that maximises strategic control over external forces - boundaries that focus on

Power

Vertical integration of a firm refers to

Level of firm involvement in product supply chain.

concerned Pending legislation tabled in state parliament that would further regulate their org is:

External Threat

Strategic management.

Formulating & implement plans accomplish longterm goals & sustain Competitive advantage.

Organisation best describes as:

Collection of people working together, where the labour/tasks are divided to achieve purpose.

Following criticisms are scientific management except:

Does not appreciate the careful study of tasks & jobs

Ford moving production line, which paces & divided work -example of.

Technical Control.

Managers of org are best describes as:

People who support & help activate the work efforts & performance accomplishments of others.

Which is not a key ingredient to an organisation

efficiency

Which ethical approach would a company be drawing upon to justify their policing of employees' personal habits on and off the job, if they argue that they are maximising the greatest good for the greatest number of employees?

Utilitarian Approach

Which state is correct:

Dynamic enviro has greater uncertainty that a stable enviro.

4 conceptions of org Boundaries By santos and Eisenhardt.

Efficiency, Power, Competence and Identify.

Advantages of group decision making include:

Greater information, knowledge and expertise is available

Back o' Burke Bank has proposed some major structural changes within their organisation. Some of the employees fear that they will lose power with the changes. They begin voicing resistance to the changes. What barrier to change are they exhibiting?

Disagreement about the benefits

Self-interest

A lack of understanding and trust

Uncertainty

Self-interest

________________________ are broad statements describing where the organisation wants to be at some future point in time.

Strategic goals

Tactical goals

Operational goals

Tactical plans

Strategic goals

Organisational boundaries can be expressed as:

Resources or assets owned by a firm, social structures that collectively make up the organisation and sphere of influence

When everyone is pursuing self-interest, the greater good is ultimately served because people learn to accommodate each other in their own long-term interest. This is an example of a:

: Individualism approach

When a manager wants to do the 'right' thing but has difficulties recognising what the 'right' thing is, they are faced with:

: a genuine ethical dilemma

circular vs linear economy

A circular economy seeks to establish regenerative where as a linear economy seeks to support take, make and waste

The aim of meeting human needs within ecological boundaries can be referred to as?

Donut economics

Hood Sails has just completed a procedure manual to handle employee grievances. One of the main criteria is to make it clear to employees that rules will be administered fairly and consistently. Here Hood Sails is seeking to apply:

The justice approach

According to Weber's view of bureaucracy, organisations should be based on which of these?

Rational Authority

What is algorithmic management?

Algorithms that have the responsibility to make and execute organisational decisions affecting workers

Leaders who enable others to gain power and influence in the pursuit of wider success can be said to be practicing what form of leadership?

Servant

In the world of management planning and decision applying specific solutions crafted for a unique problem is known as:

Non-programmed decisions

Which of Simon's Levers of Control relates to employees' emotional side and motivates them to make a difference?

A.

diagnostic controls

B.

interactive controls

C.

boundary systems

D.

beliefs systems

D.

beliefs systems