MPOB MCQs

1 (c) 2 (d) 3 (a) 4 (c) 5 (b) 6 (c) 7 (c) 8 (c) 9 (c) 10 (b)
11 (b) 12 (c) 13 (d) 14 (a) 15 (c) 16 (c) 17 (b) 18 (c) 19 (c) 20 (a)
21 (d) 22 (d) 23 (b) 24 (c) 25 (d) 26 (a) 27 (d) 28 (c) 29 (b) 30 (b)
31 (b) 32 (d) 33 (b) 34 (d) 35 (d) 36 (d) 37 (c) 38 (d) 39 (b) 40 (b)
41 (a) 42 (b) 43 (a) 44 (d) 45 (c) 46 (a) 47 (b) 48 (d) 49 (c) 50 (c)
51 (d) 52 (b) 53 (a) 54 (d) 55 (b) 56 (d) 57 (a) 58 (d) 59 (a) 60 (b)
61 (b) 62 (c) 63 (b) 64 (d) 65 (c) 66 (b) 67 (c) 68 (b) 69 (a) 70 (b)
71 (c) 72 (b) 73 (d) 74 (d) 75 (a) 76 (c) 77 (d) 78 (c) 79 (c) 80 (b)
81 (a) 82 (c) 83 (d) 84 (d) 85 (c) 86 (a) 87 (c) 88 (b) 89 (d) 90 (a)
91 (a) 92 (d) 93 (b) 94 (b) 95 (b)

UNIT 1
1. Maintaining self-developed networks of outside contacts and informers who provide
favours and information can best be described as:
a. The monitor role
b. The negotiator role
c. The liaison role
d. The entrepreneurial role

2. Out of the following, which perspective (approach) defines management in a

comprehensive manner?
a. Management as a science
b. Management as a an art
c. Management as a profession
d. Management as a process

3. The major differences in skill requirements between middle and top managers are that:
a. Top managers generally require higher level conceptual skills but less technical
skills than middle managers
b. Top managers must generally be more skilled than middle managers in every
respect
c. Middle managers require better technical and conceptual skills than top managers
d. Top managers generally require better technical and interpersonal skills than
middle managers

4. The purpose of management theory is

a. To increase managerial knowledge
b. To develop alternative ways of thinking and improving management practice
c. Both (a) and (b)
d. Just to help managers establish their supremacy in the organization

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5. The formulation of strategies to achieve organizational goals is part of:
a. The controlling function.
b. The planning function.
c. The organising function.
d. The co-ordinating function.

6. Which of the following principles was not suggested by Henri Fayol?

a. Division of Labour
b. Scalar Chain
c. Mental Revolution
d. Order

7. Efficiency refers to:

a. Getting activities completed effectively.
b. The achievement of organizational goals.
c. The relationship between inputs and outputs.
d. Doing the right things.

8. Which of the following generic terms is not a management function?

a. Leading
b. Organizing
c. Systemizing
d. Planning

9. Which one of the following approaches has emerged from the findings of Hawthorne
Experiments?
a. Scientific Management
b. Contingency Management
c. Human Relations
d. Systems Viewpoint

10. Mintzberg describes the role of a leader as being:

a. A person who seeks and receives a wide variety of special information.
b. A person who is responsible for the motivation and activation of subordinates.
c. Responsible for representing the organization at major negotiations.
d. A symbolic head.

11. Which of the following is a wrong statement?

a. Management is goal-oriented
b. Management is applicable of big organizations only
c. Management utilizes inter disciplinary
d. Management has an environment context knowledge

12. Max Weber, a German sociologist, showed particular concern for:

a. social structures
b. flexible structures

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 c. bureaucratic structures
d. personalized structures

13. Executive vice president, president, managing director, chief executive officer or
chairman of the board are positions associated with which of the following levels of
management?
a. Team leaders
b. Middle managers
c. Operational managers
d. Top managers

14. Universality of Management means that ______

a. All managers in all organizations perform the four management functions
b. All managers in all organizations can perform their job the same way
c. All organizations can hire any manger to perform the management jobs
d. Any manager can work in any organization and perform any management job

15. An automobile manufacturer that increased the total number of cars produced at the same
cost, but with many defects, would be:
a. Efficient and effective
b. Increasing efficiency
c. Increasing effectiveness
d. Concerned with inputs

16. Someone who works with and through other people by coordinating their work activities
in order to accomplish organizational goals is:
a. A very intelligent individual
b. A supervision of production work
c. A manager
d. An operations supervisor

17. Managers who are responsible for making organization-wide decisions and establishing
the plans and goals that affect the entire organization are:
a. First-line managers
b. Top managers
c. Research managers
d. Middle managers

18. Supervisor is another name for whom?

a. Team leaders
b. Middle managers
c. First-line managers
d. Top managers

19. _________ is the process of getting activities completed efficiently and effectively with
and through other people.

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 a. Leading
b. Supervision
c. Management
d. Controlling

20. Effectiveness is about ___________

a. Goal attainment
b. Cost minimization
c. Resource control
d. Efficiency

21. The five management functions of planning, organizing, commanding, coordinating, and
controlling was proposed by ________
a. F.W. Taylor
b. Henry Ford
c. Max Weber
d. Henry Fayol
22. A finance manager who reads the Wall Street Journal on a regular basis would be
performing which role?
a. Figurehead
b. Interpersonal
c. Disseminator
d. Informational

23. Which of the following types of skills are described with terms such as abstract situations
and visualization?
a. Interpersonal
b. Conceptual
c. Technical
d. Human

The Busy Day (Scenario)

Don Eskew, plant manager at Control Systems Inc., sighed as he sipped his first cup of coffee at
5 a.m. and read his agenda for the day. He is giving two company tours in the morning; the first
to a newspaper reporter who is writing a story on the new plant expansion and has several
questions, and the second to group of Control Systems Inc. mangers from the east coast. He then
has a meeting with unit manager, Phil Johnson, to discuss Phil’s recent drop in performance (a
task he always hates). Next, he is spending a couple of hours reviewing the trade journals he
receives from his high-tech association and writing up a brief synopsis for his presentation next
week to the division president. Finally, in the late afternoon, he will be reviewing the new
equipment malfunction and deciding whether to bring in extra people to get the equipment
running as soon as possible. Whew! Just another day in the glamorous life of a manager.

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24. Together, all of the functions that Don performs during his busy day correspond to the
management roles discovered during the late 1960s by which one of the following
management scientists?
a. Herzberg
b. Taylor
c. Mintzberg
d. Fayol

25. When Don was conducting the tour for the east coast managers, he was operating in
which of the management roles?
a. Leader
b. Liaison
c. Monitor
d. Figurehead

26. When Don was meeting Phil to discuss his performance concerns, he was operating in
which of the management roles?
a. Leader
b. Figurehead
c. Monitor
d. Disturbance handler

27. What role was Don performing when he gave the plant tour to the newspaper reporter?
a. Monitor
b. Disseminator
c. Figurehead
d. Spokesperson

28. When Don was reviewing the new equipment malfunction, what management role was he
playing while deciding whether to bring in extra people?
a. Monitor
b. Disseminator
c. Resource allocator
d. Disturbance handler

29. Which one of the following is not a quantitative technique of decision making?
a. Linear programming
b. Nominal group
c. Queuing
d. Decision tree

30. The distinction between a managerial position and a non-managerial position is

a. Planning
b. Coordinating
c. Controlling
d. Organizing

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31. Whereas _________ is concerned with the means of getting things done, _______ is
concerned with the ends, or attainment of organizational goals.
a. Effectiveness; Efficiency
b. Efficiency; Effectiveness
c. Effectiveness; Goal attainment
d. Goal attainment; Efficiency

Harshita has proven herself to be an able manager. Her section has a high project
completion rate with the highest-quality product and the lowest defects in her division. In
addition, she accomplishes this with fewer full-time people other managers. Some say
that the secret of her success is in her ability to delegate responsibility and her
understanding of the basic “management functions”.

32. Harshita’s ability to get the same amount of product completed with fewer people is a
reflection of her _______
a. Effectiveness
b. Process Skills
c. Leadership
d. Efficiency

33. Getting her projects completed is an indication of Harshita’s _______ as a manager.

a. Leadership
b. Effectiveness
c. Efficiency
d. Attention to detail

34. If Harshita accomplished her projects on time with high-quality results, but she took more
time than other managers to complete this, you could say that as a manager she was
______
a. Efficient, but not effective
b. A leader, but not a top manager
c. Project oriented, but not effective
d. Effective, but not efficient

35. The “management functions” exemplified by Harshita include all but which of the
following?
a. Planning
b. Controlling
c. Organizing
d. Delegating

36. Which one of the following is not a correct statement?

a. A decision is a conscious choice to behave or to think in a particular way in a
given set of circumstances
b. Decision making is the act of choosing from among alternatives

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 c. Decision making is a function of all managers
d. Decision making is a necessary activity in large organizations only

37. Which 18th century writer produced a famous book called 'The Wealth of Nations'?
a. Frederick Taylor
b. Henry Mintzberg
c. Adam Smith
d. Dr Samuel Johnson

38. Which feature does not form one of Fayol's 14 principles of management?
a. Esprit de corps
b. Initiative
c. Order
d. Individualism

39. Communication begins with

a. encoding
b. idea origination
c. decoding
d. channel selection

40. In Wealth of Nations, Adam Smith described the breakdown of jobs into narrow and
repetitive task, and called this ________.
a. Assembly lines
b. Division of labour
c. Segmentation of task
d. Common factors of work

41. General Administrative Theories devoted their efforts to __________.

a. Making the overall organization more effective
b. Developing mathematical models to improve management
c. Improving the productivity and efficiency of the workers
d. Emphasizing the study of human behavior in organizations

42. Time -and- motion study introduced by

a. Henri Fayol
b. Fredrick W. Taylor
c. Frank and Lillian Gilberth
d. Adam Smith

43. Planning involves two important elements:

7
 a. Goals and plans.
b. Organizing and controlling.
c. Lead and plans.
d. Staffing and leading.

As a production supervisor, Joe decides on Friday afternoon how many units of output his
employees will be able to produce and on which days certain products will be run in his
department. He also decides which of his employees are going to be responsible for operating
which machines within the department next week, as his employees are multi-skilled assemblers.
On Monday, he informs his employees whom he has assigned to which machines by handling
out assignments sheets and informs the employees that the schedule is going to be difficult due to
the increased number of units. He goes on to tell them that he is sure they can fulfill the schedule
because they are such good and skilled employees. Each day during the week he checks the
amount of output that the employees have completed and the number of units that have been
scrapped.

44. When Joe decides which of the employees are going to be responsible for operating
which machines, he is performing which of the management functions?
a. Controlling
b. Leading
c. Planning
d. Organizing

45. When Joe decides how many units of output his employees will be able to produce and
on which days certain products will be run, he is performing which of the management
functions?
a. Controlling
b. Leading
c. Planning
d. Organizing

46. When Joe checks the amount of output that the employees have completed and the
number of units that have been scrapped, he is performing which of the management
functions?
a. Controlling
b. Leading
c. Planning
d. Organizing

47. When Joe tells the employees that he is sure that they can fulfill the schedule because
they are such good and skilled employees, he is performing which of the management
functions?
a. Controlling
b. Leading
c. Planning
d. Organizing

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 48. Bureaucracy defined as a form of organization characterized by
a. Division of labour
b. Clearly defined hierarchy
c. Detail rules and regulation
d. All of the above

49. Without question, the most important contribution to the developing field of
organizational behavior came out of the ____________
a. Taylor studies
b. Fayol studies
c. Hawthorne studies
d. Adam Smith studies

50. Which scientist is most closely associated with the Hawthorne studies?
a. Adam Smith
b. Elton Mayo
c. Abraham Maslow
d. Charles Barnard

UNIT 2
51. Which of the following is not a part of staffing process?
a. Human process planning
b. Recruitment & Selection
c. Training & Development
d. Organization Development

52. Which of the following is not a part of Maslow’s Theory of Motivation?

a. Physiological needs
b. Operant Conditioning
c. Social needs
d. Self-actualization needs

53. The Concept of “Continuum of Leadership Styles” was proposed by

a. Robert Tannenbaum and Warren H. Schmidt
b. Kurt Lewin
c. Rensis Likert
d. Robert R. Blake and Jane S. Mouton

54. Which one of the following is not a technique of organizational control?

a. Break-Even Analysis
b. Network Analysis
c. Responsibility Accounting
d. Halo Effect

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55. Control that takes place as the work is being performed is called?
a. Feedforward Control
b. Concurrent Control
c. Feedback Control
d. Strategic Control

56. Maslow’s “basic needs” are also known as

a. Social needs
b. Esteem needs
c. Safety needs
d. Physiological needs

57. In Maslow’s Need hierarchy which needs are shown between Esteem needs and Safety
needs
a. Social needs
b. Esteem needs
c. Security needs
d. Basic need

58. Who propounded X and Y theory of motivation

a. Maslow
b. F. Herzberg
c. Alderfer
d. Mc Gregor

59. --------------- theory believes that employees dislike work

a. X theory
b. Y theory
c. Z theory
d. None of these

60. According to ----------employees love work as play or rest

a. X theory
b. Y theory
c. Z theory
d. None of these

61. Z theory is a Japanese approach of motivation developed by

a. Mc Clelland
b. William Ouchi
c. Alderfer
d. Mc Gregor

62. Under Herzberg's theory, factors causing dissatisfaction is called

a. Demotivators
b. Negative stimuli

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 c. Hygiene factors
d. Defectors

63. Hygiene factors are

a. Satisfiers
b. Maintenance factors
c. Defectors
d. All of these

64. ______________ leadership emphasize on rules and regulation in an organization

a. Democratic
b. Autocratic
c. Laissez-faire
d. Bureaucratic

65. In ______________ in fact "No leadership at all"

a. Democratic
b. Autocratic
c. Free rein
d. Bureaucratic

UNIT 3

66. --------------is a relatively permanent change in behavior that occurs as a result of

experience
a. Behavior modification
b. Learning
c. Motivation
d. Skills

67. Which behavioural science discipline is most focused on understanding individual

behaviour?
a. Sociology
b. social psychology
c. Psychology
d. anthropology

68. The science that seeks to measure, explain, and sometimes change the behaviour of
humans and other animals is known as
a. Psychiatry
b. Psychology
c. Sociology
d. organizational behavior

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69. “I don’t like that company”- is ………components of attitude.
a. Affective component
b. Cognitive component
c. Intentional component
d. None of these

70. “They are the worst firm I have ever dealt with” is ………components of attitude.
a. Affective component
b. Cognitive component
c. Intentional component
d. None of these

71. “I will never do business with them again” is ………components of attitude.

a. Affective component
b. Cognitive component
c. Behavioural component
d. None of these

72. Psychology’s major contributions to the field of organizational behavior have been
primarily at what level of analysis?
a. the level of the group
b. the level of the individual
c. the level of the organization
d. the level of the culture

73. Individual – level determinant of OB include:

a. Technology
b. Organizational Culture
c. Group behavior
d. Perception

74. Which of the following is not a reason why OB is extremely relevant today?
a. an aging workforce
b. changing employee practices
c. globalization
d. global warming

75. Experiments performed by Ivan Pavlov led to what theory?

a. Classical Conditioning
b. Operant Conditioning
c. Social Learning
d. Behavior Shaping

76. A study of human behavior in organizational settings is

a. Individual behavior
b. Group behavior

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 c. Organizational behavior
d. None of these

77. What role did the meat play in Pavlov's experiment with dogs?
a. an unconditioned response
b. a conditioned stimulus
c. a conditioned response
d. an unconditioned stimulus

78. Mr. Sunil's one-day salary was deducted because of his uninformed leave, as he was
already warned about this behaviour. It is an example of which method of shaping
behaviours?
a. Reinforcement
b. Positive Reinforcement
c. Punishment
d. Negative Reinforcement

79. In Pavlov's experiment, the bell was a/an.

a. unconditioned stimulus
b. unconditioned response
c. conditioned stimulus
d. conditioned response

80. ______________ is once view of reality

a. Attitude
b. Perception
c. Outlook
d. Personality

81. ______________ persons are likely to be most successful in the field of advertisement,
sales department, public relation etc
a. extroversion
b. conscientiousness
c. internal locus of control
d. external locus of control

82. Operant conditioning argues that.

a. behavior is reflexive
b. behavior is unlearned
c. behavior is a function of its consequences
d. the tendency to repeat a behavior is very strong

83. Which of the following is not an attribute of psychological individual difference?

a. Motivation
b. Learning
c. Personality

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 d. Complexion

84. OB focuses at 3 Levels-

a. Individuals, Organisation, Society
b. Society, Organisation, Nation
c. Employee, Employer, Management
d. Individual, Groups, Organisation

UNIT 4

85. ----------is the attractiveness of the members towards the group or resistance to leave it
a. Group norms
b. Group behavior
c. Group cohesiveness
d. Group structure

86. Believes, attitudes, traditions and expectations which are shared by group members is
called
a. Group norms
b. Group communication
c. Group cohesiveness
d. Group structure

87. What is the correct sequence of stages in Tuckman’s Five Stage Model?
a. Norming, Forming, Storming, Adjourning, Performing
b. Storming, Forming, Adjourning, Norming, Performing
c. Forming, Storming, Norming, Performing, Adjourning
d. Performing, Storming, Forming, Norming, Adjourning

88. Culture is a form of _______ management.

a. Hard
b. Soft
c. Rational
d. Social

89. Refreezing involves __________

a. Movement to a new stage
b. Retrograde to an old stage
c. Training employees for change
d. Making a new change permanent

90. A common perception held by the organization’s members, or a system of shared

meaning is referred to
a. Organizational culture
b. Formalization

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 c. A belief system
d. A ritual

91. Change activities that are intentional and goal oriented are termed:
a. Planned Change
b. Second order change
c. Change agents
d. First order change

92. Which of the following skills is required for an effective team?

a. Problem-solving skills
b. Technical expertise
c. Interpersonal skills
d. All of the above

93. ______________ is a set of values that states what an organisation stands for
a. Organization behavior
b. Organizational culture
c. Organizational spirit
d. Organizational effectiveness

94. Continued membership in a group will usually require

a. supporting the group leader
b. conforming to group norms
c. encouraging cohesiveness in the group
d. developing a status system

95. Which of the following is not a step in Lewin's three-step change model?
a. Unfreezing
b. Discussing
c. Moving
d. Refreezing

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