REVIEW

I. Management
1. What is the primary function of management?
A. Marketing
B. Controlling
C. Planning
D. Sales
2. Which of the following best describes a "leader"?
A. Someone who enforces rules strictly
B. Someone who motivates and inspires employees
C. Someone who focuses only on efficiency
D. Someone who hires employees
3. What is the purpose of strategic planning?
A. To handle daily operations
B. To handle daily operations
C. To set long-term goals and directions
D. To review employee performance
4. Which management style emphasizes employee participation?
A. Autocratic
B. Democratic
C. Laissez - faire
D. Transactional
5. What does SWOT stand for?
A. Strengths, Weaknesses, Objectives, and Targets
B. Strategy, Workload, Opportunities, and Tasks
C. Strengths, Weaknesses, Opportunities, and Threats
D. Strategy, Work, Organization, and Time
6. Which of the following is NOT a type of managerial control?
A. Feedback control
B. Feedforward control
C. Concurrent control
D. Procedural control
7. What is the key characteristic of a "transformational leader"?
A. Enforces strict policies
B. Focuses on short-term goals
C. Encourages innovation and change
 D. Delegates authority
8. Which of the following is a characteristic of bureaucratic management?
A. Flexibility in processes
B. Strict rules and procedures
C. Flat organizational structure
D. Emphasis on innovation
9. What is the primary goal of operations management?
A. Reducing marketing costs
B. Maximizing employee satisfaction
C. Improving productivity and efficiency
D. Increasing brand awareness
10. Which of these is a key element of the "controlling" function of management?
A. Assigning roles
B. Measuring performance against goals
C. Developing new products
D. Motivating employees
11. Henri Fayol identified how many primary functions of management?
A. 3
B. 4
C. 5
D. 6
12. Which role in management is primarily responsible for watching over daily
tasks but not making major decisions?
A. CEO
B. Manager
C. Supervisor
D. Director
13. What does coordinating in management aim to achieve?
A. Dividing work among employees
B. Measuring employee performance
C. Ensuring different parts of the business work together
D. Hiring the best talent
14. What is Maslow's Hierarchy of Needs used to describe?
A. Organizational structure
B. Stages of team development
C. Employee motivation levels
D. Communication strategies
 15. Which of the following best describes "bounded rationality" in decision-
making?
A. Making decisions with complete information
B. Making the optimal decision after evaluating all alternatives
C. Making decisions within the limits of available information, time, and
cognitive capacity
D. Relying purely on intuition
16. What is "strategic drift"?
A. The deliberate change of strategy to match market trends
B. The gradual failure of a strategy to respond to the external environment
C. A company's consistent focus on innovation
D. The rapid adjustment of strategy to market demands
17. In a learning organization, what is the main role of management?
A. Ensuring strict adherence to rules
B. Encouraging risk-taking and knowledge sharing
C. Maintaining centralized control
D. Reducing workforce development costs
18. Which management level is primarily responsible for strategic decision-
making?
A. Middle management
B. Lower management
C. Top management
D. Team leaders
19. What type of management style involves strict rules and centralized decision-
making?
A. Democratic
B. Autocratic
C. Transformational
D. Laissez - faire
20. Who developed the principles of scientific management?
A. Max Weber
B. Henry Fayol
C. Frederick Taylor
D. Peter Drucker
21. What does "corporate social responsibility" (CSR. emphasize?
A. Maximizing profits
B. Environmental and social accountability
 C. Cutting costs
D. Expanding market share
22. Which management theory focuses on improving productivity through time
and motion studies?
A. Bureaucratic management
B. Human relations theory
C. Scientific management
D. Systems theory
23. Which type of planning deals with crises and unexpected events?
A. Strategic planning
B. Tactical planning
C. Contingency planning
D. Operational planning
24. Which managerial role involves communicating information to employees?
A. Leader
B. Monitor
C. Disseminator
D. Entrepreneur
25. What is the main characteristic of a flat organizational structure?
A. Many levels of management
B. Few levels of management
C. Strict hierarchy
D. Centralized decision-making

II. Work and motivation

1. What is the core idea behind Maslow's Hierarchy of Needs?
A. Motivation decreases with experience
B. People are motivated by unsatisfied needs
C. All needs must be met simultaneously
D. Employees work best when paid more
2. Which of the following is NOT part of Maslow's Hierarchy of Needs?
A. Physiological needs
B. Safety needs
C. Self-esteem needs
D. Technological needs
3. What does Theory Y assume about employees?
 A. They avoid responsibility
B. They are self-motivated
C. They dislike work
D. They need strict supervision
4. Which motivation theory is based on setting challenging goals?
A. Expectancy Theory
B. Equity Theory
C. Goal-Setting Theory
D. Hierarchy of Needs
5. What type of reinforcement involves rewarding desirable behavior?
A. Positive reinforcement
B. Negative reinforcement
C. Punishment
D. Extinction
6. Which term describes reducing undesirable behavior by removing a positive
stimulus?
A. Positive reinforcement
B. Negative reinforcement
C. Punishment
D. Extinction
7. Which motivational strategy involves rotating employees through different
tasks?
A. Job enlargement
B. Job rotation
C. Job enrichment
D. Job simplification
8. Who is associated with the Hawthorne Studies on employee productivity?
A. Elton Mayo
B. Frederick Taylor
C. Douglas McGregor
D. Abraham Maslow
9. Which type of motivation is based on receiving external rewards or avoiding
punishment?
A. Intrinsic motivation
B. Extrinsic motivation
C. Self-actualization
D. Autonomy
10. What is the term for the belief that effort will lead to good performance?
A. Instrumentality
B. Expectancy
C. Valence
D. Equity
11. Which motivational theory incorporates the concepts of valence,
instrumentality, and expectancy?
A. Equity Theory
B. Goal-Setting Theory
C. Expectancy Theory
D. Reinforcement Theory
12. Which theory emphasizes that motivation is influenced by the belief that effort
will lead to desired performance and rewards?
A. Herzberg's Two-Factor Theory
B. Vroom's Expectancy Theory
C. Alderfer's ERG Theory
D. Adams' Equity Theory
13. In McGregor's Theory X, what is the assumption about employees?
A. They are self-motivated
B. They avoid responsibility
C. They seek challenges
D. They are creative
14. Which motivational theory suggests employees are driven by fairness and
equity?
A. Herzberg’s Theory
B. Maslow’s Hierarchy
C. Equity Theory
D. Goal-Setting Theory
15. Which theory emphasizes that people are motivated by unsatisfied needs?
A. McGregor’s Theory
B. Herzberg’s Theory
C. Maslow’s Hierarchy
D. Vroom’s Expectancy Theory
16. Which of the following is an example of job rotation?
A. Adding new tasks at the same level
B. Swapping tasks among employees
C. Giving more responsibility
 D. Assigning new projects
17. What is a potential consequence of low employee motivation?
A. Increased productivity
B. High absenteeism
C. High morale
D. Strong teamwork
18. Which term refers to adding more tasks at the same level of responsibility?
A. Job enrichment
B. Job rotation
C. Job enlargement
D. Job simplification
19. In Herzberg’s theory, which of the following is a "hygiene factor"?
A. Achievement
B. Recognition
C. Salary
D. Responsibility
20. Which of the following is an example of extrinsic motivation?
A. Feeling proud of your work
B. Earning a bonus for achieving a target
C. Enjoying the task itself
D. Personal development
21. According to McGregor, which theory assumes employees are lazy and need
close supervision?
A. Theory X
B. Theory Y
C. Expectancy Theory
D. Equity Theory
22. What does "intrinsic motivation" mean?
A. Motivation driven by rewards
B. Motivation driven by fear
C. Motivation driven by internal satisfaction
D. Motivation driven by punishment
23. Which of the following is a characteristic of a motivated employee?
A. Frequently absent
B. Disinterested in tasks
C. Takes initiative
D. Avoids responsibility
 24. What can managers use to improve employee motivation through rewards?
A. Punishment
B. Goal-setting
C. Recognition programs
D. Job simplification
25. What is the main idea behind reinforcement theory?
A. Motivation is based on fairness
B. Motivation comes from goal-setting
C. Behavior is shaped by consequences
D. Needs drive behavior
III. Company structure
1. Which type of organizational structure is characterized by a clear hierarchy and
strict chain of command?
A. Matrix structure
B. Functional structure
C. Flat structure
D. Network structure
2. Which organizational structure combines functional and project-based
structures?
A. Hierarchical structure
B. Divisional structure
C. Matrix structure
D. Flat structure
3. What is a key feature of a flat organizational structure?
A. Many layers of management
B. Fewer levels of hierarchy
C. Centralized decision-making
D. Bureaucratic processes
4. In a divisional structure, divisions are typically organized by:
A. Job function
B. Product, geography, or customer type
C. Employee seniority
D. Market size
5. What is a disadvantage of a matrix structure?
A. Lack of coordination
B. Complexity of dual reporting relationships
C. Limited specialization
 D. Slow communication
6. Which term refers to the formal arrangement of jobs within an organization?
A. Organizational culture
B. Organizational structure
C. Organizational behavior
D. Organizational strategy
7. What is the main benefit of a functional structure?
A. Encourages innovation
B. Promotes specialization
C. Faster decision-making
D. Greater flexibility
8. Which of the following best describes a centralized organization?
A. Decisions are made at all levels
B. Decisions are made by top management
C. Decisions are made by teams
D. Authority is widely distributed
9. What does decentralization in an organization promote?
A. Centralized authority
B. Empowerment of lower-level managers
C. Strict control
D. Slow decision-making
10. In which structure do employees report to multiple managers?
A. Functional structure
B. Divisional structure
C. Matrix structure
D. Flat structure
11. What is the main purpose of a line organization?
A. To simplify communication
B. To reduce costs
C. To encourage flexibility
D. To increase reporting relationships
12. What type of structure is commonly used by startups and small businesses?
A. Matrix structure
B. Divisional structure
C. Flat structure
D. Bureaucratic structure
13. What is the term for grouping employees based on their job functions, such as
marketing or finance?
A. Hierarchical structure
B. Functional structure
C. Project-based structure
D. Network structure
14. Which structure is best for large multinational companies with diverse
products?
A. Functional structure
B. Divisional structure
C. Flat structure
D. Simple structure
15. What does "span of control" measure?
A. The number of tasks assigned
B. The number of subordinates managed
C. The authority of the CEO
D. The length of a project
16. What is a characteristic of a bureaucratic organization?
A. Few rules and procedures
B. Strict policies and formal procedures
C. Flexible roles
D. Quick decision-making
17. What does a "network structure" rely on?
A. Internal departments only
B. Outsourcing and external partnerships
C. Hierarchical communication
D. Divisional separation
18. Which term describes the power to make decisions and give orders?
A. Responsibility
B. Authority
C. Delegation
D. Control
19. What does "chain of command" refer to?
A. The reporting structure in an organization
B. Employee responsibility levels
C. The decision-making process
D. Job specialization
 20. What is a potential drawback of a divisional structure?
A. Slow decision-making due to centralization
B. Duplication of resources and inefficiency
C. Limited specialization
D. Difficulty in tracking performance
21. Which type of organizational design is most adaptable to rapid change and
innovation?
A. Mechanistic design
B. Bureaucratic structure
C. Organic design
D. Functional structure
22. What is the main risk of a "tall" organizational structure?
A. Lack of clear authority
B. Slow communication and decision-making
C. Excessive employee autonomy
D. Ineffective task specialization
23. In a matrix structure, what challenge do employees commonly face?
A. Lack of accountability
B. Confusion due to dual reporting relationships
C. Limited career development
D. Excessive autonomy
24. What does "organizational ambidexterity" refer to?
A. The ability to balance centralization and decentralization
B. The ability to explore new opportunities while exploiting current strengths
C. The balance between cost-cutting and innovation
D. The ability to manage across cultures effectively
25. In a matrix structure, employees report to:
A. One manager
B. Multiple managers
C. Only the CEO
D. No manager
IV. Managing across culture
1. What is a key challenge of managing across cultures?
A. Uniform communication styles
B. Cultural misunderstandings
C. Identical work ethics
D. Centralized management
2. Which cultural dimension measures the extent to which people accept
hierarchical differences?
A. Individualism
B. Uncertainty avoidance
C. Power distance
D. Masculinity
3. Which of the following is a characteristic of individualistic cultures?
A. Group goals over personal goals
B. Emphasis on personal achievement
C. Strong emphasis on hierarchy
D. Avoiding direct communication
4. In high-context cultures, communication relies heavily on:
A. Explicit words
B. Context and non-verbal cues
C. Written instructions
D. Digital communication
5. Which cultural dimension, according to Hofstede, deals with the extent to
which people feel uncomfortable with uncertainty?
A. Individualism vs. Collectivism
B. Power Distance
C. Uncertainty Avoidance
D. Long-Term Orientation
6. Which of the following best describes a polychronic culture?
A. Focuses on one task at a time
B. Schedules tasks sequentially
C. Manages multiple tasks simultaneously
D. Avoids multitasking completely
7. In Trompenaars' cultural dimensions, what is the main difference between a
"universalist" and a "particularist" culture?
A. Universalists focus on rules; particularists focus on relationships
B. Universalists value relationships over rules
C. Particularists avoid personal relationships
D. Universalists prefer hierarchical structures
8. Which leadership style is likely to be more effective in a high power distance
culture?
A. Participative
B. Autocratic
 C. Transformational
D. Laissez-faire
9. In a high-context culture, communication relies heavily on:
A. Direct verbal expression
B. Written documentation
C. Non-verbal cues and shared understanding
D. Formal communication channels
10. Who developed the concept of cultural dimensions such as power distance and
individualism?
A. Geert Hofstede
B. Richard Lewis
C. Frederick Herzberg
D. Douglas McGregor
11. Which of the following countries is an example of a low-context culture?
A. Japan
B. China
C. United States
D. Saudi Arabia
12. What does the term "glocalization" mean?
A. Ignoring local markets
B. Combining global strategies with local adaptation
C. Focusing only on international markets
D. Using the same product globally without changes
Answer: B. Combining global strategies with local adaptation
13. In Hofstede’s model, what does a high power distance indicate?
A. Equal distribution of power
B. Acceptance of unequal power distribution
C. Low hierarchy in organizations
D. Strong focus on individualism
14. Which cultural dimension refers to the degree of comfort with uncertainty and
ambiguity?
A. Power Distance
B. Individualism
C. Uncertainty Avoidance
D. Masculinity
15. What is a characteristic of linear-active cultures in the Lewis Model?
A. Task-oriented and organized
 B. Emotionally expressive
C. Reactive and patient
D. Focused on multitasking
16. Which of the following describes multi-active cultures?
A. Prefer strict schedules
B. Prioritize relationships and flexibility
C. Avoid emotional expression
D. Focus on individual achievement
17. Reactive cultures, according to the Lewis Model, tend to:
A. Initiate action and discussion
B. Listen carefully and avoid confrontation
C. Follow strict rules
D. Prioritize personal goals
18. Which of the following is a key feature of collectivist cultures?
A. Focus on individual goals
B. Emphasis on group loyalty and harmony
C. Encouragement of competition
D. Low-context communication
19. Which management style is most effective in low power distance cultures?
A. Autocratic
B. Democratic
C. Bureaucratic
D. Directive
20. What is the main challenge of managing in a high-context culture?
A. Too much reliance on written communication
B. Lack of shared cultural understanding
C. Misinterpretation of indirect communication
D. Excessive direct feedback
21. Which term describes a culture where rules and contracts are highly valued
over relationships?
A. Universalism
B. Particularism
C. Collectivism
D. High-context culture
22. In a low power distance culture, employees are likely to:
A. Accept strict hierarchies
B. Expect equal treatment and participation
 C. Avoid challenging authority
D. Depend on supervisors for all decisions
23. Which of the following strategies is effective when working in a particularist
culture?
A. Rely strictly on rules and procedures
B. Prioritize relationships and flexibility
C. Avoid building personal connections
D. Focus only on individual achievements
24. Which of the following best describes a polychronic culture?
A. Focuses on doing one task at a time
B. Schedules tasks sequentially
C. Prefers multitasking and flexibility
D. Values punctuality over relationships
25. In the Lewis Model, what describes linear-active cultures?
A. Task-oriented and organized planners
B. Emotionally expressive and impulsive
C. Reactive and patient listeners
D. Focused on family and relationships