C483 Principles of Management Practice Questions - Set 1 - Part 2

Correct Answer: c) To combine multiple performance measures

The balanced scorecard integrates financial, customer, business process, and growth metrics to provide a comprehensive view. Financial focus and cost reduction are singular focuses, and employee satisfaction is only part of the growth measure.

Correct Answer: a) Situational leadership

Situational leadership adapts to the readiness of followers. Charismatic inspires through personality, transformational promotes group goals, and authentic emphasizes self-awareness.

Correct Answer: c) Working conditions

Hygiene factors, like working conditions, prevent dissatisfaction but do not motivate. Responsibility, achievement, and growth are motivators.

Correct Answer: c) Setting standards in advance

Feedforward control establishes standards before operations. Past performance is feedback control, real-time adjustment is concurrent, and correcting after mistakes is also feedback.

Correct Answer: c) Departmental barriers

Boundaryless organizations remove barriers between departments to enhance information flow. Management positions, product lines, and profits are not the focus.

Correct Answer: c) Reducing a company’s environmental footprint

CSR involves ethical actions, such as environmental responsibility. Increasing salaries, focusing only on profit, and cutting benefits may conflict with CSR.

Correct Answer: b) SWOT analysis

SWOT analysis examines internal and external factors. Benchmarking compares practices, goal displacement shifts focus, and strategic grouping organizes resources.

Correct Answer: c) Authentic leaders

Authentic leaders act in line with personal values. Charismatic may not align, transactional involves exchanges, and autocratic focus on authority.

Correct Answer: d) Two superiors, a functional and a divisional manager

Matrix organizations have dual-reporting relationships, with employees reporting to functional and divisional managers. Single supervisor and team leader structures do not apply.

Correct Answer: c) Incubation

Business incubators protect new businesses, providing resources. Joint ventures and alliances involve partnerships, and lean manufacturing focuses on production efficiency.

Correct Answer: b) Transactional leadership

Transactional leaders manage through monitoring and exchanges. Transformational inspires change, servant prioritizes others’ needs, and laissez-faire is hands-off.

Correct Answer: b) The likelihood of effort leading to reward

Expectancy theory states that perceived reward likelihood drives effort. Job security, peer competition, and intrinsic task value do not directly influence effort according to the theory.

Correct Answer: c) Centralized organization

Centralized organizations concentrate authority at higher levels. Decentralized distributes authority, functional is based on specialization, and matrix combines two structures.

Correct Answer: c) To support and protect new technologies

Executive champions back new technology initiatives. Financial planning and IT maintenance are other roles, while hiring managers is an HR function.

Correct Answer: b) Reinforcing new behaviors

Refreezing consolidates new behaviors. Unfreezing prepares for change, moving involves implementing, and identifying improvement precedes change.

Correct Answer: b) Responsibility

Motivators, like responsibility, increase job satisfaction. Job security, policies, and conditions are hygiene factors.

Correct Answer: b) Gatekeeper

Gatekeepers maintain information flow to the team. Brokers connect parties, coordinators organize tasks, and leaders guide the team.

Correct Answer: c) Force-field analysis

Force-field analysis assesses forces for and against change. SWOT evaluates strengths, balanced scorecard assesses performance, and lean analysis focuses on efficiency.

Correct Answer: c) Standards set before activities begin

Feedforward control sets standards in advance. Performance after is feedback control, real-time is concurrent, and compliance relates to control functions.

Correct Answer: b) Expanding knowledge for future roles

Employee development builds skills for future responsibilities. Task-specific skills are training, immediate needs are short-term goals, and satisfaction is a broader outcome.