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QUESTION BANK - MANAGEMENT

1. Theory X and Theory Y was propounded by


a) Fredrick Herzberg
b) Blake and Mouton
c) Abraham Maslow
d) Douglas McGregor
e) Clayton Alderfer


2. The Motivation-Hygiene theory was propounded by
a) Fredrick Herzberg
b) Blake and Mouton
c) Abraham Maslow
d) Douglas McGregor
e) Clayton Alderfer

3. The ERG Theory on motivation has been propounded by
a) Fredrick Herbert
b) Blake and Mouton
c) Abraham Maslow
d) Douglas McGregor
e) Clayton Alderfer

4. The Trait Theories on leadership aims at
a) finding the traits of the followers so that leaders can reorient their efforts accordingly
b) determining the reason why certain traits lead to a failure in leadership.
c) proving that traits such as determination , decisiveness etc have no role to play in determining
leadership qualities
d) establishing that some traits like ambition, desire to lead, self confidence etc increases the
likelihood of success as a leader.
e) None of the above

5. The Behavioral Theories of leadership aims at establishing
a) that leaders have to be well-behaved to be successful.
b) that a successful leader is capable of changing the behaviour of his followers.
c) that there are certain behaviours that identify leaders and these qualities are not necessarily
inborn and can be taught
d) that the behaviour of a person has nothing to do with his leadership qualities
e) None of the above

6. The Managerial Grid of Blake and Mouton depicts :-
a) Nine possible positions along each axis, creating 81 different positions in which the leader's style
may fall.
b) Not results produced but, rather the dominating factors in a leaders thinking in regard to getting
results
c) The highest point in the two way axis i.e the (9,9) style are the ones in which managers perform the
best
d) All of the above
e) None of the above

7. According to the Fiedler Model on leadership
a) Leadership success lies in an individuals leadership style and this is innate to a person i.e style is
fixed and cannot be varied.
b) Three contingency dimensions define key situational factors of leadership effectiveness. These are
leader-member relations, task structure and position power.
c) To achieve maximum leadership effectiveness it is necessary to match the leader with the situation
after due assessment of the contingency variables.
d) All of the above
e) None of the above


8. The Leader member exchange model on leadership postulates that
a) Leaders and members have to work together for the benefit of the organization.
b) The Leader is more important than the members in determining the success or otherwise of an
organization,.
c) A leader who emerges from within the members and is not thrust from outside has the probability of
doing better
d) Because of time pressure, leaders establish a special relationship with a small group of their
subordinates

9. The concept of Transactional Analysis (T A) was propounded by
a) Douglus McGregor
b) Abraham Maslow
c) Eric Berne
d) Robert House
e) Vroom and J ago

10. Transactional analysis deals with
a) How a transaction is completed between buyer and seller.
b) Analysing and evaluating interpersonal communication.
c) Analysis of transaction that take place between a leader and his followers.
d) The art of communication so that the best transaction is ensured

11. The theory of scientific management was propounded by :
a) FW Taylor
b) Fredrick Herzberg
c) Blake and Mouton
d) None of the above

12. According to scientific management theory, the work should be planned by :
a) Supervisor
b) Worker
c) Both
d) None of the above

13. The theory of Administrative Management was propounded by :
a) Heny Fayol
b) Fredirick Herzberg
c) FW Taylor
d) Douglas McGregor
e) None of the above

14. According to the theory of Administrative Management, the degree of centralisation and
decentralisation of authority should depend on :
a) Circumstances
b) Size of the organisation
c) Type of activities
d) Structure of the organisation
e) All the above

15. The theory of Bureaucracy was propounded by :
a) Max Weber
b) Fredrick Herzberg
c) Blake and Mouton
d) Douglas McGregor
e) Clayton Alderfer

16. The Hawthorne experiment in GEC was conducted by :
a) Elton Mayo
b) Max Weber
c) Fredrick Herzberg
d) Blake and Mouton
e) Douglas McGregor
17. Theory Z has been propounded by :
a) William Ouchi and Algred Jaeger
b) Blake & Mouton
c) Max Weber
d) Elten Mayo

18. Body Language is :
a) Verbal Communication
b) Non-Verbal Communication

19. In J ohari Window, Arena refers to :
a) Known to self
b) Known to others
c) Both the above
d) None of the above

20. In J ohari Window, Blind refers to :
a) Unknown to self and known to others
b) Known to others and known to self
c) None of the above
d) Both 1 & 2

21. Blind areas can be reduced by :
a) Seeking contradiction of decisions from others
b) Taking feedback from others over decisions made
c) All the above
d) None of the above

22. In J ohari Windows, Hidden refers to :
a) Known to Self and Unknown to others
b) Unknown to Self and Known to others
c) Known to others and Known to Self
d) All the above
e) None of the above

23. In J ohari Windows, Dark area refers to :
a) Known to Self and Others
b) Unknown to Self and others
c) Known to Self but unknown to others
d) Unknown to self but known to others

24. I am OK You are OK refers to :
a) Autocratic style of leadership
b) Participative style of leadership
c) Submissive style of leadership
d) None of the above

25. I am OK You are not OK refers to :
a) Autocratic style of leadership
b) Participative style of leadership
c) Submissive style of leadership
d) None of the above

26. I am not OK You are OK refers to the style of a :
a) Pessimistic leader
b) Participative leader
c) Submissive leader
d) None of the above




27. I am not OK You are not OK refers to the style of a :
a) Participative leader
b) Autocratic leader
c) Submissive leader
d) Pessimist leader

28. Appraisal Interview refers to review of performance for :
a) Making plans to overcome deficiencies
b) To reinforce strengths
c) Both the above
d) None of the above

29. Collective bargaining is the process of bargaining between:
a. Management and Unions on service matters
b. Management of Banks and IBA
c. Management and Suppliers
d. Management and Other Statutory bodies

30. Confrontation is a method of:
a. Conflict resolution
b. Conflict aggravation
c. Both the above
d. None of the above

31. Competency comprises of:
a. Knowledge gained in academic institiutions
b. Skill developed by practice
c. Attitude towards work
d. All the above
e. None of the above

32. Collaborative Management refers to:
a. Power sharing
b. Subordinate participation
c. Both the above
d. None of the above

33. Case Study Method is used for:
a. Training and Development
b. Description of Organisational problem to diagnose and solve
c. Both the above
d. None of the above

34. Business Process Re-engineering (BPR) is a process for:
a. Improvement in performance cost
b. Improvement in quality
c. Improvement in service
d. Improvement in speed
e. All the above

35. Democratic Management refers to:
a. Low concern for work and employees motivation
b. High concern for work and employees motivation
c. Low concern for work and High concern for employees.
d. High concern for work and low concern for employees.

36. Effectiveness means:
a. Doing things rightly
b. Doing the right things
c. None of the above
d. All the above

37. Efficiency means:
a. Doing things rightly
b. Doing the right things
c. None of the above
d. All the above

38. Empowerment refers to:
a. Delegation of power and authority
b. Concentration of power and authority
c. Promotion to higher position
d. None of the above


39. Halo effect in performance appraisal is represented by:
a. Evaluation by one trait during the period of performance
b. Evaluation by several traits
c. None of the above
d. Both the above

40. Human Capital in the organisation comprises of:
a. The knowledge and Education
b. The training and development
c. The skill and expertise
d. All the above
e. None of the above


41. J ob Enlargement is resorted to:
a. Increasing job scope
b. Motivating the employee
c. Both the above
d. None of the above

42. J ob Enrichment is a process of:
a. Combining activities from a vertical cross section
b. Giving more autonomy
c. Giving more responsibility
d. All the above

43. J ob Evaluation is a process of:
a. Identifying compensation to be offered for the job
b. Comparison to determine worth of the job
c. Both the above
d. None of the above

44. J ob Rotation is a process of:
a. Shifting the employee to another job
b. Shifting the employee to another office
c. Shifting the employee to another organization
d. None of the above

45. Laissez-faire management refers to:
a. Low concern for people
b. Low concern for tasks
c. None of above
d. Both the above.

46. Legitimate power is based on the assumptions of:
a. Formal authority
b. Subordinate accepts right to exert influence
c. The influence has certain boundaries
d. All the above
47. Line authority reflects:
a. Unity of command
b. Multiplicity of command
c. Both the above
d. None of the above

48. Mentoring is a process for:
a. Advising the seniors
b. Advising the juniors
c. Both the above
d. None of the above

49. Organisational developmental intervention is a process for:
a. Change of technology
b. Change of systems and procedures
c. Change of employee attitude, values and behaviour
d. All the above

50. Performance Appraisal is a procedure used to:
a. Compare individuals job performance to the standards
b. Comparing group performance to the objectives
c. Comparing Manager and Employee performance
d. None of the above

51. Performance Analysis seeks to:
a. Identify performance deficiency
b. Identifying the alternatives to make the deficiency
c. Both the above
d. None of the above

52. Integrative bargaining is a position of :
a. Win-Win situation
b. Win-Lose situation
c. None of the above
d. Both the above

53. Distributive bargaining is a position of :
a. Win-Win situation
b. Win-Lose situation
c. None of the above
d. Both the above

54. Synergy is a situation where :
a. departments operate in isolation
b. departments interact and co-operate
c. both the above
d. none of the above

55. Vertical Communication refers to :
a. Upward communication
b. downward communication
c. horizontal communication
d. Up or down communication

56. Training for skill development is given through :
a. Case Study
b. Games
c. Role Play
d. All the above



57. Training for knowledge is given through :
a. Class Room
b. Games
c. Role Play
d. All the above

58. The VRS/CRS is resorted for :
a. Succession Planning
b. Downsizing
c. Proper Placement
d. All the above

59. The management under which personnel resources are kept, maintained and utilised is known as :
a. Financial Management
b. Infrastructural Management
c. Technology Management
d. Human Resource Management

60. Industrial dispute means :
a. disputes between employer and employer
b. disputes between employer and employee
c. disputes between employee and employee
d. All the above.


CompilationCourtesy:
SatishRelhan,Sr.Faculty