FE-CO1

1. It focuses on production, office operations, and other areas with close relationships
between the technical system and people. Socio-technical Approach
2. A bureaucratic management has the following except. Partial Selection and reward
system
3. The administrators live by the ‘book’
4. The process of designing and maintaining an environment in which individuals working
together efficiently accomplish selected aims. Leading
5. The management should provide orderly personnel planning and ensure that replacements
are available to fill vacancies. This is about: Stability of Tenure
6. Takes corrective action when organization faces important and unexpected difficulties.
Disturbance handler
7. This approach in management advocated the application of scientific methods to analyze
work and to determine the “one best way” to complete tasks efficiently. Scientific
Management
8. The skills that reflect both an understanding and proficiency in a specialized field.
Technical Skill
9. Henri Fayol contributed the 14 Principle of Management
10. Located beneath the top levels of the hierarchy who are directly responsible for the work
of managers at lower levels. Tactical Managers
11. These managers are driven by extreme personal ambition and will sacrifice everything,
including self and family, to get on top of corporate ladder. Climbers
12. An index that measures output relative to the input used to produce them. Productivity
13. It grows directly out of the authority of a manager’s position and involve developing and
maintain positive relationship with significant others. Interpersonal Roles
14. Concerned with fundamental re-thinking, process analysis, radical redesign and dramatic
results. Re-engineering
15. The industrial revolution in the late 19th century made managers realize that satisfying
customer needs is important

FE-CO2
A-Planning, B-Organizing, C-Staffing, D-Leading, and E-Controlling

1. Proper design of employees’ work environment and praise for good performance. C
2. Developing the company’s vision and mission statements. A
3. Treating all employees with respect, no matter what their position is D
4. Centralization of the decision making activity. B
5. Ordering materials and equipment for production B
6. Review of resume, transcript of records, and other documents submitted by a job
applicant C
7. Instituting a preventive maintenance program to all machineries E
 8. Teaching managers broader skills needed for their present job. C-D
9. Conduct SWOT analysis. A
10. Grouping of activities according to products or product line. B
11. Auditing a firm’s financial performance. E
12. Helping employees who have been dismissed from the company due to financial crisis. C
13.

Quiz 1 Introduction and Evolution Part 1

1. He realized that job specialization resulted in much higher efficiency and productivity
Adam Smith
2. This manager will be always on the lookout for loophole of anything
Managers by "Lusot"
3. Multi-tasking type of production style
Flexible
4. Involves interactions (internal and external) of the organization to the environment
Spokesperson
5. Proper compensation and systematic rewarding of employees efforts
Remuneration
6. This manager will be always on the lookout for loophole of anything
Managers by "Lusot"
7. A managerial skill related to the ability to visualize the organization as a whole and recognize
complex and dynamic issues
Conceptual Skill
8. Managers who are ultimately responsible for the entire organization
Strategic Managers
9. A managerial role that grows directly out of the authority of a manager’s position and involve
developing and maintaining positive relationships with significant others
Interpersonal Roles
10. They studied motion and time study
Frank and Lillian Gilbreth
11. Skills such as knowledge of accounting, mathematics, computer, etc.
Technical Skills
12. Seeks internal and external information about issues that can affect organization
Monitor
13. This level are also called strategic managers
Top Level
14. This type of manager operates by the dictates of the book
Managers by "Libro"
15. Maintains networks of contacts outside work unit who provide help and information
Liaison

Quiz 1 Introduction and Evolution Part 2

1. Management is limited to some kind of organization.
False
2. A network is a set of cooperative relationships with individuals whose help is needed in order
for a manager to function effectively.
True
3. Organizations must keep communications within the chain of command.
True
4. The aim of managers varies on the organization
False
5. Decision theory recognizes the influence of given solutions on organizational behavior
patterns. False
6. Management is the force that runs an enterprise and is responsible for its success and failure.
True
7. Disseminators transmit information internally that is obtained form either internal or external
sources. True
8. In subordination, the individual interest must predominate.
False
9. Henry Gantt developed the concept of bureaucracy as a formal system of organization and
administration designed to ensure efficiency and effectiveness.
False
10. Manager by “oido” is a hybrid of all type of managers.
False
2Q1819
1. Conceptual Skills are critical for first line managers
False
2. A goal of efficiency is to minimize resource cost
True
3. Cultural differences from country have a profound impact on which management
approaches will be effective in a particular location.
True
4. First line managers coordinate the work of other who aren’t themselves managers.
True
5. Henry Fayol is associated with “bureaucracy”
False
6. Effectiveness refers to the relationship between inputs and outputs
False
7. an example of figurehead role would be he manager who “makes an appearance” at the
wedding of a subordinate’s daughter
True
8. Zero Defect means that managers must learn that goods cannot be produced with zero
defects
False
9. Effectiveness is concerned with the means of getting things done, while efficiency is
concerned with the attainment of organizational goals
False
10. Managers who are effective at meeting organizational goals always act efficiently
False
11. An example of a middle manager is manager of a retail store
True
12. Efficiency is doing the right thing, at the right time, to achieve the right results
False
13. Frederick taylor has been called “the father of scientific managers”
True
14. In order to be considered a manager, an individual must coordinate the work of others.
True
A

middle
QUIZ 2-1
Tactical plans cover a period of one year or less and help keep the organization on track to fulfill
long-range strategic plans
True
A decision-making method in which an individual or a subgroup or assigned the role of critic –
devil’s advocacy
True
Work groups are an ineffective way for employees to gain experience with management
activities
False
A process in which each criterion is compared to a standard or ranked on its own merits –
evaluation apprehension
False (absolute comparison)
every manager gives the same amount of time and attention to each of the management functions
False
An agenda contains both specific and vague items, covering short-term goals and long-term
objectives
True
Strategic plans generally cover periods ranging from 2 to 10 years or even longer
True
Plans used repeatedly to handle frequently recurring events → standing plans
True
Every organization, in the pursuit of its objectives, must acquire resources and coordinate their
use to turn out a final good or service
True
A decision-making process is a series or chain of related steps or interconnected stages that lead
to an action or to an outcome and assessment.
True
Plans that cover unique, one-time-only events → single-use plans
True
The mission statements of organizations revolve around the issues of competitive advantage,
efficiency, profit and growth
True
Tactical plans normally cover a period of one year or less and help keep the organization on
track to fulfill long-range strategic plans
True

QUIZ 2-2
Provides a rational approach to achieving pre-selected objectives
PLANS
Choosing a course of action among alternatives
DECISION MAKING
General statements or understandings that guide or channel thinking decision making
POLICIES
Identifies the basic purpose or function or tasks of an enterprise or agency or any part of it.
PURPOSES AND MISSIONS
A conceptual framework for a systematic analysis that facilitates matching of the external threats
and opportunities with the internal weaknesses and strengths of the organization.
TOWS MATRIX
A complex of goal, policies, procedures, rules, task assignments, steps to be taken, resources to
be employed, and other elements
PROGRAMS
Something that stands in the way of accomplishing a desired objective.
LIMITING FACTOR
A situation where factual information may exist, but it may be incomplete
RISK
Assumptions about the environment in which the plan is to be carried out.
PREMISES
Determination of the basic long-term objectives of an enterprise and the adoption of courses of
action and allocation of resources necessary to achieve these goals.
STRATEGIES

EMG20-CO2 5. Evaluating Alternative Courses

Types of Plans 6. Selecting a Course
1. Vision 7. Formulate Derivative Plans
2. Purpose, Mission, Objectives 8. Quantifying Plans by Budgeting
-Financial Objective
-Strategic Objective Planning Tools & Techniques
3. Strategy • Gantt Charts
• Pert-CPM (Critical Path)
4. Policies
• Flow Process Chart
5. Procedures • Cause & Effect
6. Rules • TOWS Matrix (SWOT Analysis)

7. Programs
8. Budgets Steps in Decision Making
1. Identifying Alternatives/Limiting Factor

Steps in Planning 2. Evaluating Alternatives

1. Being Aware of Opportunities 3. Selecting Alternative

2. Establishing Objectives • Certainty

• Uncertainty
3. Developing Premises • Risk
4. Determining Alternative Courses
QUIZ#3 - ORGANIZING AND STAFFING
ORGANIZING AND STAFFING QUIZ PART 1
1. It is the assignment of additional responsibilities to a subordinate. DELEGATION
2. A leader with this type of power has personal characteristics that appeal to others especially
the subordinates. REFERENT
3. A leader with this type of power has control over punishments. COERCIVE
4. The process of designing jobs so that jobholders have only a small number of narrow activities
to perform. JOB SIMPLIFICATION
5. The allocation of a wider variety of similar tasks to a job in order to make it more challenging.
JOB ENLARGEMENT
6. It results from the grouping of work by functions, products, customers, and geography, the
desire to obtain organization units of manageable size, and to utilize managerial ability.
DEPARTMENTATION
7. The process of encouraging, inducing, or influencing applicants to apply for a certain vacant
position. RECRUITMENT
8. It is the systematic development of the attitude/knowledge/behavior patterns for the adequate
performance of a given job or task. TRAINING
9. Refers to the shifting of an employee to a new position to which both his status and
responsibilities are increased. PROMOTION
10. A type of separation, temporary and involuntary, usually traceable to a negative business
condition. LAY-OFF
11. A leader with this type of power influences subordinates because he or she controls valued
rewards. REWARD
12. A leader with this type of power has the right, or the authority, to tell subordinates what to
do; subordinates are obliged to comply with legitimate orders. LEGITIMATE
13. A leader with this type of power has certain expertise or knowledge; subordinates comply
because they believe in, can learn from or otherwise gain from that expertise. EXPERTNESS
14. The practice of periodically shifting workers through a set of jobs in a planned sequence.
JOB ROTATION
15. The process of upgrading the job-task mix in order to increase significantly the potentials for
growth, achievement, responsibility, and recognition. JOB ENRICHMENT
16. The following are the elements of delegation except: AVAILABILITY
17. The process of getting the most qualified applicant from among different job seekers
SELECTION
18. Refers to the shifting of an employee from one position to another without increasing his
duties, responsibilities, or pay. TRANSFER
19. The process of helping people who have been dismissed from the company to regain
employment elsewhere. OUTPLACEMENT
20. A permanent separation of an employee, at the will of an employer, if a person is not
competent in his job, guilty of breaking rules like delinquency and insubordination, and other
violations. DISCHARGE

ORGANIZING AND STAFFING QUIZ PART 2

A. Chain of Command - Line of authority
B. Organization Chart - Line diagram that reflects structure
C. Job Simplification - Assigned only a few specific
D. Job Rotation - Shifting workers through functions
E. Job Enlargement - Adding variety of similar tasks
F. Job Enrichment - Upgrading the job-task mix
G. Job Sharing - Two employees / one job
H. Departmentalization - Clustering work groups, units, divisions
I. Centralization - Power and authority retained
J. Authority - Right to make decisions

QUIZ#4 – LEADING AND DIRECTING

PART A
1. It is defined as influence, that is, the art or process of influencing people so that they will strive
willingly and enthusiastically toward the attainment of group goals. LEADERSHIP

2. Since people tend to follow those, who in their view, offer them a means of satisfying their
personal goals, the more Managers understand what motivates their subordinates and how
their motivators operate, and the more they reflect this understanding in carrying out their
managerial actions, the more effective they are likely to be leaders: This principle is known as:
PRINCIPLE OF LEADERSHIP
 3. A leader who commands and expects compliance, is dogmatic and positive, and leads by the
ability to withhold or give rewards and punishments. AUTOCRATIC

4. A leader who uses his or her power very little, if at all, giving subordinates a high degree of
independence in their operations. FREE-REIN

5. A leader who consults with subordinates on proposed actions and decisions and encourage
participation from them. DEMOCRATIC

6. It is the general term applying to the entire class of drives, desires, needs, wishes, and similar
forces. MOTIVATION

7. According to ______, people are motivated by existence needs, relatedness needs, and
growth needs. ALDERFER

8. This theory states that individuals can be motivated by proper design of their work environment
and by praise for their performance, while punishment for poor performance produces negative
results. REINFORCEMENT

9. _______ theory shows that people may be motivated to do things to reach a goal if they
believe in the worth of the goal and if they can see that what they do will help them in achieving
it. EXPECTANCY

10. The _________ may include a feeling of accomplishment and self-actualization. INTRINSIC
REWARDS
PART B
1. The managerial grid has three dimensions: concern for people, concern for facilities, and
concern for production. FALSE

2. Facial expressions and body gestures are examples of verbal communication. FALSE

3. According to McGregor, there are two sets of assumptions about the nature of people. TRUE

4. The ability to inspire followers to apply their full capabilities is an approach to leadership.
FALSE

5. Transactional leaders articulate a vision, inspire and motivate followers, and create a climate
favorable for organizational change. FALSE

6. Communication is the transfer of information from a sender to a receiver TRUE

7. Robert Blake and Jane Mouton developed the managerial grid. TRUE

8. A two-way communication process produces feedback TRUE

9. Downward communication travels from subordinates to superiors and continues up the

organizational hierarchy. FALSE
 10. Transformational leaders identify what need to be done to achieve goals FALSE

11. The Porter and Lawler model states that the basic motivating needs are the need for power,
affiliation, and achievement. FALSE

12. Crosswise communication includes the horizontal flow of information. TRUE

13. Motivation organize human and other resources in the most effective and efficient way. FALSE

14. Autocratic leaders show self-confidence, have strong convictions and demonstrates
enthusiasm and excitement. FALSE

15. Oral communication always saves time and money TRUE

QUIZ#5 – CONTROLLING
PART A.

A. STANDARDS Criteria of performance

B. CONCURRENT CONTROL Takes place while plans are being carried out
C. CAPITAL STANDARDS Capital invested in the firm
D. MANAGEMENT AUDITS Means for evaluating the effectiveness and efficiency of various systems
E. COST STANDARDS Monetary measurements
F. SALES BUDGET Data for the sales prepared by month, sale area, and product
G. CLAN CONTROL Based on the values, trust, and goals shared among group members
Shows anticipated receipts and expenditures or amount of working capital
H. CASH BUDGET available
I. ASSETS Values of the various items the corporation owns
Measuring progress of performance & applying corrective measures if
J. CONTROLLING necessary
K. LIABILITIES Amounts the corporation owes to various creditors
L. PROFIT & LOSS
STATEMENT Itemized financial statement of income & expenses of the company
M. FEEDBACK CONTROL Focuses on the use of information to correct deviations
N. BUREAUCRATIC
CONTROL Use of rules, regulations, and authority to guide performance
O. STOCKHOLDER’S EQUITY Amount accruing to the corporation’s owners
Process of finding out what’s being done and comparing the results with
P. BUDGETARY CONTROL corresponding budget data
Q. PHYSICAL STANDARDS Non-monetary measurements
R. MASTER BUDGET “Budget of budgets”
S. PRELIMINARY CONTROL Takes place before operations begin
T. REVENUE STANDARDS Attaching monetary values from sales
PART B.
1. Ensuring that employees are properly trained prior to starting a particular function FF
2. Checking a report before it is sent to the client FB
3. Individual employees checking their work from time to time to ensure it is correct before
passing it to someone else C
4. Constantly checking cotton material for irregularities as it is being produced C
5. Road testing a newly-purchased car FF
6. Daily cash flow report FB
7. Certification of doctors prior to permitting them to practice FF
8. Sampling a batch of pills to ensure that the correct amount of proper chemicals is included
therein FF
9. A governor (a mechanical device for automatically controlling the speed of an engine by
regulating the flow of fuel) that controls the speed of a car or truck C
10. Testing components from vendors prior to assembling new product FF