Introduction to Management (MB111) October 2005

 Introduction to Management (MB111) October 2005

• Answer all questions.
• Each question carries one mark.
1.
"No smoking allowed" is an example of which of the following?
(a) Rule (b) Procedure (c) Policy
(d) Non-programmed decision (e) Strategy.
2.
A guideline established by management to be used as a basis for evaluating performance is called a(an)
(a) Internal control strategy (b) External control strategy
(c) Standard (d) Deviation
(e) Preventive control.
3.
A learning organization is typically least characterized by
(a) Systems thinking (b) Shared vision
(c) Rigid job procedures (d) Team learning
(e) Challenging mental models.
4.
A manager who organizes his or her plant by separating engineering, accounting, human resources, andpurchasing is using _____ departmentalization.
(a) Functional (b) Product (c) Customer
(d) Geographic (e) Process.
5.
A 'principle' is a fundamental truth, which is used as a basis of reasoning or action. Which of thefollowing principles emphasizes that employees should gain expertise in a particular area of work?
(a) Principle of Functional Specification
(b) Span of Control
(c) Principle of Specialization
(d) Principle of Unity of Direction
(e) Principle of Unity of Command.
6.
A responsibility center is a sub-unit headed by a manager who is responsible for achieving one or moregoals. Which of the following is/are uses of responsibility centers?
I. An organizations choice of responsibility centers depends to a great extent on its controlmechanisms.
II. Sales or marketing units may be considered as revenue centers.
III. Organizations that have a divisional structure may opt for profit centers.
IV. Autonomous businesses may be considered as investment centers.
(a) Only (I) above (b) Only (IV) above
(c) Both (II) and (III) above (d) (II), (III), and (IV) above
(e) All (I), (II), (III) and (IV) above.
7.
Which of the following is a Theory Y assumption?
(a) The average person prefers to be directed
(b) Most people must be threatened and coerced before they put forth adequate effort
(c) Commitment to objectives is a function of the rewards associated with achievement
(d) The average person seeks no responsibility
(e) People generally dislike work.
8.
The attitude that regards home-country practices as superior to foreign-country practices is known as a(an)
(a) Egocentric attitude (b) Ethnocentric attitude
(c) Polycentric attitude (d) Geocentric attitude
(e) Isocentric attitude.
9.
According to Hersey and Blanchard, when followers are in the initial “readiness” stage, the leader'sbehavior should be
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(a) High task and high relationship
(b) High task and low relationship
(c) Low task and low relationship
(d) Low task and high relationship
(e) High task and medium relationship.
10.
According to House, the __________ leader lets employees know what is expected of them, scheduleswork, and gives specific guidelines
(a) Instrumental (b) Achievement-oriented (c) Participative
(d) Supportive (e) Paternalistic.
11.
According to Lewin, quantity of work accomplished was equal using which two types of leadershipstyles?
(a) Transformational and autocratic
(b) Laissez-fair and autocratic
(c) Democratic and autocratic
(d) Laissez-faire and democratic
(e) Transactional and democratic.
12.
According to the Scientific Management School of Thought, which of the following is defined as thesystematic, objective and critical examination of all the factors governing the operational efficiency of aspecified activity to bring about improvement?
(a) Work Methods Study (b) Micromotion Study
(c) Time Study (d) Motion Study
(e) Performance Study.
13.
According to which of the following management approaches, does managerial practice depend oncircumstances?
(a) Systems approach (b) Contingency approach
(c) Mc Kinsey’s 7-S framework (d) Empirical approach
(e) Human relations approach.
14.
Akram has the ability to ‘dock’ paychecks of employees who arrive at work past 9:05 a.m. What kindof power does Akram possess?
(a) Coercive power (b) Legitimate power
(c) Expert power (d) Referent power (e) Reward power.
15.
All of the following are characteristics of organizational culture except
(a) Member identity (b) Distinctiveness
(c) Observed behavioral regularities (d) Uniform strength
(e) Dominant and stable values.
16.
All of the following except ______________ are considered coordination mechanisms.
(a) Delegation (b) Teams (c) Task forces
(d) Profit sharing (e) Liaisons.
17.
An intervention, in Organization Development (OD) terms, is a systematic attempt to correct anorganizational deficiency uncovered through diagnosis. Which of the following intervention techniquesis concerned with the interpersonal relations and dynamics operating in work groups?
(a) Technostructural Activity (b) Team Building
(c) Skill Development (d) Process Consultation
(e) Survey Feedback.
18.
Andrew Carnegie said, "As I grow older, I pay less attention to what men say. I just watch what theydo." He was suggesting the importance of
(a) Face-to-face verbal communication (b) Non-verbal communication
(c) Cross-cultural communication (d) Upward communication
(e) Downward communication.
19.
Apart from the relationship between structure and strategy, there are certain contingency factors thataffect the effectiveness of a particular structure. The three contingency factors on which anorganizational structure depends on are
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(a) Strategy, size and bureaucracy
(b) Strategy, autonomy and environment
(c) Communication, technology and environment
(d) Size, technology and environment
(e) Communication, size and environment.
20.
As a manager, Radha has a good grasp of the "big picture," visualizing the relationship of her businessto the industry and to the larger community. She is also able to see how the various parts of herorganization depend upon one another. In this way, Radha is demonstrating excellent _________ skill.
(a) Diagnostic (b) Technical (c) Conceptual
(d) Human (e) Design.
21.
Assigning workers additional tasks on the same level, which increases the number of tasks they have todo, is known as
(a) Job enrichment (b) Job enlargement (c) Job rotation
(d) Vertical job loading (e) Job loading.
22.
Authority is vital for a manager. Without authority, a manager cannot get the tasks accomplished byothers (subordinates). However, there is a much broader concept than authority, and it is the ability ofindividuals or groups to induce or influence the beliefs or actions of other persons and groups. Which of the following is such a concept?
(a) Power (b) Responsibility (c) Delegation
(d) Discipline (e) Authority.
23.
Based on the degree of certainty involved, every decision-making situation falls into one of the threecategories:(i) certainty, (ii) risk and (iii) uncertainty. When predictability is lower, a condition of riskexists. Which of the following is a characteristic of decision-making under risk?
(a) The decision-maker has complete information about available alternatives, and has a good idea ofthe probability of particular outcomes for each alternative
(b) The decision-maker has complete information about available alternatives, but has no idea of theprobability of particular outcomes for each alternative
(c) The decision-maker has incomplete information about available alternatives, but has a good ideaof the probability of particular outcomes for each alternative
(d) Future environment is unpredictable and everything is in a state of flux
(e) The decision-maker is not aware of all alternatives, the risks associated with each, or theconsequences of each alternative, or their probabilities.
24.
Blake and Mouton's managerial grid identifies the _________ style as characterized by a belief thatefficiency in operations results from arranging conditions of work in such a way that human elementsinterfere to a minimum degree
(a) Task (b) Middle of the road (c) Country club
(d) Team (e) Impoverished.
25.
Bounded rationality differs from the rational model in that decision makers
(a) Act irrationally
(b) Focus on easy-to-find choices
(c) Seek advice from employees
(d) Act outside the boundaries set by their organizations
(e) Seek advice from experts.
26.
Communication can well be treated as the force that bridges the organizational participants together.We cannot expect effective management without communication. Which of the following factors doesnot help in effective communication?
(a) Consider the total physical and human setting whenever you communicate
(b) Consult with others, when appropriate, in planning communications
(c) Follow up your communication
(d) Focus the communication primarily at meeting the demands of an immediate situation
(e) Look for the central idea in the communication process.
27.
Complex interactions between the manager’s stage of moral development and the various moderatingvariables determine whether he will act in an ethical or unethical manner. Moderating variables includeindividual characteristics, structural design of the organization, the organizational culture and theintensity of the ethical issue. Which of the following individual characteristics indicates the degree to
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which people believe they are masters of their own fate?
(a) Perception (b) Value (c) Attitude
(d) Locus of Control (e) Ego Strength.
28.
Controls can be classified on the basis of their timing or stage in the production process. With regard tothe time element of controls, which of the following controls monitor activities while they are beingcarried out?
(a) Feedback (b) Feedforward (c) Precontrol (d) Concurrent (e) Preliminary.
29.
Decentralizing an organization is a structural change aimed at
I. Reducing the cost of coordination.
II. Increasing the controllability of subunits.
III. Increasing motivation.
IV. Developing multiple power centers.
(a) Only (I) above (b) Both (I) and (II) above
(c) Both (III) and (IV) above (d) (I), (II) and (III) above
(e) All (I), (II), (III) and (IV) above.
30.
Delegate means to grant or confer on subordinates certain tasks and duties along with sufficientauthority, to accomplish these. Which of the following points is most likely to increase the effectivenessof delegation?
(a) Detail how the required tasks are to be completed for the subordinate
(b) Predetermine the desired results and performance standards for the delegated task
(c) Explain the relevance of delegated tasks to larger projects or to department or organization goals
(d) Maintain the authority necessary to accomplish the main tasks
(e) Retain the decision-making power for the delegated tasks.
31.
Different behavioural scientists have developed different theories on motivation. One such behaviouralscientist was David C. Mc Clelland. He contributed to the understanding of motivation by identifying achievement need, (and) ____________
I. Affiliation need.
II. Equity need.
III. Power need.
IV. Physiological need.
(a) Only (I) above (b) Only (II) above
(c) Both (I) and (III) above. (d) Both (II) and (IV) above
(e) All (I), (II), (III) and (IV) above.
32.
Divisional structure is a type of departmentation in which positions are grouped according to similarityof products, services or markets. There are three major forms of divisional structure: product division,geographic division and customer division. Which of the following statements is not true about Customer Division or Departmentation?
(a) It is set up to service particular types of clients or customers
(b) It can address the special and widely varied needs of customers for clearly defined services
(c) It is accompanied by the benefits of specialization
(d) Coordination between sales and other functions becomes easier
(e) Facilities and manpower, specialized for certain customer groups may be under-employed.
33.
Downsizing results in
I. Flatter organization structure.
II. Taller organization structure.
III. Reduction in the work force.
IV. Product organization structure.
(a) Only (I) above (b) Both (I) and (III) above
(c) Both (II) and (IV) above (d) Both (I) and (IV) above
(e) (I), (III) and (IV) above.
34.
Evaluation of the effectiveness and efficiency of various systems within an organization is referred to as
(a) Budgeting (b) Activity-based costing (c) Quality control
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(d) Management audit (e) Transfer pricing.
35.
External recruitment involves attracting people from outside the organization and motivating them toapply for jobs. There are both advantages and disadvantages in external recruitment. Which of thefollowing is a disadvantage of external recruitment?
(a) There will be new ideas entering organization
(b) Candidates may have broader experience
(c) Candidates may be familiar with competitors
(d) Potential internal candidates may be resentful
(e) Candidates may have new specialties.
36.
Feedback can be used
(a) As a barrier
(b) As a way for sources to evaluate their communication effectiveness
(c) To ensure that instructions will be carried out
(d) To evaluate the decoder
(e) To set objectives.
37.
Financial ratios are particularly important to managerial control in an organization. One such financialratio, viz., return on investment, is a ratio that attempts to measure a firm's
(a) Leverage (b) Profitability (c) Liquidity
(d) Reliability (e) Serviceability.
38.
For an advertising concern, a team is created to design new invitation cards. This team consists of awriter, an art designer, and a marketing manager. Such a team is known as a/an __________ team.
(a) Informal (b) Friendship (c) Cross-cultural
(d) Cross-functional (e) Differentiated.
39.
German Sociologist, Max Weber, introduced the concept of ‘charisma’ into discussions of leadership.Which of the following is not generally regarded as a characteristic of charismatic leadership?
(a) Behaviour that is out of the ordinary
(b) Vision and the ability to articulate the vision
(c) Environment sensitivity
(d) Self-confidence
(e) Excess attention to detail.
40.
Identify the sequence of different steps in controlling
I. Measurement of performance.
II. Comparison of actual and standard.
III. Analysis of causes of deviation.
IV. Actual performance.
V. Corrective action plan.
(a) (III), (IV), (V), (I) and (II) above
(b) (II), (III), (IV), (V) and (I) above
(c) (I), (II), (IV), (III) and (V) above
(d) (IV), (I), (II), (III) and (V) above
(e) (V), (IV), (III), (II) and (I) above.
41.
The managerial creative process involves four overlapping phases. What is the sequence of thesephases?
I. Insight.
II. Intuition.
III. Unconscious scanning.
IV. Logical formulation.
(a) (III), (II), (I) and (IV) (b) (II), (III), (IV) and (I)
(c) (III), (I), (II) and (IV) (d) (I), (II), (III) and (IV)
(e) (III), (IV), (II) and (I).
42.
According to William Ouchi, organizations that exhibit a style of management that combines traits ofJapanese and American companies are called
(a) Theory X organizations (b) Theory Y organizations
(c) Theory Z organizations (d) Modern organizations
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(e) Supportive organizations.
43.
In a business situation, things are so complex, that without proper plans this complexity cannot behandled. Planning is a prerequisite not only for achieving success but also for surviving in a complexand competitive world. Accordingly, there can be different types of plans in an organization.A plan thatcomprises general guidelines, does not lock managers into a specific course of action and does not havedefined objectives is referred to as
(a) Operational plan (b) Tactical plan (c) Strategic plan
(d) Directional plan (e) Short-term plan.
44.
In a business situation things are so complex, that without proper plans this complexity cannot behandled. Planning is a prerequisite not only for achieving success but also for surviving in a complexand competitive world. Planning gives direction, reduces the impact of change, minimizes waste andredundancy, and
(a) Sets the standards used in controlling
(b) Eliminates departments that are found to be not needed within the plan
(c) Sets the basis used for promotion of individuals within the organization
(d) Establishes the workloads for each of the departments
(e) Determines which manager will head which department.
45.
In a PERT network, the sequence of events and activities requiring the longest period of time tocomplete is
(a) Called the network
(b) Indicated by thin arrows
(c) The path that managers avoid
(d) The critical path
(e) Eliminated from the rest of the project so that the project will not take too long.
46.
In an organization, where individuals work in co-ordination and contribute to the achievement oforganizational goals is called
(a) Unity of direction (b) Unity of command
(c) Hierarchy of authority (d) Authority on Par
(e) Downward delegation.
47.
In order to understand the opportunities and threats faced by an organization, managers should analyzetheir organization’s environment. There are various tools available for the purpose. What are the threemost effective tools that managers can use to analyze their organization’s environment?
(a) Benchmarking, planning, and evaluating
(b) Environmental scanning, forecasting, and benchmarking
(c) Strategic planning, environmental scanning, and TQM
(d) Forecasting, budgeting, and time management
(e) Strategic planning, environmental scanning, and management control.
48.
In order to understand the role of management, in the late 1960s, Henry Mintzberg devised a newapproach – the managerial roles approach –by observing what managers actually do. A branch manager of manufacturing company, representing his company in local board of commerce, is acting in which ofthe managerial roles laid down by Mintzberg?
(a) Entrepreneur (b) Disseminator (c) Spokesperson
(d) Resource Allocator (e) Recipient.
49.
Information is one of the important resources for managers. For information to be useful to managers, itmust possess certain attributes. The information attribute which explains that information is availablewhen it is needed without excessive delay pertains to
(a) Information accuracy (b) Information timeliness
(c) Information time horizon (d) Information completeness
(e) Information frequency.
50.
Interviewing is an important step in the selection process of an organization. When a managerinterviews a job candidate by asking him a list of questions from an outline, this is an example of what type of interview?
(a) Structured (b) Stress (c) Unstructured
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51.
It is a normal practice to categorize management into three basic levels: (1) top management, (2) middle management and (3) supervisory or first-level management. The managers at these three levels requiredifferent kinds of skills to perform the functions associated with their jobs. The major difference in skill requirements between middle and top managers is that
(a) Top managers must generally be more skilled than middle managers in every respect
(b) Top managers require better interpersonal skills but less conceptual skills than middle managers
(c) Top managers generally require better technical and interpersonal skills than middle managers
(d) Top managers generally require higher level conceptual skills but less technical skills than middlemanagers
(e) Middle managers require better technical and conceptual skills than top managers.
52.
JIT (Just-In-Time) inventory control is an approach to inventory control that stresses on havingmaterials arrive just when they are required in the production process. Which of the following does notapply to Just-In-Time (JIT) system?
(a) Suppliers need to be located in close proximity
(b) Organization must have ISO 9001 certification
(c) Reliable transportation facilities should be available
(d) Suppliers need to be capable of providing high quality materials
(e) Long-term relationships should be maintained with the suppliers.
53.
Leaders who inspire followers to transcend their own self-interests for the good of the organization, andare capable of having a profound and extraordinary effect on followers are _____ leaders.
(a) Visionary (b) Transformational (c) Transactional
(d) Autocratic (e) Supportive.
54.
Lyman W. Porter and Edward E. Lawler III developed the expanded expectancy theory model. Whichof the following is not true with regard to the Porter and Lawler model of motivation?
(a) It’s built on Vroom’s expectancy theory
(b) It means motivation is not a simple cause-and-effect matter
(c) It assumes that satisfaction leads to performance
(d) It emphasizes reward structure
(e) It assumes that performance leads to intrinsic as well as extrinsic rewards.
55.
Major decisions in organizations are most often made by groups rather than a single individual. Groupdecision-making is the norm in most large and complex organizations. There are different groupdecision-making techniques. Two such techniques are Nominal Group technique and Delphi technique. The difference between the Nominal Group technique and the Delphi technique is
(a) One is a verbal approach, the other is written
(b) One is a short term group, the other long term
(c) One is visual, the other is verbal
(d) One is face-to-face, the other keeps group members anonymous
(e) In fact there is not difference.
56.
Management is best understood as
I. A process.
II. Reaching organizational goals.
III. Utilizing people and other resources.
(a) Only (I) above (b) Only (III) above
(c) Both (I) and (II) above (d) Both (I) and (III) above
(e) All (I), (II) and (III) above.
57.
Manager Inventory Chart, also known as Replacement Chart, is used in Replacement Planning ofhuman resource management in an organization. Which of the following is not an advantage of Manager Inventory Chart?
(a) It gives an overview of the human resource situation of an organization
(b) It shows the future internal supply of managers by indicating who is promotable in a year
(c) It shows the position to which a manager may be promoted
(d) Managers who are ready for promotion can be easily identified
(e) Managers who do not perform satisfactorily can be identified, and the need for training orreplacement is needed.
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58.
Managers face problems due to breakdown of communication caused by communication barriers.Which of the following is not a barrier to listening?
(a) Prejudging that the subject is boring (b) Tackling complicated subjects
(c) Reacting to the speech too fast (d) Inflexibility while listening
(e) Pretending to listen.
59.
Most of the conflict resolution techniques either focus on interpersonal relationships or structuralchanges. Which of the following conflict resolution techniques implies emphasizing the areas ofagreement and common goals and de-emphasizing disagreements?
(a) Problem Solving (b) Forcing (c) Smoothing
(d) Compromise (e) Avoidance.
60.
Mr. Arbind, the CEO of E.E.C. Inc. has identified the benefits that a company can derive by practicingjob rotation. But he is unable to find the position in which he can rotate his managers and trainees. So,from the given list, help him to identify the suitable position/positions for job rotation?
I. Non-supervisory. II. Observation. III. Top-level management position.
(a) Only (I) above (b) Only (II) above
(c) Only (III) above (d) Both (I) and (III) above
(e) Both (I) and (II) above.
61.
Performance appraisal involves the formal evaluation of an individual’s job performance. Which of thefollowing guidelines is least likely to improve the effectiveness of the appraisal process?
(a) Stress both performance in the position the individual holds and the success with which theindividual is attaining organizational objectives
(b) Emphasize the evaluator's impression of the individual's work habits
(c) Ensure that the appraisal is acceptable to both the evaluator and the evaluated
(d) Ensure that the appraisal provides a base for improving individuals' productivity within theorganization by making them better equipped to produce
(e) Determine standards of effective performance.
62.
Plans can be categorized on the basis of their frequency of use. Based on the extent of use, they can beof two types: single-use plans and standing plans. Which of the following statement/s is/are true with respect to standing plans?
I. Standing plans are developed for activities that do not occur regularly over a period of time.
II. A policy is a standing plan that specifies the broad parameters within which organization members are expected to operate in pursuit of organization’s goals.
III. Rules are one of the standing plans that spell out specific actionsthat must be taken or not taken in a given situation.
(a) Only (I) above (b) Only (II) above
(c) Both (I) and (II) above (d) Both (II) and (III) above
(e) All (I), (II) and (III) above.
63.
Potential pitfalls of using budgets as control tools include
I. Placing too much emphasis on relatively insignificant organizational expenses.
II. Changing budgets periodically.
III. Increasing budgeted expenses year after year without adequate information.
IV. Budgets translate diverse activities and outcomes into a common denominator.
(a) Only (II) above
(b) Both (I) and (IV) above
(c) Both (I) and (III) above
(d) (I), (II), and (III) above
(e) All (I), (II), (III) and (IV) above.
64.
Some researches focus their attention on the internal culture of an organization, while others examinethe impact of external culture on managerial practices. The most significant ways that culture istransmitted to employees in an organization, consist of
(a) Language, stories, rituals, and rewards
(b) Rituals, tales of woe, symbols, and language
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(c) Stories, rituals, myths, and language
(d) Symbols, rituals, language, and systems
(e) Values, beliefs, stories and systems.
65.
Span of control refers to the number of subordinates a superior can supervise efficiently and effectively.Which of the following factors determine(s) an effective span of control?
I. Clarity and Delegation of Authority.
II. Use of Objective Standards.
III. Rate of Change.
(a) Only (I) above (b) Only (II) above
(c) Only (III) above (d) Both (I) and (II) above
(e) All (I), (II) and (III) above.
66.
Standing plans that furnish broad guidelines for channeling management thinking in specified directionare called
(a) Procedures (b) Programs (c) Single-use plans
(d) Policies (e) Rules.
67.
Strategic Business Unit (SBU) is a more recent form of organization structure adopted by severalcompanies. Which of the following is not correct regarding Strategic Business Unit (SBU)?
(a) All SBUs of an organization have the same mission
(b) A SBU has well defined competitor groups
(c) A SBU efficiently manages its resources in prime areas
(d) A SBU should have a proper size, that is neither too small nor too large
(e) A Business Manager is appointed for each SBU and delegated the responsibility for guiding and promoting the product.
68.
Tangent Electronics Ltd. is faced with the problem of allocating resources to its newly set up computerperipherals division, because of some practical constraints like limited availability of resources, time,man-hours etc. Which of the following decision-making techniques can help solve the problem?
(a) Linear Programming (b) Decision tree (c) Simulation
(d) Waiting-line method (e) Game theory.
69.
The basic elements of communication are
(a) Source/encoder, signal, decoder/destination
(b) Sender/message, encoder, receiver/decoder
(c) Signal, source/sender, decoder/destination
(d) Signal, source/decoder, encoder/destination
(e) Source/sender, signal, receiver/destination.
70.
The BCG matrix was devised by the Boston Consulting Group, a leading management consulting firm,in the 1970s. It is a widely used method of portfolio management and helps businesses evaluate theirprofitability. According to the BCG matrix, a highly profitable unit that requires further investment inorder to keep growing, would be referred to as
(a) A question mark (b) A bull (c) A dog
(d) A cash cow (e) A star.
71.
The determination of an individual’s work related responsibilities is
(a) Job organization (b) Job specialization
(c) Job rotation (d) Job design
(e) Job enlargement.
72.
The functions of a manager provide a useful framework for organizing management knowledge underthe various heads of planning, organizing, staffing, leading and controlling. The formulation ofstrategies to achieve organizational goals is part of
(a) The planning function (b) The organizing function
(c) The staffing function (d) The leading function
(e) The controlling function.
73.
The Gantt Chart (invented by Henry L. Gantt), still used today in the production planning area of manyorganizations, is a method for comparing the actual and planned performances. It was the first simplevisual device to maintain production control. It is essentially a bar graph with __________ axis and
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__________ axis.
(a) Time on the horizontal; the activities to be scheduled on the vertical
(b) Time on the vertical; project completion on the horizontal
(c) Time on the horizontal; project completion on the vertical
(d) Time on the vertical; the activities to be scheduled on the horizontal
(e) Time on either; the activities to be scheduled on the other.
74.
Which of the following is/are not an assumption/s of the rational decision-making model?
I. The problem is clear and unambiguous.
II. A single well-defined goal is to be achieved.
III. Preferences change slowly.
IV. Final choice will maximize economic payoff.
(a) Only (I) above (b) Only (III) above
(c) Both (II) and (III) above (d) (II), (III) and (IV) above
(e) All (I), (II), (III) and (IV) above.
75.
The MBO process is characterized by an emphasis on the clarity and balance of objective andparticipation of managers with accountability for results. The MBO process has many steps. Which of the following is a final step of a typical MBO process?
(a) The organisation’s overall objectives and strategies are formulated
(b) Successful achievement of objectives is reinforced by performance based rewards
(c) The action plans are implemented
(d) Progress towards objectives is periodically reviewed, and feedback is provided
(e) Major objectives are allocated among divisional and departmental units.
76.
The specific roles of figurehead, leader, and liaison, form part of which managerial role?
(a) Informational (b) Decisional (c) Organizational
(d) Interpersonal (e) Administrative.
77.
The stage of Kurt Lewin's change model, which involves preparing employees to accept change is_________
(a) Refreezing (b) Changing (c) Unfreezing
(d) Benchmarking (e) Moving.
78.
The strap of Rahul's backpack tears off as he starts to throw it over his shoulder. On the way to school,he stops at the first store that carries backpacks, walks in, and purchases one off the front rack. Rahul has just made what type of a decision?
(a) Irrational decision (b) Satisficing decision
(c) Risky decision (d) Optimal decision
(e) Incremental decision.
79.
The temptation to accept the first feasible alternative often prevents decision-makers from achieving thebest solutions to their problems. Generating a number of alternatives allows them to resist thetemptation to solve their problems too quickly and makes reaching an effective decision more likely. Which of the following techniques can be used for development of several alternatives in the decision-making process, by generating as many feasible ideas as possible on a given topic without evaluatingthem?
(a) Brainstorming (b) Synectics (c) Simulation
(d) Linear programming (e) Game theory.
80.
The term ‘ethics’ commonly refers to the rules or principles that define right and wrong conduct.Managers making ethical decisions may belong to any of the three levels of Moral Development, eachcomposed of two stages. The Pre-conventional Level of Moral Development is concerned with which ofthe following stages?
(a) Following rules only when it's of interest
(b) Living up to the expectations of people close to managers
(c) Maintaining conventional order by fulfilling obligations which managers have agreed to
(d) Valuing rights of others, and upholding non-relative values and rights, regardless of the majority's opinion
(e) Following self-chosen ethical principles even if they violate the law.
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81.
Which of the following is not a responsibility of the Chief Executive?
(a) Formulating the organization mission
(b) Anticipating future trends and looking for opportunities
(c) Devising policies and procedures for the smooth functioning of the organization
(d) Establishing departmental policies
(e) Managing material, financial and human resources of an organization.
82.
Those managers whose organizational function contributes directly to the achievement of organizationalobjectives have
(a) Span of control (b) Line authority
(c) Staff authority (d) Responsibility
(e) Reward power.
83
Training is usually essential for new recruits as well as for existing manpower, who require improvedskills to advance in the organization. If a training event includes learning to be a better listener orlearning to interact effectively with coworkers, it is attempting to teach
(a) Interpersonal skills (b) Technical skills
(c) Problem-solving skills (d) Analytical skills
(e) Observational skills.
84.
What is the effect of strategy on structure?
(a) There is no relationship between structure and strategy
(b) Strategy has no effect on structure
(c) Strategy should follow structure
(d) Strategy should precede structure
(e) Strategy usually precedes structure but sometimes follows it.
85.
When a Managing Director/Chairman creates a new department and defines the authority of thisdepartment within that organization, this is part of which function of management?
(a) Controlling (b) Forecasting (c) Organizing
(d) Leading (e) Planning.
86.
Which of the following implies that the outcome of every alternative is known?
(a) Bounded rationality (b) Unbounded rationality
(c) Certainty (d) Uncertainty
(e) Risk.
87.
Which of the following is a computerized database containing basic information about each employeethat can be used to assess the likely availability of individuals for meeting current and future humanresource needs?
(a) Manpower Inventory (b) Replacement Planning
(c) Succession Planning (d) Skills Inventory
(e) Inventory Record File.
88.
Which of the following is included in the set of environmental contingency factors identified in path-goal theory?
(a) Locus of control (b) Perceived ability
(c) Relationship with coworkers (d) Experience
(e) Personality.
89.
According to the Japanese management practices, what refersto a manager whose task is not only tosupervise people at work but also to show fatherly concern for their subordinate’s private life?
(a) Ringi (b) Henko (c) Kacho
(d) Sushin Kayo (e) Habatsu.
90.
The theory of motivation proposed by Victor H. Vroom, is known as expectancy theory of motivation.In the expectancy theory of motivation, which of the following linkages describe expectancy?
(a) Performance-outcome linkage (b) Outcome-effort linkage
(c) Effort-outcome linkage (d) Effort-performance linkage
(e) Instrumentality-value linkage.
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91.
The Japanese Management organizing process usually involves
I. Collective responsibility and accountability.
II. Ambiguity of decision responsibility.
III. Clear and specific decision responsibility.
IV. Informal organization structure.
V. Formal bureaucratic organization structure.
(a) (I), (II) and (III) above
(b) (I), (II) and (IV) above
(c) (I), (II) and (V) above
(d) (II), (III) and (IV) above
(e) (III), (IV) and (V) above.
92.
Which of the following is not one of the leadership styles suggested by path-goal theory?
(a) Direct leadership
(b) Benevolent-authoritative leadership
(c) Supportive leadership
(d) Participative leadership
(e) Achievement-oriented leadership.
93.
Which of the following management information systems aims at facilitating communication andincreasing the efficiency and productivity of managers and office workers through document andmessage processing?
(a) Transaction processing system (b) Decision support system
(c) Office automation system (d) Executive support system
(e) Line support system.
94.
Which of the following is not upward communication?
(a) Cost accounting report
(b) Purchase order summary
(c) Production report
(d) Corporate policy statement
(e) Sales report.
95.
Which of the following is the primary strength of the matrix structure?
(a) Economies of scale and the ability to coordinate interdependent projects
(b) Propensity to foster power struggles
(c) Employee satisfaction
(d) Duplication of activities and resources
(e) Local market expertise.
96.
Which of the following is/are advantage(s) of BARS?
I. It provides specific feed back about job performance.
II. The program is jointly developed by manager and subordinates.
III. Anchors are based on the experience of the subordinates.
(a) Only (II) above (b) Only (III) above
(c) Both (I) and (II) above (d) Both (I) and (III) above
(e) All (I), (II) and (III) above.
97.
Which of the following is not one of the six characteristics of open-system organizations?
(a) Negative entropy (b) Feedback mechanisms
(c) Dynamic homeostasis (d) Technology
(e) Equifinalty.
98.
Which of the following strategies of overcoming resistance to change, usually involves selectivelyproviding information about a change so that it appears more attractive or necessary to potential resisters?
(a) Cooptation (b) Manipulation (c) Coercion
(d) Negotiation (e) Participation.
99.
Which of the following true about a scalar chain?
(a) It defines the communication path in an organization
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(b) It defines the roles and responsibilities in an organization
(c) It explains the organizational structure
(d) It outlines the critical activities in a process
(e) It defines the controls in the organization.
100.
Which stage of the decision-making process is either nonexistent or given little attention inprogrammed decision making?
(a) Analysis of alternatives (b) Development of the alternatives
(c) Identification of decision criteria (d) Identification of problem
(e) Implementation of the solution.
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Suggested Answers Introduction to Management (MB111) October 2005
1.
Answer : (a)
Reason : "No smoking allowed" is an example of a rule.
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2.
Answer : (c)
Reason : A guideline established by management to be used as a basis for evaluating performance is called a standard.
Hence, option (c) is correct.
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3.
Answer : (c)
Reason : A learning organization is typically least characterized by rigid job procedures.
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4.
Answer : (a)
Reason : A manager who organizes his or her plant by separating engineering, accounting, human resources, and purchasing is using functional departmentalization.
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5.
Answer : (c)
Reason : Principle of Specialization emphasizes employees should gain expertise in a particular area of work. Hence, option (c) is correct.
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6.
Answer : (d)
Reason : An organizations choice of responsibility centers depends to a great extent on the structure of the organization and not on its control mechanisms. Hence, statement (I) is not true. Statements (II), (III) and (IV) are true about responsibility centers. Hence, option (d) is the answer.
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7.
Answer : (c)
Reason : Theory Y assumes that commitment to objectives is a function of the rewards associated with achievement.
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8.
Answer : (b)
Reason : The attitude that regards home-country practices as superior to foreign-country practices is known as an ethnocentric attitude.
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9.
Answer : (b)
Reason : According to Hersey and Blanchard, when followers are in the initial “readiness” stage, the leader's behavior should be one of high task and low relationship.
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10.
Answer : (a)
Reason : According to House, the instrumental leader lets employees know what is expected of them, schedules work, and gives specific guidelines.
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11.
Answer : (c)
Reason : According to Lewin, quantity of work accomplished was equal using democratic and autocratic leadership styles.
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12.
Answer : (a)
Reason : According to the Scientific Management School of Thought, Work Methods Study is defined as the systematic, objective and critical examination of all the factors governing the operational efficiency of a specified activity to bring about improvement.
Hence, option (a) is correct.
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13.
Answer : (b)
Reason : According to contingency approach to management, managerial practice depends on circumstances.
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14.
Answer : (a)
Reason : In the given example, Akram possesses coercive power since he is capable of coercing workers into being in time.
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15.
Answer : (d)
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Reason : The following are the characteristics of organization culture: distinctiveness; based on strong norms; observed behavioral regularities; member identity; stable and dominant values; and variable strength (weak and strong cultures).
16.
Answer : (a)
Reason : All options except delegation are considered coordination mechanisms.
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17.
Answer : (d)
Reason : Process Consultation intervention technique is concerned with the interpersonal relations and dynamics operating in work groups.
Hence, option (d) is correct.
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18.
Answer : (b)
Reason : Non-verbal communication includes body posture, eye contact, distance from the receiver, voice inflection, rate of speech, gesture, silence etc.
Hence, option (b) is correct.
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19.
Answer : (d)
Reason : The three contingency factors on which an organizational structure depends are size, technology and environment.
Hence, option (d) is correct.
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20.
Answer : (c)
Reason : Conceptual skill refers to the ability to think and conceptualize abstract situations. It is the ability to understand and coordinate the full range of corporate objectives and activities.
Hence, option (c) is correct.
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21.
Answer : (b)
Reason : Job enlargement is a job design approach that involves the allocation of a wider variety of similar tasks to an existing job in order to make it more challenging.
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22.
Answer : (a)
Reason : Power is a much broader concept than authority, and is the ability of individuals or groups to induce or influence the beliefs or action of other persons and groups.
Hence, option (a) is correct.
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23.
Answer : (c)
Reason : The characteristic of decision-making under risk is that the decision-maker has incomplete information about available alternatives, but has a good idea of the probability of particular outcomes for each alternative.
Hence, option (c) is correct.
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24.
Answer : (a)
Reason : Blake and Mouton's managerial grid identifies the task style, also termed the authority compliance management, as characterized by a belief that efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.
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25.
Answer : (b)
Reason : Bounded rationality differs from the rational model in that decision makers focus on easy-to-find choices.
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26.
Answer : (d)
Reason : According to L.A. Allen, communication involves a systematic and continuous process of telling, listening and understanding. Focusing the communication primarily at meeting the demands of an immediate situation is not a factor, which helps, in effective communication. Hence, option (d) does not help in effective communication.
All other options are factors, help, in effective communication.
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27.
Answer : (d)
Reason : Locus of Control indicates the degree to which people believe they are masters of their
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own fate.
Hence, option (d) is correct.
28.
Answer : (d)
Reason : With regard to the time element of controls, concurrent controls monitor activities while they are being carried out.
Hence, option (d) is correct.
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29.
Answer : (d)
Reason : Decentralizing an organization is a structural change aimed at reducing the cost of coordination, increasing the controllability of subunits, and increasing motivation.
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30.
Answer : (c)
Reason : Delegate means to grant or confer. Thus, a manager grants or confers on subordinates certain tasks and duties along with sufficient authority, to accomplish these.
Explaining the relevance of delegated tasks to larger projects or to department or organization goals is most likely to increase the effectiveness of delegation.
Hence, option (c) is correct.
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31.
Answer : (c)
Reason : David C. McClelland discussed three major needs as important in understanding motivation (1) achievement need (2) affiliation need and (3) power need. Hence, option (c) is the correct answer.
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32.
Answer : (d)
Reason : Customer Departmentation is done to service particular types of clients or customers. Coordination between sales and other functions becomes difficult as Customer-based Departmentation is applicable only to the sales function.
Hence, option (d) is not true about Customer Departmentation. Options (a), (b), (c) and (e) are true about Customer Departmentation.
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33.
Answer : (b)
Reason : Downsizing is the process of significantly reducing the layers of middle management, increasing the spans of control and shrinking the size of the workforce. Thus, it results in reduction in the workforce and flatter organization structure.
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34.
Answer : (d)
Reason : Functioning of various systems in an organization can be better understood by conducting management audits. The management audit encompasses verification functioning various systems in an organization. Hence, option (d) is the correct answer.
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35.
Answer : (d)
Reason : External recruitment will lead to job dissatisfaction and resentment among the potential internal candidates of the organization.
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36.
Answer : (b)
Reason : Feedback can be used as a way for sources to evaluate their communication effectiveness.
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37.
Answer : (b)
Reason : Return on investment is the ratio of earnings before taxes to that of total assets. So, it attempts to measure profitability.
Hence, option (b) is correct.
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38.
Answer : (d)
Reason : If a team consists of different types of people who interact with one another for successful completion of a task, then such a team is called a cross-functional team.
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39.
Answer : (e)
Reason : Charismatic leaders inspire followers to pursue extraordinary levels of effort. They have magnetism, divine grace and exceptional ability to respond to crises. However, they need not give excess attention to detail.
Hence, option (e) is the answer.
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40.
Answer : (d)
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Reason : The steps in controlling are actual performance, measurement of performance, comparison of actual and standard, analysis of courses of deviation and corrective action plan. Hence, option (d) is the correct answer.
41.
Answer : (a)
Reason : The sequence of the phases in the managerial creative process is (III) unconscious scanning, (II) intuition, (I) insight and (IV) logical formulation. Hence, option (a) is the answer.
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42.
Answer : (c)
Reason : Organizations that exhibit a style of management that combines traits of Japanese and American companies are called theory Z organizations.
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43.
Answer : (d)
Reason : A plan that comprises general guidelines, does not lock managers into a specific course of action and does not have defined objectives is referred to as a directional plan.
Hence, option (d) is correct.
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44.
Answer : (a)
Reason : Planning gives direction, reduces the impact of change, minimizes waste and redundancy, and sets the standards used in controlling.
Hence, option (a) is correct.
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45.
Answer : (d)
Reason : In a PERT network, the sequence of events and activities requiring the longest period of time complete is called the critical path.
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46.
Answer : (c)
Reason : Well defined hierarchy of authority is a principle that advocates the need for designing a hierarchy of authority where individuals work in co-ordination and contribute to the achievement of organizational goals. Hence, option (c) is the correct answer.
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47.
Answer : (b)
Reason : Environmental scanning, forecasting, and benchmarking are the three most effective tools that managers can use to analyze their organization’s environment.
Hence, option (b) is correct.
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48.
Answer : (c)
Reason : Whenever any managerial cadre person represents his company in board of commerce meeting, he will act as spokesperson of that particular company. Hence, option (c) is the correct answer.
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49.
Answer : (b)
Reason : The information attribute explains that information is available when it is needed without excessive delay pertains to information timeliness. Hence, option (c) is correct.
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50.
Answer : (a)
Reason : When a manager interviews a job candidate by asking him a list of questions from an outline, it is an example of a structured interview. In this, the interviewee has a predetermined set of questions that are asked in sequence with virtually no deviations. (b) A stress interview relies on a series of harsh rapid-fire questions that are indeed to upset the applicant and show how the applicant handles stress. (c) Unstructured interviews are informal and unorganized. (d) A Comprehensive interview is an in-depth selection interview, which is designed to find out more about the applicant as an individual, and in general, obtain information of interest to the interviewer so that the suitability of the candidate for the job and the organization can be determined. (e) Semi-structured interview is a combination of structured and unstructured interviews.
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51.
Answer : (d)
Reason : The major difference in skill requirements between middle and top managers is that top managers generally require higher level conceptual skills but less technical skills than middle managers.
Hence, option (d) is correct.
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52.
Answer : (b)
Reason : Having ISO 9001 certification is not a pre-requisite to adopt a Just-In-Time (JIT) system.
Hence, option (b) is correct.
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53.
Answer : (b)
Reason : Leaders who inspire followers to transcend their own self-interests for the good of the organization, and are capable of having a profound and extraordinary effect on followers are transformational leaders.
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54.
Answer : (c)
Reason : The Porter-Lawler model of motivation, which is an improvement of the expectancy theory, assumes that motivation does not equal satisfaction. It assumes satisfaction does not lead to performance. Rather, the converse is true: performance can, but does not always, lead to satisfaction through the reward process. It assumes that motivation is not a simple cause-and-effect matter. The model advocates that managers carefully assess their reward structures and also assumes that performance leads to intrinsic as well as extrinsic rewards.
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55.
Answer : (d)
Reason : The major difference between a Nominal Group technique and Delphi technique is that Nominal Group members are brought together for discussions on the problem whereas Delphi Group involves anonymous participation of experts. Other options (a), (b), (c) and (e) are not correct.
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56.
Answer : (e)
Reason : Management is best understood as a process of reaching organizational goals, utilizing people and other resources.
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57.
Answer : (c)
Reason : Manager Inventory Chart is a partial organization chart that shows managerial positions, current incumbents, potential replacements for each position, and the age of each person. However, it does not show the position to which a manager may be promoted.
Hence, option (c) is not an advantage of Manager Inventory Chart. Options (a), (b), (d) and (e) are all advantages of Manager Inventory Chart.
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58.
Answer : (b)
Reason : Avoiding complicated subjects is a barrier to communication. Therefore, tackling these subjects will remove the barriers. Hence, option (b) is the answer.
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59.
Answer : (c)
Reason : Smoothing conflict resolution technique implies emphasizing the areas of agreement and common goals and de-emphasizing disagreements.
Hence, option (c) is correct.
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60.
Answer : (e)
Reason : The purpose of job rotation is to broaden the knowledge of managers or potential managers and trainees learn through different enterprise functions like non-supervisory works, observation assignments etc. by rotation into different positions. But they cannot be posted in top-level management positions as high stakes are involved.
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61.
Answer : (b)
Reason : Performance appraisal involves the formal evaluation of an individual's job performance. Emphasizing the evaluator's impression of the individual's work habits is least likely to improve the effectiveness of the appraisal process.
Hence, option (b) is correct.
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62.
Answer : (d)
Reason : A standing plan is used for activities that occur regularly over a period of time and are predetermined courses of action developed for repetitive situations. Hence, statement (I) is not true. Statements (II) and (III) are true.
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63.
Answer : (c)
Reason : Potential pitfalls of using budgets as control tools include placing too much emphasis on relatively insignificant organizational expenses, and increasing budgeted expenses year
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after year without adequate information.
64.
Answer : (c)
Reason : The most significant ways that culture is transmitted to employees consist of shared beliefs, values, rituals, stories, myths and specialized language that foster a feeling of community among organization members.
Hence, option (c) is correct.
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65.
Answer : (e)
Reason : The factors that determine an effective span of control are:
I. Clarity and Delegation of Authority.
II. Use of Objective Standards.
III. Rate of Change.
Hence, option (e) is correct.
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66.
Answer : (d)
Reason : Policies are standing plans that furnish broad guidelines for channeling management thinking in specified direction.
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67.
Answer : (a)
Reason : Strategic Business Units (SBUs) are distinct little businesses set up as units in a larger company to ensure that a certain product or product line is promoted and handled as though it were an independent business. An SBU has a mission for itself that is unique and different from the missions of other SBUs.
Hence, option (a) is not correct regarding Strategic Business Unit (SBU). Options (b), (c), (d) and (e) are correct regarding Strategic Business Unit (SBU).
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68.
Answer : (a)
Reason : Linear programming is a mathematical technique used in optimum allocation of resources in the organization.
(b) Decision tree is a graphical method for identifying alternative actions, estimating probabilities, and indicating the resulting expected pay-off.
(c) Simulation is the technique of developing a model that represents a real or existing system for solving complex problems that cannot be readily solved by other techniques.
(d) Waiting-line or queuing model is a mathematical model that describes the operating characteristics of queuing situations, in which service is provided to persons or units waiting in line.
(e) Game theory is a technique for determining the strategy that is likely to produce maximum profits in a competitive situation.
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69.
Answer : (a)
Reason : The basic elements of interpersonal communication are source/encoder, signal, and decoder/destination.
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70.
Answer : (e)
Reason : A star is a unit which enjoys a high market share in a relatively high growth market. A star is highly profitable and requires further investment and working capital in order to keep growing.
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71.
Answer : (d)
Reason : Job design is an aspect of organization structure that involves the specification of task activities associated with a particular job.
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72.
Answer : (a)
Reason : Planning is defined as the process by which managers set missions and objectives, assess the future and develop courses of action to accomplish these objectives.
Hence, option (a) is correct.
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73.
Answer : (a)
Reason : A Gantt chart is essentially a bar graph with time on the horizontal axis and the activities to be scheduled on the vertical axis.
Hence, option (a) is correct.
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74.
Answer : (b)
Reason : Rational decision-making model does not assume that preferences change slowly.
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75.
Answer : (b)
Reason : MBO is the joint setting of goals and objectives by superiors and subordinates and clarifying on the objective itself.
The final step of a typical MBO process is that successful achievement of objectives is reinforced by performance based rewards.
Hence, option (b) is correct.
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76.
Answer : (d)
Reason : The specific roles of figurehead, leader, and liaison, form part of the interpersonal role.
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77.
Answer : (c)
Reason : The stage of Kurt Lewin's change model, which involves preparing employees to accept change is unfreezing.
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78.
Answer : (b)
Reason : Rahul, in the given example, made a satisficing decision.
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79.
Answer : (a)
Reason : Brainstorming is a way to make decisions more creative that allows, “freewheeling” of many alternatives but does not allow criticism of alternatives. This technique is used to bring forth many alternative solutions; it involves group of people brought together to generate as many novel ideas as possible on a given topic without evaluating them.
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80.
Answer : (a)
Reason : Pre-conventional Level of Moral Development is influenced exclusively by personal interest. It is concerned with following rules only when it's of interest.
Hence, option (a) is correct.
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81.
Answer : (d)
Reason : Establishing departmental policies is a function of middle level management, hence is not true of the responsibilities of the chief executive, who forms a part of the top management.
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82.
Answer : (b)
Reason : Those managers whose organizational function contributes directly to the achievement of organizational objectives have line authority.
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83.
Answer : (a)
Reason : If a training event includes learning to be a better listener or learning to interact effectively with coworkers, it is attempting to teach Interpersonal skills.
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84.
Answer : (e)
Reason : Strategy usually precedes structure but sometimes follows it.
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85.
Answer : (c)
Reason : In an organization, whenever a Managing Director/Chairman creates a new department and allots work and objectives to the new department, it becomes organization function of Senior Management. So, (c) is the correct answer.
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86.
Answer : (c)
Reason : Certainty implies that the outcome of every alternative is known.
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87.
Answer : (d)
Reason : Skills Inventory is a computerized database containing basic information about each employee that can be used to assess the likely availability of individuals for meeting current and future human resource needs.
Hence, option (d) is correct.
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88.
Answer : (c)
Reason : The set of environmental contingency factors identified in path-goal theory include task, reward system, and relationship with coworkers.
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89.
Answer : (c)
Reason : Kacho refers to a manager whose task is not only to supervise people at work but also to show fatherly concern for their subordinate’s private life.
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90.
Answer : (d)
Reason : The theory of motivation proposed by Victor H. Vroom, deals with expectancy. Expectancy is the probability that a particular action leads to a desired outcome. There is an effort, which has linkage to performance. Effort-performance-reward-satisfaction is the process. Hence, option (d) is the correct answer.
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91.
Answer : (b)
Reason : The Japanese Management organizing process usually involves
(1) Collective responsibility and accountability.
(2) Ambiguity of decision responsibility.
(3) Informal organization structure.
Hence, option (b) is the correct answer.
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92.
Answer : (b)
Reason : Path-goal theory suggests four types of leadership: direct, supportive, participative, and achievement-oriented leadership.
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93.
Answer : (c)
Reason : An office automation system aims at facilitating communication and increasing the efficiency and productivity of managers and office workers through document and message processing.
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94.
Answer : (d)
Reason : Except corporate policy statements, all the options given are examples of upward communication.
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95.
Answer : (a)
Reason : Economies of scale and the ability to coordinate interdependent projects is the primary strength of the matrix structure.
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96.
Answer : (e)
Reason : BARS contain set of specific behaviors that represent gradation of performance used as common reference points for rating employees. Ratings on job performance and evaluation jointly by manager and sub-ordinates. Hence, option (e) is the correct answer.
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97.
Answer : (d)
Reason : The six characteristics of open-system organizations include: cycle of events, feedback mechanisms, dynamic homeostasis, negative entropy, differentiation, and equifinality. Hence, option (d) is the answer.
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98.
Answer : (b)
Reason : Manipulation strategy of overcoming resistance to change, usually involves selectively providing information about a change so that it appears more attractive or necessary to potential resisters.
Hence, option (b) is correct.
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99.
Answer : (a)
Reason : A scalar chain defines the communication path in an organization.
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100.
Answer : (b)
Reason : Programmed decision making doesn’t pay much attention to development of alternatives as the solution already exists.
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