Our team has conducted extensive research to compile a set of Management Skills MCQs. We encourage you to test your Management Skills knowledge by answering these 90+ multiple-choice questions provided below.
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Which of the following characterise a 'differentiation'-based business model?
1.High sales volume
2.High profit margin
3.Well- regarded brand
4.High-quality manufacture
A. 1,2 and 4
B. 2, 3 and 4
C.
1, 3 and 4
D.
1, 2 and 3
E. All of the above
A. Production
B. Changes in specific results, such as turnover
C. Job applications
D. Profit of the company
E. Overall growth
A. Performance appraisal
B. Stock control
C. Quality control
D. Strategic planning approach
A. Strategies are the outcome of rational, sequential, and methodical practices
B. Definite and precise objectives are set
C. Strategies are developed by negotiation and bargaining between interest groups
D. Defined procedures for the implementation and achievement of strategic objectives are developed
E. None of the above
A. Promotion from within
B. Transfer of employees
C. Unsolicited applicants
D. Staff returning from maternity leave
A. Gross profit ratio
B. Current ratio
C. Efficiency ratio
D. Selling ratio
A. It can serve as a basis for job change or promotion.
B. It serves as a guide for formulating a suitable training and development program.
C. It provides the rational foundation for the payment of piece work, wages, bonuses, etc.
D. It makes the worker committed and loyal to the organization.
E. It serves as feedback to the employee.
A. Planning
B. Controlling
C. Leading
D. Recruiting
E. Organizing
Which of the following are not legitimate risk management options?
1.Terminate
2.Turn
3.Tolerate
4.Treat
5.Test
6.Transfer
A.
1 and 4
B.
2 and 3
C.
5 and 6
D. 2 and 5
E.
1 and 6
A. Probability and Scale.
B. Impact and Importance
C. Probability and Impact
D. Scale and Importance.
A. Cash
B. Debtors
C. Bank overdraft
D. Work in progress
A. Performance monitoring
B. Governance
C. Strategy
D. Watchdog
E. Stakeholder
A. That there should be a limit to the number of persons that can be supervised effectively by one boss.
B. That each subordinate should have only one superior whose orders he has to obey.
C. That the line of authority from the chief executive at the top to the first line supervisor at the bottom must be clearly defined
D. That the activities of the enterprise should be divided according to functions and assigned to persons according to their specialization.
A. enjoy significant powers
B. are permitted limited powers
C. Do not get any powers
D. work unsupervised
E. are no longer managed
A. Robert George
B. Toby Williams
C. Henry Gantt
D. Samuel Edwards
A. Stock of work in progress
B. Plant
C. Debtors
D. Creditors
A. Send an email to the entire staff informing them of the new conditions.
B. Post the new instructions on a notice board.
C. Organize a briefing for the entire staff.
D. Discuss the proposals with staff representatives.
A. understand one's own reactions and the effect of one's behavior on other team members.
B. control oneself and to reflect in complex situations.
C. maintain an ongoing commitment to a goal in often turbulent and chaotic times.
D. understand the complexities of other people's situations.
E. maintain teamwork in situations where uncertainty can isolate and drive people apart.
A. Machinery
B. Electricity
C. Textile
D. Engineering
A. Process
B. Policy
C. Practice
D. Paradigm
A. Involve subordinates in the goal-setting process
B. Set goals that are stated in very general terms
C. Set conflicting goals so employees can accomplish one goal or another as they choose
D. Set goals that are easy to achieve
A. division of responsibility
B. delegation of authority
C. number of persons to be supervised
D. the physical area managed by a person
A. It relieves the manager of his/her heavy workload
B. It frees the manager to address more complex, higher-level needs.
C. Someone else is better qualified to do the task that needs to be done.
D. It helps create a formal organizational structure.
A. Enthusing and inspiring staff
B. Setting strategic direction.
C. Being accountable for performance.
D. Closely monitoring the execution of tasks
A. A cashier's
B. A carpenter's
C. A family doctor's
D. A front-office bank's
A. Suppliers
B. Heating
C. Sales
D. Closing stock
A. Moving resources from areas of lesser productivity to areas of greater productivity
B. Working within a culture and competently supervising and coordinating the day-to-day management.
C. Maintaining the system through control of current procedures.
D. Recognizing and clarifying roles and task requirements.
E. Maintaining an organization's operation rather than changing it.
A. Statement of Financial Loss
B. Income Statement
C. Balance Sheet
D. Statement of Retained Earnings
E. Statement of Cash Flow
A. Process
B. Policy
C. Procedure
D. Practice
E. Paradigm
A. Cost of raw materials
B. Cost of marketing
C. Cost of lighting
D. Cost of transportation
A. Effective management
B. Efficiency
C. Experience
D. Equality
A. a month or two earlier
B. in January
C. at the end of that year
D. as and when the Financial Manager decides
A. A method of training meant to give the trainee sufficient knowledge and skill in those trades and crafts in which a long period of training is required for gaining complete proficiency.
B. A method of training which is generally provided to the skilled and technical personnel
C. A method involving the creation of a separate training centre within the plant itself for the purpose of providing training to new employees.
D. A method of training designed to help new staff rapidly to acquire simple skills
A. hurdles to entry
B. barriers to entry
C. obstacles to entry
D. impediments to entry
A. Procurement of the right kind and number of persons.
B. Training and development of employees.
C. Integration of the interests of the personnel with that of the enterprise.
D. Management of customer requirements
A. Core business
B. Project management
C. Human Resources
D. Marketing
E. Sales
A. CAD
B. CAM
C. Decision Tree Analysis
D. Artificial Intelligence
E. CAP
A. When the manager enjoys sufficient position power (e.g.: he/she has significant control over rewards and punishments).
B. When the employees are achievement-motivated and willing to accept the change.
C. If organization communication pattern is 'star-type', which favors the change agent as a leader over his subordinates
D. When the driving forces far outweigh the restraining forces.
A. going long
B. flotation
C. short-selling
D. divestment
A. one head and one plan
B. right person in right job
C. issuing instructions
D. justice and kindness
In which order would the following strategic planning activities take place?Â
1.Evaluating performance
2.Devising strategy
3.Documenting plans
4.Executing plans
A. 2, 4, 3, 1
B. 4, 3, 1, 2
C. 3, 2, 1, 4
D. 4, 1, 3, 2
E. 2, 3, 4, 1
A. Greater flexibility in responding to customer requirements
B. Improved productivity
C. Enhanced customer satisfaction
D. Lower staff turnover
A. Johnson, who has successfully worked independently for several years.
B. Marko, who has recently been assigned a highly-challenging, but relatively-unstructured task.
C. Baker, who has been employed with the firm in a variety of related positions for nearly fifteen years.
D. Louis, who recently received recognition for outstanding service.
A. Span of Control
B. Unity of Direction
C. Unity of Command
D. Chain of Command
E. Personal ability
A. Take over the task for the employee so he or she will not become demoralized.
B. Be available as a role model and resource in identifying alternative solutions.
C. Be available as a role model and resource in identifying alternative solutions.
D. Give the employee a second delegated task so he or she has another opportunity to prove his worth.
A. A means of plotting the location of customers
B. A means of identifying all those affected by the organization.
C. A means of targeting your intended market.
D. A means of predicting sales growth.
A. Area manager
B. Specialty manager
C. Front-line manager
D. Technical manager
A. task accomplishment
B. human relations and teamwork
C. giving free rein to his/her staff
D. prompt, orderly performance
E. growth for staff and himself/herself
A. provides information as to what the organization is trying to achieve.
B. outlines a task to be undertaken by a team.
C. summarizes the outcome of a project.
D. sets out the high-level structure of the organization
A. scorecard
B. ledger
C. matrix
D. healthcheck
A. The less feedback individuals receive, the more autonomy they feel and the more committed they will be to the job.
B. The less variety in the skills a person can use in performing work, the more the person perceives the task as meaningful or worthwhile.
C. The more the work has a direct effect on the work or lives of other people, the less the employee will view the job as meaningful.
D. The more autonomy in the work, the more responsibility the workers feel for their success and failures and the more committed they are to their work.
A. monopolization
B. vertical integration
C. specialization
D. diversification
A. organizing
B. directing
C. leadership
D. staffing
A. Income statement
B. Statement of cash reconciliation
C. Balance statement
D. Statement of cash flows
E. Statement of owners' equity
A. judgment
B. intuition
C. sensing
D. feeling
E. thinking
A. Leaders are concerned with strategic issues; managers are concerned with tactical issues
B. Managers are concerned with the vision of the company; leaders are concerned with the contingency plans
C. Managers are concerned with concepts; leaders are concerned with details
D. Managers are concerned with order and stability; leaders are concerned with change
E. Managers are concerned with directing others; leaders tend to do the work themselves
A. Staffing, Planning, Organizing, Directing, Co-ordinating, Controlling
B. Planning, Staffing, Organizing, Directing, Co-ordinating, Controlling
C. Planning, Organizing, Staffing, Directing, Co-ordinating, Controlling
D. Planning, Organizing, Staffing, Directing, Controlling, Co-ordinating
A. Clear line of authority
B. Adequate delegation of authority
C. Proper span of control
D. More managerial levels
E. Simple and flexible structure
A. Involving subordinates in decision-making.
B. Acknowledging that he/she cannot know everything.
C. Devolving ultimate decision-making authority.
D. Earning subordinates' respect by listening to advice.
A. Decision-making should be based on evidence.
B. Decision-making should take into account a range of factors.
C. Decision-making should involve key stakeholders.
D. Decision-making should be rapid.
A. consultant
B. inside director
C. non-executive director
D. corporate officer
A. costs are rising at a faster rate than output.
B. output is rising at a faster rate than costs.
C. output and costs are increasing at the same rate
D. output and costs are decreasing at the same rate.
A. operational decisions
B. programmed decisions
C. routine decisions
D. standard decisions
A. a superior abrogates responsibility for a task.
B. one person gives another the right to do a piece of work.
C. a subordinate is given orders.
D. the manager closely monitors the subordinate's execution of a task.
A. To check whether it can meet its current financial obligations.
B. To monitor depreciation.
C. To confirm customers are making prompt payments.
D. To assess the efficiency of the manufacturing process.
A. Rents received
B. Payments from debtors
C. Payments to creditors
D. Mortgage repayments
E. Depreciation
A. Because errors creep in more easily when decisions are made on the basis of subjective judgment or past experience, using Operations Research Techniques improves the likelihood of a good decision.
B. Operations Research Techniques make it possible to break down a complex large-scale problem into smaller parts that can be more easily diagnosed and manipulated.
C. Operations Research Techniques permit experimentation to take place without interfering with actual operations.
D. Operations Research Techniques can be effectively applied in many situations where the underlying variables cannot be quantified, e.g. situations involving human qualities and interpersonal relations.
A. highly-specialized
B. good at turning ideas into action
C. creative and unorthodox
D. adept at handling inter-personal relationships
A. aptitude
B. motivation
C. performance
D. ability
A. Storming
B. Forming
C. Performing
D. Norming
A. activities
B. persons
C. remuneration
D. respect of authority
A. Indulging
B. Imposing
C. Integrating
D. Ignoring
A. The installation of a new computer system.
B. Receiving materials as and when they are required for production.
C. Having a large supply of materials ready to be processed
D. Implementing process controls to improve quality.
E. Introducing monitoring tools to assess efficiency
A. Creditors
B. Debtors
C. Stock
D. Fixtures and fittings
Which of the following are incorrect?
1.Policies are established after a thorough study and analysis of work. Procedures are often established without any study and analysis.
2.Policies help us in fulfilling the objectives of the enterprise. Procedures show us the way to implement policies.
3.Policies are specific and lay down the sequence of definite acts. Procedures are generally broad and allow some discretion.
4.Policies are general guides to both thinking and action of people at higher levels. Procedures are general guides to action only, usually at lower levels.
A. a1 and 2
B. 1 and 3
C.
2 and 3
D.
2 and 4
E. 3 and 4
A. To estimate the value of their assets at the year end.
B. To assess potential profit or loss.
C. To allocate the marketing budget.
D. To predict future borrowing requirements
A. Estimation of control
B. Setting of targets
C. Monitoring of performance
D. Preparation of budgets
A. Process
B. Policy
C. Procedure
D. Practice
E. Paradigm
A. Management of Change
B. Management of Order
C. Dimensions of Order
D. Resistance to Change
E. Dimensions of Control
A. Answering the employee questions about incentives while revising the performance review process.
B. Scheduling employees while managing their job roles and responsibilities.
C. Managing meetings to address an issue at a time.
D. Working on email marketing with the management of the social media accounts.
E. All of the above
A. To develop a team of matured and experienced managers for the organization.
B. To provide growth and self-development opportunities to the subordinates in an organization.
C. To enhance the efficiency of the organization only.
D. To increase the work load on the junior executives.
Which of the following are the principles of effective workload management?
1.Transparent and open decision making with equitable distribution of workloads.
2.Maintenance of discretion and flexibility in applying workload management to ensure that local and business area needs are met.
3.Adherence to the safe work environments, practices, and legislations.
4.Dispute resolution mechanisms and issue escalation processes to be in place.
A. All 1, 2, 3, and 4
B.
Only 1 and 2
C.
Only 2 and 3
D.
Only 1 and 3
E.
A. They feel satiated as multitasking allows them to check more items off their list faster.
B. Multitasking leads them to be active throughout the working hours.
C. They want to make the most of their time and boast to others about their efficiency.
D. All of the above
Choose True or False.
Multitasking conserves energy.
A. True
B.
False
A. Retrospective indicators
B. Prospective indicators
C. Both options a and b
D. Neither option a nor b
A. Forming
B. Storming
C. Norming
D. Performing
E. Reorientating
Read the given scenario and answer the question that follows.
Imagine yourself in a situation where you are start feeling that you have been burdened with more work than others and are facing issues to cope up with the tasks assigned to you. Your workload has grown to the point where you are feeling completely overloaded.
In such a scenario, which of the following options can be considered the work-related stress sources?
A. Strict and continuous deadlines
B. Conflict and role ambiguity
C.
Trained and supportive staff
D.
Dealing with crises on a regular basis
A. Loss of Control
B. Idle Time
C. Unavailable Managers
D. Unsynchronized priorities
Read the given scenario and answer the question that follows.
Consider yourself as a leader of the logistics team and due to heavy workload, you need to delegate the responsibility to other team members.
Which of the following options should be kept in mind when you plan to delegate?
A. Select the right person and the right task
B.
Choose only the person and assign him any task
C. Give clear instructions for the work assigned
D. Regular follow-up and monitoring the progress
E.
A. Those consequences that immediately follow a behavior and increase the probability that the behavior will be repeated
B. Punishments or rewards that are given out for negative or positive employee behavior, respectively
C. The specific, unambiguous goals that have been set for employees as a standard for measuring their performance
D. The supervisors or managers who have the responsibility of monitoring and reinforcing desired employee behavior
A. Reduce wages
B. Limit the worday
C. Overturn the nineteenth amendment
D. Establish segregated schools in chicago