mcq on managerial problem solving

Management of Problem Solving and Decision Making MCQ

Differences between experts and novices are almost always a function of _____..

Correct Answer: Learning

Note: This Question is unanswered, help us to find answer for this one

Within the Six Step Decision Making Model, which step would you be most likely to use brainstorming?

Correct Answer: generating creative and innovative alternatives

When planning, you first make decisions about ______ and how you plan to meet them.

Correct Answer: objectives

Within the creative process, the step in which you take a break from the process to possibly gain new insight is ______.

Correct Answer: incubation and illumination

Taking plenty of time to make decisions, gather information, and analyze several alternatives is characteristic of which kind of decision making style?

Correct Answer: reflective

The group decision making method that uses a series of confidential questionnaires to refine a solution is ______.

Correct Answer: Delphi technique

Product innovation refers to ______, while process innovation refers to ______.

Correct Answer: creating new goods or services; new ways of doing things

Using the bounded rational decision-making process makes most sense when the decision is:

Correct Answer: programmed.

The devil’s advocate approach is used during which phase of the creative process?

Correct Answer: evaluation

______ are the standards an alternative must meet in order to be selected as the decision to accomplish an objective.

Correct Answer: Criteria

The group decision making method that generates alternatives through the use of role playing and fantasizing is ______.

Correct Answer: synectics

The quantitative theory that is often used in service companies and focuses on waiting times is ______.

Correct Answer: queuing theory

What advantage exists for using the decision-making model?

Correct Answer: It helps you make conscious decisions.

Escalation of commitment refers to:

Correct Answer: not admitting that we made a bad decision.

The decision making condition in which you do not know what the exact outcome will be is ______.

Correct Answer: uncertainty

A(n) ____________ decision maker likes to make quick decisions without taking the time to get the information that may be needed and without considering alternatives.

Correct Answer: reflexive

The process of generating novel alternatives through role playing and______?

Correct Answer: Fantasizing

Programmed Decisions that arise in recurring or routine situations, for which the decision maker should use decision rules or individual policies and procedures.?

Correct Answer: False

The process of taking _____action to meet objectives?

Correct Answer: Corrective

Problem is the situation that exists whenever objectives are being met.?

Correct Answer: false

Significant decisions that arise in non ______ and non routine situations, for which the decision maker should use the decision-making model?

Correct Answer: Recurring

The process of generating and evaluating alternatives using a structured ____ method.?

Correct Answer: Voting

The implementation of a new idea is known as ?

Correct Answer: Innovation

Group members focus on defending a solution while others try to come up with reasons the solution will work is known as Devil's Advocate Approach?

How many steps of the process for arriving at a decision.

Correct Answer: 6

Decision Making faces 3 particular conditions :

Correct Answer: All of these

The process of selecting a course of action that will not solve a problem?

The standards that an alternative must meet to be selected as the decision that will _______the objective..

Correct Answer: Accomplish

Creativity way of thinking that has old ideas?

The approach to generating new ideas involves three stages: (1) preparation, (2)_________ (3) evaluation..

Correct Answer: Incubation

Consensus Mapping is the process of developing group agreement on a solution to a problem?

Correct Answer: True

Possible alternatives without evaluation this process is known as ?

Correct Answer: Brainstorming

The_______ analysis of large amounts of quantified facts to aid in maximizing decision making?

Correct Answer: Big data

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Top 25 Principles of Management MCQ With Answers

Given below are top 25 Principles of Management MCQ with answers. These updated POM Multiple choice questions are useful and important for other subjects like Principles and Practices of Management, Functions of Management and Fundamentals of Management. These MCQs are useful for MBA, MCA, BBA, B Com, M Com, MMS, PGDM and Engineering students.

These sets of MCQ can be used for various entrance and competitive exams for example UGC NET, SET, UPSC, MPSC adn Ph D.

Management deals with ___________

A. internal environment

B. external environment

C. both internal and external environment

D. None of the above

According to Mary Parker, ________ is an art of getting things done through others.

B. Behaviour

C. Management

D. Both A & B

Management functions include ________

A. planning & organizing

B. directing

C. controlling

D. All of the above

____________ is known as “the father of scientific management.”

A. Fredrick W. Taylor

B. Henry Fayol

C. Robert Owen

D. None of these

Management is ________ in order to create a surplus.

B. a science

C. both A & B

Management skills applies to managers at _____

A. Middle levels in an organization

B. Top levels in an organization

C. Executive levels in an organization

D. All levels in an organization

________ is the basic reason for it’s existence.

A. The organizational vision

B. The organizational mission

C. The organizational objectives

D. The organizations CEO

Planning is about deciding in advance what should be done.

A. organising

C. planning

D. controlling

_______ is about grouping of jobs .

Managerial skills involves _____

A. technical skills

B. human skills

C. conceptual skills

D. all of the above

MOST stands for ________

A. Machinery, Office, Staff and Technology

B. Mission, Objectives, Strategies and Tactics

C. Maximum Output Strategy Tools

D. Manager, Operator, Seller and Trader

_______ basically formulate the MOST.

A. Government

B. Managers

D. Trademark registrar

Management _______________ in order to achieve the goals.

A. registers trademark

B. develops tactics

C. formulates strategies

D. outsources operations

Functional managers are responsible _____

A. for a single area of activity

B. to the upper level of management and staff

C. for complex organizational sub-units

D. for obtaining copyrights and patents for newly developed processes and equipment

Policies are sometimes defined as a(n)

A. shortcut for thinking

B. action plan

C. substitute for strategy

D. substitute for management authority

The problem-solving process begins with

A. clarification of the situation

B. establishment of alternatives

C. identification of the difficulty

D. isolation of the cause

Strategic planning as a broad concept consists of ______

A. corporate strategy and business strategy

B. strategy formulation and strategy implementation

C. inputs and outputs

D. environmental analysis and internal analysis

_________ is called as father of scientific management

A. Elton Mayo

B. Hendry Fayol

C. F.W.Taylor

D. Robert Owen

The book “The Psychology of management” was published by

A. William Gilbreth

The most significant management skills are ________

A. Technical, Human and Conceptual

B. Technical, behavioural and Conceptual

C. Systematic, Human and Conceptual

D. Technical, Human and cognitive

Management satisfies ______ characteristics of a profession.

Administrative Management represents the top level management pertaining thinking and planning functions.

A. Administrative Management

B. Operative management

C. Floor level management

__________ represents the lower level management covering execution and implementation functions.

C. Co-operative management

_____ is the important interpersonal role of manager.

A. Leader role

B. Liaison role

C. Figurehead role

Which is NOT an informational role of manager?

A. Monitor’s role

B. Disturbance’s handler role

C. Disseminator’s role

D. spokesman’s role

This is all about solved MCQ questions on principles and practices of management. Looking forward for your feedback on these Principles of Management MCQ sets.

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Problem Solving and Decision Making MCQs with Answers

Welcome to the Problem Solving and Decision Making MCQs with Answers . In this post, we have shared Problem Solving and Decision Making Online Test for different competitive exams. Find practice Problem Solving and Decision Making Practice Questions with answers in Aptitude Test exams here. Each question offers a chance to enhance your knowledge regarding Problem Solving and Decision Making.

In problem-solving, you analyze and assess various solution paths, while in decision-making, you engage in a similar process of exploring and evaluating alternatives. Therefore, the essence of decision-making lies in meticulously identifying and evaluating the available options.

Problem Solving and Decision Making Online Quiz

By presenting 3 options to choose from, Problem Solving and Decision Making Quiz which cover a wide range of topics and levels of difficulty, making them adaptable to various learning objectives and preferences. Whether you’re a student looking to reinforce your understanding our Student MCQs Online Quiz platform has something for you. You will have to read all the given answers of Problem Solving and Decision Making Questions and Answers  and click over the correct answer.

• Test Name:  Problem Solving and Decision Making MCQ Quiz Practice
• Type:  MCQ’s
• Total Questions:  40
• Total Marks:  40
• Time:  40 minutes

Note:  Questions will be shuffled each time you start the test. Any question you have not answered will be marked incorrect. Once you are finished, click the View Results button. You will encounter Multiple Choice Questions (MCQs) related to Problem Solving and Decision Making , where three options will be provided. You’ll choose the most appropriate answer and move on to the next question without using the allotted time.

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MCQs on Principles of Management

Principles of Management are guidelines and frameworks that help managers to run their organisation efficiently and effectively. It helps them in the day-to-day functioning and while framing the organisation’s goals and objectives. It is the best tool for decision-making purposes, and it can also help distribute duties and responsibilities among the employees.

Below is a list of multiple-choice questions and answers on Principles of Management to help students understand the importance of this process in a company’s overall decision making.

• The principles of management are in a continuous process of evolution
• The principles of management have evolved
• The principles of management have not evolved
• None of the above
• They help managers take decisions while performing managerial functions
• They denote a cause and effect relationship
• They are guidelines for further action in management functions
• All of the above
• They act as general guidelines for business-related issues
• The real business issues are pretty complex
• The real business issues are very dynamic
• Behavioural
• Cause and effect relationships
• Use of resources and effective administration
• Scientific decision making
• Providing managers with a valuable information
• Meet the changing requirements of a business environment
• Cooperation not individualism
• Harmony not discord
• Science, not a rule of thumb
• Management skills apply to managers at top levels in an organisation
• Management skills apply to managers at all levels in an organisation
• Management skills apply to managers at middle levels in an organisation
• Management skills apply to managers at executive levels in an organisation
• The vision of an organisation
• The mission of an organisation
• The objectives of an organisation
• The Chief Executive Officer (CEO) of an organisation
• It is a broad concept that consists of business and corporate strategy
• It is an overall concept that consists of strategy formulation and implementation
• It is a broad concept that consists of environmental and internal analysis
• It is a general concept that consists of business inputs and outputs
• The company would not be able to complete its tasks efficiently
• The company would not be able to complete its tasks effectively
• Both a and b are correct
• Both a and b are incorrect
• The management should properly investigate any task
• The management should engage in scientific enquiry
• The management should focus on observation and analysis
• The management should share the gains or profits of a company with their workers
• To separate the top-level management of a company from its Chief Executive Officer (CEO)
• To separate the planning functions from the executive functions
• To provide zero free time to workers in a company
• To not divide or delegate the work within an organisation
• It helps to calculate the standard output for employees within a task
• It helps to calculate the expected time taken for employees to complete their tasks
• It helps to calculate the duration of rest intervals given to employees
• It focuses on providing orderly arrangements for the resources within an organisation
• It concentrates on building a framework for giving orders to the employees within an organisation
• It focuses on creating a framework for receiving orders from the top management within an organisation
• It helps to establish standards of excellence within a company
• It helps to reduce products to fixed sizes, features or types
• It helps to bring in more significant exchangeability of various parts
• Decision making
• Managerial actions
• The father of general management
• The father of shop floor management
• The father of scientific management
• Proper application of penalties
• Good superiors across all levels in an organisation
• Agreements between two parties that are always clear and fair
• Coordination
• Unity in action
• Span of management
• Centralisation
• Decentralisation
• Difference between Fayol’s and Taylor’s theories of management
• Difference between Entrepreneur and Manager
• Difference between Businessman and Entrepreneur

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Management Fundamentals MCQs

Management fundamentals mcqs topics.

General MCQs

Environmental management MCQs

Managing Diversity in a Global Environment MCQs

Management of Problem Solving and Decision Making MCQs

Managing Strategy and Planning MCQs

Managing Entrepreneurship and Innovation MCQs

Organizing and Delegating Work MCQs

Managing Teamwork MCQs

Managing Organizational Behavior MCQs

Managemental Performance MCQs

Influence of management MCQs

Managing IT, Communication and Intelligence MCQs

Finance Management and Control System MCQs

Managemental Quality and Productivity MCQs

History of Management MCQs

Our team has conducted extensive research to compile a set of Management Fundamentals MCQs. We encourage you to test your Management Fundamentals knowledge by answering these multiple-choice questions provided below. Simply scroll down to begin!

1: The most important conclusion from the leader-participation model is that ________.

A.   A leader must keep the same leadership style no matter what the situation is

B.   A leader must change his or her leadership style depending on the situation

C.   A leader must try to change the situation if it does not suit his or her leadership style

D.   All situations are similar

2: Efficiency refers to ________.

A.   The relationship between inputs and outputs

B.   Decreasing inputs only

C.   The additive relationship between inputs and outputs

D.   The inverse relationship between inputs and outputs

3: Managers who fail to plan may ________.

A.   Be adversely affected by change

B.   Stimulate change

C.   Be positively affected by change

D.   Take advantage of change

4: When working in the navigation pane, you ____ a folder to open it.

A.   Archive.

B.   Click

C.   Link

D.   Large icons

5: Informal planning is ________.

A.   General and usually lacks continuity

B.   More specific than formal planning

C.   Always performed at the lowest organizational level

D.   Performed exclusively by middle managers

6: Taylor began to develop his theory of ________ as a result of viewing workers in steel companies.

A.   The functions of management

B.   Ethics-based management

C.   Management skills

D.   Scientific management

7: ____ art is a collection of graphic images, which may come with office productivity software.

A.   Driver

B.   .docx

C.   Tiles

D.   .net

E.   Clip

8: In the context of the reinforcement theory, reinforcers are ________.

A.   Those consequences that immediately follow a behavior and increase the probability that the behavior will be repeated

B.   Job enlargement

C.   Performance-reward linkage

D.   None of these

9: Emotions and feelings ________ decision making.

A.   Always decrease performance in

B.   Can improve

C.   Often have no effect on

D.   Are more important than facts and logic in

10: Escalation of commitment can occur when people don't ________.

A.   Understand that conditions have changed

B.   Want to admit that an earlier decision was flawed

C.   Want to make a decision

D.   Accept current conditions

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ORGANIZATIONAL BEHAVIOUR MCQ (multiple choice questions) with answers

 ORGANISATIONAL BEHAVIOUR

1. “------------ are social inventions for accomplishing goals through group efforts”

a. Management

b. Organization

c. Leadership

d. Behavior

2. Which of the following is/are the key features of organization

a. Social invention

b. Accomplishing goals

c. Group efforts

d. All of these

3. A study of human behavior in organizational settings is

a. Individual behavior

b. Group behavior

c. Organizational behavior

d. None of these

4. Scientific Management approach is developed by

a. Elton Mayo

b. Henry Fayol

c. F.W. Taylor

d. A. Maslow

5. Who proposed “ bureaucratic structure” is suitable for all organization

d. Max Weber

6. “Hawthrone experiment” which was a real beginning of applied research in OB was

conducted by

7. Process or administrative theory of organization is being given by

8. Whose concept states that interpersonal and human relations may lead to productivity

9. Today’s organization are

a. Open system

b. Closed system

c. Open as well as closed

10. Which organization theory can be understood by IF and THEN relationship

a. System approach

b. Contingency approach

c. Process approach

d. Scientific approach

11. Organization Behavior is

a. An interdisciplinary approach

b. A humanistic approach

c. Total system approach

12. Organization Behavior is not a /an

a. A separate field of study

b. Applied science

c. Normative science

d. Pessimistic approach

13. “Cognitive theory” of learning was given by

14. Extension of behavior modification into organization is called

a. Enrichment

b. Enlargement

15. --------------is a relatively permanent change in behavior that occurs as a result of experience

a. Behavior modification

b. Learning

c. Motivation

16. which of the following is / are included as structure of human mind

c. Super ego

d. All the above

17. ----------- is largely childish, irrational, never satisfied, demanding and destructive of others

b. Super ego

c. Negative ego

18. ------------represent noblest thoughts, ideals etc.

19. ----------- is reality and practical oriented part of thinking

20. Thematic Apperception Test (TAT) is designed to understand

a. Perception of individual

b. Personality of individual

c. Learning of individual

21. ---------------- is “the reactions of individuals to new or threatening factors in their work

environments”

c.Dissonance

d.Disappointment

22. Which of the following is/are not job related source of stress

a.Role ambiguity

b.Role overload

c.Ethical dilemmas

d.Career concerns

23. Which of the following is/are not organizational factors causing stress

a.Task demand

b.Role demand

c.Role conflict

d.Satisfaction

24. Which of the following is / are method of managing stress

a. Job relocation

b. Career counseling

c. Recreational facility

25. Which of the following is / are not a method of managing stress

a. Time management

b. Supervisor training

c. Role Analysis techniques (RAT)

d. Rorschach test

26. -------------- refers to the negotiation or an agreement between two groups

a. Contracting

b. Co-opting

c. Pressure tactics

27. Which of the following methods is/are used to solve intergroup conflicts indirectly

a. Avoidance

b. Encouragement

c. Bargaining

28. Which of the following is / are not direct method to solve intergroup conflicts

a. Problem solving

b. Domination by the management

c. Removing key figures in conflict

d. Persuasion

29. A technique to bring changes in the entire organization, rather man focusing attention on

individuals to bring changes easily.

a. Organizational development

b. Organizational change

c. Organizational culture

d. Organizational conflicts

30. Which of the following is/are OD intervention techniques

a. Sensitivity training

c. Quality of work life

31. Which of the following is NOT an important issue relating to goal-setting theory?

a. Goal specificity

b. Equity among workers

c. Feedback

d. Defining the goal

32. Behaviour, power, and conflict are central areas of study for _____________.

a. sociologist b. Anthropologists

c. Social psychologists d. Operations analysts

33. When a bank robber points a gun at a bank employee, his base of power is:

a. Coercive b. Punitive

c. Positional d. Authoritative

34. The managers of a multinational company are located in France, India, Brazil, and the United

States. Which decision-making technique seems most reasonable for this organization?

a. A postal service interaction b. A brainstorming session

c. A nominal discussion d. An electronic meeting

35. What do we call it when we judge someone on the basis of our perception?

a. Stereotyping b. Categorizing

c. Halo effect d. Prototyping

36. Sobha is an honest and straightforward person. She believes her employees are all similarly

honest and straightforward, ignoring signs that they may be manipulating her.

What perceptual shortcut is Sobha most likely using?

a. Contrast effect b. Halo effect

c. Stereotyping d. Projection

37. Sathish has a low absenteeism rate. He takes responsibility for his health and has good health

habits. He is likely to have a(an):

a. Internal locus of control b. External locus of control

c. Core locus of control d. High emotional stability level

38. Raju believes that men perform better in oral presentations than women. What shortcut has been

used in this case?

a. The halo effect

b. The contrast effect

c. Projection

d. Stereotyping

39. Mr. Manoj, Manager ABC Company found that skills of workers and machinery used by them as

compared to the competitors in the market are obsolete within a year, which type of challenge

ABC Company is facing?

a. High Quality and Low Quality b. Globalization and Culture

c. Rapid Pace of Change d. Multiple Stakeholders

40. According to Robert Katz, when managers have the mental ability to analyze and diagnose

complex situations, they possess _____________ skills.

a. Technical b. Leadership

c. Problem-solving d. Conceptual

41. What sort of goals does Management By Objectives (MBO) emphasize?

a. Tangible, verifiable and measurable

b. Achievable, controllable and profitable

c. Challenging, emotional and constructive

d. Hierarchical, attainable and effective

42. Today’s managers understand that the success of any effort at improving quality and productivity

must include _____.

a. Quality management programs

b. Customer service improvements

c. Employee's participation

d. Manufacturing simplification

43. Which of the following would be least likely to pose a barrier to cross-cultural communications?

a. Tone difference

b. Word connotations

c. Political correctness

d. Differences among perceptions

44. Which of the following theory is proposed by Clayton Alderfer?

a. Theory X and Theory Y b. Hierarchy of Needs

c. ERG Theory d. Theory

45. Concept of MBO was introduced by:

a. Peter. F.Drucker

b. Mary Parker

c. Henry Fayol

d. Philip Kotler

46. Mr. Sunil’s one-day salary was deducted because of his uninformed leave, as he was already

warned about this behaviour. It is an example of which method of shaping behaviours?

a.Reinforcement

b. Positive Reinforcement

c. punishment

d. Negative Reinforcement

47. While managing political behaviours in organization, the manager requires discouraging:

a. Negotiation b. Relationships

c. Self interes t d. Dialogue

48. People with which type of personality trait commonly make poor decisions because they make

them too fast?

c. Self-monitors

d. Extroverts

49. Which of the following is an environmental force that shapes personality?

c. Experience

d. Brain size

50. Factors other than satisfaction that impact one’s decision to leave a current job include all of the

following EXCEPT:

a. Labour market conditions

b. Length of tenure with the organization

c. Organizational citizenship behavior

d. Expectations about alternative job

opportunities

51. Praveen is dissatisfied with his job but believes that his supervisor is a good man who will do the

right thing. Praveen has decided that if he just waits, conditions will improve. Praveen’s approach to

this problem is termed as:

52. Which of the following leadership behaviours are identified by the path-goal theory?

a. Supportive, employee-oriented, laissez-faire and participative

b. Achievement-oriented, supportive, humanistic, and directive

c. Participative, achievement-oriented, directive, and supportive

d. Directive, participative, supportive, and laissez-faire

53. Which of the following is not a trait dimension in Big 5 personality trait?

a. Extroversion

b. Agreeableness

54. In which stage of the conflict process does conflict become visible?

a. Illumination

b. Intentions

c. Behaviour

d. Cognition

55. Which dimension of Big 5 personality traits represents artistically sensitive, refined etc.

b. Emotional stability

c. Conscientiousness

d. Extroversion

56. ____________ refers to the network of personal and social relations that is developed

spontaneously between people associated with each other.

a. Formal organization

b. Informal organization

c. Business organization

d. Government organization

57. The cognitive process through which an individual selects, organizes but misinterprets

environmental stimuli is known as_________

a. Perception

b. Projection

c. Selective Perception

d. Mis-Perception

58. The more consistent behaviour, the more the observer is inclined to ___.

a. Attribute it to interpretation

b. Attribute it to internal causes

c. Attribute it to consensus

d. Attribute it to external causes

59. Which of the following is one of the relationships proposed in expectancy theory?

a. Reward-satisfaction relationship

b. Satisfaction-performance relationship

c. Rewards-personal goals relationship

d. Effort-satisfaction relationship

60. In Maslow’s hierarchy needs which of the following pair of needs is ranked as” lower order needs”?

a. Physiological and safety needs

b. Physiological and social need

c. Self actualization and safety needs

d. Social and esteem needs

61. Maslow grouped the five needs into two categories

a. Higher-order needs and Lower-order needs.

b. Supreme needs and local needs

c. Self needs and others needs

d. Luxurious needs and comfort needs

62. If everyone who is faced with a similar situation responds in the same way, attribution theory

states that the behaviour shows _____.

a. Consensus

b. Similarity

c. Reliability

d. Consistency

63. Your boss never gives you the benefit of the doubt. When you were late back from lunch, he

assumed that you had simply taken too much time. He never considered that the elevators were out

and you had to walk up 10 flights of stairs. Your boss is guilty of _____.

a. Self-serving bias

b. Selective perception

c. Fundamental attribution error

d. Inconsistency

64. Mr.Sajeev rated Mr. Rajiv high in his job evaluation because both belong to same area and

graduated from the same University. It is an example of:

a. Central Tendency

b. Halo effect

c. Similar-to-me effect

d. Misperception

65. All the following are dimensions of Intellectual ability EXCEPT:

a. Inductive reasoning

b. Dynamic strength

c. Deductive reasoning

d. Number aptitude

66. What sort of actions is most likely to be attributed to external causes?

a. Actions that have high distinctiveness, high consensus and high consistency

b. Actions that have high distinctiveness, high consensus and low consistency

c. Actions that have high distinctiveness, low consensus and low consistency

d. Actions that have low distinctiveness, low consistency and high consensus

67. A threatened strike action by a labour union to force the management to accept their demands is an

example of which of the following power?

a. Referent power

b. legitimate power

c. Reward power

d. Coercive power

68. Which of the following departmentalization can be considered necessary in an organization where the

company’s products fall into several categories with very different production methods for each category?

a. Customer

b. Production

69. Mr.Dirash has a job which pays an excellent salary. He has a good relationship with his peers and

his supervisors. He also likes the fact that the company policy fits well with what he personally

believes, and that he has received considerable recognition for his achievements at the company.

Which of these factors is 'MOST likely' responsible for the fact that Dirash loves his job?

a. High compensation

b. Good nature of peer relationships

c. Good nature of supervisor relationships

d. Recognition for his achievements

70. Job appraisal is the part of_____________ a. Sociology

b. Anthropology

c. Psychology

d. Political science

71. Over the past two decades, business schools have added required courses on people skills to many

of their curricula. Why have they done this?

a. Managers no longer need technical skills in subjects such as economics and accounting to

b. There is an increased emphasis in controlling employee behavior in the workplace.

c. Managers need to understand human behavior if they are to be effective.

d. These skills enable managers to effectively lead human resources departments.

72. Which of the following is most likely to be a belief held by a successful manager?

a. Technical knowledge is all that is needed for success.

b. It is not essential to have sound interpersonal skills.

c. Technical skills are necessary, but insufficient alone for success.

d. Effectiveness is not impacted by human behavior.

73. What term is used for the extent to which an individual displays different behaviours in different

situations?

a. continuity

b. integrity

c. flexibility

d. distinctiveness

74. What does consensus refer to in attribution theory?

a. There is general agreement about a perception.

b. Different people respond the same way in the same situation.

c. There is general agreement about how people desire to respond to the same situation.

d. Different people perceive a situation similarly.

75. If everyone who is faced with a similar situation responds in the same way, attribution theory

states that the behaviour shows.

a. consensus

b. similarity

c. reliability

d. consistency

76. Which of the following is not one of the four primary management functions?

a. Controlling

b. Planning

c. Staffing

d. organizing

77. Determining how tasks are to be grouped is part of which management function?

a. Planning

c. Controlling

78. Mintzberg concluded that managers perform 10 different, highly interrelated roles. Which of the

following is one of the broad categories into which these roles could be grouped?

a. Intrapersonal

b. Institutional

c. Decisional

d. affective

79. As a manager, one of James’s duties is to present awards to outstanding employees within his

department. Which Mintzberg managerial role is James acting in when he does this?

a. leadership role

b. liaison role

c. monitor role

d. figurehead role

80. According to Mintzberg, one of management’s interpersonal roles is .

a. spokesperson

c. Negotiator

81. Robert Katz identified three essential skills that managers need to have in order to reach their

goals. What are these skills?

a. technical, decisional and interpersonal

b. technical, human, and conceptual

c. interpersonal, informational and decisional

d. conceptual, communication and networking

82. A manager is valued by her colleagues for her ability to perform effective break-even analysis on

upcoming ventures. In this case, her colleagues value her for competencies that fall within which of

Katz’s essential management skills categories?

a. Technical

b. Communication

d. conceptual

83. According to Katz, technical skills encompass the ability to.

a. analyze and diagnose complex situations

b. exchange information and control complex situations

c. apply specialized knowledge or expertise

d. initiate and oversee complex projects

84. Which one of the following would not be considered a human skill in Katz’s structure?

a. Decision making.

b. Communicating

c. resolving conflicts

d. working as part of a team

85. According to Katz, when managers have the mental ability to analyze and diagnose complex

situations, they possess skills.

b. Leadership

c. problem-solving

86. According to Fred Luthans and his associates, which of the following is considered a part of

traditional management?

a. Disciplining

b. decision making

c. exchanging routine information

d. acquiring resources

87. Which of Luthans’ managerial activities involves socializing, politicking, and interacting with

a. traditional management

b. communicating

c. human resource management

d. networking

88. While the Functions, Roles, Skills, and Activities approaches to management all differ, they all

recognize that effective and successful managers must develop which of the following?

a. People skills

b. technical skills

c. Efficiency

d. entrepreneurialism

89. An OB study would be least likely to be used to focus on which of the following problems?

a. an increase in absenteeism at a certain company

b. a fall in productivity in one shift of a manufacturing plant

c. a decrease in sales due to growing foreign competition

d. an increase in theft by employees at a retail store

90. If a person responds the same way over time, attribution theory states that the behaviour shows.

a. Distinctiveness

b. Consensus

c. Consistency

d. continuity

91. Mr.Balu is late for work each day by about ten minutes. How would attribution theory describe

this behaviour?

a. It shows consensus.

b. It shows similarity.

c. It shows reliability.

d. It shows consistency

92. Which of the following is a reason that the study of organizational behaviour is useful?

a. Human behavior does not vary a great deal between individuals and situations.

b. Human behavior is not random.

c. Human behavior is not consistent.

d. Human behavior is rarely predictable.

93. Psychology’s major contributions to the field of organizational behavior have been primarily at

what level of analysis?

a. the level of the group

b. the level of the individual

c. the level of the organization

d. the level of the culture

94. Which behavioural science discipline is most focused on understanding individual behaviour?

a. Sociology

b. social psychology

d. anthropology

95. The science that seeks to measure, explain, and sometimes change the behaviour of humans and

other animals is known as .

a. Psychiatry

b. Psychology

c. Sociology

d. organizational behavior

96. blends concepts from psychology and sociology.

a. Corporate strategy

c. Political science.

d. Social psychology

97. The science that focuses on the influence people have on one another is.

a. Psychology

c. political science

d. social psychology

98. Which of the following fields has most helped us understand differences in fundamental values,

attitudes, and behaviour among people in different countries?

a. Anthropology

d. operations research

99. The subject of organizational culture has been most influenced by which behavioural science

discipline?

c. social psychology

d. political science

100. Which of the following OB topics is not central to managing employees’ fears about terrorism?

b. Motivation

c. Communication

d. work design

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Managers Must Be Effective Problem-Solvers

One of a manager’s most important responsibilities is to solve problems.  Finding the answers to difficult questions that are sometimes a source of great perplexity and distress for the organization often falls to an organization’s leaders.

Here’s the deal:

A company’s success depends on managerial problem-solvers . Issues arrive in all sizes, ranging from daily nuisances to organizational crises.

Managers who have the ability to systematically think through the facts, diagnose the situation, and find an accurate and workable solution will help the business thrive and prosper.

Effective problem-solvers are able to guide teams towards the achievement of goals by eliminating frustration, confusion, and misunderstandings before they become unmanageable.

They build cooperation and collaboration between individuals, eliminate the need for rework, and foster continuous improvement.

The best managers can often sense problems with keen insight.

They may notice a deviation from standard team performance , such as a missed deadline or an unmet sales goal—and when the team’s plans go off the rails, these managers automatically begin the problem-solving process.

Fortunately, all managers can learn to solve problems more effectively by using this four-step process:

1. Identify and Define the Problem

Alert managers constantly watch for signals, symptoms, and signs that problems may exist. Once they see a potential issue, they think through whether this is a problem they can solve and whether it will make a critical impact on the team or organization.

Once the problem has been defined as a priority, they create a clear, quantitative problem statement and describe the situation in specific, objective terms without making assumptions or jumping to conclusions.

2. Analyze the Problem

The best problem-solvers analyze patterns and ask questions about what, who, when, where, and how much the problem has affected the business.

They are able to isolate and define the root cause of the issue so that once it’s been resolved, it’s unlikely to recur.

3. Develop Solutions

While problems sometimes come with easy answers, managerial problem-solving cannot be impulsive, risking the mistake of making snap decisions.

Instead, they use techniques like brainstorming ideas, creating prioritized lists, and evaluating the time, cost, and technology involved to assess the situation and design a long-term solution.

4. Plan and Act

Once the best solution has been identified, a good manager develops a solid implementation plan. This plan should include steps that will be taken to move forward, as well as contingency plans that will help the manager handle potential roadblocks.

He or she must also secure the commitment of others, mobilize them to act, and hold them accountable for their responsibilities.

The managerial problem-solving process is a never-ending cycle of planning, doing, checking, and acting, while also monitoring the situation and the outcomes. As needed, managers make adjustments to their plans so that the team can continue to move towards the solution that will lead them to better business results .

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Home » MCQs

Total Quality Management MCQs (Multiple-Choice Questions)

Total Quality Management (TQM) is an approach for improving the quality principles guiding an organization's activities. It encompasses a variety of technologies that are primarily focused on meeting customer expectations and industry standards while also boosting the organization's success.

This part has 30 MCQs covering various TQM concepts such as TQM definitions, product quality dimensions, service quality dimensions, TQM challenges, and many more. Practice these MCQs to improve your knowledge about TQM.

List of Total Quality Management MCQs

1. Which of the following is considered the primary element of total quality management?

• Continual improvement
• Effective communication
• Customer-focussed
• All of the above

Answer: D) All of the above

Explanation:

Continual improvement, effective communication, and customer focus are all considered the primary elements of total quality management (TQM). Continual improvement is the continuing work to enhance products, and while effective communication and customer focus are essential components of TQM, continual improvement serves as the foundation for achieving excellence and long-term success.

Discuss this question

2. What do you mean by quality?

• Quality refers to the ongoing process of improving the product or service
• Quality refers to decision-making and problem-solving responsibility
• Quality refers to the participation of higher authorities in delivering the product

Quality, in the context of Total Quality Management (TQM), includes not only the ongoing process of improving products or services but also the decision-making and problem-solving duties.

3. Which of the following is not considered a dimension of product quality?

• Employee service
• Performance
• Reliability

Answer: A) Employee service

Employee service is not regarded as a dimension of product quality; rather, it is directly related to customer service quality and the overall service experience, whereas performance, durability, and reliability are considered dimensions of product quality.

4. Which of the following elements of TQM ensure what is good and bad in the workplace?

• None of the above

Answer: C) Ethics

In TQM, ethics refers to the moral principles and values that influence an organization's behavior and decision-making processes.

5. What do you mean by downward communication?

• In downward communication, information flows from management to higher authorities
• In downward communication, information flows from management to staff
• In downward communication, information flows from higher authorities to the management team
• In downward communication, information flows from higher authorities to stakeholders

Answer: B) In downward communication, information flows from management to staff

In downward communication, information flows from management to staff.

6. What do you mean by sideways communication?

• Communication within the organization between distinct departments or persons at the same organizational level
• Communication within the organization between management and stakeholders
• Communication between management and higher authorities

Answer: C) Communication between management and higher authorities

Communication within the organization between distinct departments or persons at the same organizational level.

7. Which of the following dimensions of product quality covers the visual appeal or design related to the product?

• Conformance

Answer: C) Aesthetics

The aesthetics dimension covers aspects such as the product's color, shape, and texture that contribute to its overall attractiveness and user experience.

8. What does the conformance product quality dimension cover?

• It covers the performance of the product
• It covers whether or not the product has met the standards and specifications
• It covers the speed at which the product can be repaired
• It covers the user's review of the product's quality

Answer: B) It covers whether or not the product has met the standards and specifications

Conformance covers whether or not the product has met the standards and specifications.

9. Which of the following dimensions of product quality means the rate at which a product can be repaired?

• Perceived quality
• Serviceability

Answer: D) Serviceability

Serviceability is the dimension of product quality that refers to the rate at which a product can be repaired.

10. An automobile product has been used for a very long time, but it still provides the best performance with minimal breakdowns. Which product quality dimension is applied here?

Answer: B) Durability

The product quality dimension used in this instance is durability. Durability refers to a product's capacity to survive wear, tear, and usage over time while maintaining its performance with minimal failures.

11. Which of the following service quality dimensions covers the physical aspects of services, especially the visual appearance of facilities?

Answer: A) Tangibles

Tangibles is the service quality dimension that covers the physical aspects of services, particularly the visual appearance of facilities.

12. What does the 'empathy' service quality dimension cover?

• It covers the fact that the services should be delivered accurately
• It covers the trust and confidence relationship between you and the customer
• It covers understanding customer needs and addressing them with care and attention
• It covers the physical aspects of services

Answer: C) It covers understanding customer needs and addressing them with care and attention

The Empathy dimension of service quality covers understanding customer needs and addressing them with care and attention.

13. Which of the following service quality dimensions involves building trust and confidence between your staff and customers?

• Responsiveness

Answer: A) Assurance

The assurance dimension focuses on establishing trust, credibility, and confidence in the service offered by skilled staff members.

14. Which of the following is not considered the 'pillar of TQM'?

• Customer focus
• Employee involvement
• Continuous improvement
• Stakeholders' management

Answer: D) Stakeholders' management

Stakeholders' management is not commonly seen as one of the key pillars of Total Quality Management (TQM).

15. Which of the following types of management involves the management of the flow of goods and services?

• Total quality management
• Supply chain management
• Sales management
• Traditional management

Answer: B) Supply chain management

Supply chain management is the management of the movement of goods and services from point of origin to point of consumption, which includes a variety of procedures such as procurement, production, and distribution.

16. Which of the following TQM techniques is a Japanese word that means 'continuous improvement' in English?

• Benchmarking
• Pareto analysis

Answer: A) Kaizen

Kaizen is a Japanese concept that means "continuous improvement," and it involves implementing little, incremental improvements to processes over time to improve efficiency and quality.

17. What do you mean by benchmarking technique?

• Benchmarking is a technique that involves comparing processes with market competitors to provide relative performance
• Benchmarking is a technique that helps identify the best solution for the system
• Benchmarking is a technique that evaluates the current performance

Benchmarking is a technique that compares processes to market competitors to offer similar results. It is a way of comparing numerous aspects of an organization's processes, goods, or services against those of industry leaders. Organizations can identify growth opportunities and learn from the best practices of others in the sector by doing so.

18. Which of the following techniques involves identifying and prioritizing the important factors that are causing issues in a process?

• 5 whys Analysis
• Pareto Analysis
• Quality circles

Answer: C) Pareto Analysis

Pareto analysis is identifying and prioritizing the critical elements producing problems in a process. It is based on the Pareto Principle, often known as the 80/20 rule, which claims that about 80% of effects are caused by 20% of the causes.

19. Does the Six Sigma technique improve the quality of the process?

Answer: A) True

Six Sigma is an approach based on data that focuses on increasing process output quality by identifying and eliminating the sources of errors.

20. Which of the following types of improvement involves minimal improvement processes or a lack of active involvement?

• Passive improvement
• Steady improvement
• Unsteady improvement

Answer: A) Passive improvement

Passive improvement involves minimally improving processes or a lack of active involvement.

21. Are continual improvement and steady improvement both the same?

• No, they are not the same
• Yes, they are the same
• Yes, they are similar, but their approaches are different

Answer: C) Yes, they are similar, but their approaches are different

Although the ideals of continuous development and steady progress are similar, their approaches differ. Continuous improvement indicates the process's continuing and iterative nature, whereas steady improvement focuses on consistent and stable development.

22. Which of the following is considered to have the highest degree of quality concerning TQM?

• Process-oriented system
• Meeting customer expectations and industry standards

Answer: C) Meeting customer expectations and industry standards

In terms of TQM, meeting industry standards and customer expectations is regarded as the highest level of quality.

23. Which of the following is not considered a barrier to TQM?

• Short-term thinking
• Lack of leadership support
• Lack of employee training
• Employee empowerment

Answer: D) Employee empowerment

The Empowerment of employees is not usually seen as a barrier to TQM. Indeed, it's frequently considered a TQM advantage. Employee empowerment encourages a sense of duty and ownership among staff members.

24. According to TQM, should the focus be on long-term goals or short-term goals?

• Long-term goals
• Short-term goals

Answer: A) Long-term goals

According to Total Quality Management (TQM), the primary focus should be on long-term goals.

25. What is the full form of PDCA?

• Plan-doing-complete-actions
• Proper-delivery-complete-actions
• Plan-do-check-at
• Primary-delivery-course-actions

Answer: C) Plan-do-check-at

PDCA is a four-step management method used for the control and continuous improvement of processes and products. It involves planning, implementing, checking results, and acting.

26. An organization's purpose, guiding principles, and essential goals are described in its ____ statement.

• Vision statements
• Customer statements
• Employee statements
• Mission statements

Answer: D) Mission statements

An organization's purpose, guiding principles, and essential goals are described in its mission statement.

27. Which of the following is not considered in the Six Sigma technique?

Answer: B) Improve

The Six Sigma methodology does not include the customer as one of its primary phases. DMAIC, Define, Measure, Analyze, and Improve Control.

28. Does the vision statement describe the long-term goals of the organization?

A vision statement represents an organization's long-term objectives and aspirations in a forward-thinking manner.

29. Which of the following is not a key element of the supplier statement?

• Focusing on a positive work environment
• Communicates the requirements to its supplier
• Outline the product delivery

Answer: A) Focusing on a positive work environment

It is not essential for a supplier statement to emphasize a positive work environment. Supplier statements serve as a primary means of communicating to suppliers what an organization expects and requires from them, including standards for product delivery, service standards.

30. What is the full form of CTQ?

• Complete turn quality
• Critical quality
• Critical to quality
• Complete time quality

Answer: C) Critical to quality

CTQ stands for critical to quality. This term is mainly used with Six Sigma and quality management, which means to identify the critical parameters that are most important to the customer's requirements and satisfaction.

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Is Your AI-First Strategy Causing More Problems Than It’s Solving?

• Oguz A. Acar

Consider a more balanced and thoughtful approach to AI transformation.

The problem with an AI-first strategy lies not within the “AI” but with the notion that it should come “first” aspect. An AI-first approach can be myopic, potentially leading us to overlook the true purpose of technology: to serve and enhance human endeavors. Instead, the author recommends following 3Ps during an AI transformation: problem-centric, people-first, and principle-driven.

From technology giants like Google to major management consultants like McKinsey , a rapidly growing number of companies preach an “AI-first” strategy. In essence, this means considering AI as the ultimate strategic priority , one that precedes other alternative directions. At first glance, this strategy seems logical, perhaps even inevitable. The figures speak for themselves: the sheer volume of investment flowing into AI technologies shows the confidence levels in an increasingly AI-driven future.

• Oguz A. Acar is a Chair in Marketing at King’s Business School, King’s College London.

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