Publisher: 925 N. Spurgeon Street, Santa Ana, CA 92701 Phone: 714-547-9625 Fax: 714-547-5777 F in a l E xa m in a ti o nAuthors: Text: 12/14 Modern Management: Concepts and Skills Twelfth Edition, 2012 ISBN-13: 9780132176316 Samuel C. Certo and S. Trevis Certo Pearson Prentice Hall BAM 562 Modern Management All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system without written permission from the publisher, except for the inclusion of brief quotation in review. Copyright © 2014 by California Coast University Final Examination 5 BAM 562 Modern Management 1. When devising goals for his team to achieve, which of the following points should Kevin consider most important? a. Organizational goals b. His career goals c. Individual abilities d. Internal politics e. Employee goals 2. ________ resources refer to the machines used during the manufacturing process. a. Technology b. Monetary c. Capital d. Raw material e. Hardware 3. Ben is a manager at Transit Logistics, a logistics company involved in transportation and stor age. He is in charge of monitoring the schedules of the truck drivers who transport the goods. In this scenario, the capital resource of the organization is the ________. a. work-schedule b. transported goods c. trucks d. drivers e. Ben 4.Which of the following situations demonstrates effectiveness but not efficiency? a. Workers at MNS worked overtime for two weeks, but were unable to achieve the ir target production. b. Managers at MNS aimed to complete a particular project by August, but only completed it in September. c. The manager told Stella to do a report, even though Ray was better qualified for the task. However, Stella managed it successfully. d. Following a number of layoffs, Gianna’s team was very demotivated and hence the performance of the department suffered. e. MNS aimed to complete construction of the new plant in two weeks, but a workers’ strike delayed construction. Multiple Choice Questions (Enter your answers on the enclosed answer sheet) 6 Final Examination BAM 562 Modern Management 5. Managerial efficiency is the proportion of total organizational resources that contribute to productivity during the manufacturing process. The ________ this proportion, the more ________ the manager. a. higher; inefficient b. higher; efficient c. lower; effective d. lower; efficient e. higher; ineffective 6. Management principles are considered to be universal because _________. a. production processes and strategies remain the same across organizations b. employees in all organizations have the same skill sets c. all organizations have the same organizational hierarchy d. the activities of ...

1. Publisher:
925 N. Spurgeon Street, Santa Ana, CA 92701 Phone: 714-
547-9625 Fax: 714-547-5777
F
in
a
l E
xa
m
in
a
ti
o
nAuthors:
Text:
12/14
Modern Management: Concepts and Skills
Twelfth Edition, 2012
ISBN-13: 9780132176316
Samuel C. Certo and S. Trevis Certo

2. Pearson Prentice Hall
BAM 562
Modern Management
All rights reserved. No part of this book may be reproduced or
transmitted
in any form or by any means, electronic or mechanical,
including photocopying,
recording or by any information storage and retrieval system
without written
permission from the publisher, except for the inclusion of brief
quotation
in review.
Copyright © 2014 by California Coast University
Final Examination
5
BAM 562 Modern Management
1. When devising goals for his team to achieve, which of the
following points should Kevin
consider most important?

3. a. Organizational goals
b. His career goals
c. Individual abilities
d. Internal politics
e. Employee goals
2. ________ resources refer to the machines used during the
manufacturing process.
a. Technology
b. Monetary
c. Capital
d. Raw material
e. Hardware
3. Ben is a manager at Transit Logistics, a logistics company
involved in transportation and stor
age. He is in charge of monitoring the schedules of the truck
drivers who transport the goods. In
this scenario, the capital resource of the organization is the
________.
a. work-schedule
b. transported goods
c. trucks
d. drivers
e. Ben
4.Which of the following situations demonstrates effectiveness
but not efficiency?
a. Workers at MNS worked overtime for two weeks, but were
unable to achieve the ir target
production.
b. Managers at MNS aimed to complete a particular project by

4. August, but only
completed it in September.
c. The manager told Stella to do a report, even though Ray was
better qualified for the
task. However, Stella managed it successfully.
d. Following a number of layoffs, Gianna’s team was very
demotivated and hence the
performance of the department suffered.
e. MNS aimed to complete construction of the new plant in two
weeks, but a workers’
strike delayed construction.
Multiple Choice Questions (Enter your answers on the enclosed
answer sheet)
6
Final Examination
BAM 562 Modern Management
5. Managerial efficiency is the proportion of total
organizational resources that contribute to
productivity during the manufacturing process. The ________
this proportion, the more
________ the manager.
a. higher; inefficient
b. higher; efficient
c. lower; effective
d. lower; efficient
e. higher; ineffective
6. Management principles are considered to be universal

5. because _________.
a. production processes and strategies remain the same across
organizations
b. employees in all organizations have the same skill sets
c. all organizations have the same organizational hierarchy
d. the activities of planning, organizing, influencing, and
controlling are the same across
organizations
e. organizational goals and methods do not change from
organization to organization
7. Nathan is the plant manager for Arwen Manufacturing.
Though he does not work hands-on on
the manufacturing process, he needs to know the ins and outs
of the processes, so that he can
guide his employees effectively and step in to help if
necessary. According to Katz, this involves
developing Nathan’s ________ skills.
a. technical
b. moral
c. conceptual
d. human
e. interpersonal
8. In an organization, task-related activities include ________.
a. empowering others to solve problems
b. consulting when making decisions
c. providing recognition for achievements and contributions
d. encouraging innovative thinking
e. short-term planning

6. Final Examination
7
BAM 562 Modern Management
9. ________ skills are very important to managers at the lower,
middle and top levels.
a. Human
b. Conceptual
c. Technical
d. Tactical
e. Strategic
10. Which of the following is the correct representation of the
stages in a career?
a. Exploration; Maintenance; Establishment; Decline
b. Establishment; Exploration; Maintenance; Decline
c. Establishment; Plateauing; Exploration; Maintenance
d. Establishment; Maintenance; Plateauing; Decline
e. Exploration; Establishment; Maintenance; Decline
11. People in the ________ stage may find it difficult to
maintain prior performance levels, perhaps
because they have lost interest in their careers or have
failed to keep their job skills up-to-
date.
a. decline
b. establishment
c. maintenance
d. exploration
e. plateauing

7. 12. Under classical management theory, comprehensive analysis
of management concerns the
management function as a whole. The primary contributor
to this category was ________.
a. Frederick W.Taylor
b. Frank Gilbreth
c. Ludwig von Bertalanffy
d. Henry L. Gantt
e. Henri Fayol
13. F.W. Taylor’s approach was unpopular with workers and
unions because they feared that
reengineering their jobs would lead to ________.
a. an increase in quality
b. a decrease in productivity
c. lower piecework rates
d. longer work days
e. workers losing their jobs
8
Final Examination
BAM 562 Modern Management
14. The Gilbreths aimed to increase worker efficiency by
________.
a. encouraging teamwork rather than individual work
b. reducing the number of movements taken to accomplish a
task

8. c. enforcing minimum criteria for the types of workers hired
for a job
d. instituting the piece-rate system for remuneration
e. understanding what motivates employees to complete a task
15. Gantt believed in worker compensation that corresponded to
production through the piece
rate system, as well as the ________ system when
production exceeded the quota.
a. interest
b. pension
c. staggered
d. bonus
e. profit
16. One of the general principles of management explained by
Fayol is “unity of command.” What
does this principle mean?
a. All employees should be treated as equally as possible.
b. All workers should be given the same orders by managers.
c. The interests of one person should take priority over the
interests of the organization.
d. Workers should receive orders from only one manager.
e. The entire organization should be moving toward a common
objective.
17. Each manager in an organization possesses certain amounts
of authority. For example, the
president possesses the most authority; the first-line
supervisor, the least. According to Fayol,
this is known as ________.
a. scalability of tenure
b. unity of command

9. c. the scalar chain
d. decentralization
e. esprit de corps
18. The purpose of the bank wiring observation room
experiment, which is one of the phases of
the Hawthorne studies, was to analyze ________.
a. social relationships in a work group
b. the most basic movements necessary to achieve a task
c. the impact of scientifically designed jobs on worker
efficiency
d. system improvements through task-scheduling innovation
e. the impact of unity of command in terms of productivity
Final Examination
9
BAM 562 Modern Management
19. The Hawthorne Studies sparked the ________, a people-
oriented approach to management in
which the interaction of people in organizations is studied
to judge its impact on
organizational success.
a. behavioral study movement
b. human relations movement
c. motion studies initiative
d. scientific management movement
e. “one best way” model
20. A human is an example of a(n) ________ system. Constant

10. interaction with the environment
influences the person’s state of existence and future.
a. conditional
b. static
c. inert
d. closed
e. open
21. Which of the following statements is true about corporate
social responsibility?
a. It is the managerial obligation to abide to societal laws when
pursuing organizational
goals.
b. It is the managerial obligation to cater to the needs of the
stockholders, while abiding
by the laws of the society.
c. It is the managerial obligation to ensure ethical decision-
making in an organization to
benefit its customers.
d. It is the managerial obligation to ensure the accountability of
certain individuals in an
organization through mechanisms that try to reduce
or eliminate the principal-agent
problem.
e. It is the managerial obligation to take action that protects
and improves both the
welfare of society as a whole and the interests of the
organization.
22. Organizing for social responsibility activities entails
________.
a. making things happen as they were planned to happen
b. establishing for all organizational resources logical uses that

11. emphasize the attainment
of the organization’s social objectives
c. determining how the organization will achieve its social
responsibility objectives
d. guiding the activities of organization members to help attain
the organization’s social
responsibility objectives
e. determining and reporting progress in the attainment of
social responsibility objectives
10
Final Examination
BAM 562 Modern Management
23. ________ is defined as the management process of guiding
the activities of organization
members to help attain organizational objectives.
a. Organizing
b. Influencing
c. Controlling
d. Planning
e. Implementing
24. Which of the following activities performed by an
organization indicates that it is conducting a
social responsibility measurement in the social investment
area?
a. Putting in money and human resources to solve community
social problems
b. Conducting studies to pinpoint social problems

12. c. Ensuring worker safety
d. Participating in long-range community planning
e. Dealing fairly with employees and customers
25. Individuals following the ________ act in a way that results
in the greatest good for the
greatest number of people.
a. golden rule
b. deontological principle
c. Kantian principle
d. utilitarian principle
e. virtue ethics principle
26. Which of the following actions suggests that an individual is
following Kant’s categorical
imperative?
a. Acting in a way you would expect others to act toward you.
b. Acting in a way that the action taken under the
circumstances could be a universal law
of behavior.
c. Acting in a way that results in the greatest good for the
greatest number of people.
d. Taking actions that abide by the laws of the state.
e. Taking actions that would be viewed as proper by a
disinterested panel of professional
peers.
Final Examination
11
BAM 562 Modern Management

13. 27. Brenda works as an accountant in a software firm. She
notices that the company has inflated
its balance sheet to show profits, when in reality it is under
loss. Brenda reports this
inconsistency to the CFO and then to the local authorities,
when the CFO refused to take
action. Which of the following explains Brenda actions?
a. Crowdsourcing
b. Pharming
c. Phishing
d. Whistle-blowing
e. Shoulder surfing
28. Which of the following is true regarding the majority and
minority groups in an organization?
a. The majority group has more people than the minority group.
b. The minority group possesses decision-making power in
most organizations.
c. The majority group in any organization lacks social status
and acceptance.
d. The minority group can have more people than the majority
group.
e. The top management constitutes a minority group that
commands decision-making
power.
29. Which of the following is an advantage of a diverse
workforce?
a. Decreased costs
b. Decreased innovation
c. Decreased market share
d. Less resilience to change

14. e. Lower productivity
30. Treating an issue, person, or behavior unjustly or
inequitably on the basis of prejudices is
known as ________.
a. stereotyping
b. discrimination
c. tokenism
d. xenocentrism
e. ethnocentrism
31. Perceptions about the sexes based on what society believes
are appropriate behaviors for men
and women are ________.
a. indications of ethnocentrism
b. a result of bicultural stress
c. gender-role stereotypes
d. sources of pluralism
e. instances of sexual harassment
12
Final Examination
BAM 562 Modern Management
32. The approach to cultural diversity that most closely
parallels affirmative action policies is the
________ approach.
a. golden rule
b. righting-the-wrongs

15. c. assimilation
d. multicultural
e. culture-specific
33. The multicultural approach ________.
a. gives employees the opportunity to develop an appreciation
for both differences of
culture and variations in personal characteristics
b. creates a homogeneous culture that suppresses the creativity
and diversity of views that
could benefit the organization
c. pressures employees who do not belong to the dominant
culture to conform
d. advocates shaping organization members to fit the existing
culture of the organization
e. addresses past injustices experienced by a particular group
34. In the area of diversity, controlling involves ________.
a. establishing task forces or committees to explore issues and
provide ideas
b. carefully choosing work assignments to support the career
development of all
employees
c. evaluating the extent to which diversity goals are being
achieved
d. the evaluation activities necessary to assess the diversity
efforts
e. the selection of the diversity training programs for the
organization
35. In the ________ stage, managers are unaware of behaviors
they engage in that are problematic
for members of other groups.

16. a. unconscious competence
b. controlled competence
c. conscious competence
d. conscious incompetence
e. unconscious incompetence
Final Examination
13
BAM 562 Modern Management
36. The different types of organizations in ascending order of
the extent of involvement in the
international arena are ________.
a. international, transnational, domestic, multinational
b. domestic, multinational, transnational, international
c. multinational, domestic, transnational, global
d. domestic, international, multinational, transnational
e. transnational, international, multinational, domestic
37. An organization that has significant operations in more than
one country, disregards national
boundaries and is guided by a common strategy from a
corporation center is a(n) ________.
a. transnational organization
b. global organization
c. domestic organization
d. multinational corporation
e. international corporation
38. Which of the following is a characteristic of domestic

17. management?
a. Widely disparate economic conditions
b. National markets varying greatly in population and area
c. Markets at different stages of the industrial revolution
d. People living in similar value systems
e. Different national sovereignties
39. The process of bringing individuals who have been working
abroad back to their home country
and reintegrating them into the organization’s home-
country operations is called ________.
a. expatriation
b. emigration
c. immigration
d. polycentrism
e. repatriation
14
Final Examination
BAM 562 Modern Management
40. International planning in the area of ________ emphasizes
reaching organizational objectives
through the purchase of the operating assets of another
company in a foreign country.
a. direct investing
b. exporting
c. license agreements
d. importing

18. e. joint venture
41. An international market agreement is ________.
a. an agreement between an importer from one country and an
exporter from another
b. an arrangement among a cluster of countries that facilitates a
high level of trade among
these countries
c. an agreement between a multinational company and its
franchisees in a number of
countries
d. a joint venture between two companies who want to enter
markets in the other country
e. an international import deal between two countries
42. A Canada-based shoe manufacturing company in Malaysia
has hired a Malaysian manager
to manage it, because the company’s CEO believes that the
manager will understand the
situation and manage the plant better than any foreign
manager. This company is said to have
a(n) ________ attitude.
a. polycentric
b. geocentric
c. gynocentric
d. ethnocentric
e. egocentric
43. All of the English teachers at Springfield High School
jointly developed and agreed on the
standards that students must achieve in order to graduate to
the next grade. This is an
example of ________.

19. a. consensus
b. intuitive decision making
c. rules of thumb
d. bounded rationality
e. groupthink
Final Examination
15
BAM 562 Modern Management
44. Which of the following is the final step in the decision-
making process?
a. Identify organizational objectives
b. Gather feedback to find out if the problem is solved
c. Take action
d. Select the most beneficial alternative
e. Implement the selected alternative
45. ________ refers to situations where the probability that a
particular outcome will occur is not
known in advance.
a. Unrealistic optimism
b. Heuristics
c. Risk
d. Hazard
e. Uncertainty
46. ________ refers to the likelihood that an event or outcome
will actually occur.

20. a. Ratio
b. Surety
c. Probability
d. Bias
e. Brainstorming
47. The phenomenon of compromising the quality of a decision
to maintain relationships within a
team is referred to as ________.
a. groupthink
b. scapegoating
c. crowdsourcing
d. brainstorming
e. doublethink
48. The nominal group technique of decision-making begins
with ________.
a. the entire group discussing their ideas simultaneously
b. group members writing down individual ideas on the matter
being discussed
c. members writing their ideas on a board for all other members
to see
d. a secret ballot which allows members to support their
favorite ideas without fear
e. members presenting their individual ideas orally
16
Final Examination
BAM 562 Modern Management

21. 49. Which of the following is true about strategy?
a. Smaller organizations are more precise than large
organizations in developing
organizational strategy in order to meet their goals
sooner.
b. Strategy is a general plan developed to reach short-term
goals.
c. Organizational strategy focuses on the marketing and
financial aspects of a business.
d. Strategy is actually the end result of strategic planning.
e. Research and development are not a part of an organization’s
strategy.
50. The last step in the strategic management process is
________.
a. establishment of an organizational direction
b. strategic control
c. strategy formulation
d. strategy implementation
e. environmental analysis
51. Lobbying efforts by interest groups and progress on the
passage of laws are examples of the
________ component of the general environment.
a. legal
b. international
c. technological
d. political
e. social
52. Which of the following strategy formulation tools was
deliberately designed to be more

22. complete than the BCG Growth-Share Matrix?
a. The critical questions analysis
b. The GE Multifactor Portfolio Matrix
c. Environmental analysis
d. SWOT analysis
e. Porter’s Model for Industry Analysis
53. The Razzmatazz Group of companies plans to launch a new
flavor of crackers that is distinct
and unusual. Which of the following strategies is the
company following to become more
competitive?
a. Cost leadership
b. Divestiture
c. Focus
d. Stability
e. Differentiation
Final Examination
17
BAM 562 Modern Management
54. ________, the fourth step of the strategic management
process, is putting formulated
strategies into action.
a. Strategic control
b. Strategy implementation
c. Strategic feedback
d. Environmental analysis

23. e. Strategy formulation
55. ________ is the ability to provide the organizational
resources necessary to implement a
strategy.
a. Interacting skill
b. Monitoring skill
c. Tactical skill
d. Organizing skill
e. Allocating skill
56. A firm’s ability to undertake an action is referred to as
________.
a. competitor motivation
b. competitor capability
c. strategic ability
d. competitor awareness
e. differentiation
57. Which of the following plans focuses on organizational
situations that occur repeatedly?
a. Intermediate plan
b. Standing plan
c. Single-use plan
d. Budgetary plan
e. Programmed plan
58. A company announces in a memo that smoking will not be
allowed on the premises. This
statement is an example of a ________.
a. rule
b. policy

24. c. program
d. program
e. budget
18
Final Examination
BAM 562 Modern Management
59. Which of the following is a planning device as well as a
strategy for organizational control?
a. Rule
b. Policy
c. Program
d. Procedure
e. Budget
60. The salesforce estimation method is a ________ method of
sales forecasting.
a. qualitative
b. quantitative
c. focus group
d. hall test
e. survey
61. Sales during the ________ stage is typically due to the need
to replace a worn-out product.
a. maturity
b. introduction
c. decline

25. d. growth
e. saturation
62. What can managers do to prevent products from entering the
decline stage?
a. They can increase the advertising product.
b. They can improve the product quality.
c. They can increase the price of the product.
d. They can reduce the sales promotion.
e. They can reduce the product features.
63. Which of the following is true regarding Gantt charts?
a. Resource to be scheduled is plotted on the horizontal axis
b. Time is plotted on the vertical axis
c. It is essentially a bar graph
d. Does not establish realistic worker output standards
e. Does not provide an overview of the use of organizational
resources
Final Examination
19
BAM 562 Modern Management
64. According to Fayol’s guidelines for organizing resources,
you should ________.
a. not use sanctions against faults and errors
b. make extensive use of regulations and paperwork
c. not link rewards to performance
d. recognize the unity of command

26. e. establish multiple guiding authorities
65. Which of the following is one of the three main components
of the management system that
Weber termed a bureaucracy?
a. A flat organizational structure
b. Emphasis on the human variable
c. Close, personal relations among organization members
d. A clearly outlined organizational hierarchy
e. Minimum regulations and paperwork
66. Traditionally, an organization chart is constructed in
________ form.
a. Hyperbolic tree
b. Spider diagram
c. Pyramid
d. Radial tree
e. Pie-diagram
67. According to the contingency viewpoint to designing span
of management, the appropriate
span of management narrows when ________.
a. subordinates are physically located close to one another
b. subordinates are carrying out simple functions
c. subordinates’ activities need to be synchronized carefully
d. the activities performed by supervised individuals are
similar
e. the manager spends little time on planning activities
68. According to the contingency viewpoint to designing span
of management, which of the
following situations would warrant a relatively wide span of
control?

27. a. Supervising a team of factory workers sewing buttons onto
shirts
b. Managing a virtual team of engineers spread across several
countries
c. Managing a highly interdependent production team
d. Supervising a team of scientists engaged in complex research
work
e. Managing and coordinating the activities of a marketing
team
20
Final Examination
BAM 562 Modern Management
69. In the context of forces influencing formal structure, the
customers and suppliers of the
management system, along with existing political and social
structures constitute the forces
in the ________.
a. manager
b. environment
c. subordinates
d. task
e. activity
70. When properly designed, job descriptions ________.
a. encourage job sharing among employees
b. encourage the application of socio-technical systems
principles to the humanization of

28. work
c. communicate job content to employees
d. encourage job rotation among employees
e. increase the number of tasks associated with the job
71. Which of the following is NOT one of the four key
dimensions for appraising manager
responsibility?
a. Behavior with upper management
b. Behavior with other groups
c. Behavior with subordinates
d. Personal attitudes and values
e. Behavior with stockholders
72. The most significant factor in determining whether an
organization will have staff personnel is
________.
a. the nature of the products and service produced
b. the size of the organization
c. the type of industry
d. the degree of centralization in the organization
e. the qualifications of the workers
73. When staff personnel are viewed as suppliers and line
personnel as customers, staff personnel
are performing the ________ role.
a. advisory
b. counseling
c. administrative
d. control
e. service

29. Final Examination
21
BAM 562 Modern Management
74. The three steps in the delegation process are ________.
a. assign specific duties, grant authority, and create
responsibility
b. assign responsibility, create accountability, and assign
specific duties
c. create responsibility, grant authority, and promote
acceptance
d. assign specific duties, create responsibility, and promote
acceptance
e. create accountability, promote acceptance, and facilitate
performance
75. Which of the following is an advantage of delegation?
a. It helps supervisors to hide their professional inadequacies.
b. It frees up the supervisor to perform other organizational
tasks.
c. It significantly reduces the amount of time taken to complete
a task.
d. It provides employees with a false sense of authority.
e. It allows the supervisor to forgo personal responsibility for
delegated tasks.
76. A structural change ________.
a. ensures appropriate functioning of technology
b. makes the change appealing to employees
c. works by changing controls that influence organization

30. members
d. increases the division of labor
e. develops the skills of the people
77. The managerial grid proposes that various managerial styles
can be described by a manager’s
concern for ________.
a. customers and company
b. quantity and quality
c. production and people
d. power and acceptance
e. profit maximization and revenue maximization
78. Which of the following is a key characteristic of the
compromising strategy used to resolve
conflicts?
a. A solution that gives the parties part of what they wanted
b. Complex procedures for decision making
c. Strong win-win orientation
d. Use of legitimate power and authority
e. Low involvement of managers and supervisors
22
Final Examination
BAM 562 Modern Management
79. To minimize the negative effects of the perceptual
differences of receivers on interpersonal
communication, managers should ________.

31. a. communicate only when they have the total attention of the
destination
b. try to send messages with precise meanings
c. use verbal communication instead of visual communication
d. preferably communicate using casual terms and references
e. use low involvement channels for communication
80. Which of the following observations is consistent with the
“ten commandments of good
communication”?
a. Always plan communications with the past in mind.
b. Convey as much information as possible in each
communication.
c. Focus more on the content than the overtones in
communication.
d. All communications should be planned by the sender alone.
e. Avoid communication if the receiver cannot perceive it
correctly.
81. Which of the following statements is true regarding
nonverbal communication?
a. Verbal and nonverbal communications are not mutually
exclusive in most cases.
b. It is highly consistent with verbal communication.
c. Contrary to popular belief, nonverbal communication does
not include vocal tones.
d. It has little influence on the total effect of communication.
e. It cannot be used to encode and transmit thoughts.
82. Which of the following is the major reason for the
establishment of informal communication
networks?
a. Desire for information that is not furnished formally

32. b. Lack of formal organizational communication channels
c. Lack of necessary rules and regulations within the
organization
d. Inability of managers to communicate effectively
e. Vertical nature of the organizational structure
83. The most fundamental motivation theory that begins with an
individual feeling a need is
________.
a. Porter-Lawler theory
b. equity theory
c. ERG theory
d. needs-goal theory
e. Herzberg’s two-factor theory
Final Examination
23
BAM 562 Modern Management
84. If an individual is driven to get respect from others,
according to Maslow the person is being
motivated by ________.
a. self-actualization needs
b. security needs
c. esteem needs
d. social needs
e. physiological needs
85. Which of the following are the three basic categories of
needs identified by Clayton Alderfer in

33. his ERG theory?
a. Esteem, recognition, and goal
b. Existence, relatedness, and growth
c. Esteem, relatedness, and goal
d. Existence, recognition, and growth
e. existence, relatedness, and goal
86. In Alderfer’s ERG theory, ________ need refers to the need
for continuing personal
development.
a. existence
b. relatedness
c. esteem
d. emotional
e. growth
87. In Likert’s Management System, which style of management
is characterized by complete
trust and confidence in subordinates?
a. System 5
b. System 2
c. System 1
d. System 3
e. System 4
88. Which of the following is one of the characteristics of a
group as used in management-related
discussions?
a. A group is simply a gathering of people.
b. Groups always work toward the accomplishment of an
organizational goal.
c. Groups are characterized by occasional communication

34. among members over time.
d. A group consists of members who are psychologically aware
of one another.
e. A group must consist of 5 or more people.
24
Final Examination
BAM 562 Modern Management
89. Which of the following statements about a group is true?
a. They are characterized by occasional communication among
members over time and a
size small enough to permit face-to-face
communication.
b. Groups invariably cause desirable consequences within the
organization.
c. The most common technique for accomplishing work through
people is dividing them
into work groups.
d. Groups are a simple gathering of people consisting of 5 or
more people.
e. Groups exist only in some organizational structures.
90. Formal groups that handle routine activities and are outlined
on an organization chart are
called ________.
a. work teams
b. committees
c. task groups
d. command groups

35. e. transitory groups
91. A collection of individuals whose common work
experiences result in the development
of a system of interpersonal relationships that extend
beyond those established by
management is a/an ________.
a. informal group
b. committee
c. work team
d. task group
e. command group
92. Which of the following is considered a people-related factor
that leads to effective
team performance?
a. Proper technical direction and leadership
b. High power struggle within the team
c. Organizational stability and job security
d. Stable goals and priorities
e. Mutual trust and team spirit
Final Examination
25
BAM 562 Modern Management
93. According to the time-pressure/creativity matrix, people
who feel as if they are on
autopilot ________.

36. a. believe that they are doing important work and report feeling
positively
challenged by and involved in the work
b. receive little encouragement from senior management to be
creative
c. show creative thinking that is equally oriented toward
identifying problems and
generating or exploring ideas
d. tend to collaborate with one person rather than with a group
e. focus on one activity for a significant part of the day because
they are undis
turbed or protected
94. ________ ideas are ideas that focus on invention relating to
the way in which the
organization is supervised.
a. Service
b. Process
c. Management
d. Technology
e. Product
95. Which of the following is one of the possible creative ideas
for enhancing
organizational success based on Crosby’s thoughts on total
quality management?
a. Drive out fear of reporting mistakes
b. Publish quality goals for all workers so they know exactly
what they are
expected to do.
c. Build teams (not just individuals) that focus on quality.
d. Dedicate the quality management function to measuring
conformance to
requirements and reporting and differences

37. accurately.
e. Encourage self-development of workers as more useful
players in maintaining
quality.
96. The total power a manager possesses is made up of two
different kinds of power:
________.
a. position power and personal power
b. authority and responsibility
c. authority and accountability
d. ownership power and skill power
e. social power and reward power
Final Examination
26
BAM 562 Modern Management
97. Information required for decisions related to operational
control should ________.
a. emphasize the future
b. provide an aggregate without going into the details
c. primarily contain historical data
d. come largely from external sources
e. be well defined and narrow
98. ________ decisions relate to obtaining and effectively and
efficiently using the organizational
resources necessary to reach organizational objectives.

38. a. Strategic control
b. Strategic planning
c. Management control
d. Operational control
e. Operational planning
99. Information ________ refers to the degree to which the
information represents reality.
a. quantity
b. quality
c. scope
d. appropriateness
e. timeliness
100. The quality of the IS refers to ________.
a. the accuracy of the information
b. the relevance of the information
c. its ease of use
d. the profi ciency of the users
e. its cost
Read attached essay and Write a subjective (your thoughts)
essay over what you have read. Do not repeat the story, I
already know it. Detail your reaction to the reading.
1 page single spaced

39. Records of the Assistant Commissioner for the State of
Tennessee
Bureau of Refugees, Freedmen, and Abandoned Lands, 1865-
1869
National Archives Microfilm Publication M999, roll 34
"Reports of Outrages, Riots and Murders, Jan. 15, 1866 - Aug.
12, 1868"
The Memphis riot began on May 1, 1866, when the horse-drawn
carriages of a black man and a white
man collided. Fighting broke out as a group of black soldiers
from nearby Fort Pickering tried to
intervene to stop the arrest of the black man by the mainly
Irish-American police. Passions escalated
into three days of racially motivated violence between the
police and black residents of Memphis. When
peace was restored, forty-six blacks and two whites had been
killed, five black women raped, and
hundreds of black homes, schools and churches had been
vandalized or destroyed. The following is the
report of an investigation into the riot prepared for General
Oliver Otis Howard, Commissioner of the
Bureau of Refugees, Freedmen and Abandoned Lands.

40. Memphis, Tenn. May 22 '66
Maj. Genl. O. O. Howard
Commissioner B. R. F. & A. L.
Washington, D. C.
General,
In accordance with the instructions contained in S. O. No. 64,
Ex. II, War Dept., B. R. F. & A. L. dated
Washington, D. C. May 7, 1866 and your letter of "confidential
instructions" of the same date, I have the
honor herewith to submit a report of an investigation of the late
riots in Memphis.
I reached Memphis May 11th and I found General Fisk, the
Asst. Commissioner for Ky. And Tenn.
here. He had already directed his Inspector General Col. C. T.
Johnson to institute an investigation and I
found the Colonel had commenced his work and was well
advanced.
At the suggestion of General Fisk I immediately conferred with
Colonel Johnson and we determined to
make a joint investigation and report. We have taken some
affidavits and as many more could have been
procured if we could have taken the time.

41. I have the honor to be
Very Respectfully
Your Obdt. Servant
(sd) T. W. Gilbreth
Aid-de-Camp
Report of an investigation of the cause, origin, and results of
the late riots in the city of Memphis
made by Col. Charles F. Johnson, Inspector General States of
Ky. And Tennessee and Major T.
W. Gilbreth, A. D. C. To Maj. Genl. Howard, Commissioner
Bureau R. F. & A. Lands.
The remote cause of the riot as it appears to us is a bitterness of
feeling which has always existed
between the low whites & blacks, both of whom have long
advanced rival claims for superiority, both
being as degraded as human beings can possibly be.
In addition to this general feeling of hostility there was an
especial hatred among the city police for the
Colored Soldiers, who were stationed here for a long time and
had recently been discharged from the
service of the U. S., which was most cordially reciprocated by
the soldiers.

42. This has frequently resulted in minor affrays not considered
worthy of notice by the authorities. These
causes combined produced a state of feeling between whites and
blacks, which would require only the
slightest provocation to bring about an open rupture.
The Immediate Cause
On the evening of the 30th April 1866 several policemen (4)
came down Causey Street, and meeting a
number of Negroes forced them off the sidewalk. In doing so a
Negro fell and a policeman stumbled
over him. The police then drew their revolvers and attacked the
Negroes, beating them with their pistols.
Both parties then separated, deferring the settlement by mutual
consent to some future time (see affidavit
marked "A"). On the following day, May 1st, during the
afternoon, between the hours of 3 and 5, a
crowd of colored men, principally discharged soldiers, many of
whom were more or less intoxicated,
were assembled on South Street in South Memphis.
Three or four of these were very noisy and boisterous. Six

43. policemen appeared on South Street, two of
them arrested two of the Negroes and conducted them from the
ground. The others remained behind to
keep back the crowd, when the attempt was made by several
Negroes to rescue their comrades. The
police fell back when a promiscuous fight was indulged in by
both parties.
During this affray one police officer was wounded in the finger,
another (Stephens) was shot by the
accidental discharge of his pistol in his own hand, and afterward
died.
About this time the police fired upon unoffending Negroes
remote from the riotous quarter. Colored
soldiers with whom the police first had trouble had returned in
the meantime to Fort Pickering. The
police was soon reinforced and commenced firing on the
colored people, men, women and children, in
that locality, killing and wounding several.
Shortly after, the City Recorder (John C. Creighton) arrived
upon the ground (corner of Causey and
Vance Streets) and in a speech which received three hearty
cheers from the crowd there assembled,
councilled and urged the whites to arm and kill every Negro and
drive the last one from the city. Then

44. during this night the Negroes were hunted down by police,
firemen and other white citizens, shot,
assaulted, robbed, and in many instances their houses searched
under the pretense of hunting for
concealed arms, plundered, and then set on fire, during which
no resistance so far as we can learn was
offered by the Negroes.
A white man by the name of Dunn, a fireman, was shot and
killed by another white man through
mistake (reference is here made to accompanying affidavit mkd
"B").
During the morning of the 2nd inst. (Wednesday) everything
was perfectly quiet in the district of the
disturbances of the previous day. A very few Negroes were in
the streets, and none of them appeared
with arms, or in any way excited except through fear. About 11
o'clock A. M. a posse of police and
citizens again appeared in South Memphis and commenced an
indiscriminate attack upon the Negroes,
they were shot down without mercy, women suffered alike with
the men, and in several instances little
children were killed by these miscreants. During this day and
night, with various intervals of quiet, the

45. nuisance continued.
The city seemed to be under the control of a lawless mob during
this and the two succeeding days (3rd
& 4th). All crimes imaginable were committed from simple
larceny to rape and murder. Several women
and children were shot in bed. One woman (Rachel Johnson)
was shot and then thrown into the flames
of a burning house and consumed. Another was forced twice
through the flames and finally escaped. In
some instances houses were fired and armed men guarded them
to prevent the escape of those inside. A
number of men whose loyalty is undoubted, long residents of
Memphis, who deprecated the riot during
its progress, were denominated Yankees and Abolitionists, and
were informed in language more
emphatic than gentlemanly, that their presence here was
unnecessary. To particularize further as to
individual acts of inhumanity would extend the report to too
great a length. But attention is respectfully
called for further instances to affidavits accompanying marked
C, E, F & G.
The riot lasted until and including the 4th of May but during all
this time the disturbances were not

46. continual as there were different times of greater or less length
in each day, in which the city was
perfectly quiet, attacks occurring generally after sunset each
day.
The rioters ceased their violence either of their own accord or
from want of material to work on, the
Negroes having hid themselves, many fleeing into the country.
Conduct of the Civil Authorities
The Hon. John Park, Mayor of Memphis, seemed to have lost
entire control of his subordinates and
either through lack of inclination and sympathy with the mob,
or on utter want of capacity, completely
failed to suppress the riot and preserve the peace of the city.
His friends offer in extenuation of his
conduct, that he was in a state of intoxication during a part or
most of the time and was therefore unable
to perform the high and responsible functions of his office.
Since the riot no official notice has been
taken of the occurrence either by the Mayor or the Board of
Aldermen, neither have the City Courts
taken cognizance of the numerous crimes committed.
Although many of the perpetrators are known, no arrests have
been made, nor is there now any

47. indication on the part of the Civil Authorities that any are
meditated by them.
It appears the Sheriff of this County (P. M. Minters) endeavored
to oppose the mob on the evening of
the 1st of May, but his good intentions were thwarted by a
violent speech delivered by John C.
Creighton, City Recorder, who urged and directed the arming of
the whites and the wholesale slaughter
of blacks.
This speech was delivered on the evening of the 1st of May to a
large crowd of police and citizens on
the corner of Vance and Causey streets, and to it can be
attributed in a great measure the continuance of
the disturbances. The following is the speech as extracted from
the affidavits herewith forwarded
marked "B" . . . "That everyone of the citizens should get arms,
organize and go through the Negro
districts," and that he "was in favor of killing every God
damned nigger" . . . "We are not prepared now,
but let us prepare and clean out every damned son of a bitch of
a nigger out of town . . . "Boys, I want
you to go ahead and kill every damned one of the nigger race
and burn up the cradle."

48. The effect of such language delivered by a municipal office so
high in authority, to a promiscuous and
excited assemblage can be easily perceived. From that time they
seemed to act as though vested with full
authority to kill, burn and plunder at will. The conduct of a
great number of the city police, who are
generally composed of the lowest class of whites selected
without reference to their qualifications for
the position, was brutal in the extreme. Instead of protecting the
rights of persons and property as is their
duty, they were chiefly concerned as murderers, incendiaries
and robbers. At times they even protected
the rest of the mob in their acts of violence.
No public meeting has been held by the citizens, although three
weeks have now elapsed since the riot,
thus by their silence appearing to approve of the conduct of the
mob. The only regrets that are expressed
by the mass of the people are purely financial. There are,
however, very many honorable exceptions,
chiefly among men who have fought against the Government in
the late rebellion, who deprecate in
strong terms, both the Civil Authorities and the rioters.

49. Action of Bvt. Brig. Genl. Ben P. Runkle, Chief Supt., Bureau
R. F. and A. L., Sub-District of
Memphis
General Runkle was waited upon every hour in the day during
the riot, by colored men who begged of
him protection for themselves and families, and he, an officer of
the Army detailed as Agent of the
Freedmen's Bureau was suffered the humiliation of
acknowledging his utter inability to protect them in
any respect. His personal appearance at the scenes of the riot
had no affect on the mob, and he had no
troops at his disposal.
He was obliged to put his Headquarters in a defensive state, and
we believe it was only owing to the
preparations made, that they were not burned down. Threats had
been openly made that the Bureau
office would be burned, and the General driven from the town.
He, with his officers and a small squad of
soldiers and some loyal citizens who volunteered were obliged
to remain there during Thursday and
Friday nights.
The origin and results of the riot may be summed up briefly as
follows:

50. The remote cause was the feeling of bitterness which as always
existed between the two classes. The
minor affrays which occurred daily, especially between the
police and colored persons.
The general tone of certain city papers which in articles that
have appeared almost daily, have councilled
the low whites to open hostilities with the blacks.
The immediate cause was the collision heretofore spoken of
between a few policemen and Negroes on
the evening of the 30th of April in which both parties may be
equally culpable, followed on the evening
of the 1st May by another collision of a more serious nature and
subsequently by an indiscriminate
attack upon inoffensive colored men and women.
Three Negro churches were burned, also eight (8) school
houses, five (5) of which belonged to the
United States Government, and about fifty (50) private
dwellings, owned, occupied or inhabited by
freedmen as homes, and in which they had all their personal
property, scanty though it be, yet valuable
to them and in many instances containing the hard earnings of
months of labor.
Large sums of money were taken by police and others, the
amounts varying five (5) to five hundred

51. (500) dollars, the latter being quite frequent owing to the fact
that many of the colored men had just been
paid off and discharged from the Army.
No dwellings occupied by white men exclusively were
destroyed and we have no evidence of any white
men having been robbed.
From the present disturbed condition of the freedmen in the
districts where the riot occurred it is
impossible to determine the exact number of Negroes killed and
wounded. The number already
ascertained as killed is about (30) thirty; and the number
wounded about fifty (50). Two white men were
killed, viz., Stephens, a policemen and Dunn of the Fire
Department.
The Surgeon who attended Stephens gives it as his professional
opinion that the wound which resulted
in his death was caused by the accidental discharge of a pistol
in his hands (see affidavit marked "B").
Dunn was killed May 1st by a white man through mistake (see
affidavit marked "B"). Two others (both
Policemen) were wounded, one slightly in the finger, the other
(Slattersly) seriously.
The losses sustained by the Government and Negroes as per

52. affidavits received up to date amount to the
sum of ninety eight thousand, three hundred and nineteen
dollars and fifty five cents ($98,319.55).
Subsequent investigations will in all probability increase the
amount to one hundred and twenty
thousand dollars ($120,00.00).
(signed) Chas. F. Jackson
Col. And Insptr. Genl. Ky. & Tenn.
T. W. Gilbreth
Aide-de-Camp.