UGC-NET Principles of Management & Organisational Behaviour: practice questions

Question 1 · hard

A fresh-produce exporter faces constantly changing buyer specifications, prices and phytosanitary rules. According to Burns and Stalker, which structure should suit it best?

1. A mechanistic structure with rigid rules and strictly vertical communication
2. A bureaucratic structure in which every exception must be referred to the top
3. An organic structure with decentralised decisions and lateral communication
4. A tall functional structure with narrow spans and detailed written procedures

Question 2 · hard

A processor has spent heavily on a new juice line that keeps failing to meet its targets. The board approves further investment mainly because 'we have already put so much into it'. This illustrates:

1. Bounded rationality
2. Satisficing
3. Escalation of commitment
4. Anchoring on the first offer

Question 3 · medium

Koontz and Weihrich treat staffing as a distinct managerial function mainly because:

1. Staffing is a purely clerical task that should be kept separate from all managerial work in the organisation
2. Every manager, not only the personnel department, is responsible for having the right people in the right positions
3. Staffing takes place only once, when the organisation is first set up, and never again in its later life
4. Staffing is a legal duty of the board alone, which top management may not delegate to anyone else

Question 4 · medium

Research on small-group communication networks found that the wheel network, in which all messages pass through one central person, is:

1. Best for complex problems and gives members the highest satisfaction
2. Fast and accurate for simple tasks, with a clear leader
3. Slowest for every kind of task and never produces a recognised leader
4. Identical in speed and satisfaction to the all-channel network

Question 5 · medium

How does a management audit differ from a statutory financial audit?

1. It appraises the quality of management and its policies and is usually voluntary
2. It verifies whether the accounts show a true and fair view, as the law requires
3. It is always compulsory and must follow one fixed format laid down by statute
4. It typically examines only cash transactions and bank reconciliations for a single year

Question 6 · hard

A supervisor stops nagging a worker (an unpleasant consequence) as soon as the worker starts wearing safety gear. This is:

1. Punishment
2. Negative reinforcement
3. Extinction
4. Positive reinforcement

Question 7 · hard

A dairy compares two incentive schemes for procurement staff. Scheme A: expectancy 0.9, instrumentality 0.5, valence 0.6. Scheme B: expectancy 0.5, instrumentality 0.9, valence 0.8. By Vroom's model:

1. A gives higher motivation (0.27 against 0.24)
2. Both give equal motivation (0.27 each)
3. B gives higher motivation (0.36 against 0.27)
4. A gives higher motivation (2.0 against 2.2)

Question 8 · medium

Alderfer's ERG theory differs from Maslow's hierarchy mainly because it:

1. Adds two more levels above self-actualisation for spiritual needs
2. Treats pay as the only need that can motivate a working adult
3. Allows several needs to operate at once and adds frustration-regression
4. Requires each need to be fully met before the next can appear

Question 9 · hard

Field staff doing a highly structured, routine task report low satisfaction. Path-goal theory would recommend that their leader mainly adopt:

1. Directive leadership
2. Laissez-faire leadership
3. Autocratic leadership
4. Supportive leadership

Question 10 · medium

The collegial model of OB rests on which basis?

1. Power
2. Partnership
3. Economic resources
4. Fear of dismissal