MNG_2602 Test Bank With Answers.
MNG_2602 Test Bank With Answers
Section A: Multiple Choice Questions
1. Mr Chris O’Reilly, the CEO of MoneyMax Micofinancing Solutions, is looking for a new manager to operate and lead the first
international branch of his business in Australia. While doing ...
Section A: Multiple Choice Questions
1. Mr Chris O’Reilly, the CEO of MoneyMax Micofinancing Solutions, is looking for a new manager to operate and lead the first
international branch of his business in Australia. While doing research, he comes across a profile for effective global leaders
and users this profile as an aid to compile the job requirements for the position.
Which one of the following is not an ability that the new global manager of MoneyMax would need?
1. He/she must be able to work independently.
2. He/she should be able to transfer knowledge effectively.
3. He/she must be able to manage the change process.
4. He/she should have excellent communication skills
2. Which one of the following is not a variable that influences a contemporary organisation to change?
1. Technological advances
2. Higher expectations of workers
3. Intellectual capital as a critical resource
4. Flatter organisational structures
Questions 3 to 4
Match the feature of the new organisation in column A with the managerial challenge inherent to that feature in column B
COLUMN A – FEATURE COLUMN B – MANAGERIAL CHALLENGE
3. Networked (3) 1. Negotiating with win-win situations
4. Global (4) 2. Working productively at several tasks
3. Forming alliances with suppliers
4. Managing culturally diverse individuals
Consider the following list of job requirements of workers and answer question 5.
a) Repetitive skills
b) Risk avoidance
c) Dependence on memory
d) Being creative
e) Collaborating with people
5. Which 2 of the above requirements are relevant to the knowledge era?
1. d; c
2. b; a
3. d; e
4. a; r
Questions 6 to 13
Read the following case study and answer questions 6 to 13
,6. The consumer trend where customers increasingly choose healthier and more organic food products refers to an _________
change, caused by a ________ force.
1. External; social
2. External; technological
3. Internal; stakeholder
4. Internal; technological
7. The implementation of the new point-of-sales system at Organix refers to an ________ change, caused by a ________ force.
1. External, technological
2. Internal; power and politics
3. Internal; new technology
4. External; pressure to grow
, 8. The decision that Mrs. Scott should find a new supplier would deliver quinoa more frequently, is an example of _________
change.
1. Revolutionary
2. Punctuated
3. Reactive
4. Planned
9. The new manager, Mrs. Scott, used the _________ method to overcome resistance to change.
1. Education
2. Participation
3. Facilitation
4. Negotiation
10. When Organix expanded and opened a branch in Pretoria, it followed a _______ growth strategy.
1. Integration
2. Market development
3. Diversification
4. Product development
11. Should Organix successfully acquire Fresh Eating, they would be implementing a(n) ________ strategy.
1. Concentric diversification
2. Unrelated diversification
3. Horizontal integration
4. Backward integration
12. The new tradition that will be taking place on Fridays, forms part of creating a _________, which is step _______ in Kotter’s
successful change process.
1. Culture, eight
2. Vision, five
3. Sense of urgency, five
4. Guiding team, eight
13. There are a number of situational factors that could have influenced the choices Mr. Hudson faced when he decided to
design and implement a change effort. When the anticipated strength of resistance is _______, the involvement of others
will be ________.
1. Strong, lots
2. Weak, lots
3. Great, little
4. Little, lots
14. __________ is an integration model of how the organisation conducts its business.
1. The mission statement
2. Strategic leadership
3. An environmental analysis
4. Organisational architecture
15. The ______ perspective of the balanced scorecard is measured by ________.
1. Financial, growth
2. Customer, quality
3. Learning, growth
4. Internal, quality
Question 16 to 17
Match each quadrant of the Boston Consulting Group Growth-share Matrix in Column A with an appropriate description in column B.
COLUMN A – QUADRANT OF THE MATRIX COLUMN B – DESCRIPTION OF QUADRANT
16. Question marks (3) 1. Strategic business units with a high market share and low market growth
rate
17. Cash cows (1) 2. Strategic business units with a high market share and high market growth
rate
3. Strategic business units with a low relative market share and a high
relative market growth rate
4. Strategic business unit with low market share and a low market growth
rate
18. Mustard Seed Communications (MSC) believes in diversity and employing people, regardless of their ethnicity, in positions
that match their skills and experience. MSC is hosting a diversity week to show that they promote the diverse nation within
which they operate. They will have an informational programme every day on all the different ethnic groups in SA.
What misconception regarding diversity is illustrated in the above scenario? Diversity is not _____?
1. A culture
2. Affirmative action
3. Equal employment
4. An absence of standards
19. Which one of the following is a reason for an increased focus on managing workforce diversity?
1. The industrialisation of countries globally
, 2. An increase in productivity and profitability
3. Globalisation of businesses and the use of information and communication technologies (ICTs)
4. The increasing number of ethnic groups in countries.
20. The _____ approach is not an approach used to manage diversity.
1. Golden rule
2. “Right the wrongs”
3. Platinum rule
4. “Value of differences”
21. When applying the learning-effectiveness diversity paradigm as a strategy for diversity management, the organisation
focuses on ________.
1. Making all employees feel valued and respected
2. Creating equal opportunities and ensuring fair treatment
3. Matching employee demographics to the customers and marketplace
4. Incorporating diversity into the heart of the mission, work and culture
Questions 22 to 23
Consider the following perspectives on project management and answer the questions
a) Control is exercised over all the activities of the project, which leads to higher overall productivity
b) The different beliefs and values of the project team can be transmitted and aligned
c) Transparency in a project can be improved when all the role-players are involved
d) A viewpoint taken on the efficiency of systems, methods and procedures employed by the organisation to deliver quality products
and/or services
e) A view taken to determine the effectiveness of the organisation’s products and/or services in the marketplace
f) The project manager needs to allocate resources, tasks and responsibilities to an individual group in order to complete the task
within a certain time
g) Projects are undertaken in a competitive environment where work is acquired through tenders
h) Different government departments invariably have to collaborate to ensure the success of these projects
22. Which 2 of the above-listed variables form part of the internal perspective of project management?
1. a; h
2. c; e
3. b; g
4. d; f
23. Which 3 of the above-listed variables form part of the external perspective of project management?
1. a; d; f
2. e; g; h
3. d; e; f
4. b; e; h
Questions 24 to 26
Consider the table below on the key-role players in project management and their corresponding responsibility, and answer questions
24 to 26.
KEY ROLE PLAYER CORRESPONDING RESPONSIBILITY
a) ________ Mediates at strategic level on behalf of the project management / team
Tactical manager b) ____________
c) ________ A cohesive group of professionals working together to achieve contracted project
deliverables
24. Identify the key role-player for option (a)
1. Project sponsor
2. The project team
3. Operational manager
4. Project management office
25. Identify the main responsibility of a tactical manager in option (b)
1. Identify the internal and external environments of the organisation, and defines the strategies direction and priorities of the
organisation
2. Manages at lower management level, and ensures that system, methods, processes and resources are optimally used
3. Manages at middle management level, and ensures that systems, methods, processes and resources are in place.
4. Responsible for the management and administration of project-specific systems, processes, procedures, methods, tools and
techniques
26. Identify the key role-player for option (c)
1. Project sponsor
2. The project team
3. Operational manager
4. Project management office
Questions 27 to 33
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