Correct answers are in italics and +
1. Management is:
2. Management is:
A special kind of activity that turns an unorganized crowd into an efficiently and purposefully working production group;
Effective and productive achievement of enterprise goals through planning, organization and leadership of the head.
3. Who is the ancestor classical school management:
Ch. Bebidzh;
M. Weber;
F. Taylor.
4. The first textbook on management was written by the English entrepreneur M. Weber in:
Ch. Bebidzh;
M. Weber;
F. Taylor.
6. What are the types of division of labor of managers?
functional;
horizontal;
vertical;
7. How many hierarchical levels of management exist?
8. Who belongs to the middle level of managers?
Deputies;
Heads of departments;
Group leaders.
9. Management functions are:
General, individual;
Group, specific;
Specific, extended;
There is no correct answer.
10. Choose the right management functions:
Planning;
Coding;
Distribution;
stimulation;
All answers are correct.
Management tests with answers 2nd option
1. Planning is:
Management activities reflected in plans and fixing the future state of management at the current time;
Perspective orientation within the framework of recognition of development problems;
2. Formulate planning tasks:
Perspective orientation within the framework of recognition of development problems;
Ensuring the purposeful development of the organization as a whole and all its divisions.
Establishing a base for effective control by comparing indicators.
3. The form of planning is:
tactical;
specific;
Promising.
4. The need for planning is to determine:
Final and intermediate goals;
Tasks, the solution of which is necessary to achieve the goals;
Means and methods of solving problems;
There is no correct answer.
5. In what form of planning is the choice of means to fulfill the goals for a period of 1 to 5 years carried out?
promising;
medium term;
Operational.
6. In what form of planning is the determination of the objectives of the activity for a period of more than 5 years:
promising;
medium term;
Operational.
7. Organization is:
The process of planning, organization, motivation and control necessary in order to formulate and achieve goals;
A special kind of activity that turns an unorganized crowd into an efficiently and purposefully working production group;
This is a management activity by which the management system is adapted to fulfill the objectives set during the planning stage.
8. The establishment of permanent and temporary links between all departments of the organization is carried out by the function:
planning;
Organizations;
Control.
9. Select the basic principles of management organization:
Continuity;
Rhythm;
Reliability;
All answers are correct.
10. Functions of administrative and operational management:
Determination of the structure of enterprises;
Periodic or continuous comparison;
Establishing responsibility.
Management tests 3rd option
1. Regulation is:
Management activities aimed at eliminating deviations from a given management regime;
The process of developing corrective measures and implementing adopted technologies;
Management function.
2. Principles of regulation:
Rationality;
Rhythm;
Reliability;
Reliability.
3. The task of regulation:
Update scheduled tasks;
Ensuring that the organization achieves its goals in a timely manner;
Adjustment of performance results;
4. Types of regulation:
Reactive;
Operating;
Proactive.
5. Under what type of regulation is the problem considered as a potential opportunity:
Reactive;
Operating;
Proactive.
6. Name the stages of regulation:
Determination of the structure of the enterprise.
7. Give the correct definition of the coordination function:
Management activities that ensure the coherence of the work of work units;
8. Name the functions of management:
Rhythm;
Motivation;
legality;
9. The type of authority a manager can use:
Expert;
reference;
legal;
All answers are correct.
10. Influence is:
The behavior of one person that makes a change in the behavior of another person;
A strong-willed relationship between people based on strength;
Persuasion of a person in something.
Tests on the theory of management tests with answers option 4
1. Name the form of influence that can induce a person to cooperate more closely:
Belief;
Compulsion;
Participation of employees in management.
2. Control tasks:
Collection and systematization of information on the actual state of the activity;
Assessment of the status and significance of the results obtained;
Development and decision making.
3. Analysis is:
This is a management activity that ensures the identification of the reasons for the deviation of the desired state of the system from the actual one and develops measures to eliminate the identified shortcomings;
Management activities aimed at eliminating deviations from a given management regime;
This is a management activity by which the management system is adapted to fulfill the objectives set during the planning stage.
4. Who is the successor of Taylor's theoretical work on management:
A. Fayoll;
Ch. Bebidzh;
M. Weber.
5. Name the psychological management methods:
Method of professional selection;
Method of social rationing;
Labor humanization method.
6. What techniques are used when psychological methods management?
Interview;
Observations.
7. Name the social management methods:
Method of professional selection;
Method of social rationing;
Labor humanization method.
8. Management is:
Effective and productive achievement of enterprise goals through planning, organization and leadership of the head.
The process of planning, organization, motivation and control necessary in order to formulate and achieve goals;
A special kind of activity that turns an unorganized crowd into an efficiently and purposefully working production group;
9. Name the stages of regulation:
Defining the structure of the enterprise;
Information preparation for decision making;
Development and decision making;
10. social methods controls:
Group management method;
Role change method;
Method of managing group phenomena;
All answers are correct.
Final testing in management with answers:
1 Test. What is management?
1. A kind of management science.
2. A group of leaders.
3. Variety management activities.
4. This attitude is formed in the process of managerial activity.
5. A set of principles, methods, forms and means of management, a special type of activity associated with the management of people, the skillful use of their labor and knowledge.
2. The tasks of management are:
1. Tactical.
2. Strategic
3. Operational
4. Maintaining the stability of the company and all its elements and its development.
5. Monitoring performance and making adjustments.
3. Management functions are ...
1. Types of managerial activities that provide the formation of managerial influence.
2. Separate types managerial activities that increase the effectiveness of management.
3. Individual management processes aimed at increasing the productivity of subordinates.
Test number 4. Management functions
1. Innovation management.
2. The optimal combination of centralized regulation and self-government.
3. Organization, planning, control, motivation.
4. Transfer of the company to a qualitatively new state.
5. Purposefulness.
5. Test. The management process is...
1. Consistent performance of management functions, specifically: planning, organization, motivation, control and regulation.
2. The sequence of certain completed stages, the implementation of which contributes to ensuring: the managerial influence of the governing system on the managed one in order to achieve the goals of the organization.
3. Consistent performance of the functions and methods of management.
4. Correct answers 1 and 3.
6. Choose a concept related to the principles of management.
1. Unity of command and collegiality.
2. Organization.
3. Achievement of the goal.
4. Planning.
7. Among the conditions listed below, select those that determine the success of the organization.
1. Presence of formal and informal organizations.
2. Entering the foreign market.
3. Ability to survive, effectiveness, practical implementation.
4. Availability of modern technologies.
8. What is the main difference between formal and informal organizations.
1. In the number of members of organizations.
2. In contact with external environment.
3. In the way of occurrence.
4. In relations between members of the organization.
9. Organization is:
1. A group of people who own certain resources.
2. A group of people who own certain resources have general leadership and common goals.
3. A group of people whose activities are consciously, purposefully or spontaneously coordinated to achieve a specific goal.
4. A group of individuals who have a common leadership.
10. Which of the following concepts relate to content goals.
1. Long term.
3. Territorial.
4. Economic
11. Choose the correct answers:
1-B; 2-B; 3-A; 4-G
12. The function of the organization is based on the following categories:
1. Authority, responsibility, stimulation, delegation.
2. Authority, responsibility.
3. Authority, responsibility, delegation.
13. Powers are:
1. Assigned to executive the obligation to carry out assigned tasks and ensure their positive solution.
2. Limited right to use warning resources and direct the efforts of subordinates to complete the task.
14. Responsibility is:
2. Restrictions on the right to use the resources of the enterprise and direct the efforts of subordinates to complete the task.
3. Transfer of tasks and powers to a person that takes responsibility for their implementation.
15. Delegation is:
1. The obligation imposed on the official to fulfill the assigned tasks, to ensure their positive solution.
2. Restrictions on the right to use the resources of the enterprise and direct the efforts of subordinates to complete the task.
3. Transfer of tasks and powers to a person that takes responsibility for their implementation.
17. Management decision is:
1. Forms of influence on performers.
2. An organizational tool in the hands of management workers.
3. Creative activity on the analysis of the problem situation, the choice of means of resolution.
4. Permission.
18. Define the concepts:
1 - B; 2 - A; 3 - b; 4 - G.
Test number 19. What qualities should a manager have?
1. Knowledge in the specialty.
2. Practicality of mind.
3. Sponsorship.
4. Love for reading fiction.
20. What do you understand by the word "group".
1. The number of people traveling in one bus.
2. Individuals who have the same inclinations towards some process.
3. Two or more personalities that interact one with one.
4. A well-defined number of people.
21. Who is the formal leader:
1. One of the members of the group that owns the power of personal influence on others.
2. The head of the team, who uses the official power given to him.
3. Purposeful manager.
4. Chief specialist.
22. Groups of workers are divided into the following categories:
1. Formal and informal.
2. Simple and complex.
3. Open and closed.
23. Check which of the following sentences are not signs of a team.
1. The presence of direct industrial relations.
2. The presence of high activity.
3. Psychological climate.
4. Common goals and objectives.
24. What are the causes of conflicts:
1. Psychological compatibility
2. Competition.
3. Modes of work and rest.
4. Cooperation.
25. Conflict Resolution Path:
1. Bonus.
2. Compromise.
3. A trip to nature.
4. Public discussion.
26. Stress is:
1. Overload of the nervous system.
2. Absent-mindedness.
3. Vegetative-psychological state.
4. Dismissal from work.
1. Works hard, demands it from others.
2. We work a lot myself.
3. Shares power with subordinates.
4. Appreciate subordinates.
28 - Test. Supervisor democratic style guides.
1. Does not tolerate criticism.
2. Waiting for instructions from above.
3. Avoids conflict.
4. Collectively solves the problems of the team.
29. Technology adoption management decisions in the order in which they are approved.
1. Approval.
2. Implementation.
3. Preparation.
30. What applies to the methods of making managerial decisions:
1. Brainstorm.
2. Organization.
3. Formulation.
4. Form of control.
APPROVED
at a meeting of the Department of General and Special Management
Questions for the exam in the discipline "Fundamentals of Management" for students of the specialty 080507 - "Management of the organization"
1. Stages of development of the theory and practice of management. 2
2. Principles of modern management. 3
3. Concepts of scientific and administrative management. A. Fayol's principles. four
4. School human relations. Behavioral Sciences. 5
5. Management science or quantitative approach. Modern approaches to management. 6
6. The structure of the external environment of the organization and the importance of its consideration in a market economy. PEST - analysis. 7
7. Modern Japanese management. eight
8. Modern American management. 9
9. Western European model of "soft" management. ten
10. Characteristics of mechanistic organizational structures and the scope of their effective application. eleven
11. Concept life cycles organizations. 13
12. Managerial roles of the manager. fourteen
13. Manager's limitations. fifteen
14. Organizational culture. 16
15. Loop managerial control and its main steps. 17
16. Models and methods of management decisions. eighteen
17. Comparative analysis theories of motivation. Porter-Lawler model. 19
18. Management team. Factors affecting the effectiveness of teams. 21
19. Stages of team development. Types of management teams. 23
20. Leadership and power in the organization. Types of power and influence. 24
21. Leadership. Personal and behavioral concepts of leadership. 25
22. Situational leadership. 26
23. The essence of strategic management. Mission and strategic goals organizations. 27
24. Communication in organizations. Feedback. Sign language. 28
25. The role of planning in market economy. 29
26. Stages of planning. Factors limiting the possibilities of planning. thirty
27. Goal management system. 31
28. The internal environment of the organization. SWOT - analysis. 32
29. Creation of an organization (firm): the concept of organizational authority. statuses and roles. Efficiency. 33
30. Headquarters, line powers in organizations and areas of their effective application. 34
31. Change management. 35
32. Labor productivity problems: A complex approach. Reasons for the slowdown in labor productivity growth at the present stage. 36
33. Behavioral differences in national business cultures. 37
34. Modern interpretations of the role and content of management. 39
Compiled by: Kalashnikov E.V., Candidate of Historical Sciences, Associate Professor of the Department of General and Special Management
1. Stages of development of the theory and practice of management.
There are many approaches to the definition of the concept of "men-t". You can consider men-t as a process of managing people in org-tions using specific functions of men-ta. Men-tom is also a governing body on the avenue. According to Fayol, men-t is forecasting, planning, organization and leadership, coordination and control. According to Taylor, men-t is the art of imagining exactly what is to be done and how to do it in the best and cheapest way. In modern liter-re stands out 2 approaches to the definition of men-ta. On the one hand, men-t is the art of management, on the other hand, the science of management. The subject of men-that as a science is the economic mechanism of management, organizational structures of management, marketing, personnel, information, corporate culture and everything that makes up the management system. Under the economic mechanism of management understand the functions and processes of goal-setting, planning, forecasting, organization, decision-making, motivation, control and accounting in their totality. These functions complement each other, revealing the essence of men-ta.
Ment as a science is a management science that arose on the basis of practical activities in the management of organizations and has its own subject of study, its own specific problems and approaches to solving them. The scientific basis of this discipline is the entire amount of knowledge about management, accumulated over hundreds of years of practice and presented in the form of concepts, theories, principles, methods and forms of management. In an independent field of knowledge, in science, men-t stood out at the end of the 19th century. Ment's date of birth is given as 1911, when Taylor's "Principles of Scientific Management" was published. In fact, the science of management began to emerge a very long time ago.
The evolution of managerial thought
5000 BC - Ancient Sumerians - The appearance of cuneiform writing, the possibility of registering facts;
4000 BC - Ancient Egypt - Recognition of the need for planning, organization and control - the function of men-ta (there was no motivation)
2600 BC - Dr. Egypt - Organization and management in the conv. decentralization
1792 BC - Dr. Babylon, Hammurabi - Laws of Hamurappi: the use of witnesses and letters. sources for to-la. Setting the minimum wage
1491 BC - Dr. Jews - The concept of organization (classical), the scalar principle, the principle of exclusion
500 BC - Other China - Formulation of the principle of specialization
400 BC – Socrates - Recognition of the universality of exercise in all spheres of life: eq-ka, half-ka, spiritual, social
350 BC - Plato - Specialization (each estate should do its own)
325 BC - A. Makedonsky - Creation of headquarters
284 BC - Dr. Rome, emperor Giocletian - Delegation of powers (created a huge empire, which did not fall apart immediately after his death - he did not rule it alone)
1436 - Venice - Accounting for production costs, checks and balances for control, assignment of a number during inventory. Inventory and cost control
1515 - England, Thomas Moore - An analysis of the shortcomings of poor hands-va, a call for increased specialization
1525 - Florence N. Machiavelli - Awareness of the importance of mass consent, definition of the qualities of a hand-la
1776 - England, Adam Smith - The principle of specialization in relation to industrial workers
1800 - England, James Watt - Employees' insurance, mat. incentives, Christmas holidays and employee bonuses
1810 - England, Robert Owen - Social programs, 10.5 - hour day, training of workers and their children, construction of housing for workers, partial payment for disability.
1820 - England, James Mill - Analysis of people. Motivations
1911 - England, F. Taylor - the birth of management as a science.
Industrial way of organizing production; development market relations the main elements of which are supply and demand and price. Defining the main functions of a business as finance, production and marketing, the classics were sure that they could determine The best way division of the organization into divisions or groups. The manager is a professional in the organization and management of production, sales and service, possessing...
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1. Management is:
+ Organization and people management
- Management
- People management
- orders about
2. Management is:
- Management
+ Impact on a specific object
— Planning
3. The founder of which direction in the development of management is A. Fayol?
— School of Behavioral Sciences
+ Classical (Administrative) School of Management
— School of Scientific Management
4. Who opened the school of scientific management:
— Fayol;
— Weber;
— Mayo;
+ Taylor
5. What categories of motivation are aimed at determining the needs that motivate people to act?
— procedural
+ Informative
— Theory of Justice
— Porter-Lawler theory
6. The founder of which direction in the development of management science is F. Taylor?
+ School of Scientific Management
— School of Human Relations
— School of Behavioral Sciences
— School of Management Science
7. What management approach are we talking about? - "It is aimed at the selection of management techniques for solving specific management situations in order to most effectively achieve the goals of the organization"
+ Situational approach
— Process approach
- Systems approach
— Mathematical approach
8. The founder of which direction in the development of management science is E. Mayo?
— School of Behavioral Sciences
+ School of Human Relations
— School of Scientific Management
— Classical school
9. The control function does not include:
- Control;
— Motivation;
+ Industry
— planning
10. Modern management concepts are reduced to the following approaches:
+ Process, system, situational
— Historical, system, process
— Situational, evolutionary, scientific
— Evolutionary, systemic, historical
11. An approach to management that considers an organization as a set of interrelated elements in a changing environment:
- Situational;
— Process;
+ systemic
- structural
12. What management approach are we talking about? - "Management is a process of a set of continuous interrelated actions, which are called management functions"
+ Process approach
- Systems approach
— Situational approach
— Mathematical approach
13. As a result of the vertical division of labor, three levels of management are formed:
- Strategic, operational, tactical
— Special, linear, functional
— Formal, informal, mixed
+ Technical, institutional, managerial
14. What are the controls represented as a pyramid?
— To characterize the size of the administrative apparatus on different levels
— To display the value of each control level
— To facilitate the appointment of managers to positions
+ To display manager roles
15. Managerial level, located directly above the workers and other workers employed in production:
- Average;
+ Grassroots;
- Higher;
- Institutional
16. formal groups include
— Club of chess lovers at the enterprise
— bank directors
+ Shop manager and his deputies
- Group of friends
17. informal groups are:
+ Group standards
- high level wages
- Lack of sympathy between group members
- Formation of sources of spreading rumors
18. Characteristics of either organization is given below: “Are these groups of people whose activities are consciously planned, organized, motivated in order to achieve a specific goal”?
— Centralized organization
— Decentralized organization
+ Formal organization
— informal organization
19. Formal groups are formed:
+ As a result of the vertical and horizontal division of labor
- according to interests and needs
- Spontaneously
— To identify dissatisfaction with the management of the organization
20. An informal group in the organization is formed:
+ Spontaneously
- In the event of a critical situation
— To reorient activities
- As a result of the horizontal and vertical division of labor.
21. Formal and informal groups differ:
+ Motives for the emergence
— Analysis of the external environment
— General holding free time people
— Features of economic relations
1. What character traits should such an archetype of a manager as an “administrator” have?
(BUT) Be sociable and be able to inspire people to the maximum dedication
(AT) Have an analytical mind
+(C) Be extremely objective and rely on facts and logic
(D) methodical work, forecasting the future
What type of planning is used in production systems with continuous technological processes?
2. What are the main factors involved in Victor Vroom's motivation model?
(BUT) The need for self-respect, self-assertion and belonging to a social group
(AT) The complexity and intensity of work and the level of remuneration
+(C) The expectation of the possibility of an outcome, the expectation of a possible reward from that outcome, and the expectation of the value of the reward
(D) hygiene factors, factors related to the nature and substance of the work
3. Managers have real influence in management by objectives.
(BUT) Intermediate levels
(AT) lower level
(FROM) High, middle and low level
4. Specify what is typical for the Japanese company "Sony" in the relationship between managers and subordinates?
(BUT) If possible, it is desirable that a person stays in one workplace all his life, where he gains certain experience, which accordingly increases the efficiency of work.
+(V) Lack of differentiation in relation to people
(FROM) To be successful in a company, it is important educational institution the employee graduated and with what grades
(D) with all the positive qualities of freedom of discussion in big company it disrupts the work
5. How should one treat the accumulation of information about the problem?
(BUT) The more information the better
+(V) Too much information is just as bad as too little information.
(FROM) Obtaining maximum information about the problem is the responsibility of the manager
(D) Too much information is the key to success
6. Which of the human needs is the main one according to McClelland's theory of motivation?
7. Basic control functions
(BUT) Planning, control
+(V) Planning, organization, motivation, control
(FROM) Organization, motivation
(D) organization, motivation, control
8. As an example of a multi-link technology (Thompson classification) can be:
+(A) Mass production assembly line
(AT) Banking
9. The limit of the use of automation is
(BUT) The limitations of our knowledge
(AT) Qualification level service personnel
+(C) The impossibility of excluding unforeseen situations
10. What characterizes a compromise when making a decision?
(BUT) Establishing a certain average as a result of a dispute between two employees
+(V) Decreasing benefits in one area in order to reduce undesirable consequences in a different
(FROM) Making decisions in an auditive manner, taking into account the opinions of all stakeholders
11. What is the "Sociotechnical system" of an organization with high production technology?
(BUT) General computerization of production
(AT) Development of the social sphere
(FROM) Professional growth of employees
+(D) integration of personnel and technology, delegation of responsibility for the final result
12. The purpose of planning the activities of the organization is
(BUT) Justification of costs
(AT) Timing justification
+(C) Definition of goals, forces and means
(D) substantiation of the number of employees
13. Main difference open system from closed is
(BUT) Lack of orderly interaction between individual subsystems
(AT) The presence of interaction of individual subsystems with the outside world
(FROM) Closure of system elements on themselves
+(D) the presence of interaction with the external environment
14. What is included in the category of "intrinsic reward"?
15. The main rule in determining the level of salary is:
(BUT) Legally defined minimum level
(AT) Certain staffing bid
(FROM) The level of payment in firms competitors
+(D) absolutely accurate and objective determination of the nature of the labor invested and its comprehensive and impartial evaluation
16. The main thing in management by goals is the development of goals.
+(A) Top down the chain of command
(FROM) Bottom up and top down
17. Determine the main characteristics of the external environment for the organization
+(A) All of the above
(AT) Interconnection of factors, complexity
(FROM) Complexity and mobility
(D) interconnectedness and uncertainty
18. Why is the delegation of their powers to other leaders carried out?
+(A) For the optimal solution of a complex problem
(AT) To maintain a "group" style of work
(FROM) To test the qualifications of workers
19. Which of the following methods of distribution of responsibilities in the organization is adopted on a functional basis?
(BUT) Branches of the enterprise were created in five cities
+(V) Created departments for production, marketing, personnel, financial issues
(FROM) Workshops were created at the enterprise for the production of cookies, chocolates, caramel
(D) created departments at the enterprise, equal in number
20. Continuous production technology is usually used in the production of products such as
(BUT) Production of passenger cars
(AT) Production of military aircraft
(FROM) Building level ships
+(D) oil refining, iron smelting
21. What type of management construction does the following situation refer to: “The construction of a pipeline includes a number of technological operations: preparatory work, excavation(ditching), welding (welding pipes into a thread), insulation and laying the pipeline in a trench, etc.? The management of the production of each type of work is entrusted to the head of the special building management. Information about each process comes to the manager of the construction trust, and from him to the head of the department?
(BUT) Matrix control system
(AT) Functional control system
+(C) Linear control system
22. What Feedback more important in terms of improving communication efficiency?
23. What does the economic mechanism of management consist of?
+(A) All of the above
(AT) Intracompany management, production management
(FROM) Personnel management, production management
(D) intracompany management, personnel management
24. Action planning is
(BUT) Creation of the next link between the goal setting and the program for its implementation
(AT) Clarification of roles
(FROM) Identification of the circumstances that must be taken into account in order to achieve the goal
(D) time estimate for each operation
25. Of the listed managers: 1. CEO and board members. 2. Heads of independent bodies. 3. Shop managers. Top management includes:
26. Control-oriented behavior is
+(A) The actions of subordinates aimed at what management wants to see when checking their activities
(AT) Targeting low goals
(FROM) Using the fact that controllers do not know thoroughly the activities of employees subordinate to them
(D) goal orientation
27. What does it mean to "make a decision"?
(BUT) Enumerate all possible alternatives
(AT) Enumerate several alternatives that provide the most effective solutions to the problem
(FROM) Give an order to choose a possible alternative
+(D) give instructions for the implementation of a specific plan
28. Which of the approaches does not apply to well-known schools in management?
(BUT) Scientific Management
(AT) Administrative management
+(C) New economic policy
29. The linear organization of control allows us to formulate management structure, which is:
+(C) stable and durable
30. Why did the USA become the birthplace of modern government?
(BUT) No problems with origin, nationality
(AT) Supporting the idea of education for all, a huge labor market
(FROM) Formation of monopolies
31. key factor in any management model are:
(AT) Means of production
32. What should the quality control system at a modern enterprise be based on first of all?
(BUT) On well-defined norms and assumptions for specific processes
(AT) To assess the quality of products by workers during the production process
(FROM) On a rigid control apparatus at the output of products
(D) to check finished products
33. The goal of the classical school of management was to create
(BUT) Labor rationing methods
+(V) Universal control principle
(FROM) Terms labor activity workers
(D) methods of stimulating labor productivity
34. What is the main difference between preliminary, current and final control?
+(V) At the time of implementation
35. The external environment of direct impact on the organization is:
(BUT) Shareholders, competitors, suppliers
(AT) Consumers trade enterprises, local authorities
+(C) All of the above
(D) government agencies, local authorities
36. The process of delegation of authority includes the transfer of authority from a senior manager to lower managers to perform special tasks. What is the situation of this process?
(BUT) Transfer of authority and responsibility to a lower-level manager
(AT) Responsibility is transferred to a lower manager
+(C) Powers are transferred to the lower manager, and all responsibility continues to be borne by the senior manager
(D) a new leader of equal rank is appointed and all responsibility is transferred to him
37. What should be contained in the document "Distribution of duties"?
(BUT) Name of the position and department in which this position exists
(AT) All of the above
(FROM) Description of the functions performed, duties and rights
(D) relationships with management, colleagues and subordinates
38. The "father of scientific management" is often called:
(AT) Frank and Lillian Gilbert - they identified seventeen major micromovements of workers, calling them terbligs; and they also developed a method for analyzing micromovements, which was based on the cinematography of the movements of the worker
+(C) F. Taylor - he tried to justify the daily norm of the worker by the methods of timekeeping and the study of his labor movements
(D) G. Gantt - he created a schedule that allowed you to plan, distribute and check work. This chart was the forerunner of the system network planning PERT, which now uses a computer. He is famous for his system financial incentives for the completed task
39. Why are the methods of direct coercion and fear of punishment being gradually replaced by methods of social coercion?
(BUT) It became unprofitable to keep a large staff
(AT) It is difficult to prepare a manager who can use them effectively
(FROM) The labor movement achieved a certain protection of workers from direct coercion
+(D) the mechanism of coercion ceased to ensure the development of production
40. What is the optimal number of subordinates?
(BUT) The more subordinates, the easier it is to work
41. What factor does not affect the type of production system?
(AT) From marketing strategy
(FROM) From product type
+(D) from regional employment programs
42. The most difficult and costly element of control is
(BUT) Choice of standards
(AT) Choosing the right unit of measure
(FROM) Choice of criteria
43. Which of the informal forecasting methods allows you to obtain the most valuable information?
(BUT) Visual information
+(V) Industrial espionage
(FROM) Written information
(D) information in global networks
44. The technology of small-scale or single production is usually used in companies such as
(BUT) A group of people united by a common goal
(AT) A group of people who own the means of production
(FROM) A group of people whose activities are coordinated
+(D) a group of people whose activities are consciously coordinated to achieve a common goal
46. Is management productive?
(BUT) Yes, because management creates new value
(AT) No, it's just supervision and control
(FROM) No, this is just the result of the contradiction between wage labor and the owner of the means of production.
+(D) yes, since this type of activity is inevitable with a high level of specialization of production and is designed to ensure the integrity of the labor mechanism
47. The control system in an organization usually consists of
+(A) preliminary, current and final
(AT) current and final
(FROM) preliminary and final
48. Targets that can be used as standards for control are the following:
(BUT) high morale
+(V) Time frame, specific criterion
(FROM) Use of indirect manifestations
49. Management is mainly concerned with systems
(FROM) Closed and closed type subsystems
(D) closed and open type subsystems
50. What type of relationship corresponds to the relationship between the foreman and the foreman?
(BUT) functional relationship
(AT) material relations
+(C) Linear Relationships
(D) managerial relations
51. What type of planning is used in production systems with continuous technological processes?
(BUT) Operational Functional Diagram
(AT) Fixed position scheme
+(C) Linear flow diagram
(D) step-by-step and positional schemes
52. Of the items listed: 1. Development of clear, concise goals. 2. development of goals from the bottom up. 3. a realistic plan, ways to implement it, monitoring and evaluation of results and control. 4. adjustment of the adopted plans, evaluation of results and control. To the main stages of management:
53. Maslow's levels of motivation are
(BUT) The need for development and recognition
+(V) Need for development and recognition, social need and need for security, basic needs
(FROM) social need and the need for security
54. What function is not characteristic of Fayol's process approach to management?
(BUT) Work planning
(AT) Organization of work
+(C) Independence of judgments of managers in certain areas (programs)
55. What components are traditionally divided into tasks of the organization?
(BUT) Work with people
(AT) Working with people and information
(FROM) Working with objects and people
+(D) work with people, work with people and information and work with objects and people
56. What sequence of priorities will allow the company to succeed:
+(A) People - products - profit
(AT) Profit - people - products
(FROM) Products - profits - people
57. What is the primary need for the successful work of an employee in a new place?
(BUT) Compliance with specialization
(AT) Fair remuneration
+(C) Social adaptation
58. The essence of the situational approach is:
(BUT) Knowledge of methods professional management proven to be effective; ability to foresee the consequences of applied methods and concepts
(AT) Correct interpretation of the situation, identification of the most important factors
+(C) All of the above
(D) application of methods of action. causing the least negative effect in a given situation, with maximum efficiency
59. Any enterprise, regardless of its legal form must have
(FROM) Means, equipment
(BUT) Sequence of actions to be taken in a particular situation that tends to recur
+(V) Guaranteeing the performance of specific actions in specific ways in a specific single situation
(FROM) Specifically formulated experience of the past
61. What main features should such an archetype of a manager as a “leader” have?
(BUT) Ability to locate failure and take corrective action
(AT) Ability to resolve personal conflicts that arise in volitional decisions
(FROM) Be outgoing
+(D) the ability to communicate with people, the ability to recognize the potential of each person and interest him in the full use of this potential
62. More often they resort to rotation in
63. What is essential function management?
(BUT) Getting the maximum profit
(AT) Create conditions for the further successful functioning of the enterprise
(FROM) Minimization of tax payments
(D) conquering new markets
64. Of the items listed: 1. Analysis of the wage survey. 2. conditions in the labor market. 3. productivity and profitability of the organization. The salary structure is determined by
65. What is the meaning of the word "risk" when making decisions?
(BUT) The degree of significance of the problem for general activities firms
(AT) The degree of influence of an incorrectly solved problem on official position leader
+(C) The level of certainty with which the outcome can be predicted
(D) level of excess of one's authority
66. In order to be effective control must be
(AT) permanent
67. Preliminary control financial resources organization is
(AT) The conclusion of the audit organization
(D) financial report for the past period of time
68. Why are methods of direct coercion and fear of punishment being replaced by methods of social coercion?
+(A) The mechanism of coercion ceased to ensure the development of production
(AT) It became unprofitable to maintain a large staff
(FROM) It is difficult to prepare a manager who is able to use them effectively
(D) the labor movement achieved a certain protection of workers from direct coercion
69. What ability of a manager, according to McGregor, leads to success?
+(V) Predicting human behavior
(D) product demand forecasting
70. What are the features of cybernetization in relation to automation?
+(A) Inclusion in the algorithm of the stage of using intelligence, i.e. the ability to solve non-formalized problems and find a way out in unforeseen situations
(AT) Giving the machine the ability to think
(FROM) The use of electronic computing technology in combination with the stages " brainstorming» and expert assessments
(D) qualitatively new level techniques and technologies
71. What is called "sociotechnical systems"?
+(A) People involved in the production process
(FROM) CNC machines
(D) computer systems that replace a certain number of workers
72. Define the main stages of building an organization?
(BUT) Determining the nature of the work to be performed
(AT) Distribution of work between individual management positions
(FROM) Classification of management positions, building logical management groups on this basis
+(D) determining the nature of the work to be performed. Distribution of work between individual management positions. Classification of management positions, building logical management groups on this basis
73. Of the following: 1. Provides management with information needed for future planning; 2. comparison of actually obtained and required results; 3. promotes staff motivation. Final control functions include:
74. What are the aspects of the human variable in the situational approach to management?
+(A) All of the above
(AT) behavior individual people, the behavior of people in groups
(FROM) The nature of the leader's behavior, the functioning of the manager as a leader
(D) influence of the manager on the behavior of individuals and groups
(BUT) Long term strategy
+(V) Short term strategy
(FROM) Medium-term plan, results appear in 3-4 years
(D) medium-term plan, results appear in 1-2 years
76. The main components of the communication model are:
(BUT) Object, subject, interaction
+(V) Source, Message, Channel, Destination
(FROM) Object, subject, influence, feedback
(D) external environment, internal environment, interaction
77. What is the reason for the need to check the result of the decision?
+(A) If the solution is good, you will know what to do in a similar situation; if it is bad, you will know what not to do.
(AT) According to the accuracy of the implementation of the solution, it is possible to assess the qualifications of subordinates
(FROM) Checking the reliability of the administrative structure
(D) checking the reliability of the expert structure
78. The classical (administrative) school in management set as its goal
(BUT) Considering an administrator as a profession
(AT) Coordination of the work of the financial apparatus at the enterprise with production and marketing
(FROM) Creating a New Control Style
+(D) creation of universal management principles
79. The purpose of control is
(BUT) Checking the implementation of the plan
(AT) Collection of statistical information
(FROM) Increasing dependency of subordinates
+(D) providing management with information to adjust the plan
80. What condition prevents the emergence of a formal organization of people (according to Bernard)?
(BUT) Ability to communicate
(AT) Achieving a common goal
+(C) The desire for freedom of action
81. What is the principle of unity of government?
(BUT) Each employee (employee) can have only one supervisor
+(V) Full and absolute responsibility for the activities of the entire enterprise should be borne by one person
(FROM) The number of persons in effective management limited
(D) group of leaders is responsible for the work of the team
82. In what cases do they turn to qualitative methods forecasting?
(BUT) Lack of access to information by other means
+(V) Lack of Information Obtained by Quantitative Forecasting Methods
(FROM) The time limit for solving the problem is very limited.
(D) in the absence of sufficient funds for forecasting
83. The hallmark of a formal organization is
(BUT) Lack of unity in the actions of its members
(AT) Hard pressure on its members
(FROM) Availability job descriptions and instructions
+(D) conscious coordination of the actions of two or more persons
84. An example of influence through reasonable faith is the attitude
(BUT) Worker with master
(AT) Peasant and landowner
+(C) Patient with attending physician
85. Procedure is
+(A) Sequence of actions to be taken in a particular situation that tends to recur
(AT) Sequence of specific actions to be performed in a single specific situation
(FROM) Using the experience of the past
(D) guaranteed performance of specific actions
86. ultimate goal management is
(BUT) Development of the technical and economic base of the company
+(V) Ensuring the profitability of the company
(FROM) Rational organization production
(D) professional development and creative activity of the employee
87. How can influence through fear be used with skilled workers?
(BUT) Pay cut intimidation
(AT) The threat of being fired
(FROM) The threat of demotion
+(D) intimidating the possibility of infringement of self-esteem
88. Most frequent source conflicts when changing the rules and procedures of work is
(BUT) Infringement of someone's interests
+(V) The way management communicates new rules
(FROM) Unwillingness of people to change the established nature of work
(D) vagueness of the purpose pursued by these changes
89. For what purposes is brainstorming used in the decision-making process?
(BUT) Intensification of the thought process
(AT) Analysis of non-standard solutions
+(C) Identification of alternatives
(D) involvement of all participants in the decision-making process
90. Which person should be chosen as a new employee in most cases?
(BUT) A person who is attractive to the leader with his personal qualities
(AT) The person best qualified to perform actual work in position
(FROM) The candidate who appears to be the most suitable for promotion
(D) a candidate who has great potential
91. Why is an excessive number of subordinates dangerous?
+(A) Loss of team control
(AT) The growth of the bureaucracy
(FROM) Duplication of effort
92. The development of the principles of scientific management in the United States was facilitated by
(BUT) Diligence of free citizens
(AT) England support
+(C) Formation of large industries and enterprises
93. Which of the following communication roles performs the function of messaging in an organization?
94. What, according to Berkhord, is the reason for the emergence of an informal organization?
(BUT) People's desire for chaos
(AT) The unwillingness of the team to work
(FROM) Weakness of formal organization
+(D) the need for protection from formal organization
95. The principle of the "Z" theory, which is a priority for increasing labor productivity -
(BUT) Rejection of layoffs
(AT) Personnel rotation
(FROM) Commitment to the well-being of all employees
+(D) participation of both management and employees in decision-making concerning their work
96. highest achievement school of scientific management is to develop
(BUT) Labor motivation methods
(AT) Methods of mathematical modeling
+(C) Analysis of work operations
(D) ways psychological compatibility workers
97. Define the principles underlying management?
(BUT) Unity of command, motivation, leadership, feedback
(AT) Scientific, responsible, correct selection and placement of personnel
(FROM) Profitability, feedback, unity of command, motivation
98. What kind of power would be most acceptable in a research group of highly qualified specialists?
99. When establishing governance structures, the following should be taken into account
(BUT) How many levels of management may be required, how formal should the interaction be
(AT) Degree of centralization, whether all issues should be decided by top management
(FROM) The complexity of the organizational structure
+(D) number of control levels. The degree of formality of their interaction. degree of centralism. The complexity of the organizational structure
100. Factors influencing individual behavior and success are:
+(A) All of the above
(AT) Mental and physical abilities, values and attitudes
(D) values and claims, needs
101. What are the components of management?
(BUT) Strategic management, control
(AT) operational management
(FROM) Control, operational management
102. The practice of management arose
(BUT) In the 20th century, during the industrialization of industry
(AT) Together with the creation of the School of Management by F. Taylor
+(C) Together with the association of people into organized groups, for example, tribes
(D) along with the emergence of a systematic approach
103. What is "incitement"?
(BUT) Conditions in which a person is forced to carry out a specific activity
+(V) A feeling of lack of something that has a certain direction and is focused on achieving a goal (desire to do something)
(FROM) Forcing someone to do a certain activity
(D) creating someone's interest in a particular activity
104. The classification by type of interaction between an organization and a person includes:
(BUT) Traditional organization
105. The classification according to the type of interaction of the organization with the external environment includes:
106. The classification according to the type of interaction of units in the organization includes:
107. What type of relationship is not typical for corporate culture In the organisation?
(BUT) Monopoly and standardization in activities
(AT) Dominance of hierarchical power structures
+(C) The combination of competition and cooperation in the activities of employees
(D) principle of majority or seniority in decision-making
108. What features are not characteristic of the mechanistic type of organization?
(BUT) Narrow specialization at work
+(V) Ambitious Responsibility
(FROM) Clear rights and responsibilities
109. The theory of bureaucracy by Max Weber substantiates the effectiveness of the distribution of powers in an organization by type:
110. Management is a science that studies
(BUT) Market relations
+(V) Management of intellectual, financial, raw materials and material resources
(FROM) Ways to finance the health care system
111. Organizational documents do not include
(BUT) States of Institutions
(AT) Procedure and rules of activity
(FROM) Statutes of institutions
+(D) sale announcements
112. The functions of the strategic management level do not include:
(BUT) Organization Design
+(C) Accounting for stocks of raw materials
113. The functions of the operational level of management do not include:
+(C) Organization structure design
114. Participation is
(BUT) Profit distribution due to productivity growth
(AT) Design and redesign works
+(C) Involvement of employees in the analysis of problems and their solutions
(D) a method of simulating the development of managerial decisions according to given rules
115. Organizational structure- this is
(BUT) The art of managing intellectual, financial, raw materials, material resources
(AT) Type of human activity aimed at satisfying needs through exchange
+(C) Management system that determines the composition, interaction and subordination of its elements
(D) a method for simulating the development of managerial decisions according to given rules in various production situations
116. One of the main functions of management is
(BUT) Monitoring the progress of production
(AT) Methodological support for decision-making
(D) issuance of orders and directives
117. Which of the following theories of motivation does not apply to content theories:
(BUT) Theory of Abraham Maslow
+(V) Porter Lawler Model
(FROM) Frederick Herzberg's theory
118. The process of encouraging oneself and others to work towards achieving personal goals or goals of the organization is:
119. Performance of work under compulsion or through economic incentives is:
(BUT) Motivation by status
+(V) External motivation
(FROM) Motivation based on results
120. “When starting to perform this or that work, a person with a certain degree of probability expects that the efforts expended by him will bring the necessary result, which also, with varying degrees of probability, should be noticed by the manager and appropriately rewarded.” This position is responsible for:
+(A) Vroom's expectancy theories
(AT) Theories of Porter Lawler
(FROM) McClelland's acquired needs theory
(D) Adams' theories of justice