All Free Management Sciences MCQs with Answers

• A. The behaviour of people and groups within organisations
• B. The preparation of national economic budgets
• C. The design of products for industrial markets
• D. The recording of business transactions

Explanation: Organizational behaviour examines how individuals and groups behave at work and how organisational systems influence them.

• A. Extraversion
• B. Conscientiousness
• C. Openness to experience
• D. Agreeableness

Explanation: Conscientiousness involves responsibility, self discipline, and achievement orientation, so it is commonly linked with reliable…

• A. Self serving bias
• B. Fundamental attribution error
• C. Halo effect
• D. Selective perception

Explanation: The fundamental attribution error occurs when a person overemphasises an individual's traits and underestimates situational causes of…

• A. Salary level
• B. Company policy
• C. Achievement
• D. Physical working conditions

Explanation: Achievement is a motivator because it can create satisfaction and encourage stronger performance.

• A. Positive reinforcement
• B. Negative reinforcement
• C. Punishment
• D. Extinction

Explanation: Positive reinforcement adds a desirable consequence, such as praise, to increase the likelihood of a behaviour being repeated.

• A. Team members independently compare several alternatives
• B. A team suppresses objections to preserve apparent agreement
• C. Employees compete openly for limited departmental funds
• D. A manager assigns different tasks to individual specialists

Explanation: Groupthink occurs when the desire for unanimity discourages critical evaluation and prevents members from raising objections.

• A. Transactional leadership
• B. Transformational leadership
• C. Laissez faire leadership
• D. Bureaucratic leadership

Explanation: Transformational leadership motivates followers through vision, inspiration, and change in values or expectations.

• A. Formal chain of command
• B. Grapevine
• C. Scalar principle
• D. Management information system

Explanation: The grapevine is an informal communication network based on social relationships rather than official reporting channels.

• A. Relationship conflict
• B. Task conflict
• C. Role conflict
• D. Status conflict

Explanation: Task conflict concerns differences about work objectives, procedures, or the substance of a job.

• A. Organizational behaviour studies workplace behaviour, while human resource management manages employment practices
• B. Organizational behaviour deals only with accounting, while human resource management handles production
• C. Organizational behaviour applies only to senior managers, while human resource management applies only to workers
• D. Organizational behaviour studies customers, while human resource management studies competitors

Explanation: Organizational behaviour focuses on individuals, groups, and organisational systems that shape workplace conduct.

• A. Selective perception
• B. Role ambiguity
• C. Emotional labour
• D. Procedural justice

Explanation: Selective perception causes people to notice or interpret information that fits their existing expectations.

• A. Personally valued
• B. Equally distributed
• C. Delayed indefinitely
• D. Controlled by peers

Explanation: Expectancy theory predicts stronger motivation when expected rewards have value to the employee.

• A. Equity theory
• B. Goal-setting theory
• C. Reinforcement theory
• D. Trait theory

Explanation: Equity theory explains how employees assess fairness by comparing their input to outcome ratio with that of another person.

• A. Giving greater autonomy over the work
• B. Increasing supervision of each task
• C. Offering a fixed attendance bonus
• D. Restricting access to information

Explanation: Autonomy strengthens a sense of ownership and control, which supports intrinsic motivation.

• A. Cross-functional team
• B. Self-managed team
• C. Virtual team
• D. Command group

Explanation: A cross-functional team brings together members from different functional areas to address a shared task or problem.

• A. Legitimate power
• B. Expert power
• C. Referent power
• D. Coercive power

Explanation: Legitimate power comes from a person's formal position and accepted right to direct others.

• A. Shared underlying values
• B. Specified reporting lines
• C. Documented work procedures
• D. Formal disciplinary rules

Explanation: Organisational culture consists largely of shared values, assumptions, and norms that guide behaviour.

• A. Refreezing
• B. Unfreezing
• C. Diagnosing
• D. Restraining

Explanation: Refreezing stabilises and reinforces the new behaviour so that it becomes the accepted way of working.

• A. Constructive task conflict
• B. Social loafing
• C. Role conflict
• D. Affective conflict

Explanation: Constructive task conflict can improve decisions by encouraging examination of alternatives and assumptions.

• A. Unclear expectations about job duties
• B. Conflicting demands from two supervisors
• C. Excessive agreement among team members
• D. A large difference in employee salaries

Explanation: Role ambiguity occurs when an employee lacks clear information about duties, authority, or performance expectations.