All Free Management Sciences MCQs with Answers

• A. An internal locus of control
• B. A high need for affiliation
• C. An external locus of control
• D. A low tolerance for ambiguity

Explanation: An internal locus of control means a person sees outcomes as substantially influenced by personal actions.

• A. Forming
• B. Storming
• C. Norming
• D. Adjourning

Explanation: The norming stage involves agreement about roles, procedures and acceptable behaviour.

• A. Filtering
• B. Semantic barrier
• C. Physical barrier
• D. Information overload

Explanation: A semantic barrier occurs when words, symbols or technical terms are interpreted differently by the sender and receiver.

• A. Emotional labour
• B. Role enlargement
• C. Cognitive appraisal
• D. Job withdrawal

Explanation: Emotional labour involves managing or displaying emotions to meet occupational expectations.

• A. Distributive justice
• B. Procedural justice
• C. Interactional justice
• D. Informational justice

Explanation: Distributive justice concerns the fairness of outcomes such as pay, promotions or assignments.

• A. Job rotation
• B. Job enlargement
• C. Job enrichment
• D. Work simplification

Explanation: Job enlargement expands the number of tasks performed at the same level of responsibility, creating horizontal job loading.

• A. Cognitive dissonance
• B. Perceptual defence
• C. Social facilitation
• D. Self-efficacy

Explanation: Cognitive dissonance is the uncomfortable tension caused by inconsistency among beliefs, attitudes or behaviour.

• A. Differences in work values
• B. Differences in problem-solving styles
• C. Differences in age
• D. Differences in career motives

Explanation: Surface-level diversity involves readily observable characteristics such as age, sex and physical attributes.

• A. Turnover intention
• B. Organisational identification
• C. Role commitment
• D. Job involvement

Explanation: Turnover intention is a conscious plan or inclination to leave an organisation.

• A. Informal group
• B. Reference group
• C. Formal group
• D. Primary group

Explanation: A formal group is deliberately established by the organisation to perform a defined task or achieve a stated objective.

• A. Employees naturally seek responsibility at work
• B. Employees usually avoid work when possible
• C. Employees are motivated mainly by social identity
• D. Employees prefer autonomy over close supervision

Explanation: Theory X assumes that employees tend to dislike work, avoid responsibility and require direction or control.

• A. Only formal communication with the supervisor
• B. Mutual trust, support and additional responsibility
• C. Equal rewards regardless of employee contribution
• D. Strict reliance on written rules and procedures

Explanation: Leader-member exchange theory focuses on the quality of the relationship between a leader and each subordinate.

• A. Employees learn workplace values, roles and expected behaviours
• B. Managers calculate the financial cost of employee turnover
• C. Teams divide a large project into smaller tasks
• D. Organisations compare salaries with those of competitors

Explanation: Organisational socialisation helps newcomers understand the organisation's culture, rules, work expectations and social relationships.

• A. Psychological safety
• B. Role conflict
• C. Social facilitation
• D. Emotional labour

Explanation: Psychological safety is the shared belief that people can speak up, take interpersonal risks and admit errors without being punished or…

• A. Self-efficacy
• B. Self-monitoring
• C. Self-actualisation
• D. Self-handicapping

Explanation: Self-efficacy is a person's belief in the ability to perform a specific task successfully.

• A. Departmentalisation
• B. Formalisation
• C. Specialisation
• D. Integration

Explanation: Formalisation describes how much employee behaviour is guided by documented rules and standard procedures.

• A. Person-organisation fit
• B. Person-role conflict
• C. Role overload
• D. Organisational silence

Explanation: Person-organisation fit exists when an individual's values, beliefs or characteristics are compatible with those of the organisation.

• A. Escalation of commitment
• B. Availability heuristic
• C. Risk compensation
• D. Production blocking

Explanation: Escalation of commitment occurs when decision makers continue supporting a failing course of action because of previous investments.

• A. A standardised form
• B. A face-to-face discussion
• C. A routine spreadsheet
• D. A brief automated message

Explanation: Face-to-face communication provides immediate feedback, verbal detail and nonverbal cues, making it suitable for ambiguous or sensitive…

• A. Restraining forces are strengthened
• B. Driving forces are removed completely
• C. Driving forces outweigh restraining forces
• D. All employees receive identical job titles

Explanation: Force-field analysis views change as the result of driving forces supporting it and restraining forces opposing it.