All Free Management Sciences MCQs with Answers

• A. Role conflict
• B. Role ambiguity
• C. Role overload
• D. Role isolation

Explanation: Role conflict occurs when a person faces incompatible demands from different sources.

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

Explanation: Interactional justice concerns the interpersonal treatment and explanations people receive during organisational decisions.

• A. Affective commitment
• B. Continuance commitment
• C. Normative commitment
• D. Professional commitment

Explanation: Continuance commitment is based on the perceived costs of leaving an organisation.

• A. Age
• B. Gender
• C. Physical ability
• D. Personal values

Explanation: Deep-level diversity concerns less visible differences such as values, attitudes and beliefs.

• A. One functional manager only
• B. A functional manager and a project manager
• C. The chief executive and a board member
• D. Two managers from the same department

Explanation: A matrix structure combines functional and project or product authority, so an employee often has dual reporting relationships.

• A. Mechanistic structure
• B. Organic structure
• C. Bureaucratic structure
• D. Functional structure

Explanation: An organic structure uses flexibility, collaboration and less rigid authority relationships, making it suitable for uncertain…

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

Explanation: Storming is the stage in which members challenge roles, leadership and group procedures.

• A. Social loafing
• B. Social facilitation
• C. Group polarisation
• D. Role modelling

Explanation: Social facilitation describes the effect of others' presence on individual performance, often improving well-learned tasks and impairing…

• A. Self-serving bias
• B. Halo effect
• C. Stereotyping
• D. Availability bias

Explanation: Self-serving bias involves attributing success to internal qualities and failure to external circumstances.

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

Explanation: Extinction occurs when a previously reinforced behaviour no longer receives reinforcement and consequently decreases.

• A. Specific and challenging
• B. General and flexible
• C. Easy and comfortable
• D. Unrelated and complex

Explanation: Goal-setting theory holds that specific, challenging goals direct attention and increase effort when employees accept them.

• A. Leader's formal education
• B. Favourableness of the situation
• C. Size of the organisation
• D. Followers' personal income

Explanation: Fiedler's model proposes that leadership effectiveness depends on whether a relatively task-oriented or relationship-oriented style fits…

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

Explanation: Referent power comes from admiration, identification and personal appeal.

• A. Downward communication
• B. Upward communication
• C. Horizontal communication
• D. Diagonal communication

Explanation: Upward communication moves from employees or lower organisational levels to supervisors and senior managers.

• A. Widely shared and intensely held
• B. Written only in formal manuals
• C. Changed by every new employee
• D. Limited to senior executives

Explanation: A strong culture exists when many members share the important values and are strongly committed to them.

• A. Functional departmentalisation
• B. Product departmentalisation
• C. Geographical departmentalisation
• D. Process departmentalisation

Explanation: Product departmentalisation organises activities around separate products or product lines.

• A. Clear information about the change
• B. Employee participation in planning
• C. Fear of losing skills or job security
• D. Adequate training before implementation

Explanation: Employees commonly resist change when they fear loss of competence, status, income or job security.

• A. Self-managed work team
• B. Advisory committee
• C. Temporary project group
• D. Social support group

Explanation: A self-managed work team takes substantial responsibility for organising and controlling its own work.

• A. Distributive bargaining
• B. Integrative bargaining
• C. Avoidance bargaining
• D. Positional bargaining

Explanation: Integrative bargaining seeks mutual gains by identifying interests and creating additional value for the parties.

• A. Repeat an existing routine more quickly
• B. Correct errors without questioning assumptions
• C. Question and revise the underlying assumptions
• D. Record outcomes without changing action

Explanation: Double-loop learning examines and changes the assumptions, rules or policies that produced an action.