All Free Management Sciences MCQs with Answers

• A. sociable
• B. trusting
• C. compliant
• D. both b and c

Explanation: Agreeableness reflects a cooperative interpersonal style, including trust, compliance and a tendency to accommodate others.

• A. behavior
• B. benchmarking
• C. best supporting team
• D. bearing peer pressure

Explanation: In the ABC model, B represents the observable behavior being examined, while A commonly refers to the antecedent and C to the consequence.

• A. Perception
• B. Personality
• C. Attitude
• D. Ability

Explanation: Perception is the mental process through which people select, organize, and interpret environmental information according to their own…

• A. Informational role
• B. Interpersonal role
• C. Decisional role
• D. Conceptual roleSubmit Mcqs Platform

Explanation: Motivating employees is part of a manager’s leader role, which belongs to Mintzberg’s interpersonal roles.

• A. Affective component
• B. Cognitive component
• C. Behavioral component
• D. Objective component

Explanation: The cognitive component of an attitude consists of beliefs, opinions, knowledge, and information about an object or situation.

• A. Scientific approach
• B. Rational approach
• C. Human relations approach
• D. Systematic approach

Explanation: The human relations approach highlights how social relationships, motivation, morale, and other psychological factors influence employee…

• A. Frederick Herzberg
• B. Abraham Maslow
• C. Sigmund Freud
• D. John Dale

Explanation: Herzberg's two-factor theory separates motivators, which create satisfaction, from hygiene factors, which mainly prevent dissatisfaction.

• A. satisfiers and dissatisfies
• B. formal and informal
• C. regular and irregulars
• D. all of the above

Explanation: Herzberg’s two-factor theory divides job factors into satisfiers, or motivators, and dissatisfiers, or hygiene factors.

• A. physiological needs
• B. social and safety needs
• C. esteem needs
• D. self-actualization needs

Explanation: Food, shelter, and clothing are basic requirements for physical survival, so Maslow places them at the physiological level.

• A. physiological needs
• B. social needs
• C. safety needs
• D. esteem needs

Explanation: Recognition, prestige, and status satisfy the desire to feel valued and respected, so they belong to esteem needs.

• A. physiological needs
• B. social needs
• C. self-actualization needs
• D. esteem needs

Explanation: Self-actualization is the highest level in Maslow’s hierarchy and represents realizing one’s potential, personal growth, and…

• A. physiological needs
• B. social needs
• C. safety needs
• D. esteem needs

Explanation: Belonging, friendship, affection, and group acceptance are social needs in Maslow’s hierarchy.

• A. comparison
• B. analysis
• C. benchmarking
• D. return analysis

Explanation: Benchmarking means comparing an organisation's performance or practices with those of leading or best-performing firms.

• A. Comparison
• B. Analysis
• C. Bench marking
• D. Return analysis

Explanation: Benchmarking is the systematic comparison of an organisation's performance or processes with leading firms to identify performance gaps…

• A. Sole-proprietorship
• B. General Partnership
• C. Limited Partnerhsip
• D. Corporation

Explanation: In a general partnership, every general partner shares profits and losses and has unlimited personal liability for the firm’s debts.

• A. Budget
• B. Target
• C. Rule
• D. Qouta

Explanation: A rule is a standing plan that prescribes a standard course of action for recurring situations.

• A. personal competencies
• B. interpersonal competencies
• C. business management
• D. Both A and C

Explanation: Supply chain management deals with coordinating purchasing, production, distribution and logistics, so it falls under broader business…

• A. linking performance and pay
• B. scientific management movement
• C. performance based system
• D. low-performance work system

Explanation: Scientific management uses systematic observation, work measurement and analysis to find more efficient work methods.

• A. Set an objective
• B. Evaluate alternatives
• C. Determine strength and weaknesses
• D. none of aboveHuman Resources

Explanation: After objectives are set, managers examine internal strengths and weaknesses to understand the organisation’s current position before…

• A. Horizontal integration
• B. Vertical integration
• C. Geographic expansion
• D. none of above

Explanation: Operating in additional countries expands the firm's geographical reach without necessarily changing its production stages or ownership…