All Free Management Sciences MCQs with Answers

• A. Apply knowledge with judgment in varied situations
• B. Follow fixed rules in every organisational situation
• C. Avoid personal judgment when directing employees
• D. Use financial records as the main decision guide

Explanation: Management is an art because managers apply general knowledge, judgment and experience to particular situations.

• A. They apply to different types and sizes of organisations
• B. They apply only to profit-making business organisations
• C. They apply only when an organisation has many employees
• D. They apply only to public sector administrative offices

Explanation: Management principles can be applied in business firms, government departments, hospitals, schools and nonprofit organisations.

• A. An assumption about future conditions affecting plans
• B. A final report comparing actual and planned results
• C. A list of employees assigned to each department
• D. A detailed record of completed organisational activities

Explanation: Planning premises are assumptions about future conditions such as markets, resources, technology or government policy.

• A. Significant deviations from established standards
• B. Every minor activity performed by each employee
• C. Only decisions made by senior executives
• D. Routine work that fully meets performance standards

Explanation: Management by exception directs managerial attention to important deviations from standards or expected results.

• A. Feedforward control
• B. Concurrent control
• C. Feedback control
• D. Post-action control

Explanation: Feedforward control operates before an activity begins and seeks to prevent expected problems in advance.

• A. Concurrent control
• B. Feedforward control
• C. Feedback control
• D. Strategic planning

Explanation: Concurrent control takes place while an activity is in progress, allowing corrective action before the work is completed.

• A. Offers several distinct products requiring separate attention
• B. Has employees performing only one specialised activity
• C. Operates from a single location with identical customers
• D. Uses one process for every product and service

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

• A. Authority comes from a formal position, while power is broader
• B. Authority is personal influence, while power comes only from rank
• C. Authority and power always have exactly the same source
• D. Authority belongs to subordinates, while power belongs to managers

Explanation: Authority is the formal and legitimate right to make decisions or issue orders because of an organisational position.

• A. Matrix structure
• B. Simple line structure
• C. Pure functional structure
• D. Single-purpose committee

Explanation: A matrix structure combines functional and project or product authority, so an employee may report to two managers.

• A. Operational plan
• B. Strategic plan
• C. Contingency plan
• D. Single-use plan

Explanation: An operational plan specifies short-term actions, schedules and resources needed for routine organisational work.

• A. It seeks to achieve defined organisational results
• B. It limits decisions to senior managers
• C. It focuses mainly on employee supervision
• D. It replaces organisational rules with personal judgment

Explanation: Management is goal-oriented because its activities are directed toward achieving specified organisational objectives.

• A. Planning alternative courses of action
• B. Issuing daily instructions to employees
• C. Recording completed financial transactions
• D. Checking attendance after work begins

Explanation: Planning examines expected conditions and prepares suitable courses of action before work is undertaken.

• A. Preliminary control
• B. Concurrent control
• C. Feedback control
• D. Preventive control

Explanation: Feedback control measures completed results and uses the information to improve future performance.

• A. Authority and responsibility
• B. Output and input
• C. Objectives and policies
• D. Planning and coordination

Explanation: Productivity measures how efficiently inputs such as labour, time, and materials are converted into outputs.

• A. It requires specialised knowledge and ethical standards
• B. It depends only on personal experience
• C. It is limited to government organisations
• D. It requires membership in one universal licensing body

Explanation: Management has features of a profession because it uses specialised knowledge, formal education, and accepted ethical standards.

• A. Offers one product in one local market
• B. Operates across regions with different customer needs
• C. Groups employees only according to their professions
• D. Organises work around temporary construction projects

Explanation: Geographical departmentalisation groups activities according to territories or regions.

• A. Highly routine work with similar tasks
• B. Subordinates who need close guidance
• C. Standardised procedures for every activity
• D. Strong communication systems throughout the unit

Explanation: A narrow span is more suitable when employees require frequent guidance or their work is complex and varied.

• A. Authority increases automatically for every subordinate
• B. Accountability for results remains with the assigning manager
• C. Delegation removes the manager's duty to monitor results
• D. Responsibility becomes unnecessary once authority is transferred

Explanation: A manager may delegate authority and assign responsibility, but remains accountable for the final results within the organisation.

• A. Top management
• B. Middle management
• C. First-line management
• D. The board of directors

Explanation: First-line managers translate operating plans into specific duties, schedules, and instructions for employees.

• A. A manager changes targets without reviewing results
• B. A manager compares results with standards and takes corrective action
• C. A manager allows performance to continue without measurement
• D. A manager sets standards but never communicates them

Explanation: Effective control requires standards, measurement of actual performance, comparison, and corrective action where necessary.