[Solved] Management Functions MCQ [Free PDF] - Objective Question Answer for Management Functions Quiz - Download Now! (2024)

1. Leading
2. Planning
3. Pricing
4. More than one of the above
5. None of the above

The correct answer is Pricing.

Key PointsThere are five steps of management process; planning, organizing, staffing, directing or leading, and controlling. Therefore, here pricing is not the part of its process.

Important PointsManagement Process-

1) Planning-

• Managers design a plan of action to accomplish organizational goals during the planning stage.
• Management makes strategic choices to determine the course of the business throughout the planning phase.

2) Organizing-

• The goal of organizing is to allocate resources and assign responsibilities to individuals in order to accomplish the objectives set in the planning stage.

3) Staffing-

• The managerial task of hiring, choosing, developing, promoting, and compensating employees is known as staffing.
• The process of hiring and training the necessary employees to fill the various positions in the business is referred to as staffing.

4) Leading-

• It means inspiring team members and shape behavior to accomplish corporate goals.
• Leading focuses on managing people, such as individual employees, teams, and groups.

5) Controlling-

• Controlling is the process of monitoring how the plan is being carried out and making changes as necessary to guarantee that the organizational goal is met.

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1. Planning, organizing, staffing, leading, and controlling
2. Designing and operating
3. Planning, organizing, staffing, procuring, and reviewing
4. More than one of the above
5. None of the above

The correct answer isPlanning, organizing, staffing, leading, and controlling.

Key Points

• Therole of an operations manager is to manage all activities involved in producing the goods and/or services of a business.
• The responsibility of the operations manager includesPlanning, organizing, staffing, leading, and controlling.

Important Points

Planning

• It is setting an organization’s goal and deciding howto achieve them.
• Planning is decision making, regarding the goals and setting the future course of action from a set of alternatives to reach them.
• The plan helps to maintain managerial effectiveness as it works as a guide for the personnel for future activities.

Organizing

• It involves determining how activities and resources are to be assembled and coordinated.
• The organization can also be defined as an intentionally formalized structure of positions or roles for people to fill in an organization.

Staffing

• It helps the executives to establish positions and lay down their functional relations to each other.
• However, it is through a staffing function that different positions in the organizational structure are manned.
• The staffing process, therefore, provides the organization with adequate, competent, and qualified personnel at all levels.

Directing

• It motivates members of the organization to work in the best interests of the organization.
• It is said to be a process in which the managers instruct, guide, and oversee the performance of the workers to achieve predetermined goals.
• It is said to be the heart of the management process.

Controlling

• It is measuring, comparing, finding deviation, and correcting the organizational activities which are performed for achieving the goals or objectives.
• It is this possibility of actions deviating from plans that call for constant monitoring of actual performance so that appropriate steps may be taken to make them conform to plans.
• Thus, the controlling task of management involves compelling the events to conform to plans.

Coordinating

• It deals with harmonizing work relations and efforts at all levels for achieving some common purpose.
• It may be described as unifying and achieving harmony among individual efforts for the purpose of accomplishing group goals.
• The whole idea of coordination is to adjust, reconcile, and synchronize individual efforts so that group efforts become more effective and help to achieve some common objectives.

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1. Efficiency
2. Effectiveness
3. Management
4. More than one of the above
5. None of the above

The correct answer isEfficiency.

Getting work done with a minimum effort, expense, or waste is the definition ofEfficiency.

• It ​is the quality of being able to do a task successfully, without wasting time or energy more than it is needed.
• In organisational term,it refers to optimum utilization of resources so that the organisation can maximize the profit.
  • Itusually includes creating output with less waste, spending less money and fewer resources.
  • it isthe peak level of performance that uses the least amount of inputs to achieve the highest amount of output.

Effectiveness

• ​Itis concerned with the end result.
• It isis defined as the degree to which something is successful in producing a desired result.
• In organisational term, it means how efficiently an operation or activity is at achieving its goal and the company's overall objective.
• Effectiveness in management is the ability of professionals in a business organization to achieve organizational targets by following the established process.
• Itis a result-oriented metric that demonstrates how well an action was carried out, resulting in the achievement of the desired outcome.

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1. Communication between team members
2. Collaboration within a department
3. Interaction with suppliers and customers
4. More than one of the above
5. None of the above

The correct answer is c) Interaction with suppliers and customers.

Interaction with suppliers and customers is an example of external coordination. External coordination refers to the coordination and collaboration between an organization and external entities outside of the company, such as suppliers, customers, partners, or regulatory agencies.

In the context of supply chain management, external coordination involves establishing and maintaining effective relationships with suppliers to ensure the timely delivery of materials and components. It also includes coordination with customers to understand their needs, gather feedback, and align product or service offerings with customer expectations.

By coordinating with external entities, organizations can ensure that the flow of goods, services, and information is efficient, seamless, and aligned with customer demands. Effective external coordination helps to establish trust, enhance communication, and build mutually beneficial relationships with suppliers and customers.

On the other hand, options a) communication between team members, b) collaboration within a department, and d) sharing information within a company are examples of internal coordination, which refers to coordination and collaboration among individuals, teams, or departments within the same organization.

Therefore, interaction with suppliers and customers is an example of external coordination.

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1. Communication between team members
2. Collaboration within a department
3. Interaction with suppliers and customers
4. More than one of the above.
5. None of the above/More than one of the above.

The correct answer is c) Interaction with suppliers and customers.

Interaction with suppliers and customers is an example of external coordination. External coordination refers to the coordination and collaboration between an organization and external entities outside of the company, such as suppliers, customers, partners, or regulatory agencies.

In the context of supply chain management, external coordination involves establishing and maintaining effective relationships with suppliers to ensure the timely delivery of materials and components. It also includes coordination with customers to understand their needs, gather feedback, and align product or service offerings with customer expectations.

By coordinating with external entities, organizations can ensure that the flow of goods, services, and information is efficient, seamless, and aligned with customer demands. Effective external coordination helps to establish trust, enhance communication, and build mutually beneficial relationships with suppliers and customers.

On the other hand, options a) communication between team members, b) collaboration within a department, and d) sharing information within a company are examples of internal coordination, which refers to coordination and collaboration among individuals, teams, or departments within the same organization.

Therefore, interaction with suppliers and customers is an example of external coordination.

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Management Functions Question 6

1. Top managers
2. Middle level managers
3. Low level Managers
4. Supervisors

Management Functions Question 6 Detailed Solution

The correct answer isTop managers.
Key Points

• Top managersare responsible for a wide range of tasks, including goal planning, strategy development, policy making, organizational structure formation, environmental analysis, performance management, and much more.
• Members of the Board of Directors, the Managing Director, the Chairman, the Chief Executive Officer, the Chief Operating Officer, the Vice President, the President the General Manager, and other Senior Executives make up the top level of management in any given firm.

Additional InformationMiddle level managers-

• The middle management ranks are superior to those of the lower, operational levels, but below to those of the top management.
• Departmental Managers, such as those in charge of production, purchasing, finances, personnel, and marketing, as well as other executive officers in charge of certain departments (such as the plant superintendent) make up the majority of an organization's middle management.

Low level managers-

• Lower-level management, often called supervisory level management or operational level management, is the lowest tier of management.
• Foremen, supervisors, section officers, and superintendents are all examples of lower-level management positions that have direct authority over the organization's operative staff.

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Management Functions Question 7

1. Planning, organizing, staffing, leading, and controlling
2. Designing and operating
3. Planning, organizing, staffing, procuring, and reviewing
4. Forecasting, designing, planning, organizing, and controlling

Management Functions Question 7 Detailed Solution

The correct answer isPlanning, organizing, staffing, leading, and controlling.

Key Points

• Therole of an operations manager is to manage all activities involved in producing the goods and/or services of a business.
• The responsibility of the operations manager includesPlanning, organizing, staffing, leading, and controlling.

Important Points

Planning

• It is setting an organization’s goal and deciding howto achieve them.
• Planning is decision making, regarding the goals and setting the future course of action from a set of alternatives to reach them.
• The plan helps to maintain managerial effectiveness as it works as a guide for the personnel for future activities.

Organizing

• It involves determining how activities and resources are to be assembled and coordinated.
• The organization can also be defined as an intentionally formalized structure of positions or roles for people to fill in an organization.

Staffing

• It helps the executives to establish positions and lay down their functional relations to each other.
• However, it is through a staffing function that different positions in the organizational structure are manned.
• The staffing process, therefore, provides the organization with adequate, competent, and qualified personnel at all levels.

Directing

• It motivates members of the organization to work in the best interests of the organization.
• It is said to be a process in which the managers instruct, guide, and oversee the performance of the workers to achieve predetermined goals.
• It is said to be the heart of the management process.

Controlling

• It is measuring, comparing, finding deviation, and correcting the organizational activities which are performed for achieving the goals or objectives.
• It is this possibility of actions deviating from plans that call for constant monitoring of actual performance so that appropriate steps may be taken to make them conform to plans.
• Thus, the controlling task of management involves compelling the events to conform to plans.

Coordinating

• It deals with harmonizing work relations and efforts at all levels for achieving some common purpose.
• It may be described as unifying and achieving harmony among individual efforts for the purpose of accomplishing group goals.
• The whole idea of coordination is to adjust, reconcile, and synchronize individual efforts so that group efforts become more effective and help to achieve some common objectives.

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Management Functions Question 8

1. Leading
2. Planning
3. Pricing
4. Staffing

Management Functions Question 8 Detailed Solution

The correct answer is Pricing.

Key PointsThere are five steps of management process; planning, organizing, staffing, directing or leading, and controlling. Therefore, here pricing is not the part of its process.

Important PointsManagement Process-

1) Planning-

• Managers design a plan of action to accomplish organizational goals during the planning stage.
• Management makes strategic choices to determine the course of the business throughout the planning phase.

2) Organizing-

• The goal of organizing is to allocate resources and assign responsibilities to individuals in order to accomplish the objectives set in the planning stage.

3) Staffing-

• The managerial task of hiring, choosing, developing, promoting, and compensating employees is known as staffing.
• The process of hiring and training the necessary employees to fill the various positions in the business is referred to as staffing.

4) Leading-

• It means inspiring team members and shape behavior to accomplish corporate goals.
• Leading focuses on managing people, such as individual employees, teams, and groups.

5) Controlling-

• Controlling is the process of monitoring how the plan is being carried out and making changes as necessary to guarantee that the organizational goal is met.

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Management Functions Question 9

1. Human skill
2. Technical skill
3. Mechanical skill
4. Conceptual skill

Management Functions Question 9 Detailed Solution

The correct answer isHuman skill.

Key Points

Human skills arethe most essential for a manager to bring out the best from the people under him.

Primarily, there arethree types of skills that are essential for a successful management process:

• Technical skills
• Conceptual skills
• Human or interpersonal management skills

Important Points

Technical skills

• Technical skills refer to the ability and knowledge in using the equipment, techniques, and procedure involved in performing a specific activity.
• These skills require specialized knowledge and proficiency in the mechanics of a particular.
• Technical skills are most important for first-level managers.

Conceptual skills

• It involvesknowledge or ability of a manager for more abstract thinking.
• Managercan predict the future of the business or department as a whole.
• Theseskills are vital for top managers, less critical for mid-level managers and not required for first-level managers.

Human or interpersonal managerial skills

• Theseskills present a manager’s knowledge and ability to work with people.
• These skills enable managers to become leaders and motivate employees for better accomplishments.
• Theseare essential skills for all hierarchical levels in the company.
• This ismost essential for a manager to bring out the best from the people under him.

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Management Functions Question 10

1. Technical
2. Interpersonal
3. Leadership
4. Conceptual

Management Functions Question 10 Detailed Solution

The correct answer isconceptual skills.

Key PointsConceptual skills-

• Conceptual skills are ways of thinking that help you understand hard or critical situationsand find solutionto difficultproblems.
• These skills are widely valued after because they equip individuals with the means to solve a wide variety of problems through methodical, introspective reflection and abstract thought.
• Employees with these abilities are widely valued after because of their ability to bring fresh ideas to challenging work settings.
• A person with strong conceptual abilities can formulate innovative plans of action.

Additional InformationTechnical Skills-

• Technical skills refer to the ability to use a variety of specialized tools and computer programs in a variety of real-world contexts.

Interpersonal Skills-

• In daily life, we rely on our interpersonal skills to successfully communicate and engage with others, both one-on-one and in small groups.

Leadership Skills-

• The capacity to allocate tasks, motivate subordinates, and convey ideas clearly are all essential leadership abilities. Integrity, self-assurance, dedication, and originality are other important leadership skills.

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Management Functions Question 11

1. Howhardanemployeeworks
2. Howeffectivelyamanagersuperviseshissubordinates
3. Howprofitableabusinessis
4. Howproductivelyresourcesareusedtoachieveagoal

Management Functions Question 11 Detailed Solution

Key PointsEfficiency-

• Efficiency refers to carrying out tasks with the least amount of resource wastage, which also refers to making the best use of resources to increase profit for the organization.
• It focuses on the qualitative production with reasonable cost.
• Being efficient means you can achieve your results by putting the resources you have in the best way possible.
• Efficiency is measurable and can be expressed as a ratio or percentage.

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Management Functions Question 12

1. Repetitive and routine tasks
2. Tasks that call for innovative thinking
3. Tasks that involve research
4. Exceptionally difficult tasks

Management Functions Question 12 Detailed Solution

The correct answer isRepetitive and routine tasks.

Key Points

Employees at the bottom of the hierarchy of an organization are generally assigned Repetitive and routine tasks.

• ​Theyhave less authority but tend to have greater numbers.
• However, they are the ones who keep the essential function of the organisation going.
• Their work is directly related to what organisation exists to deliver to its end customers.
• A hierarchical structure is the chain of command within a company that begins with senior management and executives and extends to general employees.

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Management Functions Question 13

1. Efficiency
2. Effectiveness
3. Management
4. Planning

Management Functions Question 13 Detailed Solution

The correct answer isEfficiency.

Getting work done with a minimum effort, expense, or waste is the definition ofEfficiency.

• It ​is the quality of being able to do a task successfully, without wasting time or energy more than it is needed.
• In organisational term,it refers to optimum utilization of resources so that the organisation can maximize the profit.
  • Itusually includes creating output with less waste, spending less money and fewer resources.
  • it isthe peak level of performance that uses the least amount of inputs to achieve the highest amount of output.

Effectiveness

• ​Itis concerned with the end result.
• It isis defined as the degree to which something is successful in producing a desired result.
• In organisational term, it means how efficiently an operation or activity is at achieving its goal and the company's overall objective.
• Effectiveness in management is the ability of professionals in a business organization to achieve organizational targets by following the established process.
• Itis a result-oriented metric that demonstrates how well an action was carried out, resulting in the achievement of the desired outcome.

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Management Functions Question 14

1. Efficiency
2. Management
3. Planning
4. Effectiveness

Management Functions Question 14 Detailed Solution

The correct answer is Efficiency.

Key PointsEfficiency in management refers to carrying out tasks with the least amount of resource wastage, which also refers to making the best use of resources to increase profit for the organization.

Efficiency-

• Efficiency gauges the degree of performance attained in comparison to a benchmark.
• The largest number of outputs can be produced with the fewest amount of inputs when there is high efficiency.
• An efficientprocedure often wastes the least amount of time, resources, labor, and energy.
• High volume processes frequently have high levels of efficiency since a corporation is more likely to gain from changes in these areas.

Additional InformationManagement-

• Management is the process of planning and organizing a company's actions and resources to achieve certain objectives as effectively and efficiently as feasible.

Planning-

• Managers design a plan of action to accomplish organizational goals during the planning stage.
• Management makes strategic choices to determine the course of the business throughout the planning phase.

Effectiveness-

• Effective management is characterized by the timely completion of tasks that provide measurable outcomes.

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Management Functions Question 15

1. Technical
2. Marketing
3. Interpersonal
4. Sales

Management Functions Question 15 Detailed Solution

The correct answer isInterpersonal.

Key Points

Interpersonal skillsenable a manager to motivate employees.

• ​Theseare the skills that present the managers' ability to interact, work or relate effectively with people.
• These skills enable the managers to make use of human potential in the company and motivate the employees for better results.
• Primarily, there arethree types of skills that are essential for a successful management process:
  • Technical skills
  • Conceptual skills
  • Human or interpersonal management skills

Important Points

Technical skills

• Technical skills refer to the ability and knowledge in using the equipment, techniques, and procedure involved in performing a specific activity.
• These skills require specialized knowledge and proficiency in the mechanics of a particular.
• Technical skills are most important for first-level managers.

Conceptual skills

• It involvesknowledge or ability of a manager for more abstract thinking.
• Managercan predict the future of the business or department as a whole.
• Theseskills are vital for top managers, less critical for mid-level managers and not required for first-level managers.

Human or interpersonal managerial skills

• Theseskills present a manager’s knowledge and ability to work with people.
• These skills enable managers to become leaders and motivate employees for better accomplishments.
• Theseare essential skills for all hierarchical levels in the company.

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