Chapter 10 management (f1 acca)

Chapter 10 – Management: Practice Exam Questions and Answers with Explanations

August 11, 2025

1 Questions

1 Who suggested that management consists of the processes of commanding, planning, controlling, organising, and coordinating?

A Taylor

B Mayo

C Fayol

D Drucker

2 Delegation can be defined as the transfer of:

A Authority

B Responsibility

C Power

D Accountability

3 What are Mintzberg’s THREE managerial roles? (Select three)

A Decisional

B Information processing

C Planning

D Organising

E Commanding

F Interpersonal

G Controlling

4 According to Drucker, what are the THREE functions of managers? (Select three)

B Managing the workers and their work

C Managing customers

D Managing information

E Managing other managers

F Managing the business

G Managing resources

5 A manager who offers an employee more pay or promotion to do as asked

is exercising what sort of power?

A Charismatic

B Rational-legal

C Coercive

D Reward

6 Management is primarily concerned with achieving:

A Short-term profits

B Organizational goals

C Employee satisfaction

D Regulatory compliance

7 Which of the following is a key characteristic of effective delegation?

A Retaining full control

B Assigning tasks without authority

C Transferring authority and responsibility

D Avoiding communication

8 According to Mintzberg, the ’interpersonal’ role includes:

A Making strategic decisions

B Acting as a figurehead and leader

C Monitoring information

D Allocating resources

9 Which of the following is NOT one of Fayol’s 14 principles of management?

A Division of work

B Scalar chain

C Employee empowerment

D Unity of command

10 A manager exercising coercive power relies on:

A Persuasion and inspiration

B Threats or punishment

C Expertise and knowledge

D Formal authority

11 According to Drucker, effective managers focus on:

A Micromanaging tasks

B Setting objectives and achieving results

C Avoiding risks

D Maintaining status quo

12 Which of Mintzberg’s roles involves resolving conflicts and making choices?

A Informational

B Decisional

C Interpersonal

D Leadership

13 Delegation improves efficiency by:

A Centralizing decision-making

B Allowing managers to focus on strategic tasks

C Eliminating accountability

D Reducing employee involvement

14 Rational-legal power is derived from:

A Personal charisma

B Formal position or authority

C Rewards offered

D Fear of punishment

15 Which theorist emphasized the human relations aspect of management?

A Taylor

B Fayol

C Mayo

D Drucker

16 Planning is a key management function that involves:

A Setting objectives and determining how to achieve them

B Monitoring employee performance

C Resolving disputes

D Maintaining equipment

17 Fayol’s principle of ‘unity of command’ means:

A Employees report to multiple managers

B Employees receive instructions from one superior only

C Managers have unlimited authority

D Teams work independently

18 Mintzberg’s informational role includes:

A Acting as a spokesperson

B Making strategic decisions

C Leading teams

D Allocating resources

19 Managers retain accountability even when tasks are delegated

A True

B False

20 Fayol’s management processes are universally applicable to all organiza-tions

A True

B False

21 Charismatic power is based on a manager’s personal influence and charm

A True

B False

22 According to Drucker, managing the business includes innovation and mar-keting

A True

B False

23 Mintzberg’s decisional role includes negotiating with external parties

A True

B False

24 Delegation eliminates a manager’s responsibility for tasks

A True

B False

25 Taylor’s scientific management focused on improving worker efficiency

A True

B False

26 Managers exercising reward power can demotivate employees if rewards are unfair

A True

B False

27 Mayo’s studies highlighted the importance of social factors in productivity

A True

B False

28 According to Fayol, ‘esprit de corps’ refers to:

A Strict discipline

B Team spirit and unity

C Centralized decision-making

D Individual accountability

29 Mintzberg’s interpersonal role includes acting as a liaison between groups.

A True

B False

30 Drucker emphasized that managers should focus on opportunities rather than problems

A True

B False

31 Which of the following is an example of Mintzberg’s decisional role?

A Attending a ceremonial event

B Allocating resources to a project

C Disseminating information to staff

D Motivating employees

2 Answers and Explanations

1 Answer: C (Fayol)

Explanation: Henri Fayol proposed the five management processes of

plan-ning, organizing, commanding, coordinating, and controlling Taylor fo-cused on scientific management, Mayo on human relations, and Drucker

on modern management functions

2 Answer: A (Authority)

Explanation: Delegation involves transferring authority to perform tasks,

while the delegator retains responsibility and accountability Power is broader, and accountability cannot be delegated

3 Answer: A, B, F (Decisional, Information processing, Interpersonal)

Explanation: Mintzberg identified three categories of managerial roles:

interpersonal (e.g., figurehead, leader), informational (e.g., monitor, spokesper-son), and decisional (e.g., resource allocator, negotiator) Planning, orga-nizing, and controlling are Fayol’s functions, not Mintzberg’s roles

4 Answer: B, D, F (Managing the workers and their work, Managing

in-formation, Managing the business)

Explanation: Drucker outlined three key functions: managing the

busi-ness (strategy and innovation), managing workers and their work (opera-tions), and managing information (decision-making) Managing customers, other managers, or resources are not explicitly listed

5 Answer: D (Reward)

Explanation: Offering pay or promotion is an example of reward power,

where incentives are used to influence behavior Charismatic power re-lies on personal charm, rational-legal on formal authority, and coercive on threats

6 Answer: B (Organizational goals)

Explanation: Management focuses on achieving organizational goals,

align-ing resources and efforts toward strategic objectives, rather than solely profits, satisfaction, or compliance

7 Answer: C (Transferring authority and responsibility)

Explanation: Effective delegation involves transferring both authority and

responsibility to perform tasks, while the manager retains accountability

8 Answer: B (Acting as a figurehead and leader)

Explanation: Mintzberg’s interpersonal role includes acting as a

figure-head, leader, and liaison, not decision-making or resource allocation

9 Answer: C (Employee empowerment)

Explanation: Fayol’s 14 principles include division of work, scalar chain,

and unity of command, but employee empowerment is a modern concept, not part of his framework

10 Answer: B (Threats or punishment)

Explanation: Coercive power relies on threats or punishment to enforce

compliance, unlike persuasion (charismatic), expertise, or formal author-ity

11 Answer: B (Setting objectives and achieving results)

Explanation: Drucker emphasized setting clear objectives and focusing on

results, rather than micromanaging or avoiding risks

12 Answer: B (Decisional)

Explanation: Mintzberg’s decisional role involves making choices,

resolv-ing conflicts, and allocatresolv-ing resources, such as in negotiation or problem-solving

13 Answer: B (Allowing managers to focus on strategic tasks)

Explanation: Delegation enables managers to assign routine tasks, freeing

them to focus on strategic priorities, while maintaining accountability

14 Answer: B (Formal position or authority)

Explanation: Rational-legal power comes from a manager’s formal

posi-tion or authority within the organizaposi-tion, not charisma, rewards, or fear

15 Answer: C (Mayo)

Explanation: Elton Mayo’s Hawthorne studies emphasized human

rela-tions and social factors in management, unlike Taylor (efficiency), Fayol (processes), or Drucker (modern management)

16 Answer: A (Setting objectives and determining how to achieve them)

Explanation: Planning involves setting goals and outlining steps to achieve

them, a core management function per Fayol

Explanation: Fayol’s unity of command principle ensures employees

re-ceive instructions from only one superior to avoid confusion

18 Answer: A (Acting as a spokesperson)

Explanation: Mintzberg’s informational role includes monitoring,

dissem-inating information, and acting as a spokesperson

19 Answer: A (True)

Explanation: Managers remain accountable for outcomes even when tasks

are delegated, as they oversee the process and results

20 Answer: A (True)

Explanation: Fayol’s management processes (planning, organizing,

com-manding, coordinating, controlling) are considered universally applicable across organizations

21 Answer: A (True)

Explanation: Charismatic power is derived from a manager’s personal

in-fluence, charm, or ability to inspire others

22 Answer: A (True)

Explanation: Drucker emphasized that managing the business includes

fostering innovation and marketing to drive growth

23 Answer: A (True)

Explanation: Mintzberg’s decisional role includes negotiating with

exter-nal parties, such as suppliers or stakeholders

24 Answer: B (False)

Explanation: Delegation transfers authority and responsibility, but

man-agers retain accountability for the outcomes

25 Answer: A (True)

Explanation: Taylor’s scientific management focused on optimizing worker

efficiency through standardized processes

26 Answer: A (True)

Explanation: Unfair or inconsistent use of reward power can demotivate

employees and create resentment

27 Answer: A (True)

Explanation: Mayo’s Hawthorne studies showed that social factors, like

group dynamics, significantly impact productivity

28 Answer: B (Team spirit and unity)

Explanation: Fayol’s ‘esprit de corps’ principle emphasizes fostering team

spirit and unity to enhance organizational performance

29 Answer: A (True)

Explanation: Mintzberg’s interpersonal role includes acting as a liaison to

facilitate communication between groups

30 Answer: A (True)

Explanation: Drucker advocated focusing on opportunities rather than

dwelling on problems to drive innovation and growth.

31 Answer: B (Allocating resources to a project)

Explanation: Allocating resources is a decisional role, as it involves

mak-ing choices, unlike attendmak-ing events (interpersonal), disseminatmak-ing infor-mation (inforinfor-mational), or motivating (interpersonal)