Important Questions and Answers for Apparel Industrial Manager

40 Multiple Choice Questions for Apparel Industrial Managers
R.S. Balakumar
Associate Professor
Dept of Fashion Design & Arts
Hindustan University, Chennai, India

Apparel Industrial managers typically work in garment manufacturing plants, where they supervise and coordinate production. They are the key persons in apparel manufacturing industry. Generally, a core set of skills is required to be an effective garment industrial production manager. Those include time management, problem solving, interpersonal communication and leadership. In this article I have given 40 MCQ for garment industrial managers. I think those MCQ will help them to justify himself as a perfect apparel industrial manager.

Important Questions and Answers for Apparel Industrial Manager

1. Management is defined as:

   a) Getting things done so that demand is fulfilled.
   b) Getting things done through other people.
   c) To know what actually has been produced and which should have been.
   d) To work for others.

2. Management is:

   a) An art.
   b) A science.
   c) Both an art and a science
   d) Neither an art nor a science.

3. The scientific management movement was:

   a) Henry Fayal.
   b) F.W. Taylor.
   c) Elton Mayo.
   d) M.P. Follett.

4. Of the several managerial functions, as we know them to day, Taylor focused least on:

   a) Staffing.
   b) Controlling.
   c) Organizing.
   d) Planning.

5. Production would be classified as a -----------activity in Fayal’s analysis.

   a) Technical.
   b) Commercial.
   c) Managerial.
   d) Financial.

6. Of the seven managerial functions identified by Fayal, he focused most on:

   a) Planning and organizing.
   b) Command and coordination.
   c) Planning and control.
   d) Control and organization.

7.”Human Relations Approach” to management was originated by:

   a) Henri Fayal.
   b) F.W.Taylor.
   c) Elton Mayo his associates.
   d) P.F.Drucker.

8. Division of labour:

   a) Reduce efficiency.
   b) Affects the authority-responsibility relationship.
   c) Increase efficiency.
   d) Causes every employee to have only one boss.

9. Which item should not be included in a managerial system?

   a) Technical level.
   b) Mechanical level.
   c) Organizational level.
   d) Institutional level.

10. Management functions do not include:

   a) Developing strategy.
   b) Formulating objectives.
   c) Being a company spokesman.
   d) Developing technology.

11. The person at the top of the organizational hierarchy is least likely to be called:

   a) President.
   b) General Manager.
   c) Executive Officer.
   d) First-line Supervisor.

12. The primary measure of the effectiveness of a manager is:

   a) The number of employees supervised.
   b) The total size of the organization.
   c) The results obtained.
   d) How busy the person is.

13. Technical skills of a supervisor will be most needed where:

   a) Operations are complex and organizational level is low.
   b) Operations are simple and organizational level is low.
   c) Operations are simple and organizational level is high.
   d) Operations are complex and organizational level is high.

14. Planning function management is relatively more performed by:

   a) Top management.
   b) Middle management.
   c) Lower management.
   d) All of these.

15. The determination and grouping of activities, delegation of authority, span of management etc. are involved in the functions of:

   a) Planning.
   b) Organizing.
   c) Directing.
   d) Controlling.

16. The managerial functions of organizing is:

   a) To review and adjust plan in the light of changing conditions.
   b) To establishing a programme for the accomplishment of objectives.
   c) To create a structure of functions and duties to be performed by a group of people.
   d) To get things done through and with the help of people.

17. Staffing function of management needs to be performed:

   a) Only in new enterprise.
   b) Only in going enterprises.
   c) Both in new and going enterprise.
   d) None of these.

18. Guiding and supervising the efforts of subordinates towards the attainment of the organization’s goals describes the function of:

   a) Planning.
   b) Organizing.
   c) Directing.
   d) Controlling.

19. In terms of the sequential relationship, the first function requiring managerial attention is:

   a) Planning.
   b) Organizing.
   c) Directing.
   d) Controlling.

20. The last function in the sequence, which culminates in the attainment of organization objectives, is:

   a) Organizing.
   b) Coordinating.
   c) Controlling.
   d) Planning.

21. Which of the following is not an element of administration?

   a) Planning.
   b) Organizing.
   c) Coordinating.
   d) Initiative.

22. In order to get workers to make a maximum effort, they must:

   a) Have excellent leadership.
   b) Be intimidated by first line supervisors.
   c) Be part of the overall executive communication network.
   d) Identify with the organization.

23. Which activity is not one of the basic functions of a manager?

   a) Directing.
   b) Controlling.
   c) Recruiting.
   d) Decision-making.

24. The activity of an executive manager in which to be given careful consideration to future events is known as:

   a) Planning.
   b) Controlling.
   c) Appraising.
   d) Organizing.

25. Managerial planning should take place:

   a) Before doing work.
   b) After facts are known about the future.
   c) After the constraints of the managerial efforts are determined.
   d) None of these.

26. Which of the following represents the proper sequence of events?

   a) Executive-planning-control.
   b) Planning-control-execution.
   c) Control-execution-planning
   d) Planning-execution-control.

27. Forecasting is nothing but:

   a) Sophisticated guesswork.
   b) A methodology to minimize the variety and optimum of the forecaster in his forecasts.
   c) The futurology.
   d) An exploration of events.
   e) All of these.

28. The forecasting technique involving expert-opinions is:

   a) Sales force composite.
   b) Time-series forecast.
   c) Correlation analysis.
   d) Econometric model.

29. Planning function of management is performed by:

   a) Top management.
   b) Middle management.
   c) Lower management.
   d) All of these levels.

30. Most managers have:

   a) No objectives.
   b) Multiple objectives.
   c) Single objective.
   d) None of these.

31. By “satisfying” objective is meant:

   a) Accomplishing the targeted work within time and cost allowed.
   b) Having an objective that the manager finds easy to attain.
   c) Maintaining present competitive and profit positions.
   d) None of these.

32. The responsibility of the “production planning and control” department is to:

   a) Offset seasonal variations.
   b) Keep work in process at a minimum.
   c) Formulate production policy.
   d) Schedule output to fulfil sales needs.
   e) Avoid inventory losses.

33. Sales may be anticipated by:

   a) Jury of executive opinion.
   b) Grass- roots method.
   c) Current sales information.
   d) All of the above.

34. Each system in the planning function is made up of four elements: They are:

   a) Objectives, policies, procedures, plans.
   b) Procedures, feedback, control, plans.
   c) Standards, inputs, outputs, controls.
   d) Inputs, processes, outputs, feedback.

35. the most accurate statement regarding long-range planning is that:

   a) Execution follows control.
   b) Strategies follow objectives.
   c) Objectives precede planning premises.
   d) Resource requirements precede program activities.

36. The best statement of a goal is:

   a) Increase our sales by 22%.
   b) Change the present method.
   c) Reduce defective goods by zero% before the end of this year.
   d) Do a better job than we did previously.

37. The proper sequence of MBO activities is:

   a) Implement the program, define the job, set objectives, and evaluate performance.
   b) Evaluate performance,define the job set objectives, and implement the program.
   c) Set objectives,evaluate performance, define the job, and implement the program.
   d) Define the job, setobjectives, evaluateperformance, and implement the program.

38. Management by objectives implies:

   a) First of all setting objectives at the top.
   b) Simultaneously setting objectives at all levels.
   c) Setting objectives to maximize profits.

39. Decisions can be broadly classified as:

   a) Strategic, operating and administrative.
   b) Strategic, operating and environmental.
   c) Strategic, non-strategic and administrative.
   d) Operating,administrative,and environmental.

40. The vast majority of supervisory decisions are:

   a) Intuitive.
   b) Judgemental.
   c) Problem-solving.
   d) Group decisions.


1. (b). 2.(c). 3.(b). 4.(c). 5.(a). 6.(a). 7.(c). 8.(c). 9.(b). 10.(d). 11.(d). 12.(c). 13.(a). 14.(a). 15.(b). 16.(c). 17.(c). 18.(c). 19.(a). 20.(c). 21.(d). 22.(a). 23.(c). 24.(a). 25.(a). 26.(d). 27.(a). 28.(a). 29.(d). 30.(b). 31.(c). 32.(d). 33.(b). 34.(d). 35.(b). 36.(c). 37.(d). 38.(a). 39.(b). 40.(b)

You can also like:
  1. 90 Questions and Their Answers of Garments Washing and Dyeing
  2. Viva Questions and Answers for Garments and Merchandising Job
  3. Essential Abbreviations of Garments Technology
  4. Important Terms of Cutting for Students & Professionals
  5. 100 Fill in the Blanks for Textile Engineering Students & Job Holders
  6. Viva Questions on Fabric Manufacturing Technology
  7. Viva Questions and Answers for Weaving and Knitting
  8. Textile Engineering Job Interview Questions and Answers
  9. Interview Questions of Draping and Fitting
  10. Grading and Pattern Making: Interview Questions and Answers
Sharing Knowledge: Students, teachers and professionals can publish your article here. It is a platform to express your knowledge throughout the world. For details: Submit Article


Mazharul Islam Kiron is a textile consultant and researcher on online business promotion. He is working with one European textile machinery company as a country agent. He is also a contributor of Wikipedia.

Let's Get Connected: LinkedIn | Facebook | Email:

Back To Top