Business Administration
Exam Answer Key
Course Introduction
Business Administration is a multidisciplinary course designed to provide students with a comprehensive understanding of the principles and practices involved in managing organizations. The course explores key topics such as organizational behavior, marketing, finance, operations management, human resources, and strategic planning. Emphasis is placed on decision-making, leadership, communication, and analytical skills necessary to succeed in dynamic business environments. Through a blend of theoretical frameworks and practical case studies, students gain the foundational knowledge required to effectively manage resources, drive innovation, and contribute to the achievement of organizational objectives in both local and global contexts.
Recommended Textbook
Organization Theory and Design 10th Edition by Richard
L. Daft
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13 Chapters
1152 Verified Questions
1152 Flashcards
Source URL: https://quizplus.com/study-set/1094 Page 2
Chapter 1: Organizations and Organization Theory
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104 Verified Questions
104 Flashcards
Source URL: https://quizplus.com/quiz/21544
Sample Questions
Q1) Managers carefully balance the needs and interests of various stakeholders in setting goals and striving for effectiveness. This refers to
A) scientific management.
B) the stakeholder approach.
C) organization theory.
D) chaos theory.
Answer: B
Q2) Scientific management focused on primarily the technical core, whereas administrative principles focused on the design and functioning of the organization as a whole.
A)True
B)False
Answer: True
Q3) In today's world, savvy managers recognize:
A) They cannot measure, predict or control their environment.
B) Centralized structures help them to cope with organizational demands.
C) They do the "thought" work while employees perform their labor.
D) Leadership is based on thoroughness of written documents.
Answer: A
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Page 3
Chapter 2: Strategy, Organization Design, and Effectiveness
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) Which of the following describes the organization's shared values and beliefs and its reason for being?
A) Strategic intent
B) Mission
C) Official goals
D) Organizational goals
Answer: B
Q2) The reactor strategy is a strategy because it responds to environmental threats and opportunities in a strategic fashion.
A)True
B)False
Answer: False
Q3) The low-cost leadership strategy is known for requiring skills based on strong marketing ability, creative flair, strong capability in basic research, and corporate reputation for technological leadership.
A)True
B)False
Answer: False
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4
Chapter 3: Fundamentals of Organization Structure
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90 Verified Questions
90 Flashcards
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Sample Questions
Q1) A company that wishes to maintain the basic functional structure, but is having difficulty coordinating across departments because of growth:
A) should install horizontal linkages.
B) should realize that the functional structure cannot work and abandon it for a matrix.
C) may find it necessary to abolish liaison roles.
D) can profit most by adding more functional departments.
Answer: A
Q2) ____ are used to coordinate activities between the top and bottom of an organization and are designed primarily for control of the organization.
A) Vertical linkages
B) Functional groupings
C) Horizontal linkages
D) Divisional groupings
Answer: A
Q3) The horizontal structure organizes employees around core processes.
A)True
B)False
Answer: True
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Chapter 4: The External Environment
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95 Verified Questions
95 Flashcards
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Sample Questions
Q1) Once an organization relies on their others for valued resources, those other organizations can influence managerial decision making.
A)True
B)False
Q2) The boundary-spanning role is designed to bring information to the organization about changes in the environment, but not to work in reverse to take information into the environment about the organization.
A)True
B)False
Q3) Explain how the international context of organizations is bringing the international sector more and more into the task environment of organizations today.
Q4) As the complexity in the external environment increases, so does the number of positions and departments within the organization, which in turn increases internal complexity.
A)True
B)False
Q5) Distinguish between complexity and instability in an organization's environment.
Q6) Why does environmental complexity lead to organizational complexity? Explain.
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Chapter 5: Interorganizational Relationships
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84 Verified Questions
84 Flashcards
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Sample Questions
Q1) All of the following, except ____, are elements of the population ecology model of organizations.
A) retention
B) variation
C) legitimacy
D) selection
Q2) We studied the notion of institutional similarity and the reasons for it. Develop your own theory about the effects of the tendency for institutional similarity on business success.
Q3) The ____ perspective is when companies join together to become more competitive and to share scarce resources.
A) collaborative-network
B) resource-dependence
C) population-ecology
D) institutional
Q4) What kind of education and training do you think would help prepare you for the reality of being a manager who has to manage a set of interorganizational relationships, beyond managing internal affairs of your own company?
Q5) Compare and contrast three types of institutional similarity.
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Chapter 6: Designing Organizations for the International Environment
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92 Verified Questions
92 Flashcards
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Sample Questions
Q1) The global geographic structure divides the world into geographical regions, with each geographical division reporting to the CEO.
A)True
B)False
Q2) Compare and contrast the typical alliances: licensing, joint ventures, and consortia.
Q3) The worldwide geographic or product structures are most likely to appear during the ____ stage of international evolution.
A) domestic
B) international
C) multinational
D) global
Q4) One of the earliest, and still one of the most powerful, motivations for U.S. companies to invest abroad relates to ____: obtaining raw materials, labor, and other resources at the lowest possible cost.
A) factors of production
B) economies of scope
C) economies of scale
D) technological factors
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Chapter 7: Manufacturing and Service Technologies
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88 Verified Questions
88 Flashcards
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Sample Questions
Q1) With services technologies, the organization should generally be centralized.
A)True
B)False
Q2) Advanced technology does not always have a positive effect on employees, but research findings in general are encouraging, suggesting that jobs for workers are enriched rather than simplified, engaging their higher mental capacities, offering opportunities for learning and growth, and providing greater job satisfaction.
A)True
B)False
Q3) The management systems in both unit-production and continuous-process technology are characterized as
A) standardized.
B) mechanistic.
C) organic.
D) formalized.
Q4) If interdependence is now pooled, should efforts be made to force the entities into greater interrelationship? Defend your position.
Q5) Discuss each of the categories of Perrow's framework. Give examples of each.
Q6) Explain the difference between core technology and non-core technology.
Page 9
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Chapter 8: Using It for Coordination and Control
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84 Verified Questions
84 Flashcards
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Sample Questions
Q1) Discuss transaction processing systems and give an example of how a company utilizes the system.
Q2) ____ provides a visual representation of the key drivers of an organization's success and shows how specific outcomes in each area are linked.
A) Enterprise resource planning
B) A feedback control model
C) A strategy map
D) A customer relationship management model
Q3) All of the following are basic strategies for setting up an Internet operation except:
A) in-house divisions.
B) strategic partnerships.
C) spin-off companies.
D) franchising.
Q4) Which of the following is not a management control system?
A) Statistical reports
B) Quality control system
C) Discipline policies
D) Reward system
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Chapter 9: Organization Size, Life Cycle, and Decline
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) A form of organization called ____ has emerged that is made up completely of professionals.
A) incident commanders
B) clan members
C) formal collaborations
D) professional partnerships
Q2) Small organizations are characterized by which of these?
A) Mechanistic
B) Complex
C) Global reach
D) Niche finding
Q3) Which of the following is the use of rules, policies, hierarchy of authority, written documentation, standardization, and other bureaucratic mechanisms to standardize behavior and assess performance?
A) Market control
B) Bureaucratic control
C) Traditional control
D) Clan control
Q4) Describe the differences between large and small organizations.
Q5) Compare and contrast the three types of organizational control strategies.
11
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Chapter 10: Organizational Culture and Ethical Values
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Learning ethical frameworks helps managers to act autonomously and still think their way through a difficult decision.
A)True
B)False
Q2) Most managers are shifting away from bureaucratic cultures because of a need for:
A) greater flexibility.
B) better decision making techniques.
C) easier communication channels.
D) reducing employee participation.
Q3) ____ refers to how the organization meets goals and deals with outsiders.
A) Internal adaptation
B) Culture strength
C) Internal integration
D) External adaptation
Q4) If the rule of law and ethical standards were drawn as a Venn Diagram, the two circles would overlap completely.
A)True
B)False
Q5) Explain social capital and its benefits to an organization.
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Chapter 11: Innovation and Change
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) Management innovation can be extremely difficult in organizations that have an organic technical core.
A)True
B)False
Q2) Idea champions provide the time and energy to make things happen and fight to overcome natural resistance to change and convince others of the merit of a new idea.
A)True
B)False
Q3) List and discuss each of the elements for successful change. Diagram the sequence of the elements.
Q4) Discuss the forces for culture change.
Q5) If you were attempting to lead employees through the three stages of commitment to change, explain how you would attempt to achieve successful implementation.
Q6) List and describe four of the seven techniques that can be used to implement change.
Q7) O.D. uses knowledge and techniques from the behavioral sciences. A)True B)False
Page 13
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Chapter 12: Decision Making Processes
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85 Verified Questions
85 Flashcards
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Sample Questions
Q1) A decision interrupt occurs when an organization must cycle back through a previous decision and try something new.
A)True
B)False
Q2) The company where you work is concerned because of their slow and cumbersome decision making processes. Decisions seem to cycle around and around, frequently without coming to closure. If they wanted to analyze their decision making in order to improve their processes, which particular model that you would recommend? Why? How would you go about studying the problem?
Q3) The rational approach to decision making involves all of the following steps except:
A) define the decision problem.
B) evaluate alternatives.
C) implement an alternative to test its viability.
D) diagnose the problem.
Q4) Management science sometimes produces decision failures, in part because quantitative data are not rich.
A)True
B)False
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Page 14
Chapter 13: Conflict, Power, and Politics
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) In most organizations, are decisions more likely to be made using the rational or political model of organization? Explain and defend your position.
Q2) Empowerment is power sharing, the delegation of power or authority to subordinates in an organization.
A)True
B)False
Q3) The advantage of intergroup consultation is that individuals become submerged in the values, attitudes, problems, and goals of the other department.
A)True
B)False
Q4) Do you agree with the manager who made the following statements: "As a proponent of cooperative relationships within the organization, I believe that there is no place for the application of power and politics. They are dirty processes that set conflict in motion." Explain your position.
Q5) Why will the rational choice model not always work? Under what circumstances will it work?
Q6) What are similarities and differences between power and politics in organizations?
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Page 15