Business Administration Exam
Bank
Course Introduction
Business Administration is a comprehensive course that equips students with foundational knowledge and practical skills in managing organizations and driving business success. Covering key areas such as management principles, marketing, finance, operations, human resources, and strategic planning, the course emphasizes decision-making, problem-solving, and effective communication within various business environments. Through case studies, team projects, and real-world applications, students develop a thorough understanding of how businesses function and are prepared for leadership roles across diverse industries.
Recommended Textbook
Organizationl Behavior Emerging Knowledge Global Insights 4th Edition by Steven McShane
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15 Chapters
1451 Verified Questions
1451 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organisational Behaviour
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) To collect and analyse information systematically,organisational behaviour researchers rely on:
A) The scientific method
B) Closed systems theory
C) Grounded theory
D) The scientific method and grounded theory.
Answer: A
Q2) Psychology and sociology have contributed many theories and concepts to the field of organisational behaviour.
A)True
B)False
Answer: True
Q3) Organisations should 'unlearn':
A) In many situations involving organisational change
B) Whenever new knowledge is brought into the organisation
C) Whenever the organisation shifts from communities of practice to experimentation in the knowledge acquisition process
D) All of the options listed here are correct
Answer: A
Page 3
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Chapter 2: Individual Behaviour, Personality and Values
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) In the section on cross-cultural values,the author warns that:
A) The cross-cultural data presented are based on a very small sample (less than 10 people in each country studied)
B) The definitions of most values have changed over the past decade,so most cross-cultural information has little meaning anymore
C) Several cultures don't have any values
D) Diverse societies such as in Asia and Australia have a wide range of values even though the information presented assumes that everyone in the country has similar values
Answer: D
Q2) Task performance refers to goal-directed behaviours under the individual's control that support organisational objectives.
A)True
B)False
Answer: True
Q3) What roles do nature and nurture play in establishing one's personality and work ethics?
Answer: Details for this answer can be found on pages 43-44 of the text.
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4
Chapter 3: Perceiving Ourselves and Others in Organisations
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90 Verified Questions
90 Flashcards
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Sample Questions
Q1) Consistency,consensus and distinctiveness are:
A) Three elements of behaviour modification
B) Three elements of the selective attention process
C) The three rules determining whether to make an internal or external attribution
D) Three of the four quadrants in the Johari Window
Answer: C
Q2) People who learn to empathise with others are less likely to engage in attribution errors.
A)True
B)False
Answer: True
Q3) Categorical thinking is mostly a conscious process of deciding what information in the environment to notice.
A)True
B)False
Answer: False
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Chapter 4: Workplace Emotions, Attitudes and Stress
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87 Verified Questions
87 Flashcards
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Sample Questions
Q1) Which of the following statements about work attitudes and behaviour is FALSE?
A) Our beliefs about someone represent the best predictor in the attitude model of our behaviour toward that person
B) In some circumstances,our behaviours towards an attitude object cause us to change our attitudes towards that object
C) People with the same behavioural intentions toward an attitude object might engage in different behaviours toward that object
D) Two employees with the same feelings towards an attitude object might form different intentions towards that object
Q2) Which of these statements about emotions is FALSE?
A) Emotions are influenced by our personality traits
B) Emotions are directed towards specific people or objects,whereas moods are not directed towards anything in particular
C) Emotions include a person's beliefs,feelings and behavioural intentions
D) Emotions influence a person's assessed feelings about the attitude object
Q3) Work enthusiasts are described as a type of workaholic.
A)True
B)False
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Chapter 5: Foundations of Employee Motivation
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74 Flashcards
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Sample Questions
Q1) David McClelland's research on need for achievement concluded that all needs are instinctive and fixed for life.
A)True
B)False
Q2) Combining goal setting with monetary incentives motivates many employees to set up difficult goals.
A)True
B)False
Q3) One problem with equity theory is that it incorrectly assumes people are individualistic,rational and selfish.
A)True
B)False
Q4) Describe McClelland's three needs for achievement.
Q5) Motivating employees today is much easier than 30 or so years ago.
A)True
B)False
Q6) Feedback is a source of motivation as well as learning.
A)True
B)False
Page 7
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Chapter 6: Applied Performance Practices
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97 Flashcards
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Sample Questions
Q1) Job enrichment tends to increase the quality of products or services.
A)True
B)False
Q2) The first step in self-leadership is:
A) Establishing client relationships
B) Practising gainsharing
C) Personal goal setting
D) Constructive thought patterns
Q3) The problem with membership and seniority-based rewards is that:
A) They discourage people from remaining with the organisation
B) They are difficult to use in organisational settings
C) They do not directly motivate job performance
D) All of the options listed here are correct
Q4) Work quality tends to increase with:
A) Job enrichment
B) Empowerment
C) Competency-based rewards
D) Natural grouping of tasks into one job
Q5) What are some ways of improving reward effectiveness?
Q6) What are the five elements that make up the self-leadership strategy?
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Chapter 7: Decision Making and Creativity
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Sample Questions
Q1) Incubation is the stage of creativity in which the problem is simmering at the back of your mind while you are doing something else.
A)True
B)False
Q2) One reason why the rational choice model doesn't fit reality is that it focuses on logical thinking and completely ignores:
A) Emotions
B) Alternatives
C) Evaluation of solutions
D) Subjective expected utility
Q3) Which of these statements about human decision making is FALSE?
A) Personal biases typically distort the selection and interpretation of information
B) Decision makers engage in a limited search for and evaluation of alternatives
C) Decision makers usually examine all alternatives at the same time
D) Decision makers compare each alternative to an implicit favourite
Q4) Identify one problem associated with the rational choice paradigm.
Q5) 'Moods and specific emotions influence the process of evaluating alternatives.' Explain what is meant by this statement.
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Chapter 8: Team Dynamics
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) Teams are groups of two or more people who have equal influence over each other regarding the team's goals and means of achieving those goals.
A)True
B)False
Q2) Controlling key variances and joint optimisation are two elements found in all team building activities.
A)True
B)False
Q3) Forming smaller teams and measuring individual rather than team performance tends to increase the likelihood of social loafing.
A)True
B)False
Q4) What are the outcomes of team cohesion?
Q5) The nominal group technique removes the problems of evaluation apprehension and production blocking.
A)True
B)False
Q6) What are some of the advantages and disadvantages of teams?
Q7) What is electronic brainstorming?
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Chapter 9: Communicating in Teams and Organisations
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94 Verified Questions
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Sample Questions
Q1) A large national sales organisation has concluded that active listening is a critical factor in successful sales and customer satisfaction.The company now wants you to design a training program that teaches sales staff the main components of active listening.Discuss a specific training activity that would potentially improve the salespeople's performance in each of the three components of active listening.Your answer should also briefly describe the three components of active listening.
Q2) One advantage of email is that it is very easy to interpret the emotional tone of the sender's message.
A)True
B)False
Q3) The CEO of Bear Securities Ltd is concerned that investment analysts and brokers at Bear Securities are using too much jargon to communicate with each other and with clients.The CEO believes that the use of jargon will result in costly communication errors and may intimidate clients.Discuss the accuracy of the CEO's concerns.
Q4) According to the communication process model,communication begins with forming the message,then encoding it.
A)True
B)False
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Page 11
Chapter 10: Power and Influence in the Workplace
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93 Verified Questions
93 Flashcards
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Sample Questions
Q1) By going on strike at a critical time in the company's business cycle,unions are mainly applying which contingency of power?
A) Visibility
B) Non-substitutability
C) Centrality
D) Discretion
Q2) Organisational politics typically involves:
A) An unconscious attempt to increase your own power
B) A conscious attempt to motivate others to work harder for the firm
C) Attempts to influence others to promote personal objectives
D) Helping other employees to fulfil their needs through organisational activities
Q3) Networking helps to increase a person's expert power and centrality.
A)True
B)False
Q4) Which of the following is NOT identified in the textbook as a form of influence?
A) Ingratiation
B) Upward appeal
C) Persuasion
D) Visibility
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Chapter 11: Conflict and Negotiation in the Workplace
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96 Verified Questions
96 Flashcards
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Sample Questions
Q1) How can communication problems within a team create conflict?
Q2) Which of the following statements about organisational conflict is FALSE?
A) Job and occupational specialisation tend to minimise conflict
B) Some conflict increases organisational effectiveness
C) In constructive conflict,the parties view the conflict as something 'out there' to resolve
D) Decision ambiguity can increase the potential for conflict
Q3) Conflict is more likely to occur between two departments with pooled interdependence than reciprocal interdependence.
A)True
B)False
Q4) You have resolved a conflict with another department by offsetting your losses by equally valued gains.Which of the following conflict handling styles is used here?
A) Forcing
B) Yielding
C) Avoiding
D) Compromising
Q5) How can third-party intervention help to resolve a conflict?
Q6) How does conflict start in an organisational environment?
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Chapter 12: Leadership in Organisational Settings
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) Women tend to use the participative leadership style less often than do men.
A)True
B)False
Q2) The implicit leadership perspective encourages potential leaders to act differently from what employees expect.
A)True
B)False
Q3) Job dissatisfaction is higher among employees who work for supervisors with:
A) Very high levels of people oriented leadership
B) Very low levels of task oriented leadership
C) Very high levels of task oriented leadership and low levels of people oriented leadership
D) Achievement-oriented behaviour
Q4) Fiedler's contingency model of leadership states that the best leadership style depends on:
A) The leader's emotional intelligence
B) The level of situational control
C) The leader's level of servant leadership
D) The leader's knowledge of the employee's job
Q5) What is leadership motivation?
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Chapter 13: Organisational Structure
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106 Flashcards
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Sample Questions
Q1) Organisations operating in diverse environments should:
A) Adopt a functional structure
B) Centralise so that more decisions are made by top management alone
C) Develop a set of formal rules and regulations specifically addressing what employees should do about that diversity
D) Adopt a divisional structure aligned with that diversity
Q2) People who feel comfortable working in structured bureaucracies tend to experience greater satisfaction working in a matrix structure.
A)True
B)False
Q3) Employees are most likely to experience empowerment (least likely to experience powerlessness)when the organisation has:
A) High centralisation
B) High formalisation
C) A mechanistic structure
D) Low formalisation
Q4) Integrator roles increase informal communication as a coordinating mechanism.
A)True
B)False
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Chapter 14: Organisational Culture
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) Researchers have estimated that most corporate cultures emphasise one of three universal values.
A)True
B)False
Q2) Adaptive cultures focus employees on the changing needs of customers and other stakeholders and support initiative and leadership to keep pace with these changes.
A)True
B)False
Q3) Many organisations like to think that they integrate organisational cultures when merging or acquiring other companies.What does this mean and under what conditions is this strategy most likely to succeed?
Q4) Office space and paintings hung on walls can be artifacts that symbolise the organisation's culture.
A)True
B)False
Q5) How does a ritual differ from a ceremony?
Q6) What is a corporate cult? How does it undermine organisational effectiveness?
Q7) What are espoused values? How are they different from enacted values?
Page 16
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Chapter 15: Organisational Change
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Sample Questions
Q1) Which of these statements about managing change is FALSE?
A) Employees are less likely to resist change when change agents mainly increase the driving forces for change
B) Employees who develop an urgency for change tend to increase their motivation to change
C) Change is more successful when the restraining forces are reduced
D) Unfreezing the status quo occurs when change agents create a disequilibrium between the driving and restraining forces
Q2) In organisational change,unfreezing may occur by:
A) Increasing the restraining forces
B) Increasing the driving forces
C) Reducing the restraining forces
D) Both increasing the driving forces AND reducing the restraining forces
Q3) Information systems and reward systems help to refreeze the desired conditions in organisational change.
A)True
B)False
Q4) Outline the organisational change process based on the action research approach.
Q5) Differentiate between incremental change and quantum change.
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