Business Administration Exam
Bank
Course Introduction
Business Administration is a multidisciplinary course that covers the fundamental principles and practices involved in managing and operating organizations effectively. It introduces students to key areas such as management, finance, marketing, human resources, operations, and strategic planning. Through theoretical frameworks and practical case studies, the course aims to develop essential skills in decision-making, leadership, communication, and problem-solving, preparing students for a wide range of careers in the corporate, public, and nonprofit sectors.
Recommended Textbook
Strategic Management An Integrated Approach 10th Edition by Charles W. L. Hill
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13 Chapters
995 Verified Questions
995 Flashcards
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Page 2
Chapter 1: Strategic Leadership: Managing the
Strategy-Making Process for Competitive Advantage
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79 Verified Questions
79 Flashcards
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Sample Questions
Q1) Julie is the marketing manager at Mountain Productions,Inc.When Sarah,one of her subodinates,told Julie that her father had passed away,Julie felt sympathy for Sarah because she could relate to what she was experiencing; Julie had lost her father 6 months prior.Julie felt _______ for Sarah.
A) an availability error
B) self-awareness
C) self-regulation
D) motivation
E) empathy
Answer: E
Q2) Strategy formulation refers to the
A) task of designing organizational structures and control systems.
B) process by which strategies are put into action.
C) top-down planning process that gives rise to the implementation of emergent strategies.
D) task of analyzing an organization's external and internal environment and then selecting an appropriate strategy.
E) process of choosing a realized strategy.
Answer: D
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Chapter 2: External Analysis: The Identification of Opportunities and Threats
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Sample Questions
Q1) Which of the following is currently an embryonic industry?
A) Personal computers
B) Biotechnology
C) Internet retailing
D) Nanotechnology
E) Wireless communications
Answer: D
Q2) The competitive structure of an industry refers to the
A) number of segments in the industry.
B) number and size distribution of companies in the industry.
C) the number of consumers in the industry.
D) number of competing products in the industry.
E) form that competition in the industry takes.
Answer: B
Q3) Changes in the characteristics of a population,such as age or race,are irrelevant to the analysis of an industry's macroenvironment.
A)True
B)False
Answer: False
Page 4
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Chapter 3: Internal Analysis: Distinctive Competencies,
Competitive Advantage, and Profitability
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Sample Questions
Q1) How profitable a company is ultimately depends on
A) management's evaluation of the utility of a product.
B) product utility created through advertising.
C) the value of the patents the company holds.
D) the image of the company's products in the marketplace.
E) the value customers place on the company's products.
Answer: E
Q2) Which of the following support activities in the value chain refers to the companywide context within which all the other value creation activities take place?
A) Human resources
B) Information systems
C) Company infrastructure
D) Materials management
E) Operations
Answer: C
Q3) Employee productivity is a common measure of efficiency.
A)True
B)False
Answer: True
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Chapter 4: Building Competitive Advantage Through Functional-Level Strategy
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Sample Questions
Q1) Self-managing work teams
A) increase per-unit costs of manufactured items.
B) perform all workplace tasks except the making of hiring decisions.
C) increase the cycle time of manufacturing items.
D) require greater task specialization by members of the team.
E) tend to increase productivity.
Q2) A vital source of information about the causes of poor quality are the firm's own employees.
A)True
B)False
Q3) A company's hiring strategy
A) directly affects employee productivity.
B) has little effect on employee productivity.
C) does not relate to profitability.
D) is not part of the company's overall human resource strategy.
E) None of these.
Q4) Diseconomies of scale are the unit cost increases associated with a large scale of output.
A)True
B)False
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Chapter 5: Building Competitive Advantage Through Business-Level Strategy
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Sample Questions
Q1) A producer of commodity steel should pursue which of the following generic competitive strategies?
A) Growth
B) Differentiation
C) Focus
D) Cost leadership
E) Profit
Q2) A differentiation strategy is based on creating a product that customers perceive as being
A) about the same as other available products.
B) distinct.
C) the least costly product in the industry.
D) the most costly product in the industry.
E) somewhat faddish in nature.
Q3) If consumer tastes change and a focuser's niche disappears,the danger for the focuser is that it might have difficulty shifting resources from its niche to another market segment.
A)True
B)False
Page 7
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Chapter 6: Business-Level Strategy and the Industry Environment
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Sample Questions
Q1) In a harvest strategy,a company
A) increases its investment in a business.
B) decreases its investment in a business.
C) enhances the assets it uses in a business.
D) expands the number of stores or properties.
E) all of these.
Q2) Most market demand and industry profits arise when
A) early adopters leave the market.
B) innovators become regular users.
C) initial users become regular customers.
D) early and late majority users enter the market.
E) none of these choices.
Q3) All of the following factors cause excess industry capacity except
A) widely deployed, cost-reducing technological developments.
B) industry competitive factors.
C) new entrants into the industry.
D) declining customer demand.
E) powerful suppliers.
Q4) What advice would you give to a manager of a business in a fragmented industry about how to successfully compete? About how to achieve industry consolidation?
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Chapter 7: Strategy and Technology
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Sample Questions
Q1) Matsushita licensed its VHS technology to rivals,while Sony kept its Beta technology proprietary.This action allowed Matsushita to
A) win the format war.
B) enter into an alliance with Sony.
C) earn marginally lower profits than Sony.
D) enjoy a laggard advantage.
E) bear switching costs better than Sony.
Q2) Which of the following is not one of the benefits that first movers enjoy?
A) Earlier benefits from economies of scale
B) Ability to create customer switching costs
C) First to obtain brand loyalty
D) Ability to accumulate knowledge about the market
E) Lower pioneering costs
Q3) Consumers will bear the costs of switching technologies when
A) the benefits of adopting the new technology outweigh the costs of switching.
B) switching costs are substantial.
C) switching costs are reimbursed by makers of a product.
D) all of these choices.
E) none of these choices.
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Chapter 8: Strategy in the Global Environment
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Sample Questions
Q1) When a company expands its sales volume through international expansion,it can realize cost savings from economies of scale through all of the following except A) spreading fixed costs over its global sales volume.
B) utilizing its production facilities more intensely.
C) increased bargaining power with its suppliers.
D) learning effects associated with higher volume.
E) improved responsiveness.
Q2) If a company's competitive advantage derives from its control of proprietary technological know-how,it should either license its technology to others or pursue a joint venture.
A)True
B)False
Q3) When a company licenses its technology it can quickly lose control over it. A)True
B)False
Q4) List and briefly descibe each of the four basic global strategies.
Q5) What are the potential benefits and risks of global strategic alliances? What actions can a firm take to minimize the risks and maximize the benefits?
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Chapter 9: Corporate-Level Strategy: Horizontal Integration,
Vertical Integration, and Strategic Outsourcing
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Sample Questions
Q1) Vertical integration can be risky when demand is unpredictable because it is hard to manage the volume or flow of products along the value-added chain.
A)True
B)False
Q2) Many industries have experienced increased consolidation over the last decade due to an increase in
A) strategic alliances.
B) vertical integration.
C) horizontal integration.
D) franchising.
E) diversification.
Q3) Managers use corporate-level strategy to identify which industries a company should compete in to maximize long-run profitability.
A)True
B)False
Q4) Strategic alliances and outsourcing are two alternatives to vertical integration.What are the advantages and disadvantages of each compared to vertical integration? What can managers do to eliminate or reduce the risks?
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Chapter 10: Corporate-Level Strategy: Related and Unrelated Diversification
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Sample Questions
Q1) A joint venture allows a company to share the risks and costs associated with establishing a new business unit with another company.
A)True
B)False
Q2) At Burger King,multiple items such as a cheeseburger,french fries,and a drink are combined together to create a complete meal.This is an example of diversification.
A)True
B)False
Q3) Which of the following is not a reason for the failure of an acquisition to generate the gains originally expected of it?
A) Poor postacquisition integration
B) Overestimation of the potential gains to be derived from synergy
C) The high cost of making acquisitions
D) Lack of preacquisition screening
E) Overestimation of the potential costs of realizing synergies
Q4) Free cash flow refers to additional funds from a government stimulus program.
A)True
B)False
12
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Chapter 11: Corporate Performance, Governance, and Business Ethics
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Sample Questions
Q1) Agency theory would not be useful in understanding the relationship between
A) a CEO and his or her top management team.
B) top-level executives and middle managers.
C) managers at the same organizational level.
D) stockholders and the CEO.
E) lower-level managers and the workers they supervise.
Q2) While many agency relationships work well,problems arise when agents and principals have different goals.
A)True
B)False
Q3) All stakeholders are in an exchange relationship with the company.
A)True
B)False
Q4) To make sure that ethical issues are considered in business decisions,
A) a company should use a bottom-up approach.
B) a company should have a no-layoff policy.
C) top managers should articulate and model ethical behaviors.
D) a company should give seminars to teach people what is legal and not legal.
E) a company should hire and promote employees who do whatever it takes to achieve organizational objectives.
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Chapter 12: Implementing Strategy in Companies That
Compete in a Single Industry
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Sample Questions
Q1) Which of the following is required by a restructuring?
A) Eliminating business units
B) Rethinking business processes
C) Creating more business units
D) Flattening the organizational hierarchy
E) Broadening the span of control
Q2) A typical matrix organizational structure is
A) flat and decentralized.
B) flat and centralized.
C) tall and decentralized.
D) tall and centralized.
E) none of these.
Q3) Matrix structures
A) have many hierarchical levels.
B) are appropriate for companies with many low-skilled workers.
C) group activities vertically by function and horizontally by product or project.
D) are appropriate for a firm pursuing a low-cost strategy.
E) have many hierarchical levels and two forms of horizontal differentiation.
Q4) Identify and discuss the three building blocks of organizational structure.
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Chapter 13: Implementing Strategy in Companies That
Compete Across Industries and Countries
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Sample Questions
Q1) The control issue in managing the multidivisional structure is
A) how much authority should be centralized at corporate headquarters.
B) how much authority should be decentralized to the divisions.
C) how much authority should be given to each functional unit.
D) how much authority should be centralized at corporate headquarters and decentralized to the divisions.
E) how much authority should be given to corporate division heads.
Q2) The U.S.firm Intel,a maker of semiconductor chips,built twelve worldwide manufacturing facilities in several different countries,but its research and development (R&D)and marketing are centralized in the United States.Based on this information,which strategy is Intel pursuing?
A) Localization
B) Transnational
C) International
D) Global standardization
E) Stuck in the middle
Q3) Consider the information given in the previous question (#79)and your answer to that question,and then recommend an organizational structure for Mohawk to use as it globalizes.Explain why the structure you recommend is the most appropriate one for Mohawk.
Page 15
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