Business Administration Exam Preparation Guide
Course Introduction
Business Administration is a multidisciplinary course that explores the fundamental concepts, principles, and practices essential to the effective management and operation of businesses and organizations. Students will study core topics such as organizational structure, management functions, human resources, marketing, finance, operations, and strategy. Emphasis is placed on decision-making, problem-solving, leadership, and the dynamic environment in which modern businesses operate. The course equips students with analytical tools and practical skills required to successfully plan, organize, and direct business activities, preparing them for a wide range of careers in the corporate, nonprofit, and public sectors.
Recommended Textbook
Leadership Enhancing the Lessons of Experience 8th Edition by Richard L. Hughes
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Chapter 1: What Do We Mean by Leadership
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Q1) Leaders tend to have more influence with in-group followers than with out-group followers.
A)True
B)False
Answer: True
Q2) What is Hollander's approach to leadership called?
A) Participative
B) Transformational
C) Charismatic
D) Transactional
Answer: D
Q3) Which of the following statement about leadership is most likely true?
A) Innate factors influence leadership skills more than formative experiences.
B) Research indicates that leadership skills are primarily acquired and rarely innate.
C) Individuals should be categorized,when they are young,as either leaders or non-leaders.
D) Natural characteristics or talents can offer certain leadership advantages or disadvantages.
Answer: D
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Page 3
Chapter 2: Leader Development
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Q1) Describe the five steps of informal coaching.
Answer: Informal coaching takes place whenever a leader helps followers to change their behaviors.The best informal coaching generally consists of five steps.In forging a partnership,leaders build a trusting relationship with their followers,identify followers' career goals and motivators and learn how their followers view the organization and their situation.Leaders then need to inspire commitment.In this step,leaders work closely with followers to gather and analyze data to determine development needs.The next step in the coaching process involves growing skills.Followers use their prioritized development needs to create a development plan and leaders in turn develop a coaching plan that spells out precisely what they will do to support the followers' development plan.Leaders and followers then review and discuss the development and coaching plans,make necessary adjustments and execute the plans.
In the step called promote persistence,leaders help followers to manage the mundane,day-to-day aspects of development.Leaders can help followers refocus on their development by capitalizing on opportunities to give followers relevant,on-the-spot feedback.Once the new behavior has been practiced a number of times and becomes part of the follower's behavioral repertoire,then leaders help followers to transfer the skills to new environments by applying the skills in new settings and revising their development plans.
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Chapter 3: Skills for Developing Yourself As a Leader
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Q1) What is the fastest way to alter the culture and norms of a team?
A) Change the people in the team
B) Revise the organizational mission
C) Modify the corporate strategy
D) Implement new team rules
Answer: A
Q2) By conducting a gaps-of-the-GAPS analysis,an individual most likely hopes to identify high-priority development needs.
A)True
B)False
Answer: True
Q3) Having a good or bad supervisor is typically a product of luck on the part of followers.
A)True
B)False
Answer: False
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Chapter 4: Power and Influence
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Q1) What is legitimate power? How does legitimate authority differ from leadership? Provide examples to illustrate your response.
Q2) Which of the following is an intrinsic reward?
A) Compensation
B) Praise
C) Personal growth
D) Time off
Q3) Discuss expert power and provide examples for illustration.
Q4) A leader with legitimate power has the widest array of influence tactics available.
A)True
B)False
Q5) What are the six composites used in Miner's Sentence Completion Scale (MSCS)to describe the motivation to manage? What conclusions can be made about leadership from MSCS scores?
Q6) A socialized need for power is a more mature,self-sacrificing form than a personalized need for power.
A)True
B)False
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Chapter 5: Values, Ethics, and Character
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Sample Questions
Q1) In general,members of the Veteran generation:
A) lack a sense of accountability.
B) grew up during World War II.
C) question establishment values.
D) have little respect for leaders.
Q2) According to the dual-process theory,moral judgments that deal primarily with rights and duties are made by automatic emotional responses.
A)True
B)False
Q3) In-group favoritism occurs when people overrate the quality of their work or the extent of their group contributions.
A)True
B)False
Q4) Instrumental values refer to modes of behavior,and terminal values refer to desired end states.
A)True
B)False
Q5) Identify and describe the four generations of workers as illustrated by Zemke.
Q6) What is authentic leadership? What are the characteristics of authentic leaders?
Page 7
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Chapter 6: Leadership Attributes
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Q1) The optimism component of Goleman's model of EQ corresponds with the agreeableness component of the OCEAN model.
A)True
B)False
Q2) Explain the two meanings of personality.
Q3) Which of the following statements concerning intelligence is most likely true?
A) Most research shows that leaders possess higher levels of creative intelligence than the general population.
B) Most research shows that leaders possess higher levels of analytic intelligence than the general population.
C) Most research shows that leaders possess higher levels of practical intelligence than the general population.
D) Most research shows that creative,analytic,and practical intelligence are not interrelated.
Q4) Leaders tend to have higher extraversion scores than nonleaders.
A)True B)False
Q5) What have been the results of the increased interest and research into emotional intelligence (EQ)?
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Chapter 7: Leadership Behavior
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Q1) What is a competency model? How do organizations benefit from developing competency models?
Q2) Framing is the leadership competency of developing relationships that allow people to work together in the community across their differences.
A)True
B)False
Q3) Which of the following leadership questionnaires measured the extent to which leaders in industrial settings exhibited consideration and initiating structure behaviors?
A) LBDQ
B) LOQ
C) LBDQ-XII
D) SBDQ
Q4) A study of more than 700 firms reported that companies that used 360-degree feedback systems had a 10.6 percent increase in shareholder value.
A)True
B)False
Q5) Compare and contrast intrapersonal skills with interpersonal skills.
Q6) What are the important gender issues related to 360-degree feedback?
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Chapter 8: Skills for Building Personal Credibility and Influencing Others
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Q1) A leader in the first quadrant of the credibility matrix has a _____ of trust and a _____ of expertise.
A) low level;low level
B) low level;high level
C) high level;high level
D) high level;low level
Q2) What are the components of expertise? How can leaders build expertise?
Q3) What is the Abilene paradox? Why does it occur? How can it be avoided? Describe a time when you have experienced the Abilene paradox.
Q4) _____ is an effort to attain objectives by attacking or hurting others.
A) Acquiescence
B) Aggression
C) Autonomy
D) Assertiveness
Q5) List and describe the steps involved in problem solving.
Q6) What are the two components necessary for leaders to build trust? How can these components be developed?
Q7) Name five tips for running meetings provided by Guth and Shaw.
Q8) Describe assertiveness and differentiate it from acquiescence and aggression. Page 10
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Chapter 9: Motivation, Satisfaction, and Performance
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Q1) Which of the following statements about affectivity is most likely FALSE?
A) Leadership experiences are affected by the positive or negative affectivity of followers.
B) Research shows a strong link between negative affectivity and low productivity levels.
C) A leader's own affectivity can strongly influence followers' morale or satisfaction levels.
D) Leaders can most likely improve job satisfaction by hiring upbeat,optimistic followers.
Q2) According to Herzberg's two-factor theory,which of the following is a hygiene factor?
A) Recognition
B) Responsibility
C) Supervision
D) Advancement
Q3) Job satisfaction surveys are most useful when compared to a dissimilar reference group,such as an organization of a different size or one in another industry.
A)True
B)False
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Chapter 10: Groups, Teams, and Their Leadership
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Q1) Describe four of the six factors which distinguish successful teams.
Q2) With role ambiguity,the problem is lack of clarity about just what the expectations are.
A)True
B)False
Q3) At the organizational level,the Team Leadership Model (TLM)suggests that leaders examine the _____ that may be impacting the team.
A) motivations
B) creative skills
C) reward systems
D) interpersonal behaviors
Q4) Receiving conflicting information from two or more people about their expectations for your work behavior reflects:
A) intersender role conflict.
B) intrasender role conflict.
C) interrole conflict.
D) person-role conflict.
Q5) What is a group? How does a group different from the organization as a whole?
Q6) Describe the four stages of group development as identified by Tuckman.
Page 13
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Chapter 11: Skills for Developing Others
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Q1) Which of the following is most likely a true statement about feedback?
A) Feedback should focus on facts rather than inferences.
B) Overly descriptive feedback is too complex to be useful.
C) Feedback is ineffective if given too soon after the behavior occurs.
D) Providing both positive and negative feedback during one session is contradictory.
Q2) Based on the norms component of the Rocket Model,which statement is most likely FALSE?
A) If the team or team leader is not explicit about setting the rules that govern team behavior,norms will simply evolve over time.
B) Norms about how often and how long the team meets should be driven by the team's purpose and goals.
C) The most important team norms relate to decision making,communication,and accountability.
D) Leaders should address norms before discussing the context or mission components.
Q3) Describe the five steps of coaching.
Q4) Why do leaders use the Rocket Model? What information can the model provide?
Q5) Briefly describe the components of the Rocket Model of Team Effectiveness.
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Page 14
Chapter 12: The Situation
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Q1) There is a known procedure for accomplishing a task and rules governing how one goes about it.If these rules are followed,there is one result.These features most likely characterize:
A) task autonomy.
B) a structured task.
C) an unstructured task.
D) task interdependence.
Q2) Organizational climate is best described as:
A) how well organizational members get along with each other.
B) a system of shared beliefs among members of a group.
C) highly related to task perceptions of work.
D) wider in scope than job satisfaction.
Q3) Typically,greater horizontal complexity is associated with:
A) the number of hierarchical levels appearing on an organization chart.
B) the increased likelihood for communication breakdowns between subunits.
C) the degree of standardization in an organization.
D) the diffusion of decision making throughout an organization.
Q4) Define formalization and discuss its advantages and disadvantages for leaders and followers.
Q5) Explain how level of authority affects leaders' and followers' behavior.
Page 15
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Chapter 13: Contingency Theories of Leadership
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Q1) According to the path-goal theory,which leader behavior is most likely characterized by remaining open and approachable to followers?
A) Achievement-oriented leadership
B) Directive leadership
C) Participative leadership
D) Supportive leadership
Q2) What are some of the problems with the normative decision model?
Q3) Which of the following instruments does Fiedler's contingency theory use to determine the relevant characteristic of the leader?
A) The Myers-Briggs Type Indicator
B) The California Personality Inventory
C) The Least Preferred Co-worker Scale
D) The Five Factor Personality Inventory
Q4) According to Fiedler's contingency model,the content of leadership training should emphasize behavioral flexibility in leaders rather than situational engineering.
A)True
B)False
Q5) What is follower readiness? Provide an example.
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Chapter 14: Leadership and Change
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Q1) How can the C = D × M × P > R model help leadership practitioners?
Q2) The D and M components of the rational change model are the most difficult for leadership practitioners to alter.
A)True
B)False
Q3) What are the four key components of the model (M)variable in the rational approach to change? Explain how you would use these components to drive change at your school.Apply the components to a specific example at your school,such as using alternative energy sources to provide power to dormitories,reducing the fats/sugars in cafeteria food,etc.
Q4) The _____ authority system is associated with leaders thought to possess divine or superhuman qualities.
A) traditional
B) legal-rational
C) charismatic
D) personalized
Q5) How did Conger and Kanungo differentiate charismatic from noncharismatic leaders?
Q6) Discuss how a leadership practitioner can utilize the SARA model.
Page 17
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Chapter 15: The Dark Side of Leadership
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Q1) Discuss the idea of organizational fit and how it can affect leadership success.
Q2) Because of their narcissistic tendencies,_____ leaders often get quite a bit done.
A) reserved
B) bold
C) dutiful
D) colorful
Q3) Differentiate between destructive leadership and managerial incompetence.
Q4) Dark-side traits are usually apparent when leaders are attending to their public image.
A)True
B)False
Q5) The base rate of managerial incompetence is estimated as 25 to 30 percent.
A)True
B)False
Q6) Everyone has at least one dark-side personality trait.
A)True
B)False
Q7) Name and briefly describe the four managerial derailment patterns.
Page 18
Q8) Contrast episodic managerial incompetence and chronic managerial incompetence.
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Chapter 16: Skills for Optimizing Leadership As Situations
Change
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Q1) What is the main purpose of using the model of performance?
A) Identifying job satisfaction levels in the industry
B) Benchmarking the organizational climate
C) Initiating performance appraisals
D) Managing problem performers
Q2) In the performance model,opportunities would most likely refer to:
A) financial resources.
B) inadequate training.
C) performance standards.
D) ineffective punishments.
Q3) Which conflict resolution strategy most likely leaves both parties moderately,but incompletely,satisfied?
A) Sharing
B) Competition
C) Collaboration
D) Accommodation
Q4) One of Fisher and Ury's main tips on successful negotiation is to focus on positions,not on interests.
A)True
B)False
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