Business Administration Exam Preparation Guide
Course Introduction
Business Administration is a multifaceted course that explores the principles, practices, and functions vital to effectively running an organization. Students learn core concepts such as management, marketing, finance, human resources, and operations, gaining an understanding of how each component contributes to overall business success. The course emphasizes strategic planning, decision-making, leadership, and problem-solving skills, preparing students to manage both people and resources in diverse business environments. Practical case studies and real-world scenarios are integrated to develop analytical thinking and adaptability, equipping students for a variety of roles in the modern business world.
Recommended Textbook
Leadership Enhancing the Lessons of Experience 7th Edition by Richard L. Hughes
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16 Chapters
813 Verified Questions
813 Flashcards
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Chapter 1: What Do We Mean by Leadership
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55 Verified Questions
55 Flashcards
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Sample Questions
Q1) Which of the following statements is false?
A)One needs nothing more than common sense to be a good leader.
B)Leaders need to recognize that others' views are useful.
C)Leaders need to recognize when times change and a new direction is called for.
D)One of the challenges of understanding leadership is to know when common sense applies and when it does not.
Answer: A
Q2) Leadership is a complex phenomenon involving the leader, the followers and the situation.
A)True
B)False
Answer: True
Q3) Followers can often provide leaders with relevant information for good solutions to be implemented since they are often at the level where many organizational problems occur.
A)True
B)False
Answer: True
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3
Chapter 2: Leader Development
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53 Verified Questions
53 Flashcards
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Sample Questions
Q1) In this step of informal coaching, leaders determine what drives their followers and where they want to go with their careers.
A)Forging a partnership
B)Inspire commitment
C)Growing skills
D)Promote persistence
Answer: A
Q2) Role plays and videotape are used extensively during informal coaching sessions.
A)True
B)False
Answer: False
Q3) Perceptual set increases the selectivity in what people observe.
A)True
B)False
Answer: True
Q4) Instruments providing 360-degree feedback to managers are particularly useful for leadership development.
A)True
B)False
Answer: True
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Chapter 3: Skills for Developing Yourself As a Leader
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Sample Questions
Q1) Explain how the third month of a new leader's tenure differs from the first two months according to the new leader's onboarding roadmap.
Answer: In the third month, the leader moves from knowledge acquisition to change implementation. At this point in a new leader's tenure he or she has developed a vision of the future and can articulate how the team will win; identified the what, why, and how of any needed changes; and defined a clear set of expectations for team members. The two major events for the third month are meeting with the entire team and meeting off-site with direct reports (if the team is large). The purpose of the first team meeting is for the new leader to share what he or she learned from whom during the information gathering process, his or her vision of the future, the new team structure and staffing model, his or her expectations for team members, and the rationale for any team changes. New leaders need to tie their changes to the attributes and values they shared during their first day on the job. Change is not about a new leader's PowerPoint presentation or the posters put up, but instead involves the tangible actions taken. And the actions team members pay the most attention to are the hiring, firing, promotion, restructuring, and staffing decisions made by new team leaders. One of the fastest ways to change the culture and norms of a team is to change the people in it.
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Chapter 4: Power and Influence
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Sample Questions
Q1) A leader who has developed close interpersonal relationships with followers generally uses his or her _____ power to influence them.
A)legitimate
B)referent
C)coercive
D)reward
Q2) Which of the following statements concerning power and influence is incorrect?
A)Effective leaders typically take advantage of all their sources of power.
B)Leaders in well-functioning firms are not influenced by their subordinates.
C)Leaders vary in the extent to which they share power with subordinates.
D)Effective leaders generally work to increase their various power bases.
Q3) Those who derive a sense of satisfaction from influencing others are said to have a high need for affiliation.
A)True
B)False
Q4) Contrast an effective and ineffective leader using the concepts of influence tactics.
Q5) Write a short discussion on the different influence tactics as assessed by the IBQ.
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Chapter 5: Values, Ethics, and Character
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Sample Questions
Q1) Individuals who have an implicit prejudice tend to:
A)be aware of its existence.
B)include their prejudice consciously in their judgements.
C)be unaware of its existence.
D)Both A and B above
Q2) In the postconventional level of moral development, the criteria are based on gaining others' approval.
A)True
B)False
Q3) People minimize the harm caused by their behavior through A)dehumanization.
B)displacement of responsibility.
C)disregard of consequences.
D)advantageous comparison.
Q4) Moral justification means that an action we have taken is morally justified. A)True
B)False
Q5) Leaders who make Theory Y assumptions believe workers are self-motivated. A)True
B)False
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Chapter 6: Leadership Attributes
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Sample Questions
Q1) A person's all-around effectiveness in activities directed by thought is called A)motivation.
B)intelligence.
C)perception.
D)cognition.
Q2) Stress is often defined as the result of conflicts with superiors or the apprehension associated with performance evaluation.
A)True
B)False
Q3) What are the two major predictions made by the Cognitive Resources Theory with respect to intelligence, experience, stress and group performance?
Q4) Describe at least three major definitions of emotional intelligence.
Q5) Which of the following is not one of the types of intelligence identified in the Triarchic Theory of Intelligence?
A)Practical intelligence.
B)Strategic Intelligence.
C)Analytic intelligence.
D)Creative intelligence.
Q6) List and define the three aspects of the Triarchic Theory of Intelligence.
Page 8
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Chapter 7: Leadership Behavior
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Sample Questions
Q1) The context and style of a leader's behavior are also factors that affect their ability to build teams.
A)True
B)False
Q2) Competencies concerned with analyzing issues, making decisions, financial savvy and strategic thinking constitute the:
A)intrapersonal skills category.
B)leadership skills category.
C)interpersonal skills category.
D)business skills category.
Q3) A study of many firms reported that companies that used 360-degree feedback systems had a 10.6 percent increase in shareholder value.
A)True
B)False
Q4) According to the Leadership Grid, 1,1 leaders are the most successful in the workplace.
A)True
B)False
Q5) Compare and contrast intrapersonal skills with interpersonal skills.
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Chapter 8: Skills for Building Personal Credibility and Influencing Others
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Sample Questions
Q1) _______ is an effort to attain objectives by attacking or hurting others.
A)Acquiescence
B)Aggression
C)Autonomy
D)Assertiveness
Q2) Which of the following is the correct sequence of events according to the systems view of communication?
A)Intention, reception, expression, feedback, interpretation, new intentions.
B)Intention, expression, reception, interpretation, feedback, new intentions.
C)New intentions, reception, expression, intention, interpretation, feedback.
D)Expression, new intention, feedback, interpretation, reception, intention.
Q3) Name and describe three of the guidelines provided in the text for effectively managing stress.
Q4) Credibility may be one of the important components of leadership success.
A)True
B)False
Q5) The cause-and-effect diagram is also called the 'fishbone' diagram.
A)True
B)False
Q6) List and describe the steps involved in problem solving. Page 10
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Chapter 9: Motivation, Performance, and Effectiveness
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Sample Questions
Q1) Compare and contrast performance and effectiveness.
Q2) Adopting an effective empowerment program takes
A)motivation, learning and stress.
B)training, trust and time.
C)guidance, influence and support.
D)self-determination, meaning and competence.
Q3) This reflects the degree to which people are given information about different reward procedures and are treated with dignity and respect.
A)Decentralization
B)Interactional justice
C)Empowerment
D)Distributive justice
Q4) Which of the following statements about goals is false?
A)Determining just how challenging to make goals creates a dilemma for leaders.
B)Goal commitment is critical and is often as high as commitment to goals followers helped to set.
C)Followers exerted the greatest effort when goals were accompanied by feedback.
D)Easily attainable goals result in higher levels of effort and performance.
Q5) Briefly describe Herzberg's Two Factor Theory.
Q6) List and define the three components of organizational justice.
Page 12
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Chapter 10: Satisfaction, Engagement, and Potential
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Sample Questions
Q1) At the organizational level, the TLM model suggests that we examine _____ that may be impacting the team.
A)the motivations and interests
B)the team task
C)the reward system
D)the efforts
Q2) Functional, interdependent roles are characteristic of which stage of group development?
A)Forming
B)Storming
C)Norming
D)Performing
Q3) List and briefly define the four stages of group development.
Q4) Ollieism occurs when people in a highly cohesive group become more concerned with striving for unanimity than in objectively appraising different courses of action.
A)True
B)False
Q5) Using the TLM, a leader can implement three functions to foster team leadership. Describe the three functions.
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Chapter 11: Groups, Teams, and Their Leadership
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Sample Questions
Q1) Team building interventions will always help remove root causes of problems.
A)True
B)False
Q2) Which of the following statements is not accurate concerning feedback?
A)Sometimes supervisors hesitate to use positive feedback because they believe subordinates may see it as politically manipulative, ingratiating, or insincere.
B)Leaders may give positive feedback infrequently if they believe good performance is expected and should not be recognized.
C)Research has shown that subordinates believe their leaders give more feedback than their leaders think they do.
D)None of these statements is accurate.
Q3) Provide a brief description of the Rocket Model of Team Effectiveness.
Q4) All of the following are principles of effective delegation except
A)deciding who to delegate to.
B)assigning a procedure, not an objective.
C)give credit for a job well done, but take the responsibility when things go wrong.
D)All of the above.
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Chapter 12: Skills for Developing Others
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Sample Questions
Q1) Workers may be able to accomplish their tasks in an autonomous fashion, but the products of their efforts must be coordinated in order for the group to be successful. This refers to
A)task interdependence.
B)task autonomy.
C)task structure.
D)task feedback.
Q2) Which of the following is not a characteristic of an adaptive challenge?
A)The problem can only be solved by changing the system itself.
B)It may be difficult to reach a consensus on what the problem really it.
C)The problem may be complex, but there is an expert solution to solve it.
D)These are all characteristic of an adaptive challenge.
Q3) The most important point regarding situational engineering is to get leaders and followers to understand that the situation is not set in concrete.
A)True
B)False
Q4) Describe organizational complexity and the three dimensions on which it can be measured.
Q5) Explain how level of authority affects leaders' and followers' behavior.
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Chapter 13: The Situation
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Sample Questions
Q1) The normative decision model is limited only to
A)decision making.
B)task behaviors.
C)goal accomplishment.
D)expectancy.
Q2) This is the weakest element of situational favorability.
A)Subordinate acceptance
B)Leader-member relations
C)Task structure
D)Position power
Q3) Which of the following is the most powerful subelement in determining overall situation favorability?
A)Leader-member relations
B)Task structures
C)Position powers
D)Subordinate acceptance
Q4) The normative decision model has been established to be an all-encompassing theory.
A)True
B)False
Page 16
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Chapter 14: Contingency Theories of Leadership
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Sample Questions
Q1) Leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness in siloed thinking.
A)True
B)False
Q2) The formula for the rational approach to change is
A)C = D x O x T > R
B)C = D x M x P > R
C)C = M x R x D >P
D)C = D x O x L x T
Q3) According to the MLQ, which leadership type is a significantly better predictor of organizational effectiveness as compared to the others?
A)Autocratic
B)Transactional
C)Laissez-faire
D)Transformational
Q4) Transactional leadership is very common but tends to be transitory.
A)True
B)False
Q5) How can the C = D x M x P > R model help leadership practitioners?
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Chapter 15: Leadership and Change
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Sample Questions
Q1) Bad leadership can occur in many levels in the organization.
A)True
B)False
Q2) Briefly describe the two dimensions of managerial incompetence and the four results types of leaders.
Q3) Everyone has at least one dark-side personality trait.
A)True
B)False
Q4) The dark-side traits are usually apparent when leaders are attending to their public image.
A)True
B)False
Q5) Which of the following is not a dark side personality trait?
A)Cautious
B)Mischievous
C)Charismatic
D)Diligent
Q6) Name and briefly describe the four managerial derailment patterns.
Q7) Contrast episodic managerial incompetence and chronic managerial incompetence.
Q8) Explain the Dr. Gordy test. Page 18
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Page 19
Chapter 16: The Dark Side of Leadership
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Q1) In some situations, it is more constructive not to seek a win-win outcome.
A)True
B)False
Q2) A leadership vision consists of six related components.
A)True
B)False
Q3) Correctly administered punishment does not cause emotional side effects.
A)True
B)False
Q4) Name and describe the components of the model of performance commonly used to diagnose performance problems.
Q5) The model of performance is
A)Expectations = f (Performance X Capabilities X Opportunities X Motivation)
B)Performance = f (Expectations X Capabilities X Opportunities X Motivation)
C)Capabilities = f (Expectations X Performance X Opportunities X Motivation)
D)Performance = f (Expectations X Capabilities X Programs X Rewards)
Q6) One of Fisher and Ury's main points when talking about successful negotiation is to focus on positions not on interests.
A)True
B)False
Page 20
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