Business Administration Exam Preparation Guide
Course Introduction
Business Administration is a comprehensive course that explores the foundational concepts, principles, and practices necessary for managing businesses effectively. Students will learn about key functional areas such as management, marketing, finance, accounting, human resources, and operations. The course covers topics like organizational structure, strategic planning, decision-making, leadership, and ethical considerations in business. Emphasizing both theoretical frameworks and practical applications, the course prepares students for diverse careers in the business world and equips them with the skills required to analyze problems, implement solutions, and adapt to the fast-changing global business environment.
Recommended Textbook
Organization Theory and Design 2nd canadian Edition by Richard L. Daft
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13 Chapters
984 Verified Questions
984 Flashcards
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Page 2
Chapter 1: Organizations and Organizational Theory
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81 Verified Questions
81 Flashcards
Source URL: https://quizplus.com/quiz/21405
Sample Questions
Q1) Organizations today have rigid boundaries separating them from other organizations.
A)True
B)False
Answer: False
Q2) Which of the following integrates diverse organizational activities by looking at various constituents and what they want from the organization?
A) contextual dimensions
B) organizational culture
C) efficiency
D) stakeholder approach
Answer: D
Q3) Discuss why the Hawthorne Studies are so important to today's organizations and their workers.
Answer: The Hawthorne Studies showed that the positive treatment of employees improved their morale and productivity. Therefore, organizations need to consider people, as well as structures and processes, when they make design choices.
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Chapter 2: Strategy, Organizational Design, and Effectiveness
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81 Verified Questions
81 Flashcards
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Sample Questions
Q1) The rational goal emphasis incorporates the values of an internal focus and a flexible structure, whereas the internal process emphasis reflects the values of internal focus and structural control.
A)True
B)False
Answer: False
Q2) What kind of strategy is concerned primarily with stability rather than taking risks or seeking new opportunities for innovation and growth?
A) focused
B) low-cost leadership
C) differentiation
D) intensive
Answer: B
Q3) A differentiation strategy calls for a learning approach, whereas a low-cost strategy should be paired with an efficiency approach.
A)True
B)False
Answer: True
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Chapter 3: Fundamentals of Organizational Structure
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68 Verified Questions
68 Flashcards
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Sample Questions
Q1) Divisional structure may be organized by product, services, major projects or programs, or profit centres.
A)True
B)False
Answer: True
Q2) Define the role of a "full-time integrator "?
A) He or she improves vertical linkage of the organization.
B) He or she is responsible for the entire project and is located outside of any one department.
C) He or she reports to one of the functional departments being coordinated.
D) He or she has the responsibility of coordinating only one department.
Answer: B
Q3) As the amount of required horizontal coordination increases, the costs of time and resources decrease.
A)True
B)False
Answer: False
Q4) What are the strengths and weaknesses of the horizontal structure?
Answer: There are five strengths and weaknesses. 11ea3e02_3965_effe_bcd6_4b6e2195381a_TB3415_00
Page 5
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Chapter 4: The External Environment
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Refer to Case 4.0. Would you recommend that AligatorAde switch from its current strategy to a differentiation strategy that it markets to the public in general? Why or why not?
Q2) List and describe three organizational adaptations to environmental uncertainty.
Q3) What term is used for unique cognitive and emotional orientations among managers across functional departments, and the specialized formal structures among these departments?
A) integration
B) resource dependence
C) cooptation
D) differentiation
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) Discuss organizational differentiation. How is integration connected to differentiation?
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Q7) Why does environmental complexity lead to organizational complexity? Explain.
Chapter 5: Interorganizational Relationships
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73 Verified Questions
73 Flashcards
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Sample Questions
Q1) The prevailing philosophy is that organizations consider themselves to be autonomous and separate, and are trying to outdo other companies in order to grow and prosper.
A)True
B)False
Q2) Which of the following is composed of norms and values from stakeholders?
A) the institutional environment
B) population ecology theory
C) the organizational ecosystem
D) institutional isomorphism
Q3) Institutional similarity is the emergence of a common structure and approach among organizations in the same field.
A)True
B)False
Q4) Given their flexibility, specialists are able to reallocate resources internally to adapt to a changing environment, whereas generalists are not.
A)True
B)False
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Chapter 6: Designing Organizations for the International Environment
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79 Flashcards
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Sample Questions
Q1) High uncertainty avoidance means that people accept inequality in power among institutions, organizations, and people.
A)True
B)False
Q2) Which statement best describes Mandel-Campbell's description of Canada's approach to competing globally?
A) Canada has competed effectively internationally.
B) Canada needs policies to encourage entrepreneurial action.
C) Canada needs to do more research to understand and address globalization.
D) Canadian companies have not had the gumption necessary for international success.
Q3) The global product structure works best when pressure for decision-making balances the interests of both product standardization and geographical localization, and when coordination to share resources is important.
A)True
B)False
Q4) Compare and contrast the global product division structure and global matrix structure.
Q5) Discuss the global matrix structure. Give an example.
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Chapter 7: Manufacturing and Service Technologies
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81 Verified Questions
81 Flashcards
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Sample Questions
Q1) A baseball team is an example of pooled interdependence.
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) Job simplification means that jobs are made less difficult and with fewer tasks.
A)True
B)False
Q4) Since decision-making, communication, and coordination problems are greatest for reciprocal interdependence, reciprocal interdependence should receive last priority in organization structure.
A)True
B)False
Q5) Discuss each of the categories of Perrow's framework. Give examples of each.
Q6) Contrast the axes on Perrow's framework for department technologies.
Page 9
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Chapter 8: Information Technology and Control
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72 Verified Questions
72 Flashcards
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Sample Questions
Q1) Describe ERP systems.
Q2) Describe the feedback control model.
Q3) What term is used for the form of corporate networking that is a private internal network using the infrastructure of the World Wide Web but cordoned off from the public?
A) webnet
B) intranet
C) interweb
D) CorpNet
Q4) Discuss the balanced scorecard.
Q5) Which of the following is (are) defined as the formal routines, reports, and procedures that use information to maintain or alter patterns in organizational activities?
A) management control systems
B) management information systems
C) decision support systems
D) feedback control systems
Q6) What is a network structure? What are its characteristics?
Q7) Compare executive information systems and decision support systems.
Q8) What is the information reporting system? Give an example.
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Chapter 9: Organization Size, Life Cycle, and Decline
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Sample Questions
Q1) As organizations become larger, a smaller percentage of technical and professional support staff is recommended.
A)True
B)False
Q2) The following organization is in its collectivity stage: Employees at Ace identify with the company mission and goals, and they typically put in 55-hour work weeks. Ace is established in the marketplace, and is concentrating on getting more and more dealers to sign on. Ace does not have a written policies and procedures manual for its own employees.
A)True
B)False
Q3) Describe the life cycle of a specific organization that has gone through at least three stages of the organizational life cycle. In your answer explain the crisis this organization is now facing, and how you would recommend that it overcome its crisis.
Q4) The general finding concerning incident commanders is that branches have substantial autonomy and decentralized authority to make necessary decisions.
A)True
B)False
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Chapter 10: Organizational Culture and Ethical Values
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Sample Questions
Q1) Some organizations have dress codes that limit individual freedom in the workplace. Do such rules inhibit the establishment of organizational culture?
Q2) Various representatives of which of the following influence managerial ethics and social responsibility?
A) external stakeholders
B) employees
C) competitors
D) whistle-blowers
Q3) Whistle-blowing is a disclosure mechanism.
A)True
B)False
Q4) Which of the following are manifestations of organizational culture?
A) legends
B) control systems
C) structures
D) management information systems
Q5) Give an example of an ethical dilemma that would perplex you as a manager if it were to occur in an organization where you work. What makes the situation you describe meet the definition of "ethical dilemma"?
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Chapter 11: Innovation and Change
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75 Verified Questions
75 Flashcards
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Sample Questions
Q1) At one point in the research of new product development, a question to be answered is "Why are some products more successful than others?" What answers have been found to this question?
Q2) In attempting to make a change in his organization, Jake was happy to have a large number of people who were energetic and positive toward the change. Which essential element for successful change does this represent?
A) adoption
B) need
C) resources
D) competition
Q3) Organization design uses knowledge and techniques from the behavioural sciences.
A)True
B)False
Q4) Compare and contrast the dual-core approach and the ambidextrous approach.
Q5) The four types of change are independent of each other, or in other words, a change in one has no effect on another.
A)True
B)False
Q6) What are the barriers to change?
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Chapter 12: Decision-Making Processes
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Sample Questions
Q1) When the management team of an organization accepts a satisfactory rather than a maximum level of performance when making decisions, what are they engaging in?
A) satisficing
B) problemistic search
C) problem consensus
D) escalating commitment
Q2) What are the first four steps of the rational approach to decision making specifically designed to help a manager do?
A) follow the scientific method
B) devise a problem solution
C) evaluate alternative solutions
D) identify the problem
Q3) What is a problemistic search? What is its role in decision making?
Q4) Discuss the four cells of the contingency framework.
Q5) The bounded rationality approach is often associated with programmed decision processes.
A)True
B)False
Q6) List and describe the steps of the rational approach to decision making.
Page 14
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Chapter 13: Conflict, Power, and Politics
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Sample Questions
Q1) A lack of trust within the organization can magnify natural differences and increase the potential for conflict among departments and between top managers.
A)True
B)False
Q2) The use of power should always be obvious in order to get tasks accomplished.
A)True
B)False
Q3) Fred tends to have a lot of power in his organization. He thinks it is because everyone likes him, whereas everyone else thinks it is because he is the only person who can make changes to the organization's software. What is the real basis for Fred's power?
A) coping with uncertainty
B) financial resources
C) dependency
D) nonsubstitutability
Q4) A win-win strategy means that both departments adopt a positive attitude and strive to resolve the conflict in a way that will benefit each other.
A)True
B)False
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