Business Administration
Exam Questions
Course Introduction
Business Administration is a multidisciplinary course that introduces students to the fundamental concepts and practices essential for effectively managing organizations in various sectors. The course covers key areas such as management principles, organizational behavior, marketing, finance, operations, and human resources. Emphasizing analytical thinking and strategic decision-making, it explores topics like leadership, communication, teamwork, and problem-solving. Through case studies, group projects, and practical applications, students develop critical skills necessary to navigate todays dynamic business environment, preparing them for leadership roles or further specialization in business-related fields.
Recommended Textbook
Building Management Skills An Action First Approach 1st Edition by Richard L. Daft
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17 Chapters
1078 Verified Questions
1078 Flashcards
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Chapter 1: Introduction
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Sample Questions
Q1) What are the three major sections of the book?
A) becoming an ethical manager, managing teams, learning about yourself
B) managing coworkers, competitors, and managers
C) managing your team, yourself, and relationships
D) teamwork, cooperation, effort
Answer: C
Q2) How do you manage yourself?
A) individual problem solving
B) linking- networking, collaborating
C) motivating people
D) communicating
Answer: A
Q3) Building block 1 is a learning challenge based ____.
A) on a hypothetical example
B) on a real-world problem
C) on calculation
D) on experience
Answer: B
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3
Chapter 2: Your Manager Strengths and Weaknesses
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) Managers with a high level of _____ learn to trust their "gut feelings."
A) self-awareness
B) social awareness
C) self-management
D) relationship management
Answer: A
Q2) People with a high ____ can clearly identify the activities and arrange the resources needed to accomplish plans and goals.
A) goal-directed mindset
B) relationship building attitude
C) Initiative
D) ability to organize
Answer: D
Q3) Which term means that the manager did not have sufficient training or was in over her head?
A) delegation and empowerment breakdown
B) person-job mismatch
C) poor planning practices
D) unable to develop teamwork
Answer: B
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Chapter 3: Learning About Yourself
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67 Flashcards
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Sample Questions
Q1) Which of the following is NOT one of the four fundamental values for ethical organizations?
A) accountability
B) caring
C) trust
D) independence
Answer: D
Q2) Someone low on ____ might come across as withdrawn and quiet.
A) conscientiousness
B) agreeableness
C) extraversion
D) introversion
Answer: C
Q3) End values are sometimes called ____.
A) behavioral values
B) beliefs
C) instrumental values
D) terminal values
Answer: D
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Page 5
Chapter 4: Managing Yourself to Get Things Done
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) What is the ability to engage in self-regulating thoughts and behavior to handle difficult or challenging situations?
A) Self-management
B) Time management
C) Efficiency
D) Operations management
Q2) Most Type B individuals are high-energy people and may seek positions of power.
A)True
B)False
Q3) Time is a manager's most valuable resource.
A)True
B)False
Q4) A period of disorganization in which some responsibilities do not get done can ___.
A) improve self-management
B) improve work-life balance
C) increase stress
D) decrease stress
Q5) Explain the time management matrix. Give an example for each quadrant.
Q6) What are the three basic principles for self-management?
Page 6
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Chapter 5: Creative Problem Solving
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67 Flashcards
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Sample Questions
Q1) What is one down side to root cause analysis?
A) it is more expensive than the 5 why's
B) it is time consuming
C) it may not lead to a clear answer
D) none of these
Q2) A radio DJ made an inappropriate comment on air, and the manager had to recognize the problem. She did this by ____.
A) using rational decision making
B) using intuitive problem identification
C) executing a solution
D) learning to connect the dots
Q3) Explain the two types of personal approach to problem solving, and which type makes the best manager.
Q4) The ___ seeks to expand on and improve something that already exists.
A) innovator style
B) adaptor style
C) creative style
D) status-quo style
Q5) Describe in detail the techniques for improving problem definition. Give an example of each one.
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Chapter 6: How Managers Communicate
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65 Verified Questions
65 Flashcards
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Sample Questions
Q1) Why do most managers fail at their attempts to persuade?
A) They think of persuasion as aggressively convincing others to see things their way.
B) They think of persuasion as a useless tool.
C) They do not try hard enough.
D) They think the employee will use it against them.
Q2) Who is responsible for the values that guide decisions and behavior?
A) employees
B) managers
C) everyone
D) human resources
Q3) Who is responsible for shaping how people think about their work and the organization they work for?
A) CEOs
B) janitors
C) employees
D) managers
Q4) Encoding and decoding can sometimes cause communication errors.
A)True
B)False
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Chapter 7: Becoming an Ethical Manager
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Sample Questions
Q1) Courageous managers can develop courageous followers by modeling courage and by helping people practice courage.
A)True
B)False
Q2) Bonnie is the office manager in a large doctor's office. The employees there used to use Styrofoam cups for their coffee, but when Bonnie learned that these are bad for the environment, she bought ceramic coffee mugs for everyone to use instead. Not only does this put less trash in the local landfill, it saves her company money. What kind of behavior does Bonnie's decision illustrate?
A) Unethical
B) Active
C) Ethical
D) Political
Q3) The individual who must make an ethical choice in an organization is the ______.
A) moral agent
B) stakeholder
C) customer
D) manager
Q4) Should companies do more than have an employee code of ethics? Explain.
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Chapter 8: Motivating for Performance
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Sample Questions
Q1) When employees are _______, they are involved in defining mission and goals, as well as in determining how to achieve them.
A) mid or high level managers
B) insubordinate
C) fully empowered
D) engaged
Q2) Using fear to motivate people almost always has ______ for employee development and long-term performance.
A) negative consequences
B) positive consequences
C) no consequence
D) none of these
Q3) Matching job characteristics to an employee's interests, personality, and abilities, so that work is done by people who are well-suited to their jobs is known as ________.
A) person-job fit
B) ethical behavior
C) universal standards
D) none of these
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10
Chapter 9: Getting Things Done Through Networks, Relationships,
and
Soft Power
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66 Verified Questions
66 Flashcards
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Sample Questions
Q1) To succeed as a manager, you have to develop social capital as well. Social capital includes:
A) the resources available to an individual as a consequence of his/her personal relationships
B) the ability to keep performance high
C) proactive attempts by individuals to benefit their careers
D) none of these
Q2) ________ means creating a fabric of personal contacts that will provide support, feedback, insight, resources, and information.
A) Managing
B) Human capital
C) Networking
D) Socializing
Q3) Companies have ways to investigate employees and prospective employees online, so:
A) it is not important to mix work and fun.
B) present the image you want your professional colleagues to see.
C) learn to build your photograph collection and document what you do
D) none of these
Q4) List and explain the make up of three types of professional networks.
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Chapter 10: People With Coaching, Delegation, and Deliberate Practice
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68 Verified Questions
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Sample
Questions
Q1) What are some types of issues and goals that can be addressed in a coaching relationship?
Q2) _______ of specific targeted tasks or activities identified with the coach is essential.
A) Repetition
B) Anxiety
C) Learning
D) Analysis
Q3) Successful managerial coaching encompasses eight steps within three stages. In chronological order, list these stages and steps and then explain why each one is important.
Q4) The manager observes the employee, figures out what the person is doing wrong, and corrects the employee with statements and directives. Which type of managerial approach is this?
A) non-directive
B) directive
C) consultative
D) collective
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Q5) List three differences each between the mindset and behavior required for managing versus coaching.
Chapter 11: Handling Difficult Conversations, Conflict, and Negotiation
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67 Verified Questions
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Sample Questions
Q1) Bargaining is appropriate when an issue is trivial, when there is no chance of winning, or when a delay to gather more information is needed.
A)True
B)False
Q2) The ILETS model stands for: Introduce the topic, Listen to the other person, Empathize, Talk, Solve the Problem.
A)True
B)False
Q3) Explain the five interpersonal conflict handling styles with regards to cooperativeness and assertiveness. Give a situation where each one should be used.
Q4) Which of the following are included in the preparation phase of handing difficult conversations?
A) get in the right frame of mind
B) think learning, not combat
C) seek first to understand
D) all of these
Q5) Explain the five steps of the ILETS model for conducting difficult conversations and why they're each important.
13
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Chapter 12: Managing Your Boss
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Sample Questions
Q1) ____ can't take charge, will do whatever it takes to avoid conflict, and who often have difficulty making decisions.
A) The Natural
B) The Politician
C) The Wimp
D) The Workaholic
Q2) In order to have an effective boss-subordinate relationship, it is important to ____.
A) have realistic expectations your boss
B) realize the boss will rarely be wrong
C) compliment the boss
D) accept that the boss knows more than you
Q3) What is the difference between independent, critical thinking and dependent, uncritical thinking?
Q4) Developing insight into your boss is only useful if ____.
A) you have realistic expectations of our bosses
B) you also have an understanding of yourself
C) you compliment him
D) you apply it every day
Q5) What are some things you can do to help your boss be a good boss?
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Chapter 13: Managing Teams
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Sample Questions
Q1) A team is a unit of two or more people who interact and coordinate their work to accomplish a common goal for which they are committed and hold themselves mutually accountable.
A)True
B)False
Q2) Allyson is part of a marketing team that has been tasked with redesigning the company website. She has invited Theo, who works in another department, to sit in on one of the team's meetings because she knows Theo has some experience with website design. What role does Allyson play in this team?
A) organizer
B) encourager
C) enforcer
D) resource developer
Q3) Which dysfunction of a team is defined as: If people are afraid to express their true opinions, it's difficult to gain clarity and true commitment to decisions.
A) fear of conflict
B) lack of commitment
C) avoidance of accountability
D) inattention to results
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Page 15
Chapter 14: Achieving Desired Outcomes: Getting the Right
People and Managing Performance
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67 Verified Questions
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Sample Questions
Q1) ___ is the process by which a manager evaluates an employee's work effectiveness by using objective criteria, provides feedback to the employee, and shows where improvements are needed.
A) Performance appraisal
B) Preparation
C) ILETS
D) Performance identification
Q2) What is the negative side of reward power?
A) coercive power
B) criticism
C) promotions
D) sales
Q3) The "S" part of the SMART goals is defined as:
A) What exactly will you accomplish with this goal?
B) How will you know when you have accomplished the goal?
C) What is this goal significant to your job?
D) When will you complete the achievement of the goal?
Q4) What are the key steps to a performance appraisal?
Q6) Why must a manager sometimes fire people? Page 16
Q5) What are the sources of hard power for managers?
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Page 17
Chapter 15: Managing Cross Culturally
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Sample Questions
Q1) ____ is the attitude that cultures and subcultures are inherently equal.
A) Nationality syndrome
B) Culture orientation
C) Ethnocentrism
D) Ethnorelativism
Q2) What is the difference between ethnocentrism and ethnorelativism? Which is the goal for successful cross-cultural managers?
Q3) Americans typically negotiate in a(n) ____.
A) emotionally sensitive way
B) high-context communication style
C) strictly businesslike way
D) saving face style
Q4) As _________ and ________ change with changing generations, the qualities women seem to naturally possess may lead to a gradual role reversal in organizations.
A) attitudes, values
B) time, money
C) races, ethnicities
D) none of these
Q5) Explain the difference between individualism and collectivism.
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Chapter 16: Positive Leadership
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Sample Questions
Q1) What term means being unpretentious and modest rather than arrogant and prideful?
A) shy
B) humility
C) will
D) none of these
Q2) A study of the varying communication styles among 60 top management teams show that the higher performing organizations had a ratio of ___ positive statements for each negative statement
A) 9
B) 3
C) 5.6
D) .5
Q3) Creating an environment that enables flow requires that managers be committed to the __________ of employees as well as getting the job done.
A) activity
B) environment
C) emotional well-being
D) conductivity
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Page 19
Chapter 17: Managing Personal and Organizational Change
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Sample Questions
Q1) What do managers do to keep people poised for change and adaptation?
A) Strive to create the conditions of a learning organization.
B) Change small things constantly.
C) Have meetings to discuss change.
D) none of these
Q2) Employees might worry that a change in work procedures will mean an end to ________ among their work group.
A) camaraderie
B) naps
C) snack time
D) socializing
Q3) Managers need a systematic checklist to follow that keeps team and organizational efforts moving in the right direction.
A)True
B)False
Q4) What do people need to make change happen?
A) time, knowledge, resources
B) more responsibilities, administration
C) obstacles, less power
D) all of these
Page 20
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