Business Administration
Exam Questions
Course Introduction
Business Administration is a multidisciplinary program that introduces students to the principles, strategies, and practical skills required to manage and operate organizations in a competitive environment. The course covers core topics such as management, marketing, finance, human resources, operations, and organizational behavior. Through case studies, projects, and real-world applications, students develop critical thinking, problem-solving, leadership, and communication skills essential for effective decision-making and ethical professional conduct in diverse business settings. This course provides a foundation for further specialization in business fields and prepares students for roles in various sectors including corporate, government, and entrepreneurial ventures.
Recommended Textbook
MGMT 3rd Canadian Edition by Chuck Williams
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Page 2
Chapter 1: Management
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Sample Questions
Q1) Technical skill refers to the ability to see the organization as a whole,how the different parts affect each other,and how the company fits into or is affected by its environment.
A)True
B)False
Answer: False
Q2) Which of the following skills is demonstrated by helping others express their thoughts and feelings,while being sensitive to others' needs and viewpoints?
A)human skill
B)conceptual skill
C)interpersonal skill
D)decisional skill
Answer: A
Q3) Which types of skills tend to be equally important at all levels of management?
A)technical skills
B)human skills
C)decisional skills
D)motivation to manage
Answer: B
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Chapter 2: Organizational Environments and Cultures
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Q1) Describe the three levels of organizational culture and what managers should focus on to bring about change to the culture.
Answer: Changing organizational culture is a very difficult process. It requires patience,vigilance,and a focus on changing the parts of an organizational culture that managers can control. There are three levels of organizational culture. On the first,or surface,level are the elements of an organization's culture that can be seen and observed,such as symbolic artifacts (e.g.,dress codes and office layouts)and workers' and managers' behaviours. Next,just below the surface,are the values and beliefs expressed by people in the company. These values and beliefs cannot be seen,but they become clear if you listen carefully to what people say and to how decisions are made or explained. Finally,unconsciously held assumptions and beliefs about the company are buried deep below the surface. These are the unwritten views and rules that are so strongly held and so widely shared that they are rarely discussed or even thought about unless someone attempts to change them or unknowingly violates them. Changing such assumptions and beliefs can be hard to do. Instead,managers should focus on the parts of the organizational culture they can control. These include observable surface-level items,such as workers' behaviours and symbolic artifacts,as well as expressed values and beliefs,which can be influenced through employee selection.
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Chapter 3: Ethics and Social Responsibility
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Sample
Questions
Q1) In 2014,Raman Autar,an engineer with Barrick Gold,raised concerns about the health,safety,and environmental practices at an Argentinian mine. He was fired by Barrick Gold shortly before a toxic solution was spilled into waterways. What is Autar's role in this instance?
A)whistle blower
B)ethical ombudsman
C)secondary stakeholder
D)covert stakeholder
Answer: A
Q2) Refer to Narrative 3-1. Which type of strategy is IBM using to show its social responsibility?
A)proactive
B)accommodative
C)predictive
D)defensive
Answer: A
Q3) Business fiduciaries are bound solely by the principle of distributive justice.
A)True
B)False
Answer: False
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Chapter 4: Planning and Decision Making
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Sample Questions
Q1) Planning is one of the best ways to improve organizational and individual performance.
A)True
B)False
Q2) What must an organization have for options-based planning to work?
A)slack resources
B)use of cross-functional teams
C)broad spans of management
D)tall organizational structures
Q3) What is said to exist when there is a gap between a desired state-what managers want-and an existing state-the situation that the managers are facing?
A)a service gap
B)a benchmark
C)a condition of uncertainty
D)a problem
Q4) Who is primarily responsible for developing operational plans?
A)lower-level managers
B)middle managers
C)top managers
D)staff advisers
Page 6
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Chapter 5: Organizational Strategy
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Sample Questions
Q1) A sustainable competitive advantage exists for an organization when other companies have tried unsuccessfully to duplicate the advantage and when which of the following happens?
A)the other companies have been prohibited from duplicating the advantage by federal law
B)the other companies have,for the moment,stopped trying to duplicate the advantage
C)the organization is able to implement exclusive distribution
D)the organization operates in the international marketplace
Q2) PERT diagrams are helpful to determine strategic actions against direct competitors.
A)True
B)False
Q3) What is another term for SWOT analysis?
A)market audit analysis
B)firm-level strategy analysis
C)competitive advantage analysis
D)situational analysis
Q4) How do companies use situational analysis? What are the basic components of a situational analysis?
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Chapter 6: Innovation and Change
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Q1) What is the shape of the typical innovation pattern that nearly all technology cycles follow?
A)W-curve
B)U-curve
C)bell-shaped
D)S-curve
Q2) In terms of innovation streams,what occurs when customers purchase flat-screen computer monitors to replace older,bulkier monitors?
A)technological substitution
B)technological expansion
C)re-engineering
D)demarketing
Q3) Companies that want to sustain a competitive advantage must understand and protect themselves from the strategic threats of innovation.
A)True
B)False
Q4) How are technology cycles and innovation streams related?
Q5) Define creativity. Explain its relationship to organizational innovation.
Q6) What are innovation streams? Describe a typical innovation stream.
Page 8
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Chapter 7: Global Management
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Sample Questions
Q1) What is the phase model of globalization? Identify the factors that have allowed companies to follow different paths to globalization,and then explain the nature of the global new venture. Comment on the extent to which it is likely that this latter approach to globalization will increase.
Q2) Exporting provides greater control over research,design,and production decisions.
A)True
B)False
Q3) Mountain Province Diamonds and De Beers partnered to open Gahcho Kué,a diamond mine in the Northwest Territories,in late 2016. What does the two companies working together to open the mine exemplify?
A)exporting
B)licensing
C)a joint venture
D)a cooperative contract
Q4) Global joint ventures bring together two cultures: the culture of the first partner and of the second.?
A)True
B)False
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Chapter 8: Designing Adaptive Organizations
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Sample Questions
Q1) Cross-departmental coordination tends to be very easy in organizations with functional departmentalization.
A)True
B)False
Q2) Procter & Gamble has divisions for personal grooming and beauty,house and home,health and wellness,baby and family,and pet nutrition and care. Which type of departmentalization does the company use?
A)functional?
B)geographic
C)product
D)customer
Q3) Specialized jobs are generally inefficient.
A)True
B)False
Q4) In spite of the jobs' disadvantages,companies continue to create and use specialized jobs because they are economical.
A)True
B)False
Q5) What is job specialization? Briefly explain its advantages and disadvantages.
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Chapter 9: Leading Teams
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Sample Questions
Q1) Refer to Narrative 9-2. Which of the following is one advantage associated with the creation of such teams?
A)social loafing
B)self-limiting behaviour
C)the avoidance of legal risks
D)increased job satisfaction
Q2) Cross-functional teams are purposely composed of employees from different functional areas of the organization.
A)True
B)False
Q3) When are teams typically required?
A)when tasks are simple
B)when tasks require multiple perspectives
C)when synergy will complicate the problem solution process
D)when the company has very limited resources
Q4) What are virtual teams? Speculate on their likely role in global organizations in the future.
Q5) What are project teams? List the advantages associated with their usage.
Q6) Explain what managers can do to effectively manage conflict in teams.
Q7) How does a team's size influence its performance?
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Chapter 10: Managing Human Resource Systems
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Sample Questions
Q1) A job specification summarizes the basic tasks,duties,and responsibilities of a job,and a job description summarizes the qualifications needed to successfully perform the job.
A)True
B)False
Q2) What makes an effective selection process? What are the steps in the common selection procedures used by companies? Which of these procedures would you recommend that a company use to hire managers? Explain the reasons for your recommendations.
Q3) A company that listens to customer complaints and surveys employees and managers is performing which step in the training process?
A)work sample tests
B)needs assessment
C)selecting training methods
D)evaluating training
Q4) Needs assessments may identify employees' training needs on the basis of age and gender.
A)True
B)False
Q5) List and briefly define the three basic kinds of compensation decisions.
Page 12
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Chapter 11: Managing Individuals and a Diverse Workforce
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Sample Questions
Q1) The Big Five dimensions of personality are autonomy,Machiavellianism,empathy,locus of control,and affectivity.
A)True
B)False
Q2) Compare employment equity in Canada and affirmative action in the United States. Explain why affirmative action and employment equity tend to create more controversy than diversity. Explain which approach you personally feel is fairer,and why.
Q3) How does diversity help companies to grow?
A)by avoiding conflict between employee groups
B)by preventing discrimination
C)by improving marketplace understanding D)by complying with federal law
Q4) Employment equity and affirmative action are not only fundamentally different,but they also differ in purpose,practice,and the reactions they produce.
A)True B)False
Q5) How is surface-level diversity different from deep-level diversity?
Q6) Why does diversity make good business sense?
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Chapter 12: Motivation
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Sample Questions
Q1) Needs are defined in the text as the physical requirements that must be met to ensure survival.
A)True
B)False
Q2) Which theory states that people will be motivated to the extent to which they believe that their efforts will lead to good performance,that good performance will be rewarded,and that they are offered attractive rewards?
A)reinforcement theory
B)equity theory
C)expectancy theory
D)goal-setting theory
Q3) Refer to Narrative 12-3. Part-time workers at Wegmans such as cashiers and baggers,most of whom are high-school students,can earn a scholarship bonus (for good grades)of $6,000 over their four years of high school. Which type of reward are these bonuses examples of?
A)extrinsic
B)psychological
C)assigned
D)intrinsic
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Chapter 13: Leadership
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Sample Questions
Q1) Which of the following is a major concern of leaders (as opposed to managers)?
A)controlling and limiting the choices of others
B)solving problems so that work can be done
C)preserving the status quo
D)inspiring and motivating others
Q2) People with an internal locus of control prefer a directive leadership style.
A)True
B)False
Q3) Which of the following would increase the risks associated with unethical leaders?
A)Enforce a clearly written code of conduct.
B)Recruit,select,and promote managers with high ethical standards.
C)Train leaders how to value,seek,and use diverse points of view.
D)Give managers complete trust and freedom to run their departments.
Q4) Fiedler's Least Preferred Coworker model focuses on the coworker you like the least.
A)True
B)False
Q5) What is the difference between a leader and a manager? What is the relative importance of leaders and managers to the success of organizations today?
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Chapter 14: Managing Communication
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Questions
Q1) When things go wrong in the workplace,workers are more likely to attribute their problems to external causes. What are managers more likely to attribute those same workers' problems to?
A)to intrinsic reinforcers
B)to internal causes
C)to defensive bias
D)to self-serving bias
Q2) Online collaboration tools facilitate organization-wide communication.
A)True
B)False
Q3) Refer to Narrative 14-1. Some top managers encourage subordinates to do everything in their power to assure customers that Internet myths about their companies are false. In what do the manager s engage?
A)downward communication
B)information diffusion
C)upward communication
D)grapevine establishment
Q4) Email is an effective means of communication within organizations.
A)True
B)False
Page 16
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Chapter 15: Control
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Sample Questions
Q1) A provider of computer technical support is using the balanced scorecard approach to control. Which of the following would the provider look at?
A)the percentage of its employees that have received training during the last year
B)management changes
C)its supply of parts
D)policies and procedures
Q2) Refer to Narrative 15-2. It appears that the control method AMA believed it should have used was one that focused on whether rules and policies were being followed. Which of the following defines this approach?
A)bureaucratic control
B)objective control
C)suboptimization
D)self-control
Q3) The balanced scorecard approach to control emphasizes measurement of organizational performance in three equally important areas: finances,internal operations,and innovation and learning.
A)True
B)False
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Chapter 16: Managing Information in a Global World
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Sample Questions
Q1) The first company to gain first-mover advantage typically benefits from higher profits and larger market share.
A)True
B)False
Q2) By examining checkout data,supermarkets have learned that people who are buying non-alcoholic beer often also buy a bag of salty snacks. Which pattern did the use of data mining lead to the discovery of?
A)the sequential pattern
B)the affinity pattern
C)the predictive pattern
D)the adjacency pattern
Q3) What are intranets? List four reasons why they are so popular.
Q4) Where does data reside for data mining?
A)data room
B)data storage
C)data library
D)data warehouse
Q5) Define each of the costs associated with useful information and provide an example of each.
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Chapter 17: Managing Service and Manufacturing Operations
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Q1) Refer to Narrative 17-1. Which type of manufacturing operation are North Americans who manufacture NEC,Fujitsu,and Sony products using?
A)raw-to-order
B)make-to-stock
C)raw-to-stock
D)make-to-order
Q2) The five characteristics that typically distinguish a quality service are reliability,tangibles,responsiveness,assurance,and empathy.
A)True
B)False
Q3) What is a difference between goods and services?
A)Services are produced,but goods are performed.
B)Goods are intangible,but services are tangible.
C)Goods can be collected and stored,but services are perishable and unstorable.
D)Quality can be easily assessed for services,but not for goods.
Q4) The easier it is to maintain a working product or fix a broken product,the more reliable that product is.
A)True
B)False
Page 19
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Chapter 18: History of Management
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Sample Questions
Q1) Which of the following types of systems are organizations that interact with their environments and depend on them for survival?
A)covert systems
B)open systems
C)synergistic subsystems
D)closed systems
Q2) Amanda is a manager within a furniture manufacturing company. Amanda negotiates raw material purchases from suppliers,ensures her production teams meet quotas,and final products meet standards set by upper management. What type of manager is Amanda?
A)operations manager
B)resource manager
C)systems manager
D)bureaucratic manager
Q3) Which management theorist is best known for his/her role in the Hawthorne Studies?
A)Elton Mayo
B)Chester Barnard
C)Mary Parker Follett
D)Frank Gilbreth
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