Business Administration
Exam Solutions
Course Introduction
Business Administration is a multidisciplinary field that equips students with the foundational knowledge and skills necessary to manage and operate organizations effectively. This course covers key aspects such as management principles, organizational behavior, marketing, finance, human resources, and strategic planning, emphasizing both theoretical concepts and practical applications. Students learn to analyze business problems, develop solutions, and make informed decisions while considering ethical, legal, and global perspectives. By the end of the course, learners are prepared to contribute to diverse business environments or pursue further specialized studies in the field.
Recommended Textbook
Strategic Management 6th Edition by Graham Hubbard
Available Study Resources on Quizplus
14 Chapters
557 Verified Questions
557 Flashcards
Source URL: https://quizplus.com/study-set/2371
Page 2
Chapter 1: What Is Strategy
Available Study Resources on Quizplus for this Chatper
40 Verified Questions
40 Flashcards
Source URL: https://quizplus.com/quiz/47066
Sample Questions
Q1) Hubbard,Rice and Galvin state that the essential question in strategy is why do some organisations:
A)seem luckier than others
B)maintain their competitive edge longer than others
C)perform better than others
D)have better CEOs and employees than others
Answer: C
Q2) Explain how agency theory relates to an organisation's managers.
Answer: Agency theory considers that the managers of the organisation are agents for the owners.It argues that managers will act opportunistically,so that controls or incentives must be established to encourage them to act in the interests of the ownersthe shareholders.An agency theory approach to the common strategic issue would regard underperformance as a problem either of managers not having sufficient incentives or there being insufficient controls over managers.By providing sufficient incentives to managers,they would be expected to develop an appropriate strategy and solve the lack of required capabilities.
To view all questions and flashcards with answers, click on the resource link above.
3
Chapter 2: Analysing Business Strategy: Creating Value
Available Study Resources on Quizplus for this Chatper
41 Verified Questions
41 Flashcards
Source URL: https://quizplus.com/quiz/47067
Sample Questions
Q1) 'Value' for customers is the additional benefits that are provided by the organisation.
A)True
B)False
Answer: False
Q2) Petris argues that public sector organisations can be divided into three types except those:
A)concerned with profit maximisation
B)setting directions
C)transforming directions into specific policies and programs
D)implementing policies and programs
Answer: A
Q3) The business model of an organisation:
A)takes the value proposition and incorporates it into a specific value chain of activities
B)is a process for modelling the success of the organisation's strategy
C)determines how the organisation will create customer value
D)can be difficult to identify in low-cost manufacturing firms
Answer: A
To view all questions and flashcards with answers, click on the resource link above.
4
Chapter 3: Analysing the External Environment
Available Study Resources on Quizplus for this Chatper
43 Verified Questions
43 Flashcards
Source URL: https://quizplus.com/quiz/47068
Sample Questions
Q1) Government policies and regulations can be a barrier to new entrants in an industry.
A)True
B)False
Answer: True
Q2) In Australia,if a product gains entry to the government's Pharmaceutical Benefits Scheme,the government does not subsidise its cost to users.
A)True
B)False
Answer: False
Q3) Economic trends are often key drivers of industry growth.
A)True
B)False
Answer: True
Q4) Critical success factors vary across industries.
A)True
B)False Answer: True
To view all questions and flashcards with answers, click on the resource link above. Page 5
Chapter 4: Analysing the External Environment
Available Study Resources on Quizplus for this Chatper
41 Verified Questions
41 Flashcards
Source URL: https://quizplus.com/quiz/47069
Sample Questions
Q1) Assess the relevance of SWOT analysis from the 'resource-based view' of organisations.
Q2) Teece argues that dynamic capabilities can be disaggregated into three aspects.Which of the following is NOT included in those aspects?
A)Sensing and shaping opportunities and threats
B)Seizing opportunities
C)Sharing resources
D)Maintaining and reconfiguring resources and capabilities
Q3) Compare and contrast the assumptions of conventional economics with those of the 'resource-based view' of competition.Can they be reconciled or are they contradictory?
Q4) Which of the following is NOT suggested by Nonaka as a way to turn tacit knowledge into explicit knowledge:
A)articulation
B)codification
C)sharing
D)externalisation
Q5) How does the emergence of sustainability as a macro-environment issue affect the analysis of organisational capabilities?
To view all questions and flashcards with answers, click on the resource link above. Page 6
Chapter 5: Measuring Strategic Organisation Performance
Available Study Resources on Quizplus for this Chatper
37 Verified Questions
37 Flashcards
Source URL: https://quizplus.com/quiz/47070
Sample Questions
Q1) The set of models for measuring strategic performance reviewed by Hubbard et al.comprises:
A) shareholder returns,stakeholder value,world's best practice,triple bottom line
B) shareholder value,stakeholder value,world's best practice,balanced scorecard
C) shareholder value,stakeholder value,total quality management,triple bottom line
D)shareholder value,stakeholder value,triple bottom line
Q2) Criteria for an organisation to be chosen for the Collins and Porras study did NOT include that it:
A)had to be the premier institution in its industry
B)be widely admired by knowledgeable business people
C)had made an 'indelible imprint' on the world
D)had the same CEO
Q3) The set of four 'perspectives' of the 'balanced scorecard' is:
A) political,environmental,social,technological
B) supplier,customer,internal business,innovation and learning
C) financial,customer,internal business,innovation and learning
D)financial,operational,logistical,research and development
To view all questions and flashcards with answers, click on the resource link above.
Page 7
Chapter 6: GAP Analysis and Business-Level Strategic Options
Available Study Resources on Quizplus for this Chatper
41 Verified Questions
41 Flashcards
Source URL: https://quizplus.com/quiz/47071
Sample Questions
Q1) Current reported financial performance may simply lull the organisation into a false sense of security.
A)True
B)False
Q2) Porter and Kramer suggested four reasons why organisations should address CSR.Which of the following was NOT mentioned by them?
A)Moral obligation
B)The necessity to maintain a licence to operate
C)Organisation's reputation
D)Pressures from customers
Q3) The capability versus competitive strength exercise is often based on an assessment of the future position.
A)True
B)False
Q4) An important aspect of assessing the performance of the business strategy is to formally identify the expectations from the shareholders.
A)True
B)False
Page 8
Q5) Describe how to build a well-defined business model.
To view all questions and flashcards with answers, click on the resource link above.
Chapter 7: Strategic Decision-Making
Available Study Resources on Quizplus for this Chatper
38 Verified Questions
38 Flashcards
Source URL: https://quizplus.com/quiz/47072
Sample Questions
Q1) Assess the relevance of the normative approaches to decision-making.Provide two examples of why rationality in decision-making may be 'bounded'.
Q2) In relation to problems of interpretation:
A)to make sense of ambiguous events,interpretation can provide certainty of knowledge
B)rational decision-making assumes subjective interpretation
C)individuals are accurate and truthful in their interpretations of past events
D)individuals are biased in their interpretations of past events
Q3) A dialectic enquiry is not suitable for decisions of high risk.
A)True
B)False
Q4) Hubbard et al.propose that risk assessment be undertaken by a process to:
A)consider alternatives,be aggressive,forecast alternatives,plan up-front,be thorough
B)be conservative,narrow possible alternatives,consider competitor reactions,be flexible
C)be flexible,expand multiple alternatives,forecast competitor reactions,plan exit strategy
D)none of the above
To view all questions and flashcards with answers, click on the resource link above. Page 9
Chapter 8: Dynamic Competitive Strategy
Available Study Resources on Quizplus for this Chatper
39 Verified Questions
39 Flashcards
Source URL: https://quizplus.com/quiz/47073
Sample Questions
Q1) One of D'Aveni's suggested ways for successful competition under hypercompetitive scenarios includes:
A)providing higher shareholder value
B)pausing for effect before implementation
C)surprising competitors with strategic moves
D)consolidation of rules
Q2) Explain the competitive options of small organisations to meet the challenges of 'deep pocket competitors'.
Q3) Innovative organisations accept,understand and preserve the rules of the game.
A)True
B)False
Q4) Within a strategic game,players indicate their perceptions of the competitive situation by:
A)a series of bluffs
B)signalling
C)a competitive fog
D)surrendering
Q5) Describe the PARTS model set forth by Nalebuff and Brandenburger.
Q6) Consider the relevance of game theory in understanding business strategy.
Page 10
To view all questions and flashcards with answers, click on the resource link above.
Chapter 9: Corporatemulti-Business Strategy
Available Study Resources on Quizplus for this Chatper
40 Verified Questions
40 Flashcards
Source URL: https://quizplus.com/quiz/47074
Sample Questions
Q1) Collis and Montgomery's five implementation factors do NOT include:
A)nature of the capabilities to be reallocated
B)scope of the businesses
C)type of coordinating mechanisms
D)control systems and head office size
Q2) According to Hubbard,Rice and Galvin,one of the reasons for a single business wanting to diversify is that:
A)the macro environment becomes conducive to mounting a takeover
B)the industry's competitive environment becomes attractive to consolidation
C)the business has an exact capability match to the diversification opportunity
D)the diversification allows managers to improve their compensation
Q3) Market penetration strategy allows organisations to increase market share for present products in the same markets.
A)True
B)False
Q4) Advantages of the diversified corporation do NOT include the claim that:
A)good diversified corporations have good control systems
B)diversification spreads risk
C)diversification trains general managers
D)diversification encourages efficient capital accumulation
To view all questions and flashcards with answers, click on the resource link above. Page 11
Chapter 10: Acquisitions and Alliances
Available Study Resources on Quizplus for this Chatper
41 Verified Questions
41 Flashcards
Source URL: https://quizplus.com/quiz/47075
Sample Questions
Q1) What are three general approaches to undertaking an acquisition? Identify a recent acquisition and explain which general approach you think the organisation used.
Q2) Joint venture is NOT formed to:
A)gain benefits over other partners
B)allow a firm to achieve economies of scale
C)allow a firm to access to resources
D)provide a firm with joint research and development opportunities
Q3) In 'absorption acquisitions',the acquirer needs to ensure that ___ at the target switch ___ and ___ as quickly as possible:
A)employees,affiliation to,identify with the goals of objectives of the acquirer
B)management,loyalty,bonus schemes
C)plant and machinery,to preferred gas,electricity suppliers
D)shareholders,dividend preference,reinvest their distributions
Q4) Explain what causes acquisitions to occur in waves and give examples.
Q5) The first step of the rational acquisition process is 'conducting due diligence' of the target organisation.
A)True
B)False
Q6) Explain the differences between absorption and preservation acquisitions.
Page 12
To view all questions and flashcards with answers, click on the resource link above.
Chapter 11: International Strategy
Available Study Resources on Quizplus for this Chatper
35 Verified Questions
35 Flashcards
Source URL: https://quizplus.com/quiz/47076
Sample Questions
Q1) International aircraft makers like Boeing and Airbus follow a:
A)MNE approach
B)global strategy
C)transnational strategy
D)multi-domestic strategy
Q2) The sources of core competencies in international companies are:
A)decentralised
B)centralised
C)both of the above
D)none of the above
Q3) A multi-domestic strategy:
A)thrives where markets operate under Free Trade Agreements
B)faces insignificant competition from companies that operate only in one country
C)focuses primarily on national differences to achieve most of its strategic objectives
D)is one in which the final products are fundamentally the same for each country
Q4) The decentralised federation structure is often best for a global strategy.
A)True
B)False
To view all questions and flashcards with answers, click on the resource link above.
Page 13
Chapter 12: Capabilities, Systems and Structure
Available Study Resources on Quizplus for this Chatper
39 Verified Questions
39 Flashcards
Source URL: https://quizplus.com/quiz/47077
Sample Questions
Q1) Capabilities can be improved by all the following except:
A)hiring new people with the required new capabilities.
B)training and developing existing people to improve their capability levels.
C)improving activities,functions and systems to develop the required capabilities.
D)making decisions to focus investments on diminishing manufacturing areas.
Q2) In developing the design of an organisation's structure,what are the issues that the organisation should consider?
Q3) The relationships between behaviour,motivation and reward systems can be summarised as:
A)motivation influences reward systems,reward systems influence behaviour
B)behaviour influences motivation,motivation influences reward systems
C)reward systems influence motivation,motivation influences behaviour
D)none of the above
Q4) Operating systems determine:
A)the quality of what is not produced
B)what is produced and how
C)both of the above
D)none of the above
Q5) Is outsourcing an ethical practice? Discuss.
To view all questions and flashcards with answers, click on the resource link above. Page 14
Chapter 13: Leadership, People and Culture
Available Study Resources on Quizplus for this Chatper
43 Verified Questions
43 Flashcards
Source URL: https://quizplus.com/quiz/47078
Sample Questions
Q1) Finkelstein suggests that leaders fail because they overreact to environmental challenges.
A)True
B)False
Q2) It is clear that attitudes,as much as abilities,are a desirable basis for choosing the 'right' people.
A)True
B)False
Q3) Hubbard,Rice and Galvin argue that various issues agreed by boards regarding performance do not include:
A)boards should act only for the shareholders
B)performance,not conformance,is the key
C)boards should measure organisational performance over the long term,not the short term
D)board performance should be assessed
Q4) Sustainability is an element of implementation,but not a criterion for decision-making about implementation choices.
A)True
B)False
To view all questions and flashcards with answers, click on the resource link above. Page 15
Chapter 14: Change Management
Available Study Resources on Quizplus for this Chatper
39 Verified Questions
39 Flashcards
Source URL: https://quizplus.com/quiz/47079
Sample Questions
Q1) Quinn developed a model of ___ ___ to explain the practical steps involved in introducing change:
A)logical incrementalism
B)systematic progression
C)random assessment
D)logical progression
Q2) Kotter's reasons why change fails do NOT include:
A)allowing too much complacency
B)permitting obstacles to block the vision
C)declaring victory too late
D)failing to create a sufficiently powerful guiding coalition
Q3) Do you agree that 'failing to create a sufficiently powerful guiding coalition' might lead to the failure of transformation change management? Provide an example to support your view.
Q4) Implementing strategy clearly requires consideration of both content and process.
A)True
B)False
Q5) Explain the cognitive perspective of change.
To view all questions and flashcards with answers, click on the resource link above. Page 16