Business Administration
Final Exam
Course Introduction
Business Administration is a multidisciplinary course that introduces students to the fundamental principles and practices involved in managing organizations. The course covers key areas such as management, marketing, finance, human resources, and operations, equipping students with the essential skills needed to analyze business problems, make strategic decisions, and lead teams effectively. Through case studies, practical exercises, and theoretical frameworks, students gain an in-depth understanding of how businesses operate in a dynamic global environment and learn to apply management concepts to real-world scenarios.
Recommended Textbook
Canadian Organizational Behaviour 10th Canadian Edition by Steven Mcshane
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15 Chapters
3025 Verified Questions
3025 Flashcards
Source URL: https://quizplus.com/study-set/202
Page 2
Chapter 1: Introduction to the Field of Organizational Behaviour
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165 Verified Questions
165 Flashcards
Source URL: https://quizplus.com/quiz/2934
Sample Questions
Q1) An aircraft manufacturing company developed a computer simulation representing the very complex processes and subgroups that create an airplane. Teams of production employees would participate in a game where trainers gave them the challenge of reducing costs or minimizing space using the simulation. As the trainers predicted, the team's actions would almost always result in unexpected consequences. Explain how this simulation relates to the open systems perspective of organizational behaviour.
Answer: The production simulation teaches teams that organizations are complex systems with many interdependent parts. As such, complex systems tend to produce unintended consequences when one part of the system is altered. The lesson here is to recognize the repercussions of subsystem actions on other parts of the organization.
Q2) The major organizational effectiveness perspectives are considered detailed extensions of the closed systems model.
A)True
B)False
Answer: False
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Page 3
Chapter 2: Individual Behaviour
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213 Verified Questions
213 Flashcards
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Sample Questions
Q1) According to the MARS model, ability is the most important force influencing individual behaviour and results.
A)True
B)False
Answer: False
Q2) Which of the following refers to goal-directed activities under the individual's control that support organizational objectives?
A)Motivation
B)Direction
C)Task performance
D)Competencies
E)Aptitudes
Answer: C
Q3) Utilitarianism judges morality by the consequences of our actions, not the means to attaining those consequences.
A)True
B)False
Answer: True
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Chapter 3: Perceiving Ourselves and Others in Organizations
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212 Verified Questions
212 Flashcards
Source URL: https://quizplus.com/quiz/2936
Sample Questions
Q1) Social identity is easily defined using demographic characteristics. A)True
B)False Answer: False
Q2) Self-enhancement can result in bad decisions.
A)True
B)False
Answer: True
Q3) People with high self-esteem are less influenced by others.
A)True
B)False
Answer: True
Q4) According to the halo effect, a supervisor's initial expectations of you influence your behaviour so that you are more likely to act consistently with those expectations.
A)True
B)False
Answer: False
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Chapter 4: Workplace Emotions
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260 Verified Questions
260 Flashcards
Source URL: https://quizplus.com/quiz/2937
Sample Questions
Q1) Organizational commitment refers to an employee's contractual obligation to provide a minimum amount of time and effort to the organization in return for a fair day's pay from the organization.
A)True
B)False
Q2) Self-awareness is the ________ level of ________
A)highest; emotional intelligence
B)lowest; affective commitment
C)lowest; emotional intelligence
D)highest; emotional labour
E)highest; continuance commitment
Q3) Employees with strong organizational commitment are more likely to
A)reject organizational citizenship behaviours.
B)quit their jobs.
C)show up late for work.
D)steal from their employer.
E)engage in organizational citizenship behaviours.
Q4) Give two reasons why employee involvement tends to increase organizational commitment.
Q5) How can cognitive dissonance be reduced?
Page 6
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Chapter 5: Foundations of Employee Motivation
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255 Verified Questions
255 Flashcards
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Sample Questions
Q1) You want production employees at your company to be more motivated to complete their assignments more efficiently. They are confident that they can perform their jobs more efficiently and the rewards you give employees (pay cheques, paid time off, etc.) are valued by these people. Identify the one element of expectancy theory that requires improvement and identify three possible actions that would increase employee motivation through this element.
Q2) Which of the following employee motivation theories does NOT arrange needs in a hierarchy of importance?
A)McClelland's learned needs theory.
B)Four-drive theory.
C)Maslow's theory.
D)Equity theory.
E)Four-drive theory and McClelland's learned needs theory only.
Q3) Behaviour is intrinsically motivated when it is anchored in our innate drives for competence and autonomy.
A)True
B)False
Q4) Briefly describe the various drives within the Four-drive Theory and explain how drives influence employee motivation.
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Chapter 6: Applied Performance Practices
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196 Verified Questions
196 Flashcards
Source URL: https://quizplus.com/quiz/2939
Sample Questions
Q1) Which of these factors, according to Herzberg, is a hygiene factor?
A)Personal growth
B)Job security
C)Responsibility
D)Autonomy
E)All of the answers are correct.
Q2) Briefly describe some of the important strategies for improving reward effectiveness.
Q3) Which of these contemporary organizational behaviour practices was popularized by Frederick Taylor in his work on scientific management?
A)Job enlargement
B)Goal setting
C)Membership and seniority-based rewards
D)Job specialization
E)Job enrichment
Q4) Self-leadership borrows ideas from social cognitive theory and research in sports psychology on constructive thought processes.
A)True
B)False
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Page 8
Chapter 7: Decision Making and Creativity
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184 Verified Questions
184 Flashcards
Source URL: https://quizplus.com/quiz/2940
Sample Questions
Q1) Describe the rational choice paradigm of decision making.
Q2) Employees probably should not make the decision alone (without the manager's involvement) when:
A)they possess more knowledge than the manager.
B)employees are likely to disagree with each other regarding the preferred solution.
C)they lack commitment to decisions made by the boss alone.
D)their goals and norms conflict with the organization's objectives.
E)the problem calls for a nonprogrammed decision.
Q3) Clustering illusion causes us to see patterns from a small sample of events, when in fact those events are random.
A)True
B)False
Q4) Decision structure, risk of conflict, and decision commitment are
A)constraints of team decision making.
B)three conditions required for bounded rationality.
C)factors that support implicit favourites.
D)contingencies of employee involvement.
E)causes of escalating commitment.
Q5) Describe the four stages of the creative process.
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Chapter 8: Team Dynamics
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281 Verified Questions
281 Flashcards
Source URL: https://quizplus.com/quiz/2941
Sample Questions
Q1) Teams work better when the organizational structure
A)has many rules and policies for members to follow.
B)organizes teams around specialized skills rather than work processes.
C)does not exist.
D)organizes teams around specialized skills, has many layers of management, and encourages interaction with team members.
E)encourages interdependence with team members rather than through supervisors.
Q2) Team-building interventions often fail because they are offered as a three-day jump start rather than an ongoing process.
A)True
B)False
Q3) The nominal group technique tends to produce more and better ideas than do traditional interacting groups.
A)True
B)False
Q4) In effective teams, each member must possess the full set of competencies to perform the team's entire task alone.
A)True
B)False
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Chapter 9: Communicating in Organizations
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175 Verified Questions
175 Flashcards
Source URL: https://quizplus.com/quiz/2942
Sample Questions
Q1) A few organizations have recently tried to minimize employee use of e-mail when communicating with colleagues. Specifically, these companies have banned the use of e-mail (except for special circumstances) on Fridays. Discuss two reasons why companies might want to minimize the use of e-mail.
Q2) Media richness refers to the financial cost of using the medium relative to its frequency of use in the organization.
A)True
B)False
Q3) Empathy is explicitly identified in
A)the active listening model.
B)the communication process model.
C)the active speaker model.
D)all of these models.
E)none of these models.
Q4) Effective communication potentially improves knowledge management and decision making.
A)True
B)False
Q5) Describe four functions of communication.
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Chapter 10: Power and Influence in the Workplace
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186 Verified Questions
186 Flashcards
Source URL: https://quizplus.com/quiz/2943
Sample Questions
Q1) A coalition attempts to influence people outside the group by pooling the resources and power of its members.
A)True
B)False
Q2) A clothing manufacturer has been very successful in the marketplace because one of its designers has a keen ability to determine what styles young people will want to wear over the next year or two. The designer's ability to understand the fashion preferences of young customers is highly valuable because clothing tastes change quickly and manufacturing too much unwanted product can put the company out of business. In terms of power, this designer has organizational power mainly because she: A)leverages power through an all-channel information flow rather than the wheel formation.
B)has plenty of coercive power.
C)copes with uncertainty through absorption.
D)has plenty of referent power.
E)copes with uncertainty through forecasting.
Q3) What do we mean by the statement "Power does not flow to unknown people in the organization"?
Q4) Which types of people are more likely to engage in organizational politics?
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Chapter 11: Conflict and Negotiation in the Workplace
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189 Verified Questions
189 Flashcards
Source URL: https://quizplus.com/quiz/2944
Sample Questions
Q1) Almost one-third of the 5000 employees recently surveyed across nine countries reported that they are frequently or always dealing with workplace conflict.
A)True
B)False
Q2) Researchers have discovered that expert negotiators ask more than twice as many questions as average negotiators.
A)True
B)False
Q3) Deconstructive conflict is one of the more serious forms of relationship conflict.
A)True
B)False
Q4) Task conflict
A)encourages participants to re-examine their basic assumptions about a problem and its possible solution.
B)is one of the dysfunctional outcomes of conflict.
C)is the opposite of task-related conflict.
D)is the most common outcome of arbitration.
E)sometimes replaces manifest conflict in the conflict process.
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Page 13
Chapter 12: Leadership in Organizational Settings
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187 Verified Questions
187 Flashcards
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Sample Questions
Q1) Leadership prototypes are preconceived beliefs about our own abilities to lead
A)True
B)False
Q2) The fundamental attribution error is associated with
A)trait leadership theory.
B)transformational leadership.
C)contingency perspective of leadership.
D)the romance of leadership.
E)None of these are correct.
Q3) Managerial leadership depends on transformational leadership to set the right direction
A)True
B)False
Q4) Shared leadership roles are formally assigned by the team.
A)True
B)False
Q5) Women tend to use the participative leadership style less readily than do men.
A)True
B)False
Q6) Are transformational leaders charismatic leaders?
Page 14
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Chapter 13: Designing Organizational Structures
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177 Verified Questions
177 Flashcards
Source URL: https://quizplus.com/quiz/184623
Sample Questions
Q1) Coordination through formal hierarchy relies mainly on:
A)bureaucratic procedures and policies.
B)informal communication.
C)job descriptions.
D)assigning legitimate power to individuals, who then use this power to direct the work of others.
E)none of these.
Q2) When work is divided among people, a coordinating mechanism is needed to ensure that everyone works in concert.
A)True
B)False
Q3) What must senior executives, functional managers, and project leaders do to make a matrix structure more effective?
Q4) Mechanistic structures operate best in stable environments
A)True B)False
Q5) Integrator roles increase informal communication as a coordinating mechanism
A)True
B)False
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Chapter 14: Organizational Culture
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184 Verified Questions
184 Flashcards
Source URL: https://quizplus.com/quiz/2947
Sample Questions
Q1) Values represent an important invisible part of an organization's culture.
A)True
B)False
Q2) An organization's dominant culture is:
A)the assumptions, values, and beliefs shared most widely by the organization's members.
B)the values dictated by an organization's new owners.
C)the values that senior executives want people outside the organization to believe are followed within the company.
D)the values held by the most vocal countercultural group in the organization.
E)the assumptions, values, and beliefs that the company's top executives are trying to spread throughout the organization.
Q3) Most studies have found that reward systems have little or no effect on strengthening corporate culture.
A)True
B)False
Q4) Many organizations like to think that they integrate organizational cultures when merging or acquiring other companies. What does this mean and under what conditions is this strategy most likely to succeed?
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Chapter 15: Organizational Change
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) The first step in appreciative inquiry is dreaming, in which participants envision what might be possible in an ideal organization.
A)True
B)False
Q2) What value do future search conferences have in the context of organizational change?
A)They are mainly a forum whereby senior executives can tell employees about their future corporate plans.
B)They interfere with the change process and therefore should be avoided whenever possible.
C)They generate a collective vision about the organization and its future.
D)They are an effective form of coercion so that employees agree to abide by the change process.
E)They mainly select the best person to serve as the change agent for the process.
Q3) Negative valence of change, fear of the unknown, and incongruent organizational systems are all sources of resistance to change.
A)True
B)False
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17