Business Administration
Mock Exam
Course Introduction
Business Administration is a comprehensive course designed to introduce students to the principles and practices that govern modern businesses and organizations. The course covers essential topics such as management, marketing, finance, human resources, operations, and strategic planning. Through a combination of theoretical frameworks and real-world case studies, students will develop a foundational understanding of how businesses operate, make decisions, and achieve their objectives in both local and global contexts. This course provides the analytical and leadership skills necessary to navigate the dynamic business environment and prepares students for a variety of roles in the corporate, nonprofit, and entrepreneurial sectors.
Recommended Textbook
The Leadership Experience 5th Edition by Richard L. Daft
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Chapter 1: What Does It Mean to Be a Leader
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Sample Questions
Q1) Many business professors such as Harvard's Bill George. think that the crisis on Wall Street was caused by:
A) good economic policies.
B) a crisis in leadership.
C) Era 2 leadership.
D) influence theories.
Answer: B
Q2) Leadership is defined an influence relationship among leaders and followers who intend real changes that reflect their shared purposes.
A)True
B)False
Answer: True
Q3) Most people have never tried to be a leader because A) they don't have leadership skills.
B) they lack the personality traits necessary for leadership.
C) they have no idea of what leaders actually do.
D) it requires executive coaching.
Answer: C
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3
Chapter 2: Traits, Behaviors, and Relationships
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Sample Questions
Q1) The University of Michigan studies showed that goal emphasis, work facilitation, support, and interaction facilitation can be performed by subordinates.
A)True
B)False
Answer: True
Q2) Critics of early LMX theory felt that distinguishing between an in-group and out-group would lead to resentments or even hostility.
A)True
B)False
Answer: True
Q3) The University of Michigan research reached all the following conclusions EXCEPT: A) Goal emphasis, work facilitation, and support can be performed by subordinates.
B) Only the leader can supply the job-centered and employee-centered behaviors.
C) A leader is identified by one or the other behavior style, not both.
D) Leadership behavior affected the performance and satisfaction of subordinates.
Answer: B
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4
Chapter 3: contingency Approaches to Leadership
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Sample Questions
Q1) ____________________ is a contingency models that focuses on varying degrees of participative leadership, and how each level of participation influences quality and accountability of decisions.
Answer: Vroom-Jago contingency model
Q2) Hersey and Blanchard's model, the delegating style can be effective:
A) when followers have very high levels of education, experience, and readiness.
B) when followers lack experience and education.
C) when followers have poor ability and skills.
D) when followers are at a moderate readiness level.
Answer: A
Q3) If group cohesiveness meets employee social needs, the leader can concentrate on task-oriented behaviors. This shows all EXCEPT:
A) the leader should adopt a style to complement the organization.
B) the character traits of the leader are very important.
C) a leader can evaluate the situation and avoid leadership overkill.
D) the leader can ensure that both task and people needs are being met.
Answer: B
Q4) In Fiedler's theory, a(n) ____________________ is concerned with people.
Answer: relationship-oriented leader
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Chapter 4: the Leader as an Individual
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Sample Questions
Q1) The assumption that people are basically laze and motivated to work and that they have a natural tendency to avoid responsibility is called ____________________.
Q2) A Theory Y leaders believes subordinates are lazy and dislike work.
A)True
B)False
Q3) Quadrant A is associated with:
A) conceptualizing.
B) interpersonal relationships.
C) logical thinking.
D) planning.
Q4) The Myers-Briggs Type Indicator (MBTI):
A) expresses the belief that workers dislike their jobs.
B) suggests that leaders have specific traits.
C) is a personality test that measures how individuals solve problems.
D) determines whether a situation is favorable or unfavorable.
Q5) ____________________ is an approach that considers not only a person's preference for right-brained versus left-brained thinking, but also conceptual versus experiential thinking; identifies four quadrants of the brain related to different thinking styles.
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Chapter 5: Leadership Mind and Heart
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Sample Questions
Q1) Leaders cannot change their assumptions.
A)True
B)False
Q2) Independent thinking means questioning assumptions and interpreting data and events according to one's own beliefs, ideas, and thinking.
A)True
B)False
Q3) ____________________ means that leaders who are able to maintain balance and keep themselves motivated are positive role models to help motivate and inspire those around them.
Q4) What are the implications of emotional intelligence for leaders?
Q5) Emotional contagion means that leaders who are able to maintain balance and motivation positive role models to help motivate and inspire those around them. Discuss and give examples.
Q6) The components of emotional intelligence include ____________________, self-awareness, self-management, and social awareness.
Q7) The Pike Syndrome refers to the power of conditioning that guides behavior. A)True
B)False
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Chapter 6: Courage and Moral Leadership
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Sample Questions
Q1) Anger and frustration cannot be used for positive outcomes.
A)True
B)False
Q2) A leader who is visionary, empowering and committed to serving others is operating at the postconventional or principle level.
A)True
B)False
Q3) Pushing beyond the comfort zone is an act of:
A) courage.
B) vision.
C) goal setting.
D) ethics.
Q4) For many leaders in large organizations, the importance of courage is easily obscured-the main thing is to:
A) get along.
B) fit in.
C) do whatever brings promotions and pay raises.
D) all of the choices
Q5) Describe the ethical climate in U.S. business today. What could be done to change it?
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Chapter 7: followership
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Sample Questions
Q1) Studying followership, is important for all reasons EXCEPT:
A) Followers do not become leaders.
B) Followers have an influence on the leader.
C) Desirable qualities in a leader are also desirable in a follower.
D) Leaders and followers are roles that individuals shift in and out of in various conditions.
Q2) Supportive coaching does NOT involve:
A) asking questions.
B) serving as a resource.
C) telling a person what needs to be done.
D) helping others create their own solutions.
Q3) Characterized by both mindfulness and a willingness to act, effective followers are essential for the organization to be effective.
A)True
B)False
Q4) The nature of leader-follower relationships involves reciprocity, the mutual exchange of influence.
A)True
B)False
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Chapter 8: motivation and Empowerment
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Sample Questions
Q1) Wages are based on ratings of skill, effort, and responsibility. This system is an example of:
A) carrot and stick methods.
B) the two-factor theory.
C) Maslow's hierarchy of needs.
D) expectancy theory.
Q2) ____________________: McClelland's theory that proposes that certain types of needs (achievement, affiliation, power) are acquired during an individual's lifetime.
Q3) ____________________ is Maslow's theory that proposes that humans are motivated by multiple needs and those needs exist in a hierarchical order.
Q4) Employees in companies with a social mission are highly motivated because of:
A) the extrinsic rewards they get from helping other people.
B) the intrinsic rewards they get from helping other people.
C) monetary incentives.
D) profit-sharing programs they get.
Q5) Why is empowerment difficult to implement?
Q6) ____________________ refers to the forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action
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Chapter 9: Leadership Communication
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Sample Questions
Q1) ____________________ active sharing and listening in which people explore common ground and grow to understand each other and share a world view.
Q2) Nonverbal communication may be defined as a message transmitted through action and behavior.
A)True
B)False
Q3) Leaders facilitate strategic conversations by actively listening, setting the agenda, for conversation, and selecting the right communication channels for dialogue.
A)True
B)False
Q4) ____________________ is a process by which information and understanding are transferred between a sender and a receiver.
Q5) The Johari Window is a framework for enhancing communication effectiveness based on interpersonal understanding by oneself and others.
A)True
B)False
Q6) Why is listening important?
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Page 11
Chapter 10: Leading Teams
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Sample Questions
Q1) The first stage of team development is called norming.
A)True
B)False
Q2) Team effectiveness requires meeting the needs for task accomplishment but not the needs for socio-emotional well-being.
A)True
B)False
Q3) Describe a virtual team.
Q4) Vision, bargaining/negotiating, mediation, and facilitating communication are not methods of handling conflict.
A)True
B)False
Q5) _______________ is the tendency of people in cohesive groups to suppress contrary opinions.
A) Team dynamics
B) Groupthink
C) Mediation
D) Collective bargaining
Q6) Describe the evolution of team leadership.
Page 12
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Chapter 11: Developing Leadership Diversity
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Sample Questions
Q1) What is prejudice?
Q2) When a leader and company act out prejudicial attitudes toward people who are the targets of their prejudice, _________ has occurred.
A) ethnocentrism
B) discrimination
C) inclusion
D) uncertainty avoidance
Q3) Leaders must develop the following personal characteristics in a multicultural organization.
A) an openness to change themselves.
B) mentoring and empowerment of diverse employees.
C) a personal, long-range vision that supports diversity.
D) all of these choices
Q4) Cultural intelligence includes a(n):
A) cognitive component.
B) emotional component.
C) physical component.
D) all of these choices
Q5) Describe the opportunity gap.
Q6) Describe cultural intelligence (CQ).
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Chapter 12: Leadership Power and Influence
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Sample Questions
Q1) Control over information is an important source of power for leaders.
A)True
B)False
Q2) The steps for effective coalitional leadership include:
A) visit customers and other stakeholders.
B) break down barriers.
C) do lots of interviews.
D) all of the choices
Q3) This frame views the organization as a rational system and strives for clarity of direction and control of results.
A) political frame
B) structural frame
C) human resource frame
D) symbolic frame
Q4) Describe power in an organization.
Q5) Political tactics for asserting influence include all EXCEPT:
A) expanding networks.
B) using assertiveness.
C) seeking arbitration.
D) using rational persuasion.
Page 14
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Chapter 13: Creating Vision and Strategic Direction
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Q1) One way companies gain________ is through alliances and partnerships.
A) vision
B) synergy
C) referent power
D) mission
Q2) Disneyland is a place where people can find happiness. This example shows how vision sets a standard of excellence.
A)True
B)False
Q3) ____________________ is the general plan of acting that describes resource allocation and other activities for dealing with the environment and helping the organization attain its goals.
Q4) A leader's greatest discretion is often over strategic vision and strategic action. Explain.
Q5) ____________________ is the set of decisions and actions used to formulate and implement specific strategies that will achieve a competitively superior fit between the organization and its environment so as to achieve organizational goals.
Q6) Describe strategic leadership.
Q7) How does vision energize people and create commitment?
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Chapter 14: Shaping Culture and Values
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Sample Questions
Q1) Employees learn what is valued most in a company by watching what attitudes and behaviors leaders reward.
A)True
B)False
Q2) The clan culture is characterized by a clear vision of the organization's goals and leaders' focus on the achievement of people.
A)True
B)False
Q3) Ethical standards are not part of the formal policies of many organizations.
A)True
B)False
Q4) ____________________ is a culture characterized by values that support the organization's ability to interpret and translate signals from the environment into new behavior responses.
Q5) Describe culture strength.
Q6) Many people believe that if you are not breaking the law, you are behaving in an ethical manner.
A)True B)False
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Chapter 15: Leading Change
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Sample Questions
Q1) What is electronic brainstorming?
Q2) Studies show that electronic brainstorming generates about fewer ideas than individuals brainstorming alone.
A)True B)False
Q3) For creativity to flourish, employees need to be able to experiment and dream outside of their regular job description.
A)True
B)False
Q4) Forces driving the need for organizational change include: A) globalization.
B) technological change.
C) increased competition.
D) all of these choices
Q5) One good way leaders encourage creativity is to set up brainstorming sessions. A)True
B)False
Q6) For leaders, the less said about a pending layoff, the better. A)True B)False
Page 17
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