Business Administration
Practice Questions
Course Introduction
Business Administration is a multidisciplinary field that encompasses the planning, organization, leadership, and control of business operations. The course introduces students to the foundational principles of management, marketing, finance, human resources, and operations management, providing a broad understanding of how organizations function and succeed in competitive environments. Through theoretical frameworks and practical case studies, students learn to analyze business challenges, develop effective strategies, and make informed decisions to achieve organizational goals. The course fosters critical thinking, problem-solving, and communication skills essential for aspiring business professionals and entrepreneurs.
Recommended Textbook
ORGB 3 3rd Edition by Debra
L. Nelson
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18 Chapters
1924 Verified Questions
1924 Flashcards
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Page 2
Chapter 1: Organizational Behavior and Opportunity
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79 Verified Questions
79 Flashcards
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Sample Questions
Q1) In addition to basic enabling skills, the Department of Labor has identified five essential functional skills necessary to be successful in the workplace now and in the future. Briefly identify these skills.
Answer: The essential skills include (1) resource management skills, such as time management; (2) information management skills, such as data interpretation; (3) personal interaction skills, such as teamwork; (4) systems behavior and performance skills, such as cause-effect relationships; and (5) technology utilization skills, such as troubleshooting skills.
Q2) Objective Knowledge
A)Dedication to continuous improvement and meeting customer demands.
B)Research results or scientific information.
C)Learning and mastery of physical and social abilities.
D)The primary concern for managers in the 21st century.
E)Knowledge of results.
Answer: B
Q3) Global competition is a leading force driving change at work.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Challenges for Managers
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88 Flashcards
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Sample Questions
Q1) Collectivism
A)A cultural orientation in which individuals belong to tightly knit social frameworks.
B)The concept of borderless marketplace.
C)The acceptance of unequal distribution of power.
D)A business firm that operates in numerous countries and employs a multicultural workforce.
E)An American business official who works for a U.S. subsidiary in Spain.
Answer: A
Q2) Kentucky Fried Chicken found success in China when it:
A)identified a broker in Singapore to identify sources for Asian venture capital
B)put together a consortium of Western and Asian entrepreneurs to begin the franchise in China
C)developed a joint venture with government bodies in China
D)developed an alliance with another Asian fast-food restaurant, such as the Japanese or Taiwanese, and share the risk in China
Answer: C
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Chapter 3: Personality, Perception, and Attribution
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) When you encounter a warm and personable car salesperson and don't assume that this behavior reflects the salesperson's personality, you are using which principle in social perception?
A)perceiver principle
B)discounting principle
C)cognitive bias principle
D)social context principle
Answer: B
Q2) Self-fulfilling prophecy
A)Facial expressions, body posture, and eye movement.
B)A generalization about a particular group of people.
C)The false consensus effect.
D)A view of another person based on first encounter.
E)Expectations of others affects our interactions with them.
Answer: E
Q3) Personality is defined as a relatively stable set of characteristics that influence an individual's behavior.
A)True
B)False
Answer: True
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Chapter 4: Attitudes, Emotions, and Ethics
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105 Flashcards
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Sample Questions
Q1) Cognitive dissonance is the tension produced when there is a conflict between attitudes and behavior.
A)True
B)False
Q2) Persuasion is more successful when messages are framed with the same emotion as that felt by the receiver.
A)True
B)False
Q3) Persons with an internal locus of control:
A)believe that fate affects their circumstances
B)accept others controlling them
C)take personal responsibility for their situation and the consequences of their behavior
D)can easily succumb to social and peer pressure
Q4) In managing organizational behavior, the importance of attitudes:
A)is determined by observation
B)rests with understanding non-productive behavior
C)lies in their link to behavior
D)can be assessed from observing non-work behavior
Q5) Briefly explain the ABC model and provide an example of each model element.
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Chapter 5: Motivation at Work
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Sample Questions
Q1) Herzberg
A)Needs hierarchy theory.
B)Two-factor theory.
C)Expectancy theory.
D)Equity theory.
E)Needs theory.
Q2) External
A)Arousal and sustaining goal-directed behavior.
B)Work conditions related to dissatisfaction caused by discomfort or pain.
C)Factors and conditions outside the person that may explain and predict a person's behavior.
D)What is most appropriate and beneficial to the individual.
E)Attributes and characteristics inside the individual that determine behavior.
Q3) Needs of workers are similar across cultures.
A)True
B)False
Q4) When an employee's knowledge and skills match job task demands, an acceptable individual-organizational match will take place.
A)True
B)False
Page 7
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Chapter 6: Learning and Performance Management
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Sample Questions
Q1) Which of the following is NOT a major function served by goal setting?
A)It can increase work motivation and task performance.
B)It can reduce the role stress that is associated with conflicting or confusing expectations.
C)It can improve the accuracy and validity performance evaluation.
D)It can result in a restriction of focus that leads to a lack of creativity, spontaneity, and flexibility.
Q2) Pay for Knowledge
A)Generally a two-person working relationship in which one is guiding the other.
B)A work situation where the employee expects one or more performance level.
C)Job pay set according to training and what the employee knows.
D)A reference or judgment concerning an employee's behavior.
E)A benefit for successful job performance.
Q3) Validity
A)Task accomplishment.
B)Evaluation of employee behavior.
C)Consistency of rating across time and/or people doing the rating.
D)Accurate definition of job performance.
E)Information provided to employee about his/her performance.
Q4) How can schedules of reinforcement be used in the work situation?
Page 8
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Chapter 7: Stress and Well-Being at Work
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103 Verified Questions
103 Flashcards
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Sample Questions
Q1) Strain is the same as:
A)stress
B)distress
C)eustress
D)tension
Q2) Which of the following is the best example of a positive (challenge) stressor?
A)role conflict
B)role ambiguity
C)time pressure
D)the degree politics affects organizational decisions
Q3) A personality that tends to be resistant to distress is:
A)overdependent
B)Type A in nature
C)counterdependent
D)hardy
Q4) The three forms of individual distress include:
A)psychological, medical, and behavioral problems
B)participation problems, performance decrements, and compensations deficit
C)work-related, stress-related, and organizational
D)personal, interpersonal, and intrapersonal
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Chapter 8: Communication
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Sample Questions
Q1) Providing the time to identify and isolate the listener's personal responses and exclude them from the dialogue is one of the purposes of:
A)paraphrasing expressed thoughts and feelings
B)clarifying implicit thoughts and feelings
C)reflecting core feelings
D)silence
Q2) Nondefensive communication
A)Interactive communication.
B)A person who can experience the feelings and emotions of the message and sender.
C)Aggressive, attacking, angry communication and/or passive, withdrawing communication.
D)A defensive communication tactic.
E)Constructive, healthy communication in working relationships.
Q3) How do communication technologies affect behavior?
Q4) Which of the following statements about communication technologies is not true?
A)Computer-mediated communication is impersonal in nature.
B)Communication technologies equalize participation.
C)Communication technologies encourage polyphasic activity.
D)Significant disparities in participation levels of persons within the group.
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Chapter 9: Work Teams and Groups
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Sample Questions
Q1) A method for countering social loafing includes:
A)motivational training
B)formal evaluation of member contributions
C)emphasizing task functions
D)setting clear group goals
Q2) Board of directors
A)An example of a formally designated group.
B)Strong interpersonal attractiveness among group members.
C)The first stage in a group development.
D)A benchmark against which team members are evaluated by each other.
E)The devil's advocate within a group.
Q3) All of the following are considered important work process issues except:
A)diversity
B)creativity
C)dissimilarity
D)role specification
Q4) The contributor is data driven, information sensitive, and one who adheres to performance standards.
A)True
B)False
Page 11
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Chapter 10: Decision Making by Individuals and Groups
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113 Flashcards
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Sample Questions
Q1) Participative decision making tends to be associated with:
A)interpersonal rivalry within a group
B)less creativity among employees
C)rapid decision making
D)higher levels of employee job satisfaction
Q2) An effective decision is timely, acceptable to the individuals affected by it, and:
A)efficient
B)achievable
C)specific
D)meets the desired objective
Q3) Which of the following would NOT be considered a symptom of groupthink?
A)illusion of invulnerability
B)rationalization
C)illusion of unanimity
D)high conflict
Q4) According to Henry Mintzberg, managers are predisposed to use a more systematic approach to decision making that is consistent with the rational model.
A)True
B)False
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Chapter 11: Power and Political Behavior
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128 Flashcards
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Sample Questions
Q1) As a student, you are developing _____ power.
A)legitimate
B)expert
C)reward
D)personal
Q2) The key element behind the factors used to explain power differences between groups based on the strategic contingency model is:
A)interdependency
B)synergy
C)independence
D)dependence
Q3) Referent power
A)Power based on an agent's ability to cause an unpleasant experience.
B)Power based on position and mutual agreement.
C)Power based on agent's ability to control rewards.
D)Power that exists when an agent has specialized knowledge.
E)Elusive power based on interpersonal attraction.
Q4) The positive face of power is social power.
A)True
B)False
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Chapter 12: Leadership and Followership
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Sample Questions
Q1) Situational favorableness using Fiedler's model consists of which three dimensions?
A)initiating structure, position power, and leader-member relations
B)initiating structure, task structure, and position power
C)task structure, leader-member relations, and production orientation
D)position power, leader-member relations, and task structure
Q2) As a supervisor, you find yourself in a situation where you have good relationships with employees, the task is structured, and you have and can exercise strong position power. Your leadership behavior and style should be:
A)employee-centered
B)very controlling with extremely close supervision
C)task-oriented
D)autocratic
Q3) Trait theories of leadership place emphasis on the leader's ability to develop meaningful interpersonal relationships with employees.
A)True
B)False
Q4) What is the difference between a leader and a manager?
Q5) Briefly explain House's path-goal theory of leadership.
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Chapter 13: Conflict and Negotiation
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102 Flashcards
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Sample Questions
Q1) One occasion in which managers should work to stimulate conflict is when:
A)there has been a tendency to over use the devil's advocate perspective
B)group members are highly cohesive
C)there is only one source of conflict
D)the group suffers from groupthink
Q2) Role ambiguity and jurisdiction ambiguity are the same except that the former refers to an individual and the latter to a group.
A)True
B)False
Q3) Causes of conflict can be found in characteristics of the organization and personal characteristics of those in the conflict. What personal and organizational factors are similar?
Q4) Which of the following styles of conflict management results in both parties (persons or groups) to the dispute giving something up to reach an understanding?
A)collaborating
B)avoiding
C)accommodating
D)compromising
Q5) How can conflict be functional and positive?
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Chapter 14: Jobs and the Design of Work
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Within the interdisciplinary approach to job design, the motivational approach is grounded in:
A)developmental psychology
B)sociology
C)social psychology
D)industrial psychology
Q2) Task significance in the Job Characteristics Model is the degree to which one's job requires completion of a whole task.
A)True
B)False
Q3) Job rotation
A)A designated set of tasks and work activities.
B)Purposeful activity in manufacturing a product or providing a service.
C)Detailed task specification and narrow job scope.
D)Vertical and horizontal job expansion.
E)A job design strategy requiring cross-training.
Q4) Distinguish between job enlargement and job enrichment, and provide an example showing any differences in these two job design approaches.
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Page 16
Chapter 15: Organizational Design and Structure
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122 Verified Questions
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Sample Questions
Q1) Identify four bases of departmentalization or differentiation.
Q2) The faculty of a university comprises which of Mintzberg's fundamental elements of the organization?
A)support staff
B)technical staff
C)middle level
D)operating core
Q3) Spatial differentiation
A)The process of crafting and adjusting the structure of an organization.
B)Jobs, organizational units and their linkage.
C)Geographic dispersion of organizational units.
D)A graphic representation of jobs, functions, and organizational units.
E)Close supervision and a narrow span of control.
Q4) Organization structure
A)The process of crafting and adjusting the structure of an organization.
B)Jobs, organizational units and their linkage.
C)Geographic dispersion of organizational units.
D)A graphic representation of jobs, functions, and organizational units.
E)Close supervision and a narrow span of control.
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Chapter 16: Organizational Culture
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Sample Questions
Q1) Which of the following is NOT a basic function of corporate culture?
A)control mechanism for shaping behavior
B)the building of strong corporate mentality and unquestioned employee support
C)a sense-making device for employees
D)enhances employee motivation
Q2) Managers in an adaptable organizational culture value an orderly, risk adverse management process more highly than leader initiatives.
A)True
B)False
Q3) Rites of degradation
A)Visible indications of organizational culture.
B)Executive modeling behavior.
C)A graduation dinner and party.
D)Public ridicule of executive mistakes.
E)A corporate logo or sports team mascot.
Q4) The two key concerns in the anticipatory socialization stage are:
A)realism and encounter
B)encounter and acquisition
C)congruence and acquisition
D)realism and congruence
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Chapter 17: Career Management
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Sample Questions
Q1) Modeling
A)An important activity of a mentor.
B)The first stage of a career.
C)Sequence of job experiences.
D)Specified progression of job experiences.
E)A person being mentored.
Q2) Realistic job preview
A)Entrepreneurial career anchor.
B)Individual-organizational efforts to achieve career success.
C)Set of self-perceived talents, motives, and values that guide career
D)Functional specialization as career anchor.
E)Information regarding a job that a candidate will be expected to perform
Q3) Which of the following is an incorrect match of Holland's personality types and occupations?
A)artistic.....................music teacher
B)realistic....................pro baseball player
C)social........................social worker
D)enterprising...............insurance agent
Q4) Which of Holland's personality types are you most likely to find majoring in the fields of business administration?
19
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Chapter 18: Managing Change
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Sample Questions
Q1) All of the following are key strategies for managing resistance to change except:
A)rewards
B)participation
C)empathy
D)support
Q2) Career Planning
A)When managers are paired with a coach to help improve performance.
B)Correction of the fit between individual skills and job tasks.
C)Matching of individual career aspirations and organizational career opportunities.
D)Pioneered in Europe, action learning.
E)First step in the change process model.
Q3) When the organization makes a large-scale change such as moving to a new structure, the change would be considered:
A)strategic
B)transactional
C)transformational
D)radical
Q4) What are some of the reasons for resisting organizational change?
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