Business Administration
Question Bank
Course Introduction
Business Administration is a comprehensive course that introduces students to the fundamental principles and practices of managing organizations. Covering core topics such as management, marketing, finance, human resources, operations, and strategic planning, the course provides a broad understanding of how businesses operate within both local and global contexts. Students will explore real-world case studies, develop analytical and decision-making skills, and learn essential business concepts to prepare them for leadership and management roles across various industries.
Recommended Textbook
Organizational Behavior Improving Performance and Commitment in the Workplace 6th Edition
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16 Chapters
1931 Verified Questions
1931 Flashcards
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Chapter 1: What Is Organizational Behavior?
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105 Verified Questions
105 Flashcards
Source URL: https://quizplus.com/quiz/3903
Sample Questions
Q1) The scientific method begins with A) theory.
B) auditing.
C) paradigm.
D) hypotheses.
E) verification.
Answer: A
Q2) According to the integrative model of organizational behavior, motivation, trust, justice, and ethics are
A) organizational mechanisms.
B) individual mechanisms.
C) individual outcomes.
D) group mechanisms.
E) group outcomes.
Answer: B
Q3) The two primary outcomes of interest to OB researchers, employees, and managers are job performance and job satisfaction.
A)True
B)False
Answer: False
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Chapter 2: Job Performance
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) Organizational citizenship behaviors include
A) sportsmanship.
B) civic virtue.
C) courtesy.
D) helping.
E) respect.
Answer: B
Q2) The weak negative correlation between task performance and counterproductive behavior can best be explained by the fact that
A) poor performers are less creative at coming up with ways to undermine the organization.
B) the best workers are the ones most likely to get away with counterproductive actions.
C) top performers are too busy at their jobs to engage in counterproductive behavior.
D) less talented workers are not as successful at avoiding blame for their misdeeds.
E) good workers can behave counterproductively and still get the job done.
Answer: B
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Chapter 3: Organizational Commitment
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Which of the following terms refers to the various people, places, and things that can inspire a desire to remain a member of an organization?
A) focus of influence
B) focus of commitment
C) focus of attention
D) focus of performance
E) focus of dominance
Answer: B
Q2) When employees engage in moonlighting, they use work time and resources to complete something other than their job duties, such as assignments for another job.
A)True
B)False
Answer: True
Q3) The most serious form of physical withdrawal is absenteeism.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Job Satisfaction
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Akari accepted a position with Innovate Electronics because she knows the company is highly regarded. Which of the following work value categories does Akari's choice relate to?
A) supervision
B) coworkers
C) pay
D) promotions
E) status
Q2) Employees are engaged in ________ when they shape, mold, and redefine their jobs in a proactive way.
A) job crafting
B) job enrichment
C) job enlargement
D) perception testing
E) satisfaction remodeling
Q3) Values are those things that people consciously or subconsciously want to seek or attain.
A)True
B)False
Q4) How is job satisfaction related to life satisfaction? Provide two examples.
Page 6
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Chapter 5: Stress
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) Hindrance stressors such as role ambiguity, conflict, and overload not only cause strain but also decrease commitment and job performance.
A)True
B)False
Q2) Seeking support and venting anger are examples of which of the following coping strategies?
A) emotion-focused behavior coping
B) problem-focused behavior coping
C) stress-focused cognitive coping
D) fear-avoidance cognitive coping
E) problem-focused cognitive coping
Q3) As an alternative to managing stressors, many organizations teach employees to use ________ to counteract the effects of stressors by engaging in activities that slow the heart rate, breathing rate, and blood pressure.
A) heuristics
B) relaxation techniques
C) emotional suppression
D) primary performance appraisal
E) transactional analysis
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Page 7
Chapter 6: Motivation
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) Task complexity can show
A) a way that successful performance will result in some outcome.
B) a kind of self-confidence or a task-specific version of self-esteem.
C) the degree to which a person accepts a goal and is determined to try to reach it.
D) learning plans and problem-solving approaches used to achieve successful performance.
E) how complex the information and actions involved in a task are and how much the task changes.
Q2) Marilou just left her job at Valley Creek Community College. Valley Creek had not honored the wage scale they promised to employees for several years, and many of Marilou's colleagues were let go before they could retire, often with no reason given. Marilou was stressed about her inability to guess what the future would hold for her at Valley Creek. Marilou was stressed because she had a need for A) esteem.
B) control.
C) relatedness.
D) self-regard
E) self-actualization
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Chapter 7: Trust, Justice, and Ethics
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) Which of the following is an interpersonal justice rule?
A) truthfulness
B) consistency
C) equity
D) accuracy
E) propriety
Q2) Moral development at the conventional stage is characterized by
A) an emphasis on laws, rules, and orders that govern society.
B) self-interest and a lack of loyalty, gratitude, or fairness.
C) a set of defined, established moral principles.
D) specific principles like utilitarianism and egoism.
E) the desire to obtain pleasure and avoid pain regardless of any concern about moral order.
Q3) Interpersonal justice is fostered when authorities adhere to which two particular rules?
A) the propriety rule and the equity rule
B) the respect rule and the accuracy rule
C) the respect rule and the propriety rule
D) the truthfulness rule and the respect rule
E) the propriety rule and the consistency rule
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Chapter 8: Learning and Decision Making
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Employees at Pak-N-Sav, a discount grocery chain, know that they have to stay on their toes at all times. Mr. and Mrs. Kessler, the company founders, have been known to put on disguises and make unannounced visits to stores to make sure the staff is treating customers politely. This is an example of A) a fixed ratio schedule.
B) a variable ratio schedule.
C) a fixed interval schedule.
D) continuous reinforcement.
E) a variable interval schedule.
Q2) Wes's employer has established a course of learning for him. From the standpoint of organizational behavior, this is particularly important because learning will help him to A) find other employment.
B) make more money at his job.
C) move up the corporate ladder.
D) become a better decision maker.
E) take greater authority in group situations.
Q3) What are the four contingencies of reinforcement? Explain each and provide an example.
Q4) Compare and contrast rational decision making and bounded rationality.
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Chapter 9: Personality and Cultural Values
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) Della and Paul have had similar educational backgrounds, share the same interests, and work in the same organization. Della systematically exhibits an assertive character that may be hostile and aggressive, while Paul is a patient, calm, and relaxed individual who is also an organized, methodological professional. Describe the personality characteristics in the Big Five model, and analyze the personality traits of both Della and Paul.
Q2) Minnie and Wendy both applied for the associate director position in their campus research administration office. They both have similar experience, but Minnie got the job. Minnie has an internal locus of control, and Wendy has an external locus of control. Define locus of control. Differentiate between the beliefs of external and internal locus of control, and explain how locus of control might influence how Minnie and Wendy view Minnie's hiring.
Q3) Describe each of the Big Five dimensions. Which dimension has the biggest influence on job performance? Explain.
Q4) Conscientious people are dependable, organized, reliable, ambitious, hardworking, and persevering.
A)True
B)False
Q5) Explain the principle of situational strength and principle of trait activation.
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Chapter 10: Ability
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) The "g-factor" refers to
A) gross motor facilitation.
B) gross body equilibrium.
C) gross body coordination.
D) general cognitive ability.
E) general adaptation syndrome.
Q2) Being able to recover quickly from emotional experiences reflects one's
A) self-awareness.
B) span of control.
C) locus of control.
D) other awareness.
E) emotion regulation.
Q3) Depth perception is the ability to
A) see details of an object both up close and far away.
B) judge relative distances between things accurately.
C) recognize objects from their outline silhouette.
D) detect differences in shades.
E) see well in low light.
Q4) Differentiate between spatial and perceptual abilities. Describe types of jobs that may require each of these abilities.
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Chapter 11: Teams: Characteristics and Diversity
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) Sam and Ernie have been friends since high school. They both like designing landscapes and work well together. They also enjoy working with Larry, a man who is a bit older than them and the third member of their landscaping design team. Often, any one of them can be heard saying he could do landscape design with his friends forever. This team has
A) low viability.
B) high viability.
C) deep-level diversity.
D) individualistic roles.
E) surface-level diversity.
Q2) ________ helps to determine the likelihood that the team can work together effectively into the future.
A) Team viability
B) Surface-level diversity
C) Team development
D) Deep-level diversity
E) Team integration
Q3) Analyze this statement, and identify the differences between teams and groups: "Teams definitely are forms of work groups, but not all work groups are teams."
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Page 13
Chapter 12: Teams: Processes and Communication
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138 Verified Questions
138 Flashcards
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Sample Questions
Q1) Daphne is the top performing nurse on the maternity ward at Downtown General Hospital. In advance of her annual performance review, her supervisor, Raul, begins observing her work behavior more closely to facilitate a more thorough review. One day, a doctor begins berating a nurse for not notifying him of a patient's change in medication, and Daphne steps in to defuse the situation by explaining that the medication was changed from to a brand name drug to an identical generic version. Another day, Raul watches as Daphne works with two other nurses to sort out how best to deal with the aggressive husband of a woman recovering from a five-week premature delivery. Additionally, Raul sees that Daphne keeps a daily calendar of events and tasks. Going into the performance review, Raul concludes that Daphne is exhibiting a high degree of
A) group cohesion.
B) devil's advocacy.
C) boundary spanning.
D) teamwork competency.
E) groupthink competency.
Q2) The degree of centralization is higher in a network structure where more communication flows through fewer members.
A)True
B)False
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Page 14
Chapter 13: Leadership: Power and Negotiation
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161 Verified Questions
161 Flashcards
Source URL: https://quizplus.com/quiz/3915
Sample Questions
Q1) The three types of organizational power are ________ power.
A) expert, reward, and referent
B) expert, reward, and coercive
C) legitimate, expert, and referent
D) legitimate, expert, and coercive
E) legitimate, reward, and coercive
Q2) As head of the sales team, Kevin has the power to dispense sales leads to the members of the team. He gives the best leads to the personnel who impress him the most at any given moment, and therefore the members of the team are always trying to impress Kevin. He possesses ________ power.
A) legitimate
B) coercive
C) referent
D) reward
E) expert
Q3) Distinguish between distributive bargaining and integrative bargaining.
Q4) Identify and discuss the various styles of conflict resolution, the situations in which they are most likely to be used, and the relative effectiveness of each.
Q5) Identify the five types of power and discuss each, with examples.
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Chapter 14: Leadership: Styles and Behaviors
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) Which of the following styles represents avoidance of leadership altogether?
A) passive management-by-exception
B) contingent reward transactional leadership
C) laissez-faire leadership
D) active management-by-exception
E) transformational leadership
Q2) In the ________ leader behavior, leaders supplement their directing with support and encouragement to protect the confidence levels of the employees.
A) delegating
B) telling
C) selling
D) participating
E) negotiating
Q3) With a consultative style of decision making, leaders do not make the ultimate decision.
A)True
B)False
Q4) Describe the four leader decision-making styles with examples.
Q5) Describe the training methods that can be used to create more effective leaders.
Q6) Describe the leader-member exchange theory. Explain the two types of dyads.
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Chapter 15: Organizational Structure
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) Decentralized organizational structures tend to concentrate power and authority within a relatively tight group of individuals in the firm.
A)True
B)False
Q2) Differentiate between mechanistic and organic structures.
Q3) Which of the following is a necessary coordination mechanism that organizations rely on to get a standardized product or deliver a standardized service?
A) formalization
B) centralization
C) span of control
D) chain of command
E) work specialization
Q4) In a traditional organizational structure, every employee has one person to whom they report.
A)True
B)False
Q5) Define span of control. Describe the relationship between a span of control and organizational performance.
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Chapter 16: Organizational Culture
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127 Verified Questions
127 Flashcards
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Sample Questions
Q1) Corinne is looking forward to starting her new job at Flash Forward, a social-networking platform. Everything she has read suggests the company promotes a healthy work/life balance and supports causes that are important to her, such as sustainability and combating climate change. Walking to her desk on her first day, she sees posters in the hallway outlining the company values of "people over profit" and "work to live, not live to work." She smiles because that is how she feels about things, too. After a week on the job she finds herself eager to get to work each day and tackle new challenges, something she has never felt about a job before. Her co-workers are friendly and supportive, the management team seems genuinely concerned about morale and job satisfaction, and she learns the company gives all employees one week off per year with pay to perform charitable work of their choosing. All this makes Corinne proud to be a Flash Forward employee. Corinne is experiencing a high degree of A) subculture.
B) reality shock.
C) person-organization fit.
D) anticipatory socialization.
E) basic underlying assumptions.
Q2) Discuss the anticipatory stage of the socialization process.
Q3) What is meant by person-organization fit? What are its advantages?
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Page 18