Business Administration
Review Questions
Course Introduction
Business Administration is a multidisciplinary course designed to provide students with a comprehensive understanding of the foundational principles, practices, and skills essential for effective organizational management. Covering key areas such as management, marketing, finance, human resources, operations, and strategic planning, the course emphasizes both theoretical frameworks and practical applications relevant to todays dynamic business environments. Students will develop critical thinking, problem-solving, leadership, and communication skills, preparing them to analyze business challenges, make informed decisions, and pursue successful careers in various sectors, including corporate, entrepreneurial, and nonprofit organizations.
Recommended Textbook
Organizational Behavior Managing People and Organizations 11th Edition by Ricky W. Griffin
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2257 Verified Questions
2257 Flashcards
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Chapter 1: An Overview of Organizational Behavior
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Sample Questions
Q1) Some outcomes can be studied at the individual, group and organization levels. Which of the following is generally assessed at both the individual and organizational levels?
A)Absenteeism
B)Financial performance
C)Survival
D)Norms
E)Cohesiveness
Answer: A
Q2) Which of the following perspectives argues that universal rules, solutions, guidelines, predictions, and principles are feasible when applied to organizations?
A)The universal perspective
B)Behavioral organization theory
C)The systems perspective
D)The interactional perspective
E)The contingency perspective
Answer: A
Q3) A(n) _______ is an interrelated set of elements functioning as a whole. Answer: system
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Page 3
Chapter 2: The Changing Environment of Organizations
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Sample Questions
Q1) Powertrain is a fitness club that offers customers free personal trainers and nutrition consultants. This work process makes Powertrain an example of a(n) __________ organization.
Answer: service
Q2) An ice cream maker requires approximately two months from the time a new flavor is decided on in the corporate board room to the time it is produced and available to consumers in stores. This time is called
A)competitive advantage time.
B)information technology time.
C)cycle time.
D)production time.
E)made-to-order time.
Answer: C
Q3) Communication and transportation advances are responsible for some of the growth of international business.
A)True
B)False
Answer: True
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Chapter 3: Foundations of Individual Behavior
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Sample Questions
Q1) If you have the ability to understand how others feel, even without being told, you have the ability to
A)manage your emotions.
B)show empathy.
C)motivate yourself.
D)get along with others.
E)be promoted at your job.
Answer: B
Q2) Richard has a(n) ________ locus of control because he believes that luck has led to his personal success.
Answer: external
Q3) Pay, career opportunities, and tangible rewards are all _______ that organizations give to workers.
Answer: inducements
Q4) When a person does not show up for work it is called _______. Answer: absenteeism
Q5) The gratification or fulfillment a person finds in his or her work is called _______. Answer: job satisfaction
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Chapter 4: Motivation in Organizations
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Sample Questions
Q1) At its most elementary level, reinforcement theory suggests that behavior is a function of its _________.
Q2) Individuals might adjust their inputs or outcomes in order to mitigate concerns about inequity.
A)True
B)False
Q3) According to the equity theory, inputs include all of the following EXCEPT
A)education.
B)experience.
C)effort.
D)loyalty.
E)money.
Q4) According to the dual-structure theory of motivation, all of these are hygiene factors EXCEPT:
A)working conditions.
B)supervision.
C)company policies.
D)the work itself.
E)interpersonal relationships.
Q5) The highest need in Maslow's hierarchy is the need for __________.
Page 6
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Chapter 5: Motivating Employee Performance Through Work
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Sample Questions
Q1) _______ job loading involves adding more tasks to a job as well as giving the employee more control over those tasks.
Q2) An employee decides when he or she reports to work on a typical workday. This is an example of a compressed workweek.
A)True
B)False
Q3) Although regarded as a relatively inefficient management technique, _______ is often considered a very effective training technique.
Q4) The degree to which the job allows an individual substantial freedom and independence is called A)autonomy.
B)task significance.
C)feedback.
D)job integration.
E)job description.
Q5) Flextime gives employees control over what days they work in a typical workweek. A)True
B)False
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Q6) Describe, discuss, and give examples of and the pros and cons of job rotation.
Chapter 6: Motivating Employee Performance Through Rewards
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Sample Questions
Q1) An American citizen who is an employee of a U.S. company, but who works in a different country is called a(n) __________.
Q2) Ellen is an external manager at City Place Coffee. She has only limited knowledge of her employee's performance. What can Ellen do to avoid measurement problems?
A)Prevent the employee from working with the supervisor in the appraisal
B)Avoid allowing employees to evaluate themselves
C)Use a multiple-rater system
D)Perform the evaluation with the information currently available to the supervisor
E)Plan training programs to improve observation and categorization skills
Q3) In most appraisal systems, the employee's primary evaluator is the _________.
Q4) The courts and Equal Employment Opportunity guidelines have mandated that performance measurements be based on
A)age and sex.
B)race and national origin.
C)industry standards.
D)job-related criteria.
E)competitive benchmarks.
Q5) Top managers are often given special privileges known as _________.
Page 8
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Chapter 7: Managing Stress and the Work-Life Balance
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Sample Questions
Q1) "Stressors" are the stimuli that causes stress.
A)True
B)False
Q2) A(n) _______ is a set of expected behaviors associated with a particular position in a group or organization.
Q3) _______ management involves activity to avoid overload, ambiguity, and conflict.
Q4) Which of these is NOT an example of roleof role demand stressors?
A)Role overload
B)Intrasender conflict
C)Role commitment
D)Role conflict
E)Role ambiguity
Q5) Describe, discuss and give examples of three of the five individual stress-coping strategies.
Q6) ________ is any upheaval in an individual's life that alters his or her attitudes, emotions, or behaviors.
Q7) Describe and give examples of the four factors in the workplace that can cause stress.
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Q8) A desirable objective is to achieve a(n) ______ degree of workload-related stress.
Chapter 8: Decision Making and Problem Solving
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Sample Questions
Q1) ______ is the capacity to generate new ideas.
Q2) The last step in the rational decision-making process is
A)create a contingency plan.
B)determine the type of decision.
C)evaluate alternatives.
D)control: measure and adjust.
E)implement the plan.
Q3) The fact that decision makers have limited capabilities to make rational decisions is called _______.
Q4) Decisions in organizations can be classified according to their frequency and information conditions.
A)True B)False
Q5) Research finds that decision rules are used to make programmed decisions. A)True B)False
Q6) A nonprogrammed decision involves a nonroutine, poorly structured problem and cannot be made with existing decision ________.
Q7) A programmed decision occurs frequently enough for a(n) _______ to be developed.
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Chapter 9: Foundations of Interpersonal and Group Behavior
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Sample Questions
Q1) The group members express their views more openly in the ____ stage of group development.
A)mutual acceptance
B)communication and decision making
C)productivity
D)control and organization
E)motivation
Q2) Getting to know one another is part of the mutual acceptance stage of group development.
A)True
B)False
Q3) Which of the following is a TRUE statement regarding the stages of group development?
A)A group that fully evolves through the four stages of development usually is productive.
B)As a group progresses through the stages of development it grows in size.
C)The sequence of group development stages is set by the organization.
D)Groups rarely go through more than one stage of development.
E)Groups make choices about which stage of development to complete first.
Q4) Discuss the various ways group size may affect performance.
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Chapter 10: Using Teams in Organizations
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Sample Questions
Q1) The leadership for change must be developed and a feasibility study should be conducted before the go/no-go team decision is made.
A)True
B)False
Q2) Which of these are teams that do daily work of an organization?
A)Quality circle
B)Product development team
C)Management team
D)Skills team
E)Work team
Q3) Which of these is NOT a benefit of teams in organizations?
A)Enhanced performance
B)Employee benefits
C)Organizational enhancements
D)Reduced costs
E)Enhanced competition
Q4) During the ________ teams phase of team implementation, members are learning about self-direction and begin to think of themselves as a unit.
Q5) Teams hold themselves mutually ______ for results.
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Chapter 11: Communication in Organizations
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Sample Questions
Q1) What are the three primary methods of communicating in organizations?
A)Message, feedback, response
B)Written, oral, nonverbal
C)Internal, external, liaison
D)Individual, organizational, medium-initiated
E)Primary, secondary, external
Q2) The ______ network is typical of the communication in a vertical hierarchy.
Q3) Each person in a chain network communicates with the people on both sides but not with anyone else.
A)True
B)False
Q4) Which of these is a specialized or technical language of a trade, field, or profession?
A)Semantics
B)Jargon
C)Verification
D)Grapevine
E)Communication fidelity
Q5) _______ is a specialized or technical language of a trade, field, or profession.
Q6) The ______ are the most expressive component of the face.
Page 13
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Chapter 12: Traditional Models for Understanding Leadership
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Sample Questions
Q1) A manager who uses a team management style of leadership is concerned about people and production.
A)True
B)False
Q2) Compare and discuss the Ohio State and University of Michigan leadership studies.
Q3) In Vroom's decision tree approach, there are five basic decision styles that correspond to five levels of subordinate participation in decision making.
A)True
B)False
Q4) In LPC theory, ________ is the second most important determinant of situational favorableness.
Q5) According to the Leadership Grid, who would be the most effective leader?
A)The manager who always takes time to chat with employees
B)The manager who rarely takes time to get to know employees
C)The manager who is always trying to improve worker production
D)The manager who always chats with employees and constantly strives to improve worker production
E)The Leadership Grid does not identify a most effective style
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Chapter 13: Contemporary Views of Leadership in Organizations
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Sample Questions
Q1) The path-goal theory has undergone major refinements over the years.
A)True
B)False
Q2) Karin, a manager at ABC Services, has subordinates who are very high on readiness. According to the Hersey and Blanchard model of leadership, Karin should use which of the following styles?
A)Telling
B)Selling
C)Participating
D)Delegating
E)Situational
Q3) Which of the following elements has Fiedler added to the LPC theory to describe situational favorableness?
A)Charisma
B)Stress
C)Familiarity
D)Authority
E)Leader-to-leader relations
Q4) Discuss the four styles in the Hersey and Blanchard leadership model. Which style is most effective?
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Chapter 14: Power, Politics, and Organizational Justice
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Sample Questions
Q1) _________, a subtle form of referent power, means that a leader behaves in the way he or she wants subordinates to act.
Q2) Procedural justice refers to people's perceptions of the fairness with which rewards and other valued outcomes are distributed within the organization.
A)True
B)False
Q3) What is impression management? Discuss its implications for managers.
Q4) Which of the following statements is NOT true about personal power?
A)Followers of leaders with personal power tend to be acting from choice.
B)An informal leader will have some measure of personal power.
C)Leaders with strong personal power should avoid using position power.
D)Personal power is often exercised through rational persuasion.
E)Leaders with personal power tend to exact greater loyalty from their followers than leaders with position power.
Q5) The more important the information and the fewer the alternative sources for acquiring it, the greater the degree of expert power.
A)True
B)False
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Chapter 15: Conflict and Negotiation in Organizations
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Sample Questions
Q1) According to research, an ideal managerial situation for supervisors and organizational performance is to have a complete lack of conflict in an organization.
A)True
B)False
Q2) Smallville Hospital has only one portable X-ray machine. The emergency room staff claims to have the greatest need for the machine, but the surgeons in the operating room demand ready access to the machine. The conflict between these two groups is a result of
A)different goals.
B)scarce resources.
C)personality clashes.
D)excessive competitiveness.
E)interpersonal conflict.
Q3) Describe a situation in which manager would need to resolve conflict in their organizations. Outline some structural techniques managers can use to do this.
Q4) Contract negotiations between union and management are usually examples of ________.
Q5) Competition for scarce ______ can lead to intergroup conflict.
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Chapter 17: Organization Design
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Sample
Questions
Q1) The structure of large organizations is more influenced by technology than is the structure of small organizations.
A)True
B)False
Q2) In contrast to universal approaches to organization design, contingency approaches
A)are dependent on the skills of employees.
B)have eliminated the debate about organizational strategy and structure.
C)prescribe "one best way" to structure the organization.
D)are less applicable to modern organizations.
E)suggest that organizational outcomes can be achieved in several ways.
Q3) At the most advanced level of multinational activity a firm might become an international conglomerate. Two companies that are considered at that level are Nestle and ____.
A)Home Depot
B)Unilever N.V.
C)Southwest Airlines
D)Sears Group
E)Target
Q4) ______ of scale are an advantage of large organizations.
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Chapter 18: Organization Culture
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Sample Questions
Q1) Ben wants to take advantage of the existing culture of his organization. To do this, Ben must first
A)achieve productivity through people.
B)empower his employees.
C)be fully aware of the culture's values.
D)practice hands-on management.
E)implement cultural innovations.
Q2) Discuss the symbolic means by which the values of an organization are communicated.
Q3) No single widely accepted ______ of organization culture exists.
Q4) The fourth step to creating organization culture is reinforcing the cultural behaviors of employees.
A)True B)False
Q5) _______ is a major breakthrough that changes or creates whole industries.
Q6) The sociological study of culture has often been focused on the ______ social structure.
Q7) The statement "the customer is always right" is an example of a cultural value.
A)True B)False
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Chapter 19: Organization Change and Development
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Sample Questions
Q1) With respect to management development, which of the following is NOT true?
A)The value of management development is a proven fact.
B)Management development objectives must be compatible with organizational objectives.
C)Management development is a long-range process.
D)Organizations must use care in identifying their unique developmental needs.
E)Management development is multifaceted and complex.
Q2) Resistance to change may arise from several ______ and organizational sources.
Q3) A major problem of training programs is
A)identifying actual training needs.
B)finding the time and funding for the training effort.
C)motivating employees to want to learn.
D)transferring employee learning to the workplace.
E)finding "role model" trainers.
Q4) The median age in the United States has gradually increased over the last several decades.
A)True
B)False
Q5) A(n) _______ is a person who may help manage a change effort.
Q6) Describe the steps you would take in conducting a survey feedback process.
Page 20
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