Business Administration
Solved Exam Questions
Course Introduction
Business Administration is an interdisciplinary course that introduces students to the foundational principles and practices involved in managing organizations. The program covers key areas such as management, marketing, finance, human resources, and operations, emphasizing the development of leadership, decision-making, and problem-solving skills. Through case studies, projects, and theoretical frameworks, students explore how businesses operate in dynamic environments, learning to analyze strategic challenges and implement effective solutions. The course prepares students for a wide range of careers in corporate, non-profit, and entrepreneurial settings by equipping them with both practical competencies and a comprehensive understanding of business functions.
Recommended Textbook
Organizational Behavior A Practical Problem Solving Approach 1st Edition by
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16 Chapters
2094 Verified Questions
2094 Flashcards
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Page 2
Angelo Kinicki
Chapter 1: Making Ob Work for Me
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126 Verified Questions
126 Flashcards
Source URL: https://quizplus.com/quiz/60736
Sample Questions
Q1) When we overlook an unethical behavior of another when it's in our interest to remain ignorant, this is called:
A) Ill-conceived goals
B) Motivated blindness
C) Indirect blindness
D) The slippery slope
E) Overvaluing outcomes
Answer: B
Q2) Which of the following statements is false?
A) The contingency approach is just common sense
B) Common sense excels in well-known scenarios with predictable outcomes
C) Common sense requires less effort than finding the real problem
D) Common sense can be overly subjective
E) Common sense is weak in unexpected situations
Answer: A
Q3) Among the four skills most desired by employers are active listening and critical thinking.
A)True
B)False Answer: True
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Chapter 2: Values and Attitudes
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) There is only one model of the causes of job satisfaction.
A)True
B)False
Answer: False
Q2) Which of the following statements about key workplace attitudes is false?
A) Key workplace attitudes serve a dual purpose; they are both significant outcomes in and of themselves, and they are linked to other significant outcomes
B) Job satisfaction is the least studied of the key workplace attitudes
C) Organizational commitment depends on the quality of the employee's psychological contract
D) If you value achievement and your employer rewards people for accomplishing goals, you are more likely to be committed to the company
E) One of the components of employee engagement is enthusiasm Answer: B
Q3) "Working longer and harder" is known as personal engagement.
A)True
B)False
Answer: False
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4
Chapter 3: Individual Differences and Emotions
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127 Verified Questions
127 Flashcards
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Sample Questions
Q1) Proactive people show initiative.
A)True
B)False
Answer: True
Q2) Bill, who has an internal locus of control, failed his last history test. He is apt to respond to this grade by:
A) Claiming the test was poorly constructed
B) Complaining to the dean of the college
C) Despairing of ever passing the course
D) Blaming the instructor for inadequately preparing him for the test
E) Admitting that he hadn't studied hard enough to prepare himself
Answer: E
Q3) People with high _________ see themselves as capable and effective.
A) Core self-evaluations
B) Emotional intelligence
C) Introversion
D) Extraversion
E) Openness to experience
Answer: A
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Page 5
Chapter 4: Social Perception and Managing Diversity
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138 Verified Questions
138 Flashcards
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Sample Questions
Q1) Which of the following stimuli would be most salient?
A) A twelve-year-old student in an MBA class.
B) A 250-pound man at a meeting of the National Football League Players' Association.
C) A Mobil gas station sign when you have a full tank of gas.
D) A McDonald's restaurant sign right after you've eaten breakfast.
E) An 85-pound girl at a gymnastic class.
Q2) What is a stereotype? How are stereotypes formed and maintained?
Q3) In distinctiveness, I compare an individual's behavior with that of his or her peers.
A)True
B)False
Q4) America's population is getting older, and the workforce includes greater generational differences than ever before.
A)True
B)False
Q5) Describe the two attributional tendencies that can bias our interpretations of observed behavior. Give an example of each. Why are these important for managers to understand?
Q6) What are "implicit cognitions"? What are the implications of these for managers?
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Chapter 5: Foundations of Employee Motivation
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Sample Questions
Q1) The "acquired needs" identified by McClelland include the need for achievement, the need for affiliation, and the need for esteem.
A)True
B)False
Q2) Needs are psychological or physiological deficiencies that arouse behavior.
A)True
B)False
Q3) Identify the types of top-down job design, and give an example of each.
Q4) Maslow's need hierarchy and Herzberg's motivator-hygiene theories are both examples of content theories.
A)True
B)False
Q5) _______ involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty.
A) Job rotation
B) Job enrichment
C) Job enlargement
D) Scientific management
E) Vertical loading
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Chapter 6: Performance Management
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125 Verified Questions
125 Flashcards
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Sample Questions
Q1) What kind of goals can be used in most jobs?
A) Behavioral
B) Objective
C) Task
D) Project
E) Reinforcement
Q2) Step 1 of the performance management process is defining performance.
A)True
B)False
Q3) Research has shown that effective performance management generates better organizational outcomes in areas such as turnover, customer satisfaction, employee commitment, and profits.
A)True
B)False
Q4) Which forms of consequence strengthen a desired behavior?
A) Positive reinforcement and extinction
B) Positive reinforcement and punishment
C) Positive reinforcement and negative reinforcement
D) Extinction and punishment
E) Extinction and negative reinforcement
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Chapter 7: Positive Organizational Behavior
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128 Verified Questions
128 Flashcards
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Sample Questions
Q1) In ABC Company, relationships between working line employees and their managers are respectful and honest. ABC is a POB organization.
A)True
B)False
Q2) Define the terms "mindfulness" and "mindlessness." What are the benefits of being mindful? Give an example from your own life of a time when you have experienced each of these.
Q3) ___________ is defined as belonging to and serving something that you believe is bigger than yourself.
A) Virtuousness
B) Positive emotion
C) Meaningfulness
D) Social support
E) Achievement
Q4) POB is a traditional area of study, and research in it is very strong and well-developed.
A)True
B)False
Q5) What is Positive OB? How does understanding this concept help managers?
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Chapter 8: Groups and Teams
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128 Flashcards
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Sample Questions
Q1) Harmonizer is a task role in groups.
A)True
B)False
Q2) As part of a work group, Bob's main job is to resolve conflicts between other group members. Whenever there is an argument, he tries to figure out a solution that benefits both parties, or he quickly defuses the tension with some jokes. Which of the following roles is Bob performing within his work group?
A) Coordinator
B) Orienter
C) Evaluator
D) Energizer
E) Harmonizer
Q3) In a self-managed team:
A) Management retains the planning, scheduling, and monitoring activities, but allows teams to staff themselves
B) Leadership is centralized
C) There is no accountability
D) Managers are entirely absent from team processes
E) Leadership responsibilities often shift as members step up
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Page 10
Chapter 9: Communication in the Digital Age
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129 Verified Questions
129 Flashcards
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Sample Questions
Q1) Cross-cultural differences and nonverbal communication both can be sources of noise between senders and receivers.
A)True
B)False
Q2) Body language that indicates deception includes leaning backward or gesturing with palms facing up.
A)True
B)False
Q3) Choosing an appropriate medium for communication depends only on the message's intended purpose and the type of audience.
A)True
B)False
Q4) A crucial conversation is one that is characterized by high stakes, consensus, and strong informational content.
A)True
B)False
Q5) "Your assignments are always late" is an example of good feedback.
A)True
B)False
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Chapter 10: Managing Conflict and Negotiation
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Sample Questions
Q1) Family and spousal support are of little help in resolving work-family conflict.
A)True
B)False
Q2) Groupthink occurs when a desire to get along with other group members pushes aside critical thinking.
A)True
B)False
Q3) Define the types of conflict. Discuss: Is conflict good or bad for organizations?
Q4) The styles of conflict handling are differentiated along two dimensions:
A) Internal and external
B) Functional and dysfunctional
C) Social and cognitive
D) Perceptual and real
E) Concern for others and concern for self
Q5) Diversity in work groups can create conflict, so managers should try to minimize diversity when assigning people to teams.
A)True
B)False
Q6) Describe the relationship between conflict intensity and performance outcomes.
Page 12
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Chapter 11: Decision Making and Creativity
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128 Verified Questions
128 Flashcards
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Sample Questions
Q1) Analyze the advantages and disadvantages of group decision making. For what types of decision should group decision making be used?
Q2) What is "big data"? Why is it important for organizations?
Q3) Satisfying consists of choosing a solution that meets some minimum qualifications, one that is "good enough."
A)True
B)False
Q4) Describe the stages in the rational model of decision making. What is good and bad about this model?
Q5) A person with a high tolerance for ambiguity who is oriented toward task and technical concerns when making a decision has which style?
A) Analytical
B) Conceptual
C) Directive
D) Behavioral
E) Consultative
Q6) Intuitive processes are influenced by both expertise and feelings. A)True
B)False
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Chapter 12: Power, Influence, and Politics
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) Ethan tried to convince his subordinates to accept a new policy by showing them that the policy is consistent with the organizational rules and policies. He also showed them that the people above him had already supported and sanctioned the policy. What influence tactic was Ethan using?
A) Legitimating tactics
B) Exchange
C) Personal appeal
D) Ingratiation
E) Consultation
Q2) Which of the following statements about impression management is false?
A) Impression management is generally damaging to careers
B) Ingratiation can improve your performance appraisal results
C) Ingratiation can make your boss like you more
D) Too little impression management can cause you to be overlooked by your boss
E) Too much impression management can get you labeled a "phony"
Q3) Power is the ability to marshal resources to get something done.
A)True
B)False
Q4) Discuss the relative effectiveness of influence tactics.
Q5) What are the three levels of political action? Describe each.
Page 14
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Chapter 13: Leadership Effectiveness
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Sample Questions
Q1) Situational theories of leadership propose that the effectiveness of a particular leader style depends on the situation.
A)True
B)False
Q2) Which of the following statements about leadership effectiveness is false?
A) You do not need to have a formal position of authority to be a leader
B) Researchers have estimated that 50 percent of all managers around the world are incompetent or ineffective
C) Leadership effectiveness is partly a function of situational factors
D) Demographic characteristics such as gender have no effect on leadership traits
E) Individual difference significantly impact leadership effectiveness
Q3) Which of the following is not considered a contingency factor in House's path-goal theory?
A) Employee's need for clarity
B) Employee's need for achievement
C) Task structure
D) Work group dynamics
E) Leader acceptance
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Chapter 14: Organizational Culture, Socialization, and Mentoring
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) In the _________ phase of organizational socialization, employees master important tasks and roles and adjust to their work group's values and norms.
A) Mentoring
B) Anticipatory socialization
C) Encounter
D) Change and acquisition
E) Networking
Q2) A(n) _______ culture exhibits a strong desire to deliver results and accomplish goals.
A) Clan
B) Market
C) Hierarchy
D) Adhocracy
E) Hybrid
Q3) Socialization tactics vary along a number of dimensions. Identify and describe these dimensions and give an example for each.
Q4) Draw and explain the competing values framework, describing each of the four types of organizational cultures. What is meant by "competing" values?
Page 16
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Chapter 15: Organizational Design, Effectiveness, and Innovation
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139 Verified Questions
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Sample Questions
Q1) ABC Company has divided its employees into departments of manufacturing, marketing, and finance. The company is said to have a(n) _____ structure.
A) Entrepreneurial
B) Project
C) Hollow
D) Modular
E) Functional
Q2) Which of the following is not one of the common denominators of organizations?
A) Coordination of effort
B) Profit motive
C) Hierarchy of authority
D) Division of labor
E) Aligned goals
Q3) Identify the seven types of organizational structures. Describe each, and draw a simple model of an organization with that structure.
Q4) Research has shown that innovation is positively related to hierarchical cultures.
A)True
B)False
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Chapter 16: Managing Change and Stress
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137 Verified Questions
137 Flashcards
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Sample Questions
Q1) The systems approach to change is based on the notion that even a small change has a cascading effect throughout an organization.
A)True
B)False
Q2) Draw and describe the systems model of change.
Q3) Organization development differs from the models proposed by Lewin and Kotter in that it does not entail a structured sequence.
A)True
B)False
Q4) People are more likely to resist change when the change agent adopts a transformational leadership style.
A)True
B)False
Q5) Describe how managers should act to overcome resistance to change.
Q6) In Lewin's model, the three stages of change are initiating, managing, and stabilizing the change process.
A)True
B)False
Q7) Describe the eight steps of Kotter's model for leading organizational change.
Page 18
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