Business Management
Exam Answer Key
Course Introduction
Business Management is an interdisciplinary course that explores the core principles and practices vital to effectively planning, organizing, leading, and controlling organizations across various sectors. Students will examine foundational concepts such as leadership, strategic decision-making, operations, human resources, marketing, and financial management. Emphasis is placed on understanding business environments, ethical considerations, and the impact of globalization on managerial roles. Through case studies, group projects, and real-world applications, learners develop critical thinking, problem-solving, and communication skills essential for navigating the challenges of contemporary management.
Recommended Textbook Management 12th Edition by Robert Kreitner
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16 Chapters
2570 Verified Questions
2570 Flashcards
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Page 2
Chapter 1: Managers and Entrepreneurs
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) Refer to Renee' Burgos. What would you tell Mr. Burgos about his chance of success in his new business?
A) His chances of success are greater than 95%.
B) He has a 23% chance of success in the first seven years.
C) He has a 100% chance of success if he survives the first three years.
D) He has no chance of success because he is an immigrant.
E) His chances of success are greater than 80% in the first eight years.
Answer: E
Q2) Discuss four key realities confronting the manager of the 21 century. How do these features differ from the past?
Answer: (1) The only certainty is change; challenging goals motivate people to strive for improvement and overcome resistance to change. (2) Speed, teamwork and flexibility are the orders of the day from both a strategic and operational standpoint. (3) Product/service quality cannot be an afterthought; quality must be the driving force in the battle to stay competitive. (4) Without life-long learning and continuous improvement, there can be no True economic progress for individuals and organizations alike.
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Page 3
Chapter 2: The Evolution of Management Thought
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Sample Questions
Q1) Chester Barnard's systems perspective has encouraged management and organization theorists to study organizations as complex and dynamic wholes instead of piece by piece.
A)True
B)False
Answer: True
Q2) Frederick Taylor and the early scientific management proponents have been praised for viewing workers as complex beings, not mindless machines who work just for money.
A)True
B)False
Answer: False
Q3) The three characteristics of the contingency approach are a multivariate approach, an open-system perspective, and a practical research orientation.
A)True
B)False
Answer: True
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Chapter 3: The Changing Environment of Management:
Diversity, Global Economy, and Technology
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Sample Questions
Q1) Gloria is a bank manager, and recently, her bank has developed a Spanish-language version of its training pamphlet. What changing demographic is Gloria's bank addressing?
A) Increase in religious diversity
B) Enlargement of the labor force
C) Increase in racial/ethnic diversity
D) Aging of the population
E) Increase in female employment
Answer: C
Q2) In the U.S., unemployment among whites and blacks is about the same.
A)True
B)False
Answer: False
Q3) Managing diversity is the process of helping all employees, including women and minorities, reach their full potential.
A)True
B)False
Answer: True
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Chapter 4: International Management and Cross-Cultural Competence
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Sample Questions
Q1) Which of these is true about North American women on foreign assignments?
A) Most foreign executives simply refuse to work with women.
B) Gender is a bigger hurdle than culture.
C) The greatest barrier to foreign assignments for North American women has been self-disqualification and prejudice among home-country managers.
D) North American women have suffered an above-average failure rate on foreign assignments.
E) Canadian women have proven to be twice as successful as U.S. women.
Q2) Which attitude is necessary in today's competitive global marketplace, according to the author?
A) Ethnocentric
B) Multinational
C) Polycentric
D) Low-context
E) Geocentric
Q3) In cross-cultural training, "field experience" promotes cultural familiarity through exposure to a series of simulated intercultural incidents.
A)True
B)False
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Chapter 5: Managements Social and Ethical
Responsibilities
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Sample Questions
Q1) The arguments against corporate social responsibility indicate that business
A) already has enough power.
B) has only economic power.
C) does not have any social power.
D) has no real power.
E) tends to abuse its power.
Q2) Crisp Cut Inc., a meat-cutting machine manufacturer, went against industry norms and took the initiative to install important but costly safety features. What social responsibility strategy was it following?
A) Proaction
B) Accommodation
C) Reaction
D) Defense
E) Political action
Q3) Which strategy ranks highest on the social responsibility continuum? What does this strategy involve?
Q4) Research offers conclusive evidence that ethics training improves employee behavior.
A)True
B)False
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Chapter 6: The Basics of Planning and Project Management
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Sample Questions
Q1) A means-ends chain is created by the downward flow of objectives.
A)True
B)False
Q2) A mission statement, by definition, has an objective and an action statement.
A)True
B)False
Q3) Planning should be a springboard to success, not a barrier to creativity.
A)True
B)False
Q4) Objective setting is closely linking with the ____ process.
A) planning
B) hiring
C) firing
D) horizontal
E) downsizing
Q5) According to 70 research studies, "Top-management commitment" is the key success factor for management by objectives (MBO) programs.
A)True
B)False
Q6) What does uncertainty have to do with a manager's understanding of diversity? Page 8
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Page 9
Chapter 7: Strategic Management: Planning for Long-Term
Success
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Sample Questions
Q1) When paper mills profitably recycle trimmings, they are taking advantage of what type of synergy.
A) Resource
B) Material
C) Technological
D) Market
E) Cost
Q2) Research on Porter's model indicates a positive relationship between long-term earnings growth and a good strategy/environment fit.
A)True
B)False
Q3) Management of the "big picture" refers to strategic management.
A)True
B)False
Q4) Porter's model helps managers think strategically by enabling them to see the big picture as it affects the organization and its changing environment.
A)True
B)False
Page 10
Q5) Describe how social media is impacting business managers advertisers today.
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Chapter 8: Decision Making and Creative Problem Solving
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Sample Questions
Q1) What are the two basic information-processing styles?
A) Nearsighted and farsighted
B) Subjective and objective
C) Thinking and intuitive
D) Linear and circular
E) Formal and informal
Q2) A creativity technique that involves thinking up an idealistic solution is the scientific method.
A)True
B)False
Q3) Matt told his boss recently that he didn't want to take on a particular project because he was new and he thought that Barb could do a better job. Which mental lock to creativity does this represent?
A) Strictly following the rules
B) Not being logical or rational
C) Fearing and avoiding failure
D) Avoiding ambiguity
E) Forgetting how to play
Q4) Describe the difference between tacit knowledge and explicit knowledge.
Q5) What is a condition of "risk" and how can today's managers deal with it?
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Chapter 9: Organizations: Effectiveness, Design, and Cultures
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Sample Questions
Q1) By definition, organizations are technological rather than social entities.
A)True
B)False
Q2) W. Edward Deming's PDCA cycle stands for: Plan-Do-Check-Act.
A)True
B)False
Q3) A company is effective in the ____ time dimension if it is effective, efficient, and a source of satisfaction to key stakeholders.
A) near future
B) near and intermediate futures
C) intermediate future
D) distant future
E) intermediate and distant futures
Q4) The purpose of the management process is achieving organizational objectives in an effective and efficient manner.
A)True
B)False
Q5) Does a stadium full of people watching a baseball game qualify as an organization based on the four characteristics of an organization? Why or why not?
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Chapter 10: Human Resource Management
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Sample Questions
Q1) Herb Kelleher co-founder and former CEO of Southwest Airlines established a people-centered corporate culture based on, ________________,a value driven philosophy he learned from his mother.
A) "customers first"
B) "profit first"
C) "employees first"
D) "shareholders first"
E) "executives first"
Q2) A concise document outlining the role expectations and skill requirements for a specific job is called a
A) job description.
B) job specification.
C) posting notice.
D) position matrix.
E) job analysis.
Q3) Determining the match between the candidate and the job involves the "organize" step in the PROCEED Model.
A)True
B)False
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Page 13
Chapter 11: Communicating in the Internet Age
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165 Flashcards
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Sample Questions
Q1) Which of the following is a False statement regarding communication?
A) Thanks to modern technology, we can communicate more quickly and less expensively.
B) Complaints of information overload are common today.
C) Virtually every management function and activity can be considered communication in one way or another.
D) Organizational cultures would not exist without communication.
E) According to research, more communication means better quality and higher productivity.
Q2) A limited open-door policy, such as afternoons only, can help managers minimize interruptions yet still receive valuable input from employees.
A)True
B)False
Q3) Media richness involves the capacity to
A) achieve organizational results.
B) justify decisions.
C) build personal relationships.
D) convey information and promote learning.
E) convince and persuade.
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Page 14
Chapter 12: Motivating Job Performance
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Sample Questions
Q1) Workforce diversity has made flexibility and accommodation top priorities for managers today.
A)True
B)False
Q2) People who perceive themselves as worthwhile possess
A) high self-esteem.
B) low self-actualization.
C) high self-efficacy.
D) low self-esteem.
E) high self-actualization.
Q3) Salary and supervision are dissatisfiers, according to Frederick Herzberg's theory of motivation.
A)True
B)False
Q4) Job sharing is when two part-timers share a single full-time job.
A)True
B)False
Q5) Describe the various components of Maslow's hierarchy of needs. How are these needs achieved? What important lesson can managers learn from Maslow?
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Chapter 13: Group Dynamics and Teamwork
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Sample Questions
Q1) Acceptance is the first stage in the six-stage group development process.
A)True
B)False
Q2) ____ is not one of the stages in the six-stage group development process.
A) Cohesion
B) Orientation
C) Acceptance
D) Social bonding
E) Conflict and challenge
Q3) According to the team effectiveness model, the criteria for an effective team include all of these except
A) goal accomplishment.
B) aligned roles and norms.
C) adaptability to change.
D) high personal/team commitment.
E) innovative ideas.
Q4) A group is defined as two or more freely interacting individuals who share a common identity or purpose.
A)True
B)False
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Chapter 14: Influence, Power, and Leadership
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Sample Questions
Q1) Differentiate between standard intelligence and emotional intelligence.
Q2) ____ leadership is the process of influencing others to pursue official organizational objectives.
A) Informal
B) Ad hoc
C) Decentralized
D) Intermittent
E) Formal
Q3) The eight generic influence tactics involve downward, but not upward, influence.
A)True
B)False
Q4) According to Peter Drucker, one of the things all effective leaders do is develop action plans.
A)True
B)False
Q5) Today's leaner and continuously evolving organizations require people who can both lead and manage.
A)True
B)False
Q6) What is the difference between a manager's authority and power?
Page 17
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Chapter 15: Change, Conflict, and Negotiation
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Sample Questions
Q1) Because it forces the parties into single outcome negotiations, added value negotiating (AVN) is useful.
A)True
B)False
Q2) To ____ is not one of the seven objectives of organizational development (OD).
A) build trust and cooperation
B) encourage willingness to change
C) mentor young talent
D) increase personal responsibility for planning and implementing
E) encourage problem solving
Q3) Which strategy for overcoming resistance to change is Kevin using when he agrees to let everyone leave three hours early on July 3rd, if they assume responsibility for keeping the warehouse clean and the inventory organized going forward?
A) Negotiation and agreement
B) Explicit and implicit coercion
C) Education and communication
D) Wheeling and dealing
E) Facilitation and support
Q4) How is added value negotiating (AVN) different from traditional negotiating?
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Chapter 16: Organizational Control and Quality Improvement
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Sample Questions
Q1) TQM has no connection with the organization's culture (an internal factor) because it is customer-driven (an external force).
A)True
B)False
Q2) Which of these describes quality improvement according to W. Edwards Deming?
A) Requires specific and difficult production quotas
B) Is almost impossible today
C) Has reached its upper limits
D) Drives the entire economy
E) Is management's responsibility
Q3) A "shadow plan" is a back-up plan that can be put into effect when things go wrong.
A)True
B)False
Q4) Benchmarking is good for setting challenging organizational standards.
A)True
B)False
Q5) By definition, empowerment calls for training and fair rewards for results. A)True
B)False
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