Business Management Exam Bank
Course Introduction
Business Management is a comprehensive course that explores the fundamental principles and practices essential for effective organizational leadership and decision-making. Students will examine key topics such as planning, organizing, leading, and controlling resources to achieve organizational goals. The course also covers essential areas including strategic management, human resource management, marketing, finance, and operations. Through real-world case studies and practical assignments, students will develop critical thinking, problem-solving, and communication skills necessary to manage diverse teams and dynamic business environments.
Recommended Textbook
Modern Management Concepts and Skills 12th Edition by Samuel C. Certo
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Page 2
Chapter 1: Introducing Modern Management: Concepts and Skills
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Q1) Jacob, an upper-level manager, recently saw a project fail because he did not establish objectives for all important organizational areas during the initial stages. Jacob made a mistake during the ________ stage of the management process.
A) organizing
B) influencing
C) controlling
D) monitoring
E) planning
Answer: E
Q2) Which of the following is an error managers make during the controlling stage of management?
A) not establishing departments appropriately
B) not taking the time to communicate properly with organization members
C) establishing improper communication networks
D) not monitoring progress in carrying out plans
E) not exploring enough viable alternatives for reaching objectives
Answer: D
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Chapter 2: Managing: History and Current Thinking
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Q1) Jane, a manager in a soda company, believes that the classical approach to management will help her to schedule her employees' tasks and handle people better. But using only the classical approach may not be the ideal approach because
A) exact scientific knowledge of what could be done by a worker is substituted for opinion
B) the scientific approach has proven to be ineffective in increasing production
C) it is concerned with the entire range of managerial performance and not just the job design
D) it does not adequately emphasize the human variables in the production process
E) it does not have a "one best way" approach to management problems
Answer: D
Q2) The primary investigative tool in F.W. Taylor's research was motion study. A)True
B)False
Answer: False
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Chapter 3: Corporate Social Responsibility, Ethics, and Sustainability
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Sample Questions
Q1) ________ can be categorized as "outside" stakeholders of an organization.
A) Stockholders
B) Managers
C) Employees
D) Customers
E) Shareholders
Answer: D
Q2) Which of the following was passed amid outcries of public outrage over outrageous management practices discovered at several companies including Enron, WorldCom, and Tyco?
A) Gramm-Leach-Bliley Act
B) Financial modernization Act
C) Sarbanes-Oxley Act
D) Patriot Act
E) Freedom of Information Act
Answer: C
Q3) Managers pursue sustainability because it serves as a catalyst for innovation.
A)True
B)False
Answer: True
Page 5
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Chapter 4: Management and Diversity
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Q1) Which of the following is true for tokenism?
A) It refers to the situation in which a person is one of few members of his or her group in an organization.
B) It refers to an environment in which differences are acknowledged and seen as significant contributors to the entirety.
C) It is the belief that one's own group, culture, country, or customs are superior to those of others.
D) It discriminates against members of the majority group in order to help groups that are underrepresented in the organization.
E) It is a positive or negative assessment of members of a group or their perceived attributes.
Q2) In an organization, the group of people who hold most of the positions that command decision-making power is known as the ________.
A) majority group
B) model minority
C) determinant group
D) functional group
E) working group
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6
Chapter 5: Managing in the Global Arena
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Q1) When a company provides an expatriate with information on how to survive the difficulties of adjusting to a new culture, the company is providing training in
A) logistic information
B) cultural application
C) cultural adaptation
D) cultural profiling
E) repatriation
Q2) The ________ attitude reflects the belief that because foreign managers are closer to foreign organizational units, they understand them better, and therefore foreign management practices are more insightful than home-country management practices.
A) ethnocentric
B) polycentric
C) egocentric
D) geocentric
E) gynocentric
Q3) Define the different categories of organizations by extent of international involvement.
Q4) What can managers in multinational corporations do to influence employees?
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Chapter 6: Management and Entrepreneurship
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Q1) Which of the following is true about corporate entrepreneurship?
A) Corporate entrepreneurs focus on less quantitative performance measures that are not related to money.
B) The purpose of corporate entrepreneurship is to create value for the public.
C) Corporate entrepreneurs face more difficulties attracting capital from angel investors, venture capitalists, or banks.
D) Corporate entrepreneurship results in new companies that often continue to work closely with the parent company.
E) Corporate entrepreneurs often face difficulties in the form of hiring and compensating employees.
Q2) Information asymmetry refers to an individual's ability to notice and be sensitive to new information about objects, incidents, and patterns of behavior.
A)True
B)False
Q3) Venture capitalists generally make more investments than angel investors.
A)True
B)False
Q4) Who is an entrepreneur?
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Chapter 7: Principles of Planning
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Q1) According to Mintzberg, when managers establish themselves as links between their organizations and factors outside their organizations, they are performing the role of a
A) resource allocator
B) disturbance handler
C) monitor
D) negotiator
E) liaison
Q2) Explain the management by objectives approach (MBO) and explain the three basic parts included in most MBO programs.
Q3) The process of determining how an organization can get where it wants to go and what it will do to accomplish its objectives is ________.
A) organizing
B) influencing
C) planning
D) controlling
E) analyzing
Q4) What is "suboptimization"? What should managers do about it?
Q5) How can managers increase the quality of their objectives?
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Chapter 8: Making Decisions
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Q1) Decision making using the Delphi technique ends ________.
A) with a secret ballot which allows members to support their favorite ideas
B) when group members are allowed to finally meet face to face C) after all the responses of all the group members have been consolidated
D) once a consensus problem solution is reached
E) after all questionnaires have been scored and tallied
Q2) The bandwagon effect, a common decision-making bias, is ________.
A) the characteristic of an individual who prefers to avoid losses rather than acquire gains
B) the tendency to believe certain outcomes because others believe the same C) the tendency to believe that our forecasts are better than they truly are
D) the tendency to search for information that supports one's preconceived beliefs
E) an individual's tendency to believe that he/she is less susceptible to risky events
Q3) A relevant alternative is one that is both feasible for solving an existing problem and also feasible for implementation.
A)True
B)False
Q4) Discuss briefly the steps in the decision-making process.
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Page 10
Chapter 9: Strategic Planning: Strategies, Tactics, and Competitive Dynamics
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Q1) Briefly discuss the strategic management process.
Q2) The document that is written by management and describes the purpose for which the organization exists is the ________.
A) mission statement
B) strategic plan
C) operating plan
D) annual budget
E) vision statement
Q3) Motivations, status symbols, and attitudes of the other country are all important aspects of the international component of the organization's operating environment.
A)True
B)False
Q4) Define strategic planning. Explain the commitment principle in strategic planning.
Q5) "In what kind of environment does the organization now exist?" is one of the four basic questions required for critical question analysis.
A)True
B)False
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Chapter 10: Plans and Planning Tools
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Q1) Which of the following will lead to the failure of a plan?
A) Corporate planning is integrated into the total management system.
B) In starting formal planning, too much is attempted at once.
C) There is clarity of understanding of the different steps of the planning process.
D) Responsibility of the planning process is shared by all departments.
E) Management knows that the plans developed will require huge efforts in order to be successful.
Q2) A ________ is a single-use plan designed to carry out a special project within the organization.
A) procedure
B) rule
C) program
D) budget
E) policy
Q3) Compile a list of a few situations where plans can fail.
Q4) The PERT network contains two primary elements: time and activities.
A)True
B)False
Q5) What is a Gantt chart, explain its features.
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Chapter 11: Fundamentals of Organizing
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Q1) Describe departmentalization by matrix. What the advantages and disadvantages of such a structure?
Q2) Which of the following is true about the traditional organization chart constructed in pyramid form?
A) Lines between boxes designate informal lines of communication between individuals. B) Relative positioning of individuals within boxes on the chart indicates broad social relationships.
C) Individuals toward the top of the pyramid have more authority than those toward the bottom.
D) Such organizational charts cannot communicate the complexity of the organization.
E) Individuals toward the bottom of the pyramid have more responsibility than those toward the top.
Q3) Describe what is meant by the term "division of labor." Also explain the advantages and disadvantages associated with division of labor.
Q4) Should a manager always adhere to established organization structure and related chain of command? Outline Fayol's stand on this question.
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Chapter 12: Responsibility, Authority, and Delegation
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Q1) In which of the following roles, do staff personnel act as representatives, or agents, of top management?
A) control role
B) advisory role
C) service role
D) counseling role
E) functional role
Q2) Explain the three roles that, according to Harold Stieglitz, staff personnel typically perform to assist line personnel.
Q3) A manager who guides and directs the execution of a function through the person accepting operating responsibility has ________.
A) general responsibility
B) specific responsibility
C) sequential responsibility
D) rotational responsibility
E) consultative responsibility
Q4) The source of authority lies within the individual.
A)True
B)False
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Chapter 13: Human Resource Management
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Q1) A(n) ________ is a program in which participants engage in a number of individual and group exercises constructed to simulate important activities at the organizational levels to which they aspire.
A) job analysis
B) assessment center
C) performance appraisal
D) employment audit
E) workforce plan
Q2) Private employment agencies collect a fee from either the person hired or the organization doing the hiring, once the hire has been finalized.
A)True
B)False
Q3) ________ is the process of outlining who will follow whom in various organizational positions.
A) Organizational restructuring
B) Succession planning
C) Forecasting
D) Headhunting
E) Scheduling
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Page 15
Chapter 14: Organizational Change: Stress, Conflict, and Virtuality
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Q1) When organization members remain oriented more to the past than the future in spite of the changes already initiated ________.
A) the situation calls for more changes in the organization
B) the existing status quo should be maintained
C) the organization is highly likely to achieve its goals without further changes
D) the members are highly committed toward the long-term goals of the organization
E) the organization has a strong culture
Q2) According to Hellriegel and Slocum's model, which of the following combinations is associated with high probability of survival and growth?
A) high stability and low adaptability
B) high stability and high adaptability
C) low stability and high adaptability
D) moderate stability and moderate adaptability
E) low stability and moderate adaptability
Q3) Briefly explain the dynamics of organizational change and stability.
Q4) Briefly discuss the factors to consider when changing an organization.
Q5) Explain the concept of grid organizational development (grid OD).
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Chapter 15: Influencing and Communication
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Q1) An effective listener should go easy on arguments and criticism because being critical ________.
A) reduces the importance of the conversation
B) is a symptom of unreceptive communication
C) puts the talker on the defensive
D) creates a permissive environment for the speaker
E) is a sign of distraction
Q2) Which of the following is a formal organization communication pattern that involves passing information from one individual to another in a sequence?
A) lateral communication
B) parallel conversations
C) serial transmission
D) grapevine
E) chainmail
Q3) Stimuli that compete with the communication message for the attention of the destination are called noise.
A)True
B)False
Q4) What is the importance of non-verbal messages in a communicative process?
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Chapter 16: Leadership
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Q1) Situational theories of leadership, except for Fiedler's theory, are all based upon the concept of ________.
A) leader flexibility
B) follower readiness
C) skills and abilities of managers
D) specific follower skills
E) leader-member relationships
Q2) According to the contingency theory of leadership, ________ is the degree to which the goals and other situational factors are outlined clearly.
A) organizational power
B) task structure
C) internal configuration
D) independence
E) position power
Q3) Supportive behavior of leaders is primarily aimed at seeking suggestions from followers regarding business operations to the extent that followers are involved in making important organizational decisions.
A)True
B)False
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Page 18
Chapter 17: Motivation
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Q1) In Likert's Management System, which style of management is characterized by complete trust and confidence in subordinates?
A) System 1
B) System 2
C) System 3
D) System 4
E) System 5
Q2) A tire manufacturing company's policy states that all employees working on machines and directly involved in production are entitled to an additional half an hour break along with a 40-minute lunch break. In this scenario, the company is satisfying the ________ need of the employees.
A) physiological
B) social
C) security
D) esteem
E) self-actualization
Q3) What is flextime? What are the advantages and disadvantages of using flextime?
Q4) Discuss Herzberg's hygiene and motivating factors.
Q5) Briefly describe equity theory of motivation.
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Chapter 18: Groups and Teams
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Q1) A task group charged with performing some type of specific activity is a(n)
A) committee
B) command group
C) in-group
D) transitory group
E) interest group
Q2) At which stage of the formal group development process do members become more involved in group activities and cooperate, rather than compete, with one another?
A) decision-making
B) communication
C) acceptance
D) groupthink
E) group solidarity
Q3) The procedure for conducting a sociometric analysis in an organization is highly complex, and managers should weigh the expected benefits, before embarking on it.
A)True
B)False
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Chapter 19: Managing Organization Culture
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Q1) An organization culture is said to be ________ if it does not facilitate the accomplishment of the organization's mission and objectives.
A) diverse
B) irrelevant
C) homogeneous
D) unhealthy
E) omnipresent
Q2) Once an innovation dimension is established, management can be assured that it will continue to exist over time.
A)True
B)False
Q3) All organization members should always be thinking about their individual performance.
A)True
B)False
Q4) What is an organization subculture? What is its significance for an organization?
Q5) What can managers do to increase the probability that ethics training influences organization members to act ethically over time?
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Chapter 20: Encouraging Creativity and Innovation
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Q1) Which of the following is one of the possible creative ideas for enhancing organizational success based on Crosby's thoughts on total quality management?
A) Use product inspections to improve the manufacturing process and reduce costs.
B) Eliminate production processes based simply on producing a quota.
C) Begin each management meeting with a factual and financial review of quality.
D) Create production processes based upon learning how to improve the processes.
E) Abolish organizational bias toward handling quality issues immediately.
Q2) What are the benefits that an organization can enjoy by successfully offering high-quality products and services to the marketplace?
Q3) Which of the following components is considered to be a raw material for creativity?
A) passion
B) expertise
C) motivation
D) interest
E) drive
Q4) How are innovation and creativity connected?
Q5) Give a short description of the concept of "innovation."
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Chapter 21: Controlling, Information, and Technology
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Q1) Which of the following is a way in which a manager can develop a sense of identification with subordinates?
A) by moving up the organizational hierarchy
B) by enhancing his position power
C) by creating a perception that subordinates are dependent on the manager
D) by demonstrating his control over organizational resources
E) by espousing goals, values, and ideals commonly held by his subordinates
Q2) The quality of the IS refers to ________.
A) the accuracy of the information
B) its cost
C) the relevance of the information
D) the proficiency of the users
E) its ease of use
Q3) Information required for decisions related to strategic planning should ________.
A) emphasize the future
B) be well defined and narrow
C) focus largely on the internal organizational environment
D) be highly current
E) be very detailed
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Page 23
Chapter 22: Production and Control
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Q1) ________ is a control technique that allows only significant deviations between planned and actual performance to be brought to a manager's attention.
A) Management by exception
B) Disaster management
C) Contingency planning
D) Process control
E) Management by objectives
Q2) What is "management by exception"? How does it operate? Do you think management by exception is an efficient strategy? Why or why not?
Q3) ________ refers to the relationship between the total amount of goods or services being produced and the organizational resources needed to produce them.
A) Productivity
B) Zero-base measure
C) Control factor
D) Quality assurance
E) Break even ratio
Q4) What is productivity and how is it important to organizations?
Q5) Briefly describe JIT inventory control.
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