Business Management
Exam Materials
Course Introduction
Business Management is an interdisciplinary course designed to provide students with a comprehensive understanding of how organizations operate and succeed in dynamic environments. The course covers key principles and practices related to planning, organizing, leading, and controlling business resources. Topics include strategic management, organizational structure, human resource management, marketing, finance, and operations. Through case studies, group projects, and discussions, students develop practical leadership, decision-making, and problem-solving skills essential for managing both small businesses and large corporations in diverse contexts.
Recommended Textbook
Understanding the Theory and Design of Organizations International 11th Edition by Richard L. Daft
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13 Chapters
1255 Verified Questions
1255 Flashcards
Source URL: https://quizplus.com/study-set/926
Page 2
Chapter 1: Organizations and Organization Theory
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108 Verified Questions
108 Flashcards
Source URL: https://quizplus.com/quiz/18240
Sample Questions
Q1) Wal-Mart has implemented an energy-efficient trucking fleet, is increasing its use of green materials in buildings, and aims to eliminate all the company's landfill waste by 2025. Wal-Mart is focusing its efforts on which of the following?
A) The levels of analysis
B) Sustainability
C) Scientific management
D) Environmental management
Answer: B
Q2) _____ dimensions provide labels to describe the internal characteristics of an organization.
A) Contingency
B) Structural
C) Stakeholder
D) Subsystem
Answer: B
Q3) The amount of written documentation in the organization is called formalization.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Strategy, Organization Design, and Effectiveness
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) Stability reflects a management value for efficiency and top-down control, whereas flexibility represents a value for learning and change.
A)True
B)False
Answer: True
Q2) The top management role in organization effectiveness involves examination of the external environment which includes:
A) threats.
B) mission.
C) production technology.
D) strengths.
Answer: A
Q3) The internal process approach looks at the input side of the transformation process. A)True
B)False
Answer: False
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Page 4
Chapter 3: Fundamentals of Organization Structure
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102 Verified Questions
102 Flashcards
Source URL: https://quizplus.com/quiz/18242
Sample Questions
Q1) Reference Organization Chart 3.2. The structure would bring strengths such as:
A) product responsibility is clear and simple.
B) economies of scale.
C) suitability for an unstable environment.
D) determining total cost of any given product is a straightforward hierarchical matter.
Answer: B
Q2) The horizontal structure organizes employees around core processes.
A)True
B)False
Answer: True
Q3) A company that wishes to maintain the basic functional structure, but is having difficulty coordinating across departments because of growth:
A) should install horizontal linkages.
B) should realize that the functional structure cannot work and abandon it for a matrix.
C) may find it necessary to abolish liaison roles.
D) can profit most by adding more functional departments.
Answer: A
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Chapter 4: The External Environment
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99 Verified Questions
99 Flashcards
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Sample Questions
Q1) The purpose of task roles is to absorb uncertainty from the environment.
A)True
B)False
Q2) Competitive intelligence refers to the high-tech analysis of large amounts of internal and external data to spot patterns and relationships that might be significant.
A)True
B)False
Q3) Which of the following occurs when leaders from important sectors in the environment are made part of an organization?
A) Integration
B) Joint venture
C) Resource dependence
D) Cooptation
Q4) Planning guarantees successful coping with an unstable environment.
A)True
B)False
Q5) How do organizations use planning, forecasting, and responsiveness in stable and unstable environments?
Q6) Why does environmental complexity lead to organizational complexity? Explain.
Page 6
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Chapter 5: Interorganizational Relationships
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96 Verified Questions
96 Flashcards
Source URL: https://quizplus.com/quiz/18244
Sample Questions
Q1) The major reasons for collaboration are sharing risks when entering new markets, mounting expensive new programs and reducing costs, and enhancing organizational profile in selected industries or technologies.
A)True
B)False
Q2) Discuss how the adversarial versus partnership orientations work among students in class. What carryover from the classroom settings at your university will help or hinder interorganizational relationships you may be managing in the future?
Q3) ____ focuses on organizational diversity and adaptation within a population of organizations.
A) Collaborative networks
B) Population ecology
C) Interorganizational relationships
D) Institutional perspective
Q4) The population ecology focuses on organizational diversity and adaptation within a population of organizations.
A)True
B)False
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Page 7
Chapter 6: Designing Organizations for the International Environment
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) The most advanced and competitive use of global teams involves simultaneous contributions in three strategic areas. List these three areas.
Q2) All of the following except ____ are typical alliances used for global expansion.
A) wholly-owned subsidiaries
B) joint ventures
C) consortia
D) licensing
Q3) The transnational model is characterized by:
A) using shared vision and values to achieve coordination in this horizontal structure.
B) being one step short of the matrix in exploiting both global and local advantages for the corporation as well as multiple interrelated competitive issues.
C) has a single headquarters and a single center of control for each country and for each product line.
D) there is no single corporate headquarters, but there is a clear hierarchical responsibility.
Q4) Discuss the global geographic division structure.
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Page 8
Chapter 7: Manufacturing and Service Technologies
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96 Verified Questions
96 Flashcards
Source URL: https://quizplus.com/quiz/18246
Sample Questions
Q1) Since decision making, communication, and coordination problems are greatest for reciprocal interdependence, reciprocal interdependence should receive last priority in organization structure.
A)True
B)False
Q2) Engineering technologies tend to be low in analyzability and high in variety.
A)True
B)False
Q3) Hermes International produces a Kelly handbag, named for the late actress Grace Kelly. Craftsmen stitch the majority of each $7,000 bag by hand and sign it when they finish. This is an example of _____ production.
A) small-batch
B) large-batch
C) mass
D) continuous-process
Q4) Traditional assembly lines, such as for automobiles, are an example of large-batch production.
A)True
B)False
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Chapter 8: Using Information Technology for Control and Coordination
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96 Verified Questions
96 Flashcards
Source URL: https://quizplus.com/quiz/18247
Sample Questions
Q1) A(n) _____ system is a computer-based system that provides information and support for managerial decision making. It is supported by the organization's transaction processing systems and by organizational and external databases.
A) management information
B) executive information
C) decision support
D) feedback control
Q2) Transaction processing systems facilitates decision making at the highest levels of management.
A)True
B)False
Q3) ____ is based on monitoring and rewarding results, and managers might pay little attention to how those results are obtained.
A) Outcome control
B) Behavior control
C) Feedback control
D) Management control
Q4) Discuss transaction processing systems and give an example of how a company utilizes the system.
Page 10
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Chapter 9: Organization Size, Life Cycle, and Decline
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95 Verified Questions
95 Flashcards
Source URL: https://quizplus.com/quiz/18248
Sample Questions
Q1) Which of the following is not a type of authority that could explain the creation and control of a large corporation?
A) Charismatic authority
B) Rational-legal authority
C) Traditional authority
D) Competitive authority
Q2) Crucial arguments for success in a global economy are:
A) vertical hierarchy mechanistic structure.
B) responsiveness and flexibility.
C) economies of scale and complex structure.
D) organization finding and developing a stable market.
Q3) A form of organization called ____ has emerged that is made up completely of professionals.
A) incident commanders
B) clan members
C) formal collaborations
D) professional partnerships
Q4) Describe the differences between large and small organizations.
Q5) Discuss the causes for organizational decline. List and define the stages of organizational decline.
11
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Chapter 10: Organizational Culture and Ethical Values
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89 Verified Questions
89 Flashcards
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Sample Questions
Q1) At Anheuser-Busch InBev, professionalism, ambition, and aggressiveness are key values. Managers keep employees focused on achieving high sales and profit levels, and those who meet the demanding goals are handsomely rewarded. Bonuses and promotions are based on performance, not seniority. Anheuser-Busch InBev embodies a _____ culture.
A) bureaucratic
B) adaptability
C) clan
D) mission
Q2) Learning ethical frameworks helps managers to act autonomously and still think their way through a difficult decision.
A)True
B)False
Q3) A _____ measures and reports the ethical, social, and environmental impact of a company's operations.
A) social audit
B) whistle-blower
C) rule of law
D) shared value
Q4) Discuss culture strength and organizational subcultures.
Page 12
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Chapter 11: Innovation and Change
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90 Verified Questions
90 Flashcards
Source URL: https://quizplus.com/quiz/18250
Sample Questions
Q1) Today it should be recognized that:
A) stability is the environmental norm.
B) organizational change should occur incrementally.
C) "if it ain't broke, don't fix it" is a rule of management.
D) change is dramatic and constant.
Q2) Which of the following is not an environmental demand for change as described by the text?
A) Continuous
B) Episodic
C) Periodic
D) Disruptive
Q3) Which of the following types of change refers to changes in the values, attitudes, expectations, beliefs, abilities, and behavior of employees?
A) Organizational change
B) Incremental change
C) Culture change
D) Structural change
Q4) List and describe the three of the five techniques that managers use to overcome resistance to change.
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Chapter 12: Decision Making Processes
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90 Verified Questions
90 Flashcards
Source URL: https://quizplus.com/quiz/18251
Sample Questions
Q1) What special considerations should a manager take who finds himself in a high-velocity environment?
Q2) Management science is an excellent device for organizational decision making when problems are analyzable and when the variables can be identified and measured.
A)True
B)False
Q3) The garbage can model shows:
A) how poor inputs into decision making results in poor decisions.
B) how decisions can be made in mechanistic organizations.
C) four streams of events which influence decision making.
D) decision making in a stable environment.
Q4) The Carnegie model of organizational decision making says that organizational decisions:
A) involve few managers because of the simplicity with which decisions are made.
B) use coalitions for the final choice.
C) avoid the pitfall of problemistic search.
D) uses coalitions only at lower levels of management.
Q5) Discuss the consequences of the garbage can decision process for organizational decision making.
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Chapter 13: Conflict, Power, and Politics
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92 Verified Questions
92 Flashcards
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Sample Questions
Q1) Nonsubstitutability means that departmental power will be decreased with the loss of control over resources.
A)True
B)False
Q2) Attributes identified in our text as generating intergroup conflict include all of the following except:
A) differentiation.
B) task interdependence.
C) goal incompatibility.
D) personality.
Q3) Contrast three tactics for enhancing collaboration with three tactics for increasing power.
Q4) Explain what is meant by strategic contingencies that influence horizontal power among departments, and provide examples.
Q5) Vertical sources of power include all of the following except: A) control of decision premises.
B) network centrality.
C) formal position.
D) manipulation.
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