Business Management Exam Review
Course Introduction
Business Management is a foundational course that explores the principles, theories, and practices involved in running and organizing a successful business. Students will learn about key management functions such as planning, organizing, leading, and controlling, as well as essential topics like decision-making, strategic analysis, leadership, human resource management, and organizational behavior. The course also covers aspects of financial and operational management, marketing fundamentals, and the impact of globalization and technological advancement on business operations. Students will analyze real-world case studies and develop critical thinking skills needed to address contemporary management challenges, preparing them for leadership roles in diverse business environments.
Recommended Textbook
Fundamentals of Human Resource Management 6th Edition by Raymond Noe
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1829 Verified Questions
1829 Flashcards
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Page 2
Chapter 1: Managing Human Resources
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) In a recent trend,some companies are doing away with their human resource (HR)departments altogether because they:
A) prefer to have vertical organizational structures.
B) want to establish a centralized decision-making system.
C) need more narrowly defined jobs due to greater concern for innovation and quality.
D) do not need HR for recruitment as they rely heavily on promotions from within and applicants referred by current employees.
E) want to encourage department managers and other employees to handle HR issues as they arise.
Answer: E
Q2) Greater concern for innovation and quality has shifted the job trend to using more broadly defined jobs.
A)True
B)False
Answer: True
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Chapter 2: Trends in Human Resource Management
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Sample Questions
Q1) Which of the following is in compliance with the core values of total quality management?
A) Providing quality training to specific employees.
B) Detecting errors and correcting them in an error-prone product or service.
C) Developing generalized methods and processes that only focus on meeting the needs of external customers.
D) Encouraging employees and customers to provide input on improving quality of products and holding costs down.
E) Measuring employees' progress based on the amount of work done rather than the feedback obtained from customers.
Answer: D
Q2) A chemical company buying a medical equipment manufacturing company is an example of a(n)_____.
A) acquisition
B) partnership
C) consolidation
D) joint venture
E) strategic alliance
Answer: A
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Chapter 3: Providing Equal Employment Opportunity and a Safe Workplace
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Sample Questions
Q1) Which of the following is enforced by the Equal Employment Opportunity Commission?
A) Thirteenth Amendment
B) Rehabilitation Act of 1973
C) Fourteenth Amendment
D) Executive Order 11246
E) Americans with Disabilities Act of 1990
Answer: E
Q2) The _____ is the set of guidelines issued by the Equal Employment Opportunity Commission (EEOC)and other agencies to identify how an organization should establish a recruitment process that is free and fair.
A) Uniform Commercial Code
B) Equal Opportunity Legislation and Policy
C) Code of Federal Regulations
D) Uniform Guidelines on Employee Selection Procedures
E) Equal Employment Opportunity Commission's Employer Information (EEO-1) Report
Answer: D
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Page 5
Chapter 4: Analyzing Work and Designing Jobs
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106 Verified Questions
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Sample Questions
Q1) Javier,a regional manager for a leading automobile company in the U.S.,decides to design a manufacturing job based on the principles of industrial engineering.Following its successful implementation,which of the following outcomes should he expect?
A) Increased efficiency
B) Increased complexity
C) Decreased repetitiveness
D) Increased skill requirements
E) Decreased specialization
Q2) The Fleishman Job Analysis System asks subject-matter experts to evaluate a job in terms of the abilities required to perform the job.
A)True
B)False
Q3) Describe the relationship between work flow design and an organization's structure.
Q4) Discuss the steps in a work flow analysis.
Q5) The Position Analysis Questionnaire (PAQ)is meant to be completed by job incumbents.
A)True
B)False
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Chapter 5: Planning for and Recruiting Human Resources
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Sample Questions
Q1) What are early-retirement programs? What is a phased-retirement program and what are its benefits?
Q2) Which of the following is the first step in the human resource planning process?
A) Forecasting
B) Goal setting
C) Program implementation
D) Program evaluation
E) Performance evaluation
Q3) In the context of HR planning,implementation that ties planning and recruiting to an organization's strategy and to its efforts to develop employees becomes a complete program of:
A) reengineering.
B) total quality management.
C) benchmarking.
D) talent management.
E) workforce utilization.
Q4) What are internal sources of recruitment? What are the advantages and disadvantages of using this source?
Q5) What is the primary reason organizations choose to downsize? How do they meet this objective?
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Chapter 6: Selecting Employees and Placing Them in Jobs
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Sample Questions
Q1) Identify the correct statement regarding predictive validation.
A) It is the least effective method of measuring validity.
B) It uses the test scores of all applicants and looks for a relationship between the scores and future performance.
C) It involves administering a test to people who currently hold a job and comparing their scores to existing measures of their current job performance.
D) It is the quickest and easiest method compared to other ways of measuring validity.
E) Its scores are influenced by applicants' job experiences.
Q2) Predictive validation is less time consuming and the easiest to administer.
A)True
B)False
Q3) The extent to which something provides economic value greater than its cost is called its _____.
A) practicality
B) utility
C) validity
D) accountability
E) reliability
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Chapter 7: Training Employees
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Sample Questions
Q1) Putting together a request for proposal for a training program is a quick process.
A)True
B)False
Q2) Identify the correct example of an on-the-job training method.
A) Behavior modeling
B) Simulation
C) Apprenticeship
D) Adventure learning
E) Action learning
Q3) In coordination training,team members understand and practice each other's skills so that they are prepared to step in and take another member's place.
A)True
B)False
Q4) Identify the profession that would typically employ interns.
A) Bricklayer
B) Journalist
C) Carpenter
D) Plumber
E) Welder
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Chapter 8: Developing Employees for Future Success
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Sample Questions
Q1) Michelle Antony,an employee at Matthews Inc.,finds it difficult to attain a promotion even after working for seven years at the firm.She believes that she is not being promoted because she is a woman.In this scenario,Michelle's progress in the organization is restricted by a _____.
A) downward move
B) nickel fence
C) job reduction
D) job rotation
E) glass ceiling
Q2) Hollander McKenzie,an employee of Baha Enterprises,is having trouble in his current job.His manager's constant feedback is that he does not maintain consistency in his work.In a meeting with Hollander's manager,the HR team decides to shift him to a department that would not require as much as his current position requires.In this scenario,which of the following approaches to employee development is Hollander experiencing?
A) Promotion
B) Downward move
C) Transfer
D) Sabbatical
E) Job enlargement
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Page 10
Chapter 9: Creating and Maintaining High-Performance Organizations
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Sample Questions
Q1) In the context of an HRM audit,ratio of acceptance to offers made primarily serves as a business indicator for _____ activities.
A) employee development
B) appraisal
C) training
D) compensation
E) staffing
Q2) Most human resource information is confidential,so organizations engaging in e-HRM:
A) continuously limit the amount and type of information made available to company personnel.
B) increasingly place company-specific information on a secure intranet with links to resources on the broader Internet.
C) consolidate information into a single file and limit access to the database to top-level personnel within the company.
D) do not favor of knowledge sharing within the organization.
E) encourage employees to restrict the use of intranet.
Q3) What is a learning organization? What are its key features?
Q4) How can HR departments improve their performance?
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Chapter 10: Managing Employees Performance
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Sample Questions
Q1) Donna,a supervisor at Cenate Inc.,wants to compare her subordinate John's performance with other employees to assess their effectiveness.Which of the following methods for measuring performance is best suited for this task?
A) Simple ranking
B) Mixed-standards scale
C) Critical-incident method
D) Graphic rating scale
E) Organizational behavior modification
Q2) The content of feedback is more effective when it is directed toward personalities.
A)True
B)False
Q3) Discuss the steps involved in the performance management process.
Q4) In a performance appraisal,the term validity refers to whether the appraisal measures all aspects of performance,both relevant and irrelevant.
A)True
B)False
Q5) Identify the measures that a company should take to ensure a legally defensible performance management system.
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Chapter 11: Separating and Retaining Employees
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Sample Questions
Q1) Karl,an employee at BizVentures Inc.,is known for his short-tempered and argumentative nature.During a heated exchange at work one day,Karl makes a derogatory gesture toward his manager,which causes Karl to be fired.This scenario is an example of:
A) revolving door policy.
B) open-door policy.
C) voluntary turnover.
D) progressive discipline.
E) involuntary turnover.
Q2) Which of the following is a typical first response in the progressive discipline system?
A) Official spoken warning
B) Written warning with threat of temporary suspension
C) Temporary suspension with no written notice
D) Unofficial spoken warning
E) Termination
Q3) Discuss the following approaches to discipline: hot-stove rule and progressive discipline.
Q4) Distinguish between involuntary and voluntary turnover,and give examples of each.
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Chapter 12: Establishing a Pay Structure
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Sample Questions
Q1) Which of the following statements is true about labor markets?
A) Organizations compete to sell labor in the labor market.
B) Competition for labor establishes the minimum an organization must pay to hire an employee for a particular job.
C) Changes in the CPI do not affect the labor market.
D) Cost-of-living considerations have little impact on labor-market rates.
E) An organization's competitors in labor markets only include companies with different products.
Q2) Capnos Inc.,an insurance company incurred losses of about $100 million.To analyze its losses and to overcome them,the company began comparing its own practices against those of its successful competitors.In this scenario,which of the following procedures is adopted by Capnos?
A) Benchmarking
B) Job evaluation
C) Regression analysis
D) Delayering
E) Pay structuring
Q3) What is skill-based pay? What are its advantages and disadvantages?
Q4) What is a pay policy line? What is its relevance?
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Chapter 13: Recognizing Employee Contributions With Pay
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Sample Questions
Q1) If employee participation in making pay-related decisions is encouraged in an organization,then:
A) administering the plans become simple.
B) the organization's interests can be best protected.
C) the cost borne by the organization decreases.
D) monitoring performance becomes difficult.
E) the incentive plan has more chances of being successful.
Q2) The many kinds of incentive pay fall into three broad categories: _____
A) incentives linked to individual, group, or organizational performance.
B) incentives linked to output, productivity, or quality of a product.
C) pay linked to goals, focus, or achievements of an organization.
D) pay related to base salary, bonus, and travel allowance.
E) incentives obtained in the form of company shares, gift coupons, and trial products.
Q3) Incentive pay for executives lays the groundwork for significant ethical issues.
A)True
B)False
Q4) What are the different types of pay for rewarding individual performance?
Q5) Elaborate on how gainsharing can be successful as a form of group incentive.
Q6) What are the implications of designing pay for organizational performance?
Page 15
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Chapter 14: Providing Employee Benefits
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Sample Questions
Q1) In a meeting to discuss pension plans,management decides to offer retirement plans exclusively to the organization's owners and top managers.Steven,one of the top managers,disagrees with this decision because he believes the company can benefit more by providing pensions to a broad range of employees.Which of the following strengthens Steven's belief?
A) Nondiscrimination rules provide tax benefits to plans that do not favor the organization's highly compensated employees.
B) The Internal Revenue Service provides more favorable tax treatment of benefits when they are offered to a broad range of employees.
C) A top-heavy plan requires faster vesting for non-key employees.
D) Extending pension plans to employees at all levels will increase triple the costs.
E) Pension plans are determined exclusively by state and federal laws.
Q2) The use of wellness programs and consumer-directed health plans in an organization reflect its objective of controlling the cost of healthcare benefits.
A)True
B)False
Q3) What is the importance of benefits as a part of employee compensation?
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Page 16
Chapter 15: Collective Bargaining and Labor Relations
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Sample Questions
Q1) Jane and Martha work at Anden Inc.Jane claims that forming a union can help enhance workers' bargaining power with management.Martha,however,argues that it is quite challenging to form a union.Which of the following statements strengthens Martha's argument?
A) Unionized employees have low negotiating power with the management.
B) A union needs to convince a majority of workers to have a common goal.
C) Union workers generally have lower productivity than nonunion workers.
D) A union's goals must always contradict the employer's goals.
E) A union must only include members with highly conceptual skills who can easily deal with conflict resolution.
Q2) Discuss the different criteria that employers use to judge a grievance procedure.
Q3) The method for providing solutions to union-management conflicts over interpretation or violation of a collective bargaining agreement is known as a _____.
A) complaint protocol
B) chain of command
C) grievance procedure
D) protest procedure
E) corporate campaign
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Chapter 16: Managing Human Resources Globally
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Sample Questions
Q1) Katie and Nate are employees of an investment bank based in Chicago.Katie is of the opinion that the qualities Nate exhibits reflect an individual rather than a masculine culture.Which of the following,if true,would strengthen Katie's beliefs?
A) Nate places more emphasis on a healthy superior-subordinate relationship.
B) Nate places more emphasis on initiatives pertaining to corporate social responsibility.
C) Nate places more emphasis on being ahead of the crowd and achieving goals.
D) Nate places more emphasis on initiatives involving the conservation of the environment.
E) Nate places more emphasis on achieving social mobility through collectivist means.
Q2) Identify a true statement about decisions related to the global compensation strategy.
A) They affect a company's costs and abilities to compete.
B) They focus more on flexibility than on fairness to account for differences across cultures.
C) They are made on the basis of the cost of living in the home country.
D) They do not compare wages across countries.
E) They are not determined by labor costs.
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