Business Management
Midterm Exam
Course Introduction
Business Management is a comprehensive course designed to introduce students to the fundamental concepts, principles, and practices that drive organizations and enterprises. The course covers key topics such as organizational structure, leadership, strategic planning, decision-making, operations, marketing, human resources, and financial management. Through real-world case studies and practical applications, students develop essential skills in problem-solving, teamwork, and communication, while gaining a thorough understanding of the complexities involved in managing businesses in todays dynamic and competitive environment. This course lays a solid foundation for students aspiring to pursue careers in management or entrepreneurship.
Recommended Textbook Organizational Behavior Improving Performance 4th Edition by Jason Colquitt
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1871 Verified Questions
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Chapter 1: What Is Organizational Behavior
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Sample Questions
Q1) Of the following, which is a primary individual outcome according to the integrative model?
A)Job satisfaction
B)Culture
C)Team processes
D)Personality
E)Organizational commitment
Answer: E
Q2) In the integrative model which organizational mechanism captures shared knowledge about the rules, norms, and values that shape employee attitudes and behaviors?
A)Organizational structure
B)Organizational ability
C)Organizational culture
D)Job satisfaction
E)Organizational leadership
Answer: C
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Page 3
Chapter 2: Job Performance
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Sample Questions
Q1) Which of the following behaviors is a type of production deviance?
A)Wasting resources and substance abuse
B)Sabotage and theft
C)Gossiping and incivility
D)Harassment and abuse
E)Interpersonal and organizational behaviors
Answer: A
Q2) James is a junior level manager with the Palm Green Hotels.He is also a freelance journalist for a local travel magazine.James keeps himself updated with news about his company and always features the hotel in his weekly columns.He promotes his hotel to such an extent that the number of visitors to the hotel has considerably increased.Which of the following characteristics does James portray?
A)Edginess
B)Political deviance
C)Sportsmanship
D)Civic virtue
E)Boosterism
Answer: E
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Page 4
Chapter 3: Organizational Commitment
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Sample Questions
Q1) Vista Motors has issued a notice that it will not be giving bonuses and salary hikes to employees within the next quarter due to recession.How do you think employees will react to this sudden change of events? Support your answer with the exit-voice-loyalty-neglect framework and the four employee types of stars, citizens, lone wolves, and apathetics.
Answer: Employees can react to a negative work event in one of four general ways: exit, voice, loyalty, neglect.Those employees in Vista motors who possess high commitment and high performance and are held up as role models for other employees will voice their disapproval toward the lack of bonus and salary hike.They might even make some suggestions that will help the organization improve its financial condition.The employees falling under the "citizens" category will respond to the lack of bonus and salary hike with loyalty.They will not display their disapproval but they will privately feel that the organization should have given salary hikes.Employees falling under the category of "lone wolves" are motivated to achieve work goals for themselves, not necessarily for their company.These employees will most likely quit the organization.The employees falling under the category of "apathetics" exert the minimum level of effort needed to keep their jobs.These people will not be affected by lack of bonus and salary hike and they will most probably ignore the notice.
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Page 5
Chapter 4: Job Satisfaction
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Sample Questions
Q1) Supervision satisfaction reflects employees' feelings about their co-workers and the work itself.
A)True
B)False
Q2) The JDI manual provides national norms for all facets and breaks down those norms according to relevant demographic groups.
A)True
B)False
Q3) Moderate to strong correlation between the five core job characteristics and job satisfaction indicates all employees want more variety, more autonomous and significant jobs.
A)True
B)False
Q4) Carrie owns an event management firm.She believes that employees who carefully follow instructions and a well-written manual of procedures tend to have maximum productivity.She closely oversees the work of her employees, and controls the timing, scheduling, and sequencing of work activities.She discourages any deviation from standard practices.How will this impact the job satisfaction of employees working in Carrie's firm? Do you agree with her views?
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Chapter 5: Stress
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111 Verified Questions
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Sample Questions
Q1) Seeking support and venting anger are examples of which of the following coping strategies?
A)Emotion-focused behavior coping
B)Problem-focused behavior coping
C)Stress-focused cognitive coping
D)Fear-avoidance cognitive coping
E)Problem-focused cognitive coping
Q2) Which of these refers to the help people receive that addresses the stressful demand directly?
A)Instrumental support
B)Physiological support
C)Emotional support
D)Psychological support
E)Internal support
Q3) Define the terms stress, stressor, and strains.
Q4) Role ambiguity is often experienced among new employees who haven't been around long enough to receive instructions from supervisors or observe and model the role behaviors of more senior colleagues.
A)True
B)False
Page 7
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Chapter 6: Motivation
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Sample Questions
Q1) Hannah has been asked to give the opening speech at her global company's annual sales convention. She has successfully given speeches in the past, and her friends have all told her she would be great at this. These have resulted in a high sense of self-efficacy, and she accepts the assignment.
A)True
B)False
Q2) Comparison with others in the same organization doing substantially different jobs is:
A)job equity.
B)occupational equity.
C)company equity.
D)age equity.
E)educational equity.
Q3) Valence can be positive, negative, or zero.
A)True
B)False
Q4) Motivation determines the direction, intensity, and outcome of effort.
A)True
B)False
Q5) Identify and explain the mathematical formula for expectancy theory.
Page 8
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Chapter 7: Trust, Justice, and Ethics
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Sample Questions
Q1) _____ is a dimension of trustworthiness, that is defined as the skills, competencies, and areas of expertise that enable an authority to be successful in some specific context.
A)Character
B)Benevolence
C)Personality
D)Ability
E)Affect
Q2) When authorities are perceived as benevolent, it means that:
A)they care for employees, are concerned about their well-being, and feel a sense of loyalty to them.
B)they display hostile verbal and nonverbal behaviors, excluding physical contact.
C)they reward employees for exposing illegal or immoral actions by their organization.
D)they lack a general expectation that the words and promises of employees can be relied upon.
E)they hinder the employees' ability to focus which reflects the degree to which employees can devote their attention to work.
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Chapter 8: Learning and Decision Making
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Sample Questions
Q1) Positive reinforcement should necessarily be in the form of material rewards to be effective.
A)True
B)False
Q2) Edgar has a habit of telling jokes during meetings. Others laugh, but it really does slow down the meetings. Josh, Edgar's manager, has asked other meeting members to refrain from laughing when Edgar tells a joke in future meetings. Josh is hoping Edgar will stop wasting time with the jokes. Jonh is using extinction to change Edgar's behavior.
A)True
B)False
Q3) Variable interval schedule is the simplest schedule of reinforcement and happens when a specific consequence follows each and every occurrence of a desired behavior.
A)True
B)False
Q4) Sara walked in late for a meeting with the managers.Would the board consider this one incident in relation to Sara's promotion? What are the factors the board could consider?
Q5) Compare and contrast rational decision making and bounded rationality.
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Chapter 9: Personality and Cultural Values
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Sample Questions
Q1) Describe the Myers-Briggs Type Indicator (MBTI).Explain how this taxonomy might be used by an organization.
Q2) Personality traits are a function of both your:
A)values and beliefs.
B)beliefs and environment.
C)environment and genes.
D)genes and perceptions.
E)culture and beliefs.
Q3) Neuroticism is linked to a(n) _____ to stressors, meaning that neurotic people are less likely to believe they can cope with the stressors that they experience.
A)status striving factor
B)locus of control
C)positive affectivity
D)differential reactivity
E)accomplishment striving factor
Q4) Explain the principle of situational strength and principle of trait activation.
Q5) Contrast clear purpose tests from veiled purpose tests.
Q6) "What people are like and what people can do are two sides of the same coin." Elaborate on the given statement.
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Chapter 10: Ability
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Sample Questions
Q1) Which of the following is an assessment that asks people about behaviors and preferences that reflect their emotional intelligence?
A)Wonderlic Personnel Test
B)Scholastic Aptitude Test
C)Google Labs Aptitude Test
D)Emotional Quotient Inventory
E)Differential Aptitude Test
Q2) Malnutrition, exposure to toxins such as lead, and prenatal exposure to alcohol are some risk factors relating to low cognitive abilities
Certain biological factors are known to affect cognitive abilities negatively during childhood. Examples include malnutrition, exposure to toxins such as lead, and prenatal exposure to alcohol.
A)True
B)False
Q3) Abilities can be modified over time unlike skills which remain stable over one's lifetime.
A)True
B)False
Q4) Describe the Wonderlic Personnel Test.
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Chapter 11: Teams: Characteristics and Diversity
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Sample Questions
Q1) In the storming stage of team development, feelings of solidarity develop as members work toward team goals.
A)True
B)False
Q2) In the _____ stage of team development, members come to realize that they need to work together to accomplish team goals, and consequently, they begin to cooperate with one another.
A)performing
B)forming
C)storming
D)norming
E)projecting
Q3) As the level of task interdependence _____, members must spend _____ amounts of time communicating and coordinating with other members to complete tasks.
A)decreases; the same B)increases; increasing C)increases; decreasing D)decreases; increasing E)remains the same; increasing
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Chapter 12: Teams: Processes and Communication
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Sample Questions
Q1) In highly cohesive teams, when members try to maintain harmony by striving toward consensus on issues without ever offering, seeking, or seriously considering alternative viewpoints and perspectives, it refers to:
A)task conflict.
B)production blocking.
C)boundary spanning.
D)social loafing.
E)groupthink.
Q2) Distinguish between brainstorming and groupthink.
Q3) Training intended to develop transportable teamwork competencies focuses on and occurs in the context of an ongoing team experience.
A)True
B)False
Q4) The more communication flows through fewer members of the team, the higher the:
A)degree of centralization.
B)degree of socialization.
C)degree of decentralization.
D)degree of attribution error.
E)degree of groupthink.
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Chapter 13: Leadership: Power and Negotiation
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Sample Questions
Q1) Distinguish between distributive bargaining and integrative bargaining.
Q2) Power and influence have a moderate negative effect on organizational commitment.
A)True
B)False
Q3) Consultation occurs when the target is allowed to participate in deciding how to carry out or implement a request.
A)True
B)False
Q4) _____ reflects a shift in both the behaviors and the attitudes of employees.For a leader, this is the best outcome, because it results in employees putting forth the greatest level of effort in accomplishing what they are asked to do.
A)Resistance
B)Ingratiation
C)Compliance
D)Collaboration
E)Internalization
Q5) Describe the guidelines for using different types of power.
Q6) Differentiate between mediation and arbitration.
Page 15
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Chapter 14: Leadership: Styles and Behaviors
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Sample Questions
Q1) Researchers found two particular limitations to trait theory and therefore started looking more at "what leaders do" rather than "who leaders are." The two limitations were 1) that traits had less practical relevance than leader actions, and 2) ______.
A)correlations between leader traits and leader effectiveness were weak.
B)researchers had identified all the relevant traits and so more research would be unnecessary
C)the government stopped funding the research
D)tranformational leaders had different traits than other leaders
E)leader traits had no relationship to dyadic leadership
Q2) Ben just announced to his employees that if they meet the sales goal for the month of August, they can have a paid four-day vacation.Which of the following styles of leadership is being used by Ben in this case?
A)Laissez-faire
B)Contingent reward
C)Passive management-by-exception
D)Active management-by-exception
E)Transformational
Q3) Explain the time-driven model of leadership using the seven factors.
Q4) Differentiate between initiating structure and consideration.
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Chapter 15: Organizational Structure
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Sample Questions
Q1) Employees tend to be more satisfied with jobs that require them to perform a specialized kind of activity.
A)True
B)False
Q2) Gabrielle is the West Coast manager of Umbrellas Are Us.Other managers are in charge of the East Coast, South, and Central divisions.Her brother, Ryan is a marketing manager who enjoys watching sports with the finance and operations managers from his company.Gabrielle most likely works in a company with a ______ structure; while Ryan most likely works in a company with a ______ structure
A)goegraphic; functional
B)product, functional
C)geographic; product
D)product; client-based
E)client-based, geographic
Q3) The most common kind of restructuring in recent years has been a "flattening" of the organization.
A)True
B)False
Q4) What affect do stable and dynamic environments have on organizational structure?
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Chapter 16: Organizational Culture
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Sample Questions
Q1) What processes can be used to keep an organization's culture strong? Explain in brief.
Q2) Which of the following tactics is designed to encourage adaptation to the organization's culture?
A)Use no examples of what an employee is supposed to be like.
B)Constantly remind newcomers that they are now part of a group and that this new group helps define who they are.
C)Allow newcomers to interact with current employees while they are being oriented.
D)Allow organizational membership regardless of whether or not any specific requirements have been met.
E)Orient new employees by themselves.
Q3) Most merged companies operate under a _____ for an extended period of time.
A)strong culture
B)weak culture
C)subculture
D)differentiated culture
E)counterculture
Q4) Discuss the two common methods by which an organization can change its culture.
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