Business Management
Midterm Exam
Course Introduction
Business Management introduces students to the fundamental concepts, principles, and practices that underpin effective organizational leadership and operations. The course covers key topics such as planning, organizing, leading, and controlling within various business environments. Students explore essential areas including organizational structure, strategic management, decision-making, human resource management, motivation, communication, and ethical considerations. Through case studies and real-world applications, learners develop critical thinking and problem-solving skills needed to address contemporary business challenges and prepare for leadership roles in a dynamic global market.
Recommended Textbook MGMT 2nd Canadian Edition by Chuck Williams
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Page 2
Chapter 1: Management
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Sample Questions
Q1) A marketing manager was hired by a plumbing fixtures manufacturer to operate information booths at more than 20 different international trade shows annually.According to Henry Mintzberg,which managerial role would this marketing manager have?
A) resource allocator
B) figurehead
C) communicator
D) spokesperson
Answer: D
Q2) Middle managers engage in plans and actions that typically produce results within two weeks.
A)True
B)False
Answer: False
Q3) Good management is basic to starting and growing a business,but once some measure of success has been achieved,it becomes less important.
A)True
B)False
Answer: False
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Page 3
Chapter 2: History of Management
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Sample Questions
Q1) According to Chester Barnard,for many managerial requests or directives,there is a zone of indifference in which managers don't really care whether the request is met or the directive is performed.
A)True
B)False
Answer: False
Q2) How did the Industrial Revolution change jobs and organizations?
A) Managers realized the importance of synergistic tasks.
B) Managers realized the importance of customer relations.
C) Low-paid, unskilled workers running machines began to replace high-paid, skilled artisans.
D) Skilled jobs were performed in homes rather than in factories.
Answer: C
Q3) When will people generally be indifferent to managerial directives or orders?
Answer: People will generally be indifferent to managerial directives or orders if they (1)are understood, (2)are consistent with the purpose of the organization, (3)are compatible with the people's personal interests,and (4)can be carried out by those people.
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Chapter 3: Organizational Environments and Cultures
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Q1) White Castle is a fast-food restaurant chain that is famous for its small,square hamburgers.Which of the following would be a component of its general environment?
A) meat-processing companies that provide its ground beef
B) consumers who will drive kilometres out of their way to eat a White Castle burger
C) boycotts by the Chicago-based PETA (People for the Ethical Treatment of Animals)
D) inflation
Answer: D
Q2) What are the two types of external organizational environments?
A) general and specific
B) public and private
C) global and national
D) organizational and interpersonal
Answer: A
Q3) Advocacy groups cannot directly regulate organizational practices.
A)True
B)False
Answer: True
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Chapter 4: Ethics and Social Responsibility
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Sample Questions
Q1) What discourages most people from becoming whistle blowers?
A) lack of company action on their complaints
B) retaliation from supervisors and fellow workers
C) causing trouble for friends who are acting unethically
D) the risk of losing their jobs
Q2) When media in India informed the public that Coca-Cola products bottled in India contained a high level of certain cancer-causing pesticides,the Indian government ordered Coca-Cola to stop production in its Indian bottling plant until further analysis could be done.Which role did the Indian government thereby serve?
A) primary shareholder
B) primary stakeholder
C) secondary shareholder
D) secondary stakeholder
Q3) Which of the following is an objective of ethics training?
A) reducing costs
B) pushing ethics training throughout the entire organization
C) improving negotiations with suppliers
D) encouraging customers to purchase more from the company
Q4) Identify and briefly describe Kohlberg's three phases of moral development.
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Chapter 5: Planning and Decision Making
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Q1) What term is usually associated with the emotional reaction that can occur when disagreements become personal rather than professional?
A) a-type conflict
B) c-type conflict
C) emotive empowerment
D) organizational disharmony
Q2) What is the most popular approach to increasing goal commitment?
A) setting goals together as a team
B) making goals public
C) getting top management's support
D) assigning realistic and attainable goals
Q3) Who is responsible for developing strategic plans that make clear how the company will serve customers and position itself against competitors in the next two to five years?
A) an action team
B) middle management
C) planning staff
D) top management
Q4) Identify the four basic steps in the management by objectives process.
Q5) What is planning? What are its benefits?
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Chapter 6: Organizational Strategy
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Sample Questions
Q1) Which of the following is one of the five forces Michael Porter identified as being the ones to determine an industry's overall attractiveness and potential for long-term profitability?
A) existence of complementary products
B) organizational structure
C) existing benchmarks
D) bargaining power of suppliers
Q2) What type of strategy are companies most likely following when they are trying to improve the way in which they sell the same goods or services to the same customers?
A) growth
B) pioneering
C) retrenchment/recovery
D) stability
Q3) Which of the following is a problem strongly associated with top managers?
A) competitive dissonance
B) differentiation discrepancy
C) strategic inertia
D) competitive inertia
Q4) Differentiate between competitive inertia and strategic dissonance.
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Chapter 7: Innovation and Change
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Q1) What must necessarily come before organizational innovation in the successful implementation of creative ideas in organizations?
A) synergy
B) design competition
C) resource development
D) creativity
Q2) Which of the following characterizes discontinuous change in an innovation stream?
A) synergy
B) technological substitution
C) incremental change
D) empathetic design
Q3) At what point in the typical S-curve pattern of innovation is a company likely to be when significant improvements in performance can be gained only through radical new designs or new performance-enhancing materials?
A) It is at its break-even point.
B) It is at the problem identification stage of the innovation cycle.
C) It is at the end of the innovation cycle.
D) It is at either the beginning or end of the innovation cycle.
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9
Chapter 8: Global Management
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Sample Questions
Q1) During the 1990s,trade agreements were developed on the worldwide and regional levels.Briefly describe a regional trade agreement and a worldwide trade agreement.
Q2) Briefly explain how companies can assess the growth potential of new markets.
Q3) What is the term for the set of shared values and beliefs that affects the perceptions,decisions,and behaviour of the people from a particular country?
A) national mindset
B) national culture
C) cultural nationalization
D) cultural diversity
Q4) Identify the two basic types of political risk facing organizations when conducting global business.Which one is more common?
Q5) Which of the following countries has the largest foreign direct investment in Canada?
A) China
B) Scotland
C) Mexico
D) United Kingdom
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Chapter 9: Designing Adaptive Organizations
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Sample Questions
Q1) Novo Nordisk is a European manufacturer of pharmaceuticals.Rikke Nedergaard Bischoff,a clinical-development scientist,contends that Novo upholds the standards expected of public institutions without the stifling bureaucracy.She says,"There's a great deal of empowerment at Novo Nordisk." What does Novo Nordisk provide Nedergaard Bischoff with?
A) a rigid chain of command
B) a mechanistic work environment
C) feelings of intrinsic motivation
D) re-engineering opportunities
Q2) Refer to the Narrative 9-1.One cause of the precipitous drop in the value of Yahoo's stock was that too many unrelated decisions were being made by unrelated people in the company without any regard for what was best for the entire company.What would be one way to solve this problem?
A) behavioural informality
B) centralization of authority
C) delegation
D) employee empowerment
Q3) Define authority.List the four dimensions by which it has traditionally been characterized in organizations.
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Page 11
Chapter 10: Leading Teams
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Sample Questions
Q1) Team norms may be associated with either positive or negative outcomes for the company.
A)True
B)False
Q2) Which of the following is least important for stretch goals to effectively motivate teams?
A) a high degree of autonomy
B) the empowerment to control resources
C) structural accommodation
D) conflict management training
Q3) Refer to the Narrative 10-3.What is the team-based compensation at Standard Motor Products an example of?
A) hourly wages
B) gainsharing
C) piecework pay
D) retained earnings
Q4) Virtual teams are often,but not necessarily,temporary teams that are set up to accomplish a specific task.
A)True
B)False
Page 12
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Chapter 11: Managing Human Resource Systems
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Sample Questions
Q1) Which of the following is a common type of rating error that managers are prone to in the performance appraisal process?
A) standard deviation
B) descriptive bias error
C) 80/20 error
D) central tendency error
Q2) What is the primary advantage of the structured interview?
A) the amount of background information it reveals
B) its ability to substitute for biodata
C) all applicants are asked the same questions
D) its validity
Q3) A study in the construction industry found that when equipment is stolen from building sites,workers are the culprits 82 percent of the time.If background checks reduced employee thievery over time and throughout the industry,what could be said about this selection process?
A) It is validated.
B) It is EEOC certified.
C) It is legally authorized.
D) It is corroborated.
Q4) List and briefly define the three basic kinds of compensation decisions.
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Chapter 12: Managing Individuals and a Diverse Workforce
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Q1) Refer to the Narrative 12-1.Which paradigm would Unilever need to use to focus on deep-level diversity?
A) equity and legitimacy
B) access and fairness
C) equity and fairness
D) learning and effectiveness
Q2) What are the two basic types of diversity training programs?
A) mentoring and role playing
B) organizational plurality and individual autonomy
C) role playing and computer simulation
D) awareness training and skills-based training
Q3) Which of the following is organizational plurality consistent with?
A) the commonality and integration paradigm
B) the determination and fairness paradigm
C) the learning and effectiveness paradigm
D) the access and legitimacy paradigm
Q4) How is surface-level diversity different from deep-level diversity?
Q5) List the Big Five Personality Dimensions.How does an understanding of these dimensions benefit managers?
Page 14
Q6) What is employment equity and how does it fundamentally differ from diversity?
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Chapter 13: Motivation
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Sample Questions
Q1) A group of actors gather to read the critical reviews of the new play they presented to audiences last night.Which type of reward are the actors looking for?
A) extrinsic
B) psychological
C) assigned
D) intangible
Q2) According to management expert Bill Roche,results from goal setting can virtually be guaranteed,but only if "you have first won the hearts and minds of your workers.When they are on board with the goal-they agree that it is important and can be done-you really will get dramatic improvement." Which of the following is Roche describing?
A) goal recognition
B) goal congruity
C) goal specificity
D) goal acceptance
Q3) Distributive justice refers to the perceived fairness of the process used to make reward allocation decisions.
A)True
B)False
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Chapter 14: Leadership
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Sample Questions
Q1) Oftentimes when an individual is running for a local political office,he or she promises to consider each issue,make decisions that are good for the entire community,and reduce taxes.When the individual assumes office,he or she is often unable to carry through on political promises.Which trait does this conflict with?
A) honesty
B) integrity
C) empathy
D) charisma
Q2) Which of the following is the best leadership style for all situations?
A) team management
B) middle-of-the-road management
C) authority-compliance
D) one that varies to suit the circumstances
Q3) Refer to the Narrative 14-4.Which form of leadership is Hurd using in doing a better job of implementing Fiorina's strategy?
A) strategic leadership
B) visionary leadership
C) managerial leadership
D) supportive leadership
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Page 16
Chapter 15: Managing Communication
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Q1) Refer to the Narrative 15-2.Which type of communication is JetBlue's orientation for new employees an example of?
A) upward
B) informal
C) horizontal
D) downward
Q2) What is the term for the process of attaching meaning to new knowledge,in the perception process?
A) attention
B) organization
C) interpretation
D) definition
Q3) Which of the following gives top managers a quick,convenient way to address their workforces via oral communication?
A) televised speeches and meetings
B) videotaped speeches and meetings
C) broadcast voice mail
D) corporate talk shows
Q4) List and briefly define the four parts of the perception process.
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Chapter 16: Control
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Sample Questions
Q1) The balanced scorecard approach to control emphasizes measurement of organizational performance in three equally important areas: finances,internal operations,and innovation and learning.
A)True
B)False
Q2) Refer to the Narrative 16-2.It appears that the control method Interpublic believed it should have used was one that focused on whether rules and policies were being followed.Which of the following defines this approach?
A) bureaucratic control
B) objective control
C) suboptimization
D) self-control
Q3) Identify and explain the balanced scorecard approach to control.Specify its advantages,and explain how it differs from the traditional approach to control used in most companies.Comment on which approach-the traditional or balanced approach to control-is more likely to help a company adapt to a changing,competitive marketplace.
Q4) Identify and briefly define the three basic control methods.
Q5) Define benchmarking.List the three steps in this process.
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Chapter 17: Managing Information in a Global World
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Sample Questions
Q1) Which two critical steps are required to make sure that data can be accessed by authorized users and no one else?
A) authentication and authorization
B) authorization and empowerment
C) delegation and authentication
D) delegation and empowerment
Q2) Pioneering differential refers to the strategic advantage that companies earn by being the first in an industry to use new information technology to substantially lower costs or to differentiate a product or service from competitors.
A)True
B)False
Q3) Why do the large majority of companies now use intranets?
A) Intranets are easy to install, private to the company, and easily accessible by employees.
B) Since the crash of the dot.coms, experts on how to install and use intranets are available.
C) Intranets are not Web based.
D) Intranets do not use HTML.
Q4) Define data mining.Briefly describe the two general approaches to data mining.
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Chapter 18: Managing Service and Manufacturing Operations
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Sample Questions
Q1) Which inventory management situation involves independent demand systems?
A) JIT
B) EOQ
C) MRP
D) IRR
Q2) Refer to the Narrative 18-1.A worker noticed that the Hyundai Sonata and SG 350 sedans had identically sized spare tires,but different-sized spare tire covers.How does using the same spare tire cover for both cars save Hyundai $100,000 a year and increase the company's productivity?
A) It decreases confusion.
B) It gets the same output for fewer inputs.
C) It increases inventory of only one item.
D) It gets more inputs for more outputs.
Q3) What kind of costs are downtime and lost efficiency?
A) ordering costs
B) setup costs
C) holding costs
D) stockout costs
Q4) List and describe the four kinds of inventory that a manufacturer stores.
Page 20
Q5) Briefly describe total quality management (TQM).
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