Fundamentals of Information Systems
Final Exam
Course Introduction
Fundamentals of Information Systems introduces students to the key concepts, technologies, and organizational roles of information systems in contemporary businesses and society. The course covers the components and types of information systems, such as hardware, software, data, networks, and people, as well as their applications in supporting business operations, decision-making, and competitive advantage. Students will explore systems development processes, database management, information security, and ethical considerations. By the end of the course, learners will understand how information systems drive organizational success and transform industries in the digital age.
Recommended Textbook
Business Driven Information Systems 2nd Edition by Paige Baltzan
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16 Chapters
1932 Verified Questions
1932 Flashcards
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Page 2
Chapter 1: What Is Organizational Behavior
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111 Verified Questions
111 Flashcards
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Sample Questions
Q1) The integrative model of OB presents five individual mechanisms that directly affect the individual outcomes: motivation; learning and decision making; job performance; leadership styles and behaviors; and ethics.
A)True
B)False
Answer: False
Q2) In organizational behavior research, a correlation of +1 between two variables is considered:
A) weak.
B) to be an absence of relationship.
C) arbitrary.
D) irrelevant.
E) perfect.
Answer: E
Q3) There is no research evidence that supports the relationship between good OB practices and performance, but it makes good sense that they should be related.
A)True
B)False
Answer: False
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Page 3
Chapter 2: Job Performance
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) Describe some of the trends that affect job performance in the contemporary workplace.
Answer: The kinds of jobs employees do are changing, as is the way workers get organized within companies. These trends put pressure on some elements of job performance while altering the form and function of others.
Knowledge work: Today, statistics from the U.S. Department of Labor confirm that this type of work is becoming more prevalent than jobs involving physical activity. In addition to being more cognitive, knowledge work tends to be more fluid and dynamic in nature. It requires employees to engage in cognitive work, applying theoretical and analytical knowledge acquired through formal education and continuous learning.
Service work: One of the largest and fastest growing sectors in the economy is not in industries that produce goods, but rather in industries that provide services. Service work, or work that provides nontangible goods to customers through direct electronic, verbal, or physical interaction, accounts for a large part of the economic activity in the United States. Examples would include retail jobs, customer service representatives, and food service workers.
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Chapter 3: Organizational Commitment
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) The progression model of withdrawal behavior has received the most scientific support.
A)True
B)False
Answer: True
Q2) Organizational commitment should decrease the likelihood that an individual will respond to a negative work event with _____ or _____.
A) exit; neglect
B) loyalty; neglect C) neglect; voice
D) exit; voice
E) exit; loyalty
Answer: A
Q3) Employees falling under the category of "lone wolves" tend to respond to negative events with voice because they have the desire to improve the status quo and the credibility needed to inspire change.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Job Satisfaction
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) According to the value-percept theory, the relation between dissatisfaction, value (importance) and value (want) is given by:
A) Dissatisfaction = (V<sub>want</sub> - V<sub>perceive</sub>) × (V<sub>importance</sub>)
B) Dissatisfaction = (V<sub>want</sub>V<sub>have</sub>)/(V<sub>importance</sub>)
C) Dissatisfaction = (V<sub>want</sub>V<sub>have</sub>)^(V<sub>importance</sub>)
D) Dissatisfaction = (V<sub>want</sub> - V<sub>have</sub>) × (V<sub>importance</sub>)
E) Dissatisfaction = (V<sub>want</sub>V<sub>perceive</sub>)/(V<sub>importance</sub>)
Q2) States of feeling that are often mild in intensity, last for an extended period of time, and are not explicitly directed at or caused by anything are known as:
A) emotions.
B) satisfaction.
C) moods.
D) withdrawal symptoms.
E) personality traits.
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Chapter 5: Stress
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Which of these is a work hindrance stressor?
A) Time pressure
B) A positive life event
C) Role overload
D) A negative life event
E) Work complexity
Q2) Exercise programs are particularly successful because they reduce the types of stressors that employees encounter.
A)True
B)False
Q3) Reducing stressors may reduce the overall level of stress that a person experiences. However, this approach is likely to be most beneficial when the focus of the effort is on challenge stressors rather than hindrance stressors.
A)True
B)False
Q4) People are likely to feel more control over a stressor when they appraise it as a hindrance rather than a challenge.
A)True
B)False
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Chapter 6: Motivation
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) Identify and explain the mathematical formula for expectancy theory. Construct an example from your own life to illustrate this theory.
Q2) The need to perform tasks that one cares about and that appeal to one's ideals and sense of purpose is a _____ need.
A) relatedness
B) self-actualization
C) control
D) responsibility
E) self-regard
Q3) The need to be able to predict one's future is a(n) _____ need.
A) relatedness
B) control
C) esteem
D) self-actualization
E) self-regard
Q4) The attractiveness of many rewards varies across cultures.
A)True
B)False
Q5) Explain how motivation relates to job performance and organizational commitment.
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Chapter 7: Trust, Justice, and Ethics
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) All people move through the preconventional and conventional stages and finally operate from the postconventional stage of moral development.
A)True
B)False
Q2) Danny has just started a new job. His coworkers tell him that their manager is very unselfish and always keeps her promises. In addition, she is the leading expert in the company on product development. As a result of this information, Danny is likely to develop cognition-based trust in his manager.
A)True
B)False
Q3) Tina and her sister Rita work for the Central Park Gym. Rita recently found out that her sister has been issuing free membership cards to her friends. This caused a significant dip in the membership fee account. Tina would lose her job if the management found out.
Define trust. Using this example, briefly explain the relationship among trust, justice, and ethics.
Q4) What is trustworthiness? Explain how employees can gauge the "track record" of their supervisors.
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Page 9
Chapter 8: Learning and Decision Making
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) Albert is the manager of a large retail store, with the authority to hire employees. The store does not have a specialized human resource executive, and Albert himself conducts selection interviews. Albert has not received any training on selection and recruitment. Albert selected an applicant only because he displayed personality traits similar to one of his best performers. Identify the bias facing Albert in this case.
A) Anchoring
B) Recency
C) Framing
D) Representativeness
E) Falseconsensus
Q2) The concept of bounded rationality suggests that we are likely to:
A) pick the alternative that minimizes value.
B) evaluate all alternatives simultaneously.
C) use accurate information to evaluate alternatives.
D) develop an exhaustive list of alternatives to consider as solutions.
E) choose the first acceptable alternative.
Q3) Learning is important because it has a significant impact on decision making.
A)True
B)False
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Page 10
Chapter 9: Personality and Cultural Values
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) _____ reflects a strong desire to obtain power and influence within a social structure as a means of expressing personality.
A) Accomplishment striving
B) Status striving
C) Fellowship striving
D) Attainment striving
E) Communion striving
Q2) Describe the Myers-Briggs Type Indicator (MBTI). Explain how this taxonomy should and should not be used by an organization.
Q3) "Conscientious employees strive for accomplishment." Discuss what research has shown about this statement.
Q4) _____ are defined as recurring regularities or trends in people's responses to their environment.
A) Perceptions
B) Values
C) Short-term orientations
D) Traits
E) Beliefs
Q5) Contrast clear purpose tests with veiled purpose tests.
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Chapter 10: Ability
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) High cognitive ability has a strong correlation with:
A) increased citizenship behaviors like helping a colleague.
B) increased counterproductive behaviors like breaking office rules.
C) increased affective, continuance, and normative commitment to the organization.
D) increased task performance, especially in complex and demanding jobs.
E) increased physical stamina and interpersonal functioning.
Q2) Being able to recover quickly from emotional experiences reflects one's _____.
A) span of control
B) locus of control
C) emotion regulation
D) other awareness
E) self-awareness
Q3) Which of the following are the components of quantitative ability?
A) Response orientation and perceptual speed
B) Spatial orientation and visualization
C) Number facility and mathematical reasoning
D) Problem sensitivity and originality
E) Deductive reasoning and inductive reasoning
Q4) What is quantitative ability? Describe its component abilities.
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Chapter 11: Teams: Characteristics and Diversity
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) In a group, the member performing the role of the devil's advocate:
A) offers constructive challenges to the team's status quo.
B) establishes the direction for the team.
C) motivates team members to work harder toward team goals.
D) resolves differences among teammates.
E) praises the work of teammates.
Q2) _____ diversity refers to diversity with respect to attributes that are less easy to observe initially but that can be inferred after more direct experience.
A) Disjunctive
B) Similarity-attraction
C) Surface-level
D) Conjunctive
E) Deep-level
Q3) A football team is an example of an action team.
A)True
B)False
Q4) Identify and briefly describe the five aspects of team composition.
Q5) Summarize the five-stage progression model of team development.
Q6) Differentiate between surface-level diversity and deep-level diversity.
Q7) Explain the significance of virtual teams.
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Chapter 12: Teams: Processes and Communication
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135 Verified Questions
135 Flashcards
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Sample Questions
Q1) What factors influence the communication process in teams?
Q2) A special surveillance and rescue team is being deployed to counter the menace of pirates in the Indian Ocean. Nick, Sid, Leah, and Kevin are the core members of the team. Nick was elected as the leader of the team. Sid is responsible for monitoring the team's progress toward its goals. Kevin took on the role of motivator and confidence builder for the team. This team has worked together before and has developed a high level of common understanding regarding the team and its mission. Members also strongly believe that the team can be effective across a variety of situations and tasks. As a standard practice, before deployment, the team members observe how other members perform their roles by shadowing and going through simulations. The standard pre-deployment practice of the team represents which aspect of cross-training?
A) Positional rotation
B) Positional modeling
C) Action learning
D) Personal clarification
E) Collaborative problem solving
Q3) Define teamwork process. Describe the three teamwork processes, giving an example of each.
Q4) Differentiate between positional modeling and positional rotation.
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Chapter 13: Leadership: Power and Negotiation
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) When using legitimate power, managers should be careful to offer the types of rewards people desire and not promise more than they can deliver.
A)True
B)False
Q2) In a conflict situation, when John attempts to get his own goals met without concern for the other party, he is utilizing which of the following conflict resolution styles?
A) Competing
B) Avoiding
C) Collaboration
D) Compromise
E) Accommodating
Q3) Distinguish between internalization and compliance.
Q4) Which of the following is a suggested guideline for using expert power?
A) Ensure people understand the serious consequences of violations.
B) Avoid rash, careless, or inconsistent statements.
C) Respond to infractions promptly and without favoritism.
D) Follow up to verify compliance.
E) Provide ample warnings.
Q5) Differentiate between inspirational appeal and personal appeal.
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Chapter 14: Leadership: Styles and Behaviors
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) Recent research has shown that the development of high LMX relationships is more effective in collectivistic cultures than in individualistic cultures.
A)True
B)False
Q2) Transformational leaders heighten followers' awareness of the importance of certain outcomes while increasing their confidence that those outcomes can be achieved.
A)True
B)False
Q3) Alice has a deep concern for the welfare of her subordinates and she promotes interactive discussions with them. Alice can be described as a manager who scores high on:
A) initiating structure.
B) autocratic leadership.
C) consideration.
D) managerial control.
E) discipline.
Q4) Explain the time-driven model of leadership, using the seven factors.
Q5) Differentiate between initiating structure and consideration.
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Chapter 15: Organizational Structure
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) The degree to which tasks in an organization are divided into separate jobs refers to:
A) centralization.
B) chain of command.
C) span of control.
D) formalization.
E) work specialization.
Q2) According to research, restructuring has _____ effect on task performance.
A) a strong positive
B) a small negative
C) no
D) a strong negative
E) a moderate positive
Q3) Product structures group business units around different products that the company produces.
A)True
B)False
Q4) Organic organizations encourage lateral communication.
A)True
B)False
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Chapter 16: Organizational Culture
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127 Verified Questions
127 Flashcards
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Sample Questions
Q1) As a college senior, Mason researched many companies before deciding on those he wanted to apply to. He searched particularly for those where the company's values were in agreement with his personal values and didn't apply to those where they weren't. Recruiters for the companies he did apply to recommended hiring him partly because they saw Mason's values as a good fit with the company's values. When he made his selection, Mason was sure he would enjoy working for the company because it seemed like a perfect fit for him. Mason's job search reflects the attraction, selection, attrition framework.
A)True
B)False
Q2) 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
Q3) Subcultures are more likely to exist in small companies.
A)True
B)False
Q4) What is meant by person-organization fit? What are its advantages?
Page 18
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