Information Systems for Business Practice Exam
Course Introduction
Information Systems for Business explores the critical role that information systems play in modern organizations, focusing on how technology supports decision-making, streamlines operations, and creates competitive advantages. The course covers fundamental concepts, including systems development, data management, enterprise applications, and the ethical and security issues associated with digital information. Through case studies and practical exercises, students learn to analyze business problems, assess information system solutions, and understand the strategic importance of aligning technology with business objectives.
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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Chapter 1: What Is Organizational Behavior
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111 Verified Questions
111 Flashcards
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Sample Questions
Q1) In the 1960s, a popular ad stated that "Blondes have more fun!" This is an example of
A) a positive correlation
B) negative causation
C) data
D) verification
E) a proven fact
Answer: A
Q2) _____ is the organizational mechanism in the integrative model that captures "the way things are" in an organization.
A) Organizational structure
B) Organizational ability
C) Organizational leadership
D) Organizational performance
E) Organizational culture
Answer: E
Q3) A correlation describes the statistical relationship between two variables.
A)True
B)False
Answer: True
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Chapter 2: Job Performance
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) Explain the forced ranking method using Jack Welch's "vitality curve."
Answer: Jack Welch's "vitality curve" forces managers to rank all of their people into one of three categories: the top 20 percent (A players), the vital middle 70 percent (B players), or the bottom 10 percent (C players). The A players are thought to possess "the four Es of GE leadership." The B players are developed. According to Welch, B players are the backbone of the company but lack the passion of As. The C players are those who cannot get the job done and are let go. There are some important controversies to consider. For example, some believe the system is inherently unfair because it forces managers to give bad evaluations to employees who may be good performers, just to reach a pre-established percentage. As another example, employees may become hypercompetitive with one another to avoid finding themselves in a lower category. This type of competitiveness is the opposite of what may be needed in today's team-based organizations.
Q2) Social networking sites and their applications can be used to monitor employee performance.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Organizational Commitment
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Tardiness reflects the tendency to arrive at work late or leave work early.
A)True
B)False
Answer: True
Q2) _____ possess low levels of organizational commitment but high levels of task performance and are motivated to achieve work goals for themselves, not necessarily for their company.
A) Stars
B) Citizens
C) Dogs
D) Apathetics
E) Lone wolves
Answer: E
Q3) Employees falling under the category of "lone wolves" possess low levels of organizational commitment but high levels of task performance and are motivated to achieve work goals for themselves, not necessarily for their company.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Job Satisfaction
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Sample Questions
Q1) If employees lack required knowledge or skills, more variety and autonomy should not increase their satisfaction very much.
A)True
B)False
Q2) Which of the following statements about the JDI is False?
A) JDI is written in simple style for easy understanding.
B) JDI is one of the most widely administered job satisfaction surveys.
C) JDI should be made anonymous so as to get honest feedback.
D) The JDI manual provides international norms for all facets.
E) JDI allows for within-organization comparisons to determine which departments have the highest satisfaction levels and which have the lowest.
Q3) Job enrichment efforts can heighten work accuracy and customer satisfaction, although training and labor costs tend to rise as a result of such changes.
A)True
B)False
Q4) Is job satisfaction affected by day-to-day events? Explain.
Q5) What is the JDI? Discuss the developers' suggestions regarding the administration of JDI.
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Chapter 5: Stress
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) The first step in managing stress is to assess colleagues in the workplace.
A)True
B)False
Q2) Stressors can cause gastrointestinal system problems.
A)True
B)False
Q3) Coping strategies can be viewed as either _______ or _______ focused.
A) problem; emotion
B) behavior; cognition
C) positively; negatively
D) work; nonwork
E) personally; organizationally
Q4) The level of responsibility in a job is higher when the number, scope, and importance of the obligations in the level of responsibility at the job are higher.
A)True
B)False
Q5) What is a stress audit? Explain how to reduce stressors and strains.
Q6) Type A people have a strong sense of time urgency.
A)True
B)False
Page 7
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Chapter 6: Motivation
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114 Flashcards
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Sample Questions
Q1) Competence brings with it a sense of pride and mastery that is itself intrinsically motivating.
A)True
B)False
Q2) Profit sharing tends to have a stronger motivational effect on employee effort than individual incentives do.
A)True
B)False
Q3) Pay, bonuses, and promotions are some of the positive-valenced extrinsic outcomes considered in studies of motivation.
A)True
B)False
Q4) A lump-sum bonus is a bonus received by members of a unit for meeting unit goals.
A)True
B)False
Q5) Motivation is not one thing but rather a set of distinct forces.
A)True
B)False
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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) As trust increases between employees and their authorities, _____ relationships develop that are based on vaguely defined obligations that are open-ended and long term in their repayment schedule.
A) cognition-based trust
B) social exchange
C) disposition-based trust
D) economic exchange
E) contractual
Q2) Integrity is defined as the perception that the authority adheres to a set of values and principles that the trustor finds acceptable.
A)True
B)False
Q3) _____ is defined as the degree to which an issue has ethical urgency.
A) Trust propensity
B) Abusive supervision
C) Moral identity
D) Moral intensity
E) Moral ability
Q4) How do employees evaluate the fairness of an authority's decision making?
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Chapter 8: Learning and Decision Making
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Sample Questions
Q1) The fundamental attribution error argues that people have a tendency to judge others' behaviors as due to internal factors.
A)True
B)False
Q2) People with _______ focus on demonstrating their capabilities so that others will think favorably of them.
A) Type A personality
B) a performance-prove orientation
C) a performance-avoid orientation
D) tacit knowledge
E) explicit knowledge
Q3) The tendency for people to base their judgments on information that is easier to recall refers to the:
A) availability bias.
B) bandwagon effect.
C) self-fulfilling prophecy.
D) projection bias.
E) environmental bias.
Q4) 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) Neurotic people tend to:
A) strive for status.
B) be communion strivers.
C) hold an external locus of control.
D) exhibit enthusiastic and upbeat mood patterns.
E) be extroverts.
Q2) In the context of Hofstede's dimensions, the cultural dimension _____ stresses values such as respect for tradition and fulfilling obligations.
A) individualism
B) high power distance
C) masculinity
D) low uncertainty avoidance
E) short-term orientation
Q3) In the context of the Big Five taxonomy, openness to experience is positively related to performance across all occupations.
A)True
B)False
Q4) Describe each of the Big Five dimensions. Which dimension has the biggest influence on job performance? Explain.
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Chapter 10: Ability
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Sample Questions
Q1) The appraisal and expression of emotions in oneself are referred to as other awareness.
A)True
B)False
Q2) Which of these refers to the ability to develop clever and novel ways to solve problems?
A) Coordination
B) Flexibility
C) Originality
D) Number facility
E) Problem sensitivity
Q3) Explain the effects of general cognitive ability on performance and commitment.
Q4) Define emotional abilities. Identify and describe the four abilities related to emotional intelligence.
Q5) Differences in cognitive abilities due to the environment become more apparent as people get older.
A)True B)False
Q6) Describe the role of sensory ability in task performance.
Q7) Identify and describe the four types of reasoning abilities.
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Chapter 11: Teams: Characteristics and Diversity
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Sample Questions
Q1) The orienter determines the direction of the team's discussion.
A)True
B)False
Q2) To assure a high level of goal interdependence, a team should:
A) have a formalized mission statement.
B) have an organizational chart.
C) have clear expectations.
D) have explicitly assigned roles.
E) have high outcome interdependence.
Q3) In _____ interdependence, members interact with a subset of other members to complete the team's work.
A) pooled
B) reciprocal
C) linear
D) comprehensive
E) sequential
Q4) Additive tasks are those that depend on the performance and the abilities of the "weakest link."
A)True
B)False
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Chapter 12: Teams: Processes and Communication
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135 Flashcards
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Sample Questions
Q1) Communications that reflect incompatibilities with respect to personal values or preferences reflect:
A) relationship conflict.
B) goal specificity mismanagement.
C) poor mission analysis.
D) poor coordination.
E) task conflict.
Q2) Cross-training and training in transportable teamwork competencies focus on individual experiences that promote individual learning. Explain.
Q3) In a network structure, where more communication flows through fewer members, the degree of centralization is higher.
A)True
B)False
Q4) Define brainstorming. Identify the rules used surrounding a brainstorming session. Discuss why brainstorming does not work as well as individual idea generation.
Q5) Differentiate between team cohesion and potency.
Q6) Explain how information richness influences the communication process.
Q7) Differentiate between positional modeling and positional rotation.
Page 14
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Chapter 13: Leadership: Power and Negotiation
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Sample Questions
Q1) Rational persuasion is the only tactic that is consistently successful in the case of upward influence.
A)True
B)False
Q2) Name the four contingencies of power, and explain how they affect a leader's ability to influence others.
Q3) Legitimate power gives a person the right to ask employees to do something outside the scope of their jobs or roles within the organization.
A)True
B)False
Q4) The first step of the negotiation process is:
A) preparation.
B) commitment.
C) bargaining.
D) exchange of information.
E) adjourning.
Q5) What is political skill? Explain the different aspects of political skill.
Q6) Describe the various stages in the negotiation process.
Q7) Describe the guidelines for using different types of power.
Page 15
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Chapter 14: Leadership: Styles and Behaviors
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Sample Questions
Q1) The optimal combination of leader behavior in the R3 stage of the life cycle theory of leadership is _____.
A) delegating
B) telling
C) selling
D) participating
E) negotiating
Q2) _____ is broadly defined as the degree to which employees have the ability and the willingness to accomplish their specific tasks.
A) Integration
B) Effectiveness
C) Efficiency
D) Readiness
E) Emergence
Q3) Transformational leadership represents the carrot-and-stick approach to leadership.
A)True
B)False
Q4) Describe the life cycle theory of leadership.
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Chapter 15: Organizational Structure
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Sample Questions
Q1) Organic organizations are efficient, rigid, predictable, and standardized organizations that thrive in stable environments.
A)True
B)False
Q2) At Cool Clothes, Inc., there is a total focus on providing care and satisfaction to each customer. In the Major Clients division, each manager is assigned 3 employees to supervise, whereas in the Product Assembly division, each manager supervises about 15 employees. The Major Clients division's managers can be described as having _____ as opposed to _____ for the Product Assembly division managers.
A) a narrow span of control; a wide span of control
B) tall formalization; flat formalization
C) narrow centralization; tall centralization
D) a wide span of control; a narrow span of control
E) flat formalization; tall formalization
Q3) As companies grow larger, their organizational charts get simpler.
A)True
B)False
Q4) Define matrix structure. Identify one strength and one weakness of such a structure from an employee's viewpoint.
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Chapter 16: Organizational Culture
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Sample Questions
Q1) The physical layout of workspaces, dress codes, and the level of technology used are all examples of _____ that are represented by the organization's culture.
A) basic underlying assumptions
B) espoused values
C) observable artifacts
D) mnemonics
E) subcultures
Q2) Which of the following statements is False?
A) In a high consensus culture, employees agree about the way things are supposed to happen.
B) In a high intensity culture, employees' behaviors are consistent with expectations.
C) Strong cultures are always good for the organization.
D) Subcultures are more likely to exist in large organizations than in small firms.
E) Countercultures can sometimes serve a useful purpose for an organization.
Q3) The anticipatory stage of socialization begins the day an employee starts work.
A)True
B)False
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