Introduction to Business Exam
Answer Key
Course Introduction
Introduction to Business provides an overview of the fundamental concepts and principles that underpin modern business operations. This course examines essential topics such as economic systems, forms of business ownership, management and leadership strategies, marketing, finance, human resources, and the impact of globalization and technology on business practices. Through case studies and real-world examples, students gain insight into how organizations are structured, how they make decisions, and how various internal and external factors influence their success. The course serves as a foundation for further study in business disciplines and equips students with the basic knowledge needed to understand the dynamics of the business world.
Recommended Textbook
Management A Practical Introduction 6th Edition by Angelo Kinicki
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Page 2
Chapter 1: The Exceptional Manager: What You Do, How You
Do It
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152 Flashcards
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Sample Questions
Q1) Text messages and documents transmitted over a computer network are called cyber-messages.
A)True
B)False
Answer: False
Q2) Colin takes notes at executive council meetings and prepares summaries to present to middle managers and supervisors at a monthly meeting.This task is part of a(n) _______ role.
A)disseminator
B)entrepreneur
C)monitor
D)leadership
E)visionary
Answer: A
Q3) An effective manager has a multiplier effect on the organization, meaning his or her influence is multiplied beyond the results achievable by just one person.
A)True
B)False
Answer: True
Page 3
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Chapter 2: Management Theory: Essential Background for the
Successful Manager
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Sample Questions
Q1) Sales data would be considered feedback in a system.
A)True
B)False Answer: True
Q2) Max Weber felt that impersonality was a positive attribute of an organization that would lead to better performance.
A)True
B)False
Answer: True
Q3) An optimistic view of workers that envisions them as capable of accepting responsibility and working in a self-directed manner is representative of A)hierarchy of accountability.
B)hierarchy of needs.
C)Theory X.
D)Theory Y.
E)self-fulfilling prophecy.
Answer: D
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Chapter 3: The Managers Changing Work Environment and
Ethical Responsibilities: Doing the Right Thing
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Sample Questions
Q1) Fairness in hiring practices is an example of an organization's
A)cost-benefit analysis.
B)morality.
C)competitive advantage.
D)long-term interests.
E)values.
Answer: E
Q2) Aaron is a manager at a local live music venue.He is developing a new online system for advance ticket sales.Some of the shows have been so popular that tickets sell out quickly and regular patrons have complained that with a slow Internet connection they have no chance to purchase.In an effort to be fair to all prospective customers, Aaron is using what approach to ethical behavior?
A)Utilitarian
B)Individual
C)Moral-rights
D)Justice
E)Environmental
Answer: D
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Chapter 4: Global Management: Managing Across Borders
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Sample Questions
Q1) Ethnocentrism among international managers has been linked to
A)higher performance by foreign subsidiaries.
B)lower turnover among employees in foreign subsidiaries.
C)fewer lawsuits over personnel policies within foreign subsidiaries.
D)recruitment difficulties for foreign subsidiaries.
E)poor-quality products from foreign subsidiaries.
Q2) Pizza Hut provides the use of its name plus operating know-how to companies in Costa Rica in return for a fee plus a percentage of profits.Pizza Hut is A)exporting.
B)franchising.
C)countertrading.
D)involved in a strategic alliance.
E)involved in a greenfield venture.
Q3) A multinational corporation is a nonprofit organization with operations in several countries.
A)True
B)False
Q4) What are the advantages to your career of working overseas?
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6
Chapter 5: Planning: the Foundation of Successful Management
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Sample Questions
Q1) When White Castle specifies exactly how to dress a hamburger, including the order of the condiments, this is called a
A)program.
B)policy.
C)rule.
D)procedure.
E)project.
Q2) A policy includes more specifics than does a rule.
A)True
B)False
Q3) Which level of management is most often engaged in tactical planning?
A)Working-level employees
B)First-line managers
C)Middle managers
D)Top managers
E)Consultants
Q4) Strategic goals focus on objectives for the organization as a whole.
A)True
B)False
Q5) Describe the planning/control cycle.
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Chapter 6: Strategic Management: How Exceptional Managers Realize
a Grand Design
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Sample Questions
Q1) Creation of alternative hypothetical but equally likely future conditions is called A)contingency planning.
B)trend analysis.
C)balancing the scorecard.
D)strategy formulation.
E)forecasting.
Q2) Define competitive intelligence and explain how you might go about obtaining it legally.
Q3) An organization that is offering unique, superior products or services to a wide market is pursuing a strategy of
A)cost leadership.
B)differentiation.
C)cost focus.
D)diversification.
E)focused differentiation.
Q4) Explain the positive and negative aspects of pursuing a single-product strategy versus a diversification one.Provide an example of a company that uses each type of strategy.
Q5) Explain strategy implementation, including the role of resistance.
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Chapter 7: Individual and Group Decision Making: How
Managers Make Things Happen
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Q1) When a manager realizes that complete inaction will have negative consequences but opts for the first available alternative that involves low risk, it is called
A)relaxed change.
B)defensive avoidance.
C)postponed action.
D)relaxed avoidance.
E)delayed decision.
Q2) The idea that decision makers find the notion of an actual loss more painful than giving up the possibility of a gain is called
A)a heuristic.
B)an availability bias.
C)a representativeness bias.
D)the prospect theory.
E)satisficing.
Q3) A disadvantage of group-aided decision making is that groups tend to suppress an individual's intellectual stimulation and creativity.
A)True
B)False
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Chapter 8: Organizational Culture, Structure, and Design:
Building Blocks of the Organization
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Sample Questions
Q1) Allowing business-casual dress in the workplace is an example of the espoused values portion of organizational culture.
A)True
B)False
Q2) Companies that must respond to fast-changing customer tastes often favor a mechanistic structure to an organic one.
A)True
B)False
Q3) The fit perspective assumes that the most effective cultures help organizations anticipate and adapt to environmental changes.
A)True
B)False
Q4) Which of the following is a stage in the life of an organization?
A)Birth
B)Decline
C)Elderly
D)Introduction
E)Growth
Page 10
Q5) Explain the four common elements of organizations proposed by Edgar Schein.
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Chapter 9: Human Resource Management: Getting the
Right People for Managerial Success
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Sample Questions
Q1) A feedback technique in which an employee is appraised by her boss, peers, subordinates, and possibly clients is called a(n)
A)MBO appraisal.
B)reciprocal appraisal.
C)BARS appraisal.
D)360-degree appraisal.
E)results appraisal.
Q2) The point of the performance appraisal is to
A)provide a paper trail of manager-employee interactions.
B)stimulate better job performance.
C)demonstrate correct methods for work procedures.
D)make sure that the subordinate's behavior is tightly controlled.
E)avoid legal problems, especially discrimination complaints.
Q3) MBO is consistent with a(n) ______ performance appraisal.
A)subordinate
B)trait
C)BARS
D)objective
E)behavioral
Q4) Describe the 360-degree feedback appraisal technique.
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Chapter 10: Organizational Change and Innovation: Lifelong
Challenges for the Exceptional Manager
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Q1) The marketplace is becoming more homogeneous and moving toward more similar products.
A)True
B)False
Q2) Sabotage can be a form of resistance to change in the workplace.
A)True
B)False
Q3) During the refreezing stage of Lewin's change model, managers should model the change themselves, as well as coach employees and reinforce the desired behaviors.
A)True
B)False
Q4) Introducing a practice that is new to the industry is called a(n) ______ change.
A)revolutionary
B)radically innovative
C)adaptive
D)reactive
E)innovative
Q5) Give examples of two forces outside an organization and two forces inside that would be likely indicators of a need for change.
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Chapter 11: Managing Individual Differences and Behavior:
Supervising People As People
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Sample Questions
Q1) Which of the following dimensions is an example of an organizational dimension on the diversity wheel?
A)Income
B)Work experience
C)Union affiliation
D)Educational background
E)Physical abilities
Q2) The glass ceiling is a concept that applies to both minorities and women.
A)True
B)False
Q3) How should a manager use personality tests?
A)Use graphology tests to infer personality.
B)Create personality profiles of the desirable employee for different jobs.
C)Experiment with various personality tests that appear on the Internet.
D)Assess testing for any possible adverse impact on hiring women and minorities.
E)Avoid them, as they are illegal.
Q4) Define locus of control, self-efficacy, and self-esteem.Explain how a manager might deal with each of these personality traits at work.Describe how you would rate yourself on each of these dimensions, and explain why.
Q5) What should leaders do in managing Millennials?
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Chapter 12: Motivating Employees: Achieving Superior
Performance in the Workplace
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Q1) ERG theory assumes that three basic needs influence behavior: esteem, relatedness, and growth.
A)True
B)False
Q2) Anne has excelled as a consultant for a large financial institution.She loves building mutually beneficial relationships and is extremely well liked by her clients.Anne likely has a
A)low need for affiliation.
B)low need for power.
C)low need for achievement.
D)high need for affiliation.
E)high need for achievement.
Q3) The extent to which a job allows an employee to make decisions about scheduling different tasks and deciding how to perform them is called
A)horizontal loading.
B)skill variety.
C)task identity.
D)task significance.
E)autonomy.
Page 14
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Chapter 13: Groups and Teams: Increasing Cooperation, Reducing Conflict
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Sample Questions
Q1) Describe the relationship between the amount of conflict and performance.With what level of conflict is performance maximized?
Q2) Define a self-managed team and how its activities may differ from other teams.From what type of team did it evolve?
Q3) Two types of team roles are task and stability.
A)True
B)False
Q4) Describe the stages of group development.For each, discuss what questions the individual asks at that stage, and what the leader should do to facilitate it.
Q5) While individuals prefer to have measurable goals as well as feedback about their performance, this is not required for teams since goals and feedback can be generated from within.
A)True
B)False
Q6) Norms point up the boundaries between acceptable and unacceptable behavior among group or team members.
A)True
B)False
Page 15
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Chapter 14: Power, Influence, and Leadership: From
Becoming a Manager to Becoming a Leader
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Sample Questions
Q1) According to the University of Michigan Leadership Model, a manager who pays more attention to making work groups cohesive than productivity numbers would be described as socially centered.
A)True
B)False
Q2) One's authority comes as part of one's job.
A)True
B)False
Q3) In the University of Michigan studies, leadership style is identified as A)job centered or employee centered.
B)transactional or transformational.
C)initiating structure or consideration.
D)task oriented or relationship oriented.
E)telling, selling, participating, or delegating.
Q4) Gaining commitment as a response to an influence tactic is most likely to occur when pressure tactics are used.
A)True
B)False
Q5) What is servant leadership? What are the characteristics of a servant leader?
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Chapter 15: Interpersonal Organizational Communication:
Mastering the Exchange of
Information
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Sample Questions
Q1) Which of the following is not a suggestion that may help you be a good listener?
A)Memorize the details.
B)Ask questions.
C)Summarize remarks.
D)Judge content, not delivery.
E)Give a fair hearing.
Q2) Research finds that reducing an organization's travel budget also reduces its revenue and profitability.
A)True
B)False
Q3) Eli shut his eyes and dropped his head into his hands when his boss announced the holiday schedule.This is an example of feedback.
A)True
B)False
Q4) Effective communication begins with challenging, at least mentally, what you have heard.
A)True
B)False
Q5) Describe the five steps of the top-down reading method.
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Chapter 16: Control Systems and Quality Management:
Techniques for Enhancing Organizational Effectiveness
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Sample Questions
Q1) A budget that allocates resources on the basis of a single estimate of costs is called a(n) ______ budget.
A)unitary
B)zero-based
C)cash
D)fixed
E)incremental
Q2) Which of the following is an example of an informational resource control?
A)A personality test
B)A delivery-tracking system
C)A debt-repayment schedule
D)A leadership survey
E)A competition analysis
Q3) Installing quality-control procedures that can be audited by independent quality-control experts is fundamental to
A)ISO 14000.
B)restructuring.
C)reduced cycle time.
D)ISO 9000.
E)statistical process control.
Page 18
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