Business Administration Exam
Bank
Course Introduction
Business Administration provides students with a comprehensive understanding of the fundamental principles involved in managing and operating businesses. The course covers a range of topics including organizational behavior, marketing, finance, human resources, and strategic planning. Students will develop analytical and decision-making skills through real-world case studies and practical exercises, preparing them to effectively address the complex challenges faced by todays businesses. By the end of the course, students will possess a solid foundation for pursuing careers in various sectors or for advancing to specialized studies in business-related fields.
Recommended Textbook
Canadian Organizational Behaviour 7th Edition by Steven McShane
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15 Chapters
2716 Verified Questions
2716 Flashcards
Source URL: https://quizplus.com/study-set/3202
Page 2
Chapter 1: Introduction to the Field of Organizational Behaviour
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156 Verified Questions
156 Flashcards
Source URL: https://quizplus.com/quiz/63393
Sample Questions
Q1) Almost all organizational behaviour theories share an implicit or explicit objective of making organizations more effective.
A)True
B)False
Answer: True
Q2) Organizational citizenship refers to:
A) the employee's right to vote for the company president.
B) employee behaviours that extend beyond normal job duties.
C) the organization's obligations to society.
D) the organization's attachment to a particular country rather than being a global entity.
E) the organization's obligations to society and the organization's attachment to a particular country rather than being a global entity
Answer: B
Q3) Globalization may have both positive and negative implications for people working in organizations.
A)True
B)False
Answer: True
Page 3
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Chapter 2: Individual Behaviour, Personality, and Values
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193 Verified Questions
193 Flashcards
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Sample Questions
Q1) Self-enhancement can result in bad decisions.
A)True
B)False
Answer: True
Q2) Which of the following is LEAST connected to the topic of values?
A) organizational culture.
B) moral intensity.
C) collectivism.
D) ethical sensitivity.
E) neuroticism.
Answer: E
Q3) Which of the following values represents people who value duty to groups to which they belong,and to group harmony?
A) High individualism.
B) High uncertainty avoidance.
C) Low uncertainty avoidance.
D) High nurturing orientation.
E) High collectivism.
Answer: E
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Page 4
Chapter 3: Perceiving Ourselves and Others in Organizations
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208 Verified Questions
208 Flashcards
Source URL: https://quizplus.com/quiz/63385
Sample Questions
Q1) According to the Johari Window,the hidden area is reduced through disclosure.
A)True
B)False
Answer: True
Q2) Which of the following helps managers to increase their empathy with subordinates?
A) Managers should work together in executive offices away from their employees.
B) Managers should use formal written media (e.g. memos, reports) rather than face-to-face interaction when communicating new directives to employees.
C) Managers who occasionally work in their subordinates' jobs along with their employees.
D) Managers should take a training program where they learn about primacy and recency effects.
E) All of the answers are correct.
Answer: C
Q3) Stereotyping is an extension of the social identity process. A)True
B)False
Answer: True
Page 5
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Chapter 4: Workplace Emotions,attitudes,and Stress
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245 Verified Questions
245 Flashcards
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Sample Questions
Q1) The general adaptation syndrome is:
A) the most common strategy that employees use to cope with work-related stressors.
B) an innovative corporate practice that removes unnecessary stressors from the work site.
C) a stress disorder that was once rare but is becoming increasingly common among executives.
D) a model of the stress experience.
E) a form of social support where several employees experience the same form of stress and help each other through the experience.
Q2) The exit-voice-loyalty-neglect (EVLN)model:
A) outlines the four consequences of emotional intelligence.
B) identifies the four ways to manage employee emotions.
C) explains why the psychological contract differs between employees and their employers.
D) is a template for organizing and understanding the consequences of job dissatisfaction.
E) explains the main differences between affective commitment and continuance commitment.
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6
Chapter 5: Foundations of Employee Motivation
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201 Verified Questions
201 Flashcards
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Sample Questions
Q1) In four-drive theory,the drive to bond does not produce any emotional markers.
A)True
B)False
Q2) Four-drive theory is one of the few theories of motivation that recognizes the central role of human emotions in the motivation process.Explain how four-drive theory applies emotions to employee motivation.
Q3) ERG theory and Maslow's needs hierarchy theory have largely failed to explain the dynamics of employee needs because they falsely assume that everyone fits into a single needs hierarchy.
A)True
B)False
Q4) To learn about their progress towards goal accomplishment,employees usually prefer feedback from supervisors and other people.
A)True
B)False
Q5) The problem with the concept of employee engagement is that it lacks theoretical foundation.
A)True
B)False
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Chapter 6: Applied Performance Practices
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178 Verified Questions
178 Flashcards
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Sample Questions
Q1) Competency-based rewards tend to improve levels of product and service quality.
A)True
B)False
Q2) Effective performance-based rewards should:
A) be based mainly on the employee's years of service with the company.
B) reward behaviours and outcomes that are under the employee's control.
C) reward only individual performance when employees have highly interdependent tasks.
D) All of the answers are correct.
E) reward behaviours and outcomes that are under the employee's control and reward only individual performance when employees have highly interdependent tasks.
Q3) Which of the following job design strategies tends to increase work efficiency?
A) Job enlargement
B) Job rotation
C) Job enrichment
D) Job specialization
E) None of these strategies increases work efficiency
Q4) Compare and contrast gainsharing with employee share ownership plans.
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Chapter 7: Decision Making and Creativity
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169 Verified Questions
169 Flashcards
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Sample Questions
Q1) Employee involvement tends to weaken synergy in the decision-making process.
A)True
B)False
Q2) The rational choice model of decision making begins with:
A) evaluating alternatives
B) recognizing and defining the problem
C) searching for alternatives
D) implementing the solution
E) searching for information about outcomes to each alternative
Q3) Employees probably should not make the decision alone (without the manager's involvement)when:
A) their goals and norms conflict with the organization's objectives.
B) they lack commitment to decisions made by the boss alone.
C) they possess more knowledge than the manager.
D) employees are likely to disagree with each other regarding the preferred solution.
E) the problem calls for a nonprogrammed decision.
Q4) Describe the rational choice paradigm of decision making.
Q5) Describe the four stages of the creative process.
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Chapter 8: Team Dynamics
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256 Verified Questions
256 Flashcards
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Sample Questions
Q1) Which of the following explicitly encourages team members to 'piggyback' or 'hitchhike' on the ideas presented by other team members?
A) Brainstorming
B) Group polarization
C) Constructive conflict
D) Groupthink
E) Nominal group technique
Q2) An important rule in brainstorming is that no one is allowed to evaluate or criticize another team member's ideas.
A)True
B)False
Q3) Teams with strong faultlines:
A) experience more dysfunctional conflict within the team.
B) proceed more quickly through the team development process.
C) have team members with similar demographic and professional backgrounds.
D) tend to have very few members on the team.
E) have better interpersonal relations.
Q4) Describe three (3)reasons why employees join informal groups in organizational settings.
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Chapter 9: Communicating in Teams and Organizations
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165 Verified Questions
165 Flashcards
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Sample Questions
Q1) Two important sets of factors to consider when choosing the appropriate communication channel for a given situation are:
A) social acceptance and media richness.
B) empathy and speed.
C) ambiguity and novelty of the problem.
D) gender and culture.
E) availability of technology and cost
Q2) Social distraction occurs when the sender and receiver focus on their relative status during the communication process.
A)True
B)False
Q3) Which communication channel is most effective when the sender wants to persuade the receiver?
A) A memorandum
B) A formal speech to a large audience
C) A personal letter to the target receiver
D) A personal face-to-face meeting with the target receiver
E) The method of communication does not influence the sender's ability to persuade others
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Page 11
Chapter 10: Power and Influence in the Workplace
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170 Verified Questions
170 Flashcards
Source URL: https://quizplus.com/quiz/63392
Sample Questions
Q1) Extreme forms of assertiveness include blackmailing colleagues.
A)True
B)False
Q2) Power is defined as influence in motion.
A)True
B)False
Q3) Unions and professional associations explicitly or implicitly try to increase the non-substitutability of their members.Identify three strategies applied by these groups to increase non-substitutability and provide an example related to professions or unions for each strategy.
Q4) Displaying one's diplomas and degrees on office walls is one way professionals increase their visibility.
A)True
B)False
Q5) Employees in Canada and other low power distance countries are more likely to accept legitimate power than are employees in Mexico and other high power distance countries.
A)True
B)False
Q6) Which types of people are more likely to engage in organizational politics?
Page 12
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Chapter 11: Conflict and Negotiation in the Workplace
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158 Verified Questions
158 Flashcards
Source URL: https://quizplus.com/quiz/63391
Sample Questions
Q1) Conflict tends to escalate more with a win-lose than with a win-win orientation.
A)True
B)False
Q2) Which of the following is a third-party conflict resolution strategy with high process control and high outcome control?
A) Inquisition
B) Arbitration
C) Mediation
D) Imposition
E) All third-party conflict resolution strategies have high process and outcome control
Q3) Communication is a potential source of conflict because:
A) two parties tend to use stereotypes to understand each other when they lack the opportunity to communicate.
B) ineffective communication often leads to an escalation in the conflict cycle.
C) perceptions of conflict reduce a person's motivation to communicate in the future.
D) All of these reasons.
E) None of these reasons.
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Chapter 12: Leadership in Organizational Settings
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150 Verified Questions
150 Flashcards
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Sample Questions
Q1) Telling,selling,participating,and delegating represent the four leadership styles identified in:
A) path-goal theory.
B) transformational leadership theory.
C) leadership competencies theory.
D) Hersey and Blanchard's situational leadership theory.
E) implicit leadership theory.
Q2) According to the behavioural perspective of leadership:
A) all great leaders are highly task-oriented and much lower in terms of people-oriented behaviours.
B) leadership behaviours are clustered into either participative or achievement-oriented groups.
C) leadership behaviours are clustered into people-oriented and task-oriented groups.
D) the best leadership style depends on the employee's behaviour at the time of interaction.
E) leadership style is related to the individual's personality, and, therefore, organizations should engineer the situation to fit the leader's dominant style.
Q3) Are transformational leaders charismatic leaders?
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14
Chapter 13: Designing Organizational Structures
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163 Verified Questions
163 Flashcards
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Sample Questions
Q1) Job descriptions and training are examples of coordination through standardization.
A)True
B)False
Q2) While preparing for a final examination in organizational behavior,you and a student in another class review the important information regarding organizational structure and design.During the conversation,the other student suggests that just about everything you need to know about organizational structure can be based on knowing the different types of departmentalization.In other words,all of the key features of organizational structure,including a structure's fundamental requirements and elements,are found in descriptions of functional structure,divisionalized structure and other forms of departmentalization.Discuss the accuracy of this statement.
Q3) The best organizational structure depends on the variety and analyzability of the tasks.
A)True
B)False
Q4) Mechanistic structures operate best in stable environments.
A)True
B)False
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Chapter 14: Organizational Culture
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163 Verified Questions
163 Flashcards
Source URL: https://quizplus.com/quiz/63388
Sample Questions
Q1) Comment on the accuracy of the following statement and explain your answer. "Organizations are more effective when they operate without subcultures and countercultures."
Q2) The best way to measure an organization's culture is to:
A) interview executives.
B) look for evidence of its corporate value statements.
C) conduct a careful analysis of many organizational artifacts.
D) read and analyze the various mission statements produced by the organization.
E) ask customers to evaluate the company's effectiveness.
Q3) Organizations with adaptive cultures are unable to maintain a stable value system and,consequently,tend to perform poorly in the long run.
A)True
B)False
Q4) Clashing corporate cultures after a merger of two firms has very little effect on the success of the merger after one or two years.
A)True
B)False
Q5) Identify four (4)conditions or events that potentially weaken an organization's dominant culture.
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Chapter 15: Organizational Change
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141 Verified Questions
141 Flashcards
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Sample Questions
Q1) Comment on the accuracy of the following statement and explain your answer. "Rewards,information technology,and other organizational systems may be both a friend and foe of organizational change."
Q2) Which change management practice encourages employee involvement?
A) Future search
B) Action research
C) Parallel learning structures
D) All of these encourage employee involvement
E) Future search and action research encourage employee involvement, whereas parallel learning structures do not rely on employee involvement
Q3) The main objective of force field analysis is to help change agents to:
A) identify ways to force employees to change their behavior.
B) find ways to increase the driving forces for change.
C) diagnose the situation better by understanding the driving and constraining forces for change.
D) determine whether change is necessary at all.
E) do none of these things.
Q4) Describe appreciative inquiry and explain how it differs from traditional organizational change interventions.
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