Business Administration Exam Preparation Guide
Course Introduction
Business Administration is a multidisciplinary course that provides students with a comprehensive understanding of the principles and practices involved in managing organizations effectively. The course covers fundamental topics such as management, finance, marketing, operations, and human resources, while also addressing strategic planning, organizational behavior, and decision-making processes. Students gain analytical and leadership skills essential for problem-solving in dynamic business environments, preparing them for a wide range of roles in various industries and for further studies in specialized areas of business.
Recommended Textbook
ORGB 3 3rd Edition by Debra
L. Nelson
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18 Chapters
1924 Verified Questions
1924 Flashcards
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Page 2
Chapter 1: Organizational Behavior and Opportunity
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79 Verified Questions
79 Flashcards
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Sample Questions
Q1) A leading force currently driving change at work is:
A)global competition
B)politics
C)quality
D)process management
Answer: A
Q2) Environment
A)Economic activity outside of the firm.
B)An organization's primary concern, goal, and/or reason for existence
C)Tools, equipment, and procedures for producing output.
D)An organization that receives inputs from the environment and releases outputs to the environment.
E)The result of an organization's conversion process.
F)The specific setting within which organizational behavior is enacted.
Answer: A
Q3) Total quality management is an employee-driven philosophy of management.
A)True
B)False
Answer: False
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Page 3
Chapter 2: Challenges for Managers
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88 Flashcards
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Sample Questions
Q1) High uncertainty avoidance is associated with high risk taking.
A)True
B)False
Answer: False
Q2) Which of the following competencies was NOT indicated as important to the development of an international career?
A)integrity
B)insightfulness
C)risk taking
D)competence in several foreign languages
Answer: D
Q3) Corporations and business enterprises tend to subscribe to:
A)cultural relativism
B)universal moralism
C)consequential ethics
D)rule-based ethics
Answer: C
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Page 4
Chapter 3: Personality, Perception, and Attribution
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) According to MBTI research, artists and executives are extraverts.
A)True
B)False
Answer: False
Q2) The ability of an individual to perceive multiple characteristics of another person rather than attend to just a few traits is a function of their:
A)attention span
B)ability to focus
C)cognitive weighting
D)cognitive complexity
Answer: D
Q3) Which of the following is NOT an important characteristic of the perceiver that can affect social perception?
A)attitude
B)mood
C)self-concept
D)emotional stability
Answer: D
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Chapter 4: Attitudes, Emotions, and Ethics
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105 Flashcards
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Sample Questions
Q1) Ethical behavior is influenced by which two major factors?
A)religion and value system
B)terminal and instrumental values
C)level of ethical reasoning and intelligence
D)individual characteristics and organizational factors
Q2) Substantial social learning occurs through cognitive dissonance.
A)True
B)False
Q3) According to considerable research, the relationship between job satisfaction and job performance is:
A)strong and direct
B)strong and negative
C)modest
D)positive for women and negative for men
Q4) In managing organizational behavior, the importance of attitudes:
A)is determined by observation
B)rests with understanding non-productive behavior
C)lies in their link to behavior
D)can be assessed from observing non-work behavior
Q5) What aspects of one's existence and environment shape attitudes?
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Chapter 5: Motivation at Work
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95 Verified Questions
95 Flashcards
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Sample Questions
Q1) Valence
A)The likelihood that one's efforts will lead to reward.
B)A person's feeling of fairness.
C)Importance and value of an outcome.
D)The belief that performance is linked to rewards.
E)Evaluated work behavior.
Q2) A new idea in motivation includes focusing on learning lessons from professional athletes in order to develop corporate athletes.
A)True
B)False
Q3) If you use calculated involvements as a basis for understanding a person's relationship with a work organization, which of the following would be the best framework?
A)need theory
B)content theory
C)social exchange
D)Vroom's personal perception expectancy model
Q4) Instrumentality is the value of a reward.
A)True
B)False
Page 7
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Chapter 6: Learning and Performance Management
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99 Flashcards
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Sample Questions
Q1) A prerequisite for successful goal-setting programs, such as management by objectives (MBO), is:
A)a relatively benign or stable environment
B)supervisory goal commitment
C)the connection between goals/outcomes/rewards
D)organizational commitment
Q2) As a supervisor, you can enhance the performance of your employees by:
A)setting their goals
B)closely controlling their behavior
C)allowing employees to participate in goal setting
D)giving workers easy goals
Q3) A colleague does not respond to the sarcastic comments of a coworker but compliments the sarcastic colleague for constructive comments. Which of the following statements are true?
A)The colleague was using extinction and negative reinforcement.
B)The colleague was using positive and negative consequences.
C)The colleague used only positive consequences.
D)The colleague used extinction and positive reinforcement.
Q4) Briefly distinguish between positive and negative reinforcement and provide a job-related example of each.
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Chapter 7: Stress and Well-Being at Work
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103 Verified Questions
103 Flashcards
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Sample Questions
Q1) Emotional toxins typically don't spread through a work environment and cause a range of disturbances.
A)True
B)False
Q2) Problem-focused coping focuses on managing and controlling the stressor.
A)True
B)False
Q3) The two major categories of "role stress" at work include:
A)role conflict and role overload
B)role conflict and role ambiguity
C)role ambiguity and role overload
D)role overload and ethical conflict
Q4) Homeostasis
A)The embodiment of a person's perfect self.
B)An equilibrium or steady state of bodily functioning.
C)Adverse consequences of stress.
D)The unconscious preparation to fight or flee.
E)The view of one's self.
Q5) Which of the four approaches to stress appears most useful in understanding job and work-related stress?
9
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Chapter 8: Communication
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Sample Questions
Q1) A memo from the company president to all employees is an example of one-way communication.
A)True
B)False
Q2) Paralanguage
A)Study of body movements, including posture.
B)Speech variations, such as tone, tempo, pitch, and others.
C)Doing more than one thing at a time.
D)An example of nonverbal communication.
E)Excessive information.
Q3) At the core of personal integrity, as displayed by executives is:
A)healthy communication
B)kinesics
C)proxemics
D)nondefensive communication
Q4) Status differences can influence the content and manner in which a message is sent from a subordinate to someone higher in the organization.
A)True
B)False
Q5) How do communication technologies affect behavior?
Page 10
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Chapter 9: Work Teams and Groups
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Sample Questions
Q1) A highly cohesive group can set performance output at a level below standard.
A)True
B)False
Q2) Psychological intimacy and integrated involvement need to be achieved in the same team or group.
A)True
B)False
Q3) For successful chief executive officers, their peak performance years are usually after:
A)two years
B)ten years
C)five to seven years
D)three to four years
Q4) A team-oriented work environment places emphasis on:
A)empowerment and collaboration
B)power and authority or the distribution of power among team members
C)internal competition
D)hierarchical control by top management
Q5) Identify and briefly discuss the four distinguishing characteristics of a mature (well-functioning) group.
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Chapter 10: Decision Making by Individuals and Groups
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Sample Questions
Q1) An organization should do or provide all of the following except _____ if it wants to encourage employee creativity.
A)close supervision
B)participative decision making
C)peer support
D)flexible organizational structure
Q2) Participative decision making tends to be associated with:
A)interpersonal rivalry within a group
B)less creativity among employees
C)rapid decision making
D)higher levels of employee job satisfaction
Q3) Heuristics are shortcuts in decision making that save mental activity.
A)True
B)False
Q4) Rational model
A)A relatively simple problem that can be solved with a standard rule.
B)Logical, systematic problem solving.
C)A solution that is timely and acceptable.
D)An unstructured, unique problem situation that requires a creative solution.
E)The practice of selecting an acceptable, but probably not the best solution.
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Chapter 11: Power and Political Behavior
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128 Flashcards
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Sample Questions
Q1) Which of the following is NOT a positive power-oriented characteristic according to McClelland?
A)Explain just enough to pacify employees sufficiently so they won't ask questions.
B)Publicly put the company and its needs before one's own needs.
C)A strong belief in justice and equity.
D)View of work as positive and self-discipline building.
Q2) Referent power is linked with organizational effectiveness.
A)True
B)False
Q3) Former Illinois Governor Rod Blagojevich tried to sell President Barack Obama's Senate seat for money. It was also reported he attempted to trade the seat for money, ambassadorships, and even a $150,000 salary for his wife. This is an example of the use of:
A)social power
B)personal power
C)high centrality
D)coercive power
Q4) What types of power in the French-Raven model correspond to the types of power in McClelland's view of power?
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Chapter 12: Leadership and Followership
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119 Verified Questions
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Sample Questions
Q1) The glass cliff refers to:
A)preventing women from taking on difficult leadership situations
B)men perceiving women as less suited to difficult leadership positions due to their lack of decision making experience
C)a trend in organizations to place more women in difficult leadership situations
D)women perceiving difficult leadership situations as situations to avoid due to inherent risk of failure
Q2) Formal leader
A)One who is designated by the organization to lead.
B)Process of being guided and directed in the accomplishment of a task.
C)A leader without authority.
D)A leadership trait.
E)Someone who plans, organizes, and controls the organization.
Q3) Autocratic leaders tend to be task oriented and utilize initiating structure behavior.
A)True
B)False
Q4) What is the difference between a leader and a manager?
Q5) Compare and contrast the Ohio State leadership model with the Leadership Grid.
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Chapter 13: Conflict and Negotiation
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) EI and the ability to manage conflicts appear to hold across cultures.
A)True
B)False
Q2) One way of classifying styles of conflict management is to examine the styles' cooperativeness and the styles':
A)assertiveness
B)accommodation
C)degree of competition
D)degree of compromise
Q3) The power not only to control emotions but also to perceive them is termed:
A)self-awareness
B)emotional intelligence
C)disciplined empathy
D)emotional perception
Q4) How can conflict be functional and positive?
Q5) Work units that are highly interdependent may be more prone to interunit conflict than two independent departments.
A)True
B)False
Q6) What are the structural factors that cause conflict in an organization?
Page 15
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Chapter 14: Jobs and the Design of Work
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) The interdisciplinary perceptual/motor approach is more relevant to managerial, administrative, and custodial jobs.
A)True
B)False
Q2) The JDS refers to:
A)job design satisfaction
B)the survey instrument used to measure the elements in the Job Characteristics Model
C)the job design survey used to measure the degree of satisfaction with the job due to redesign efforts consistent with the job characteristics theory
D)job enrichment, design of job, and satisfaction with the job
Q3) Work
A)A designated set of tasks and work activities.
B)Purposeful activity in manufacturing a product or providing a service.
C)Detailed task specification and narrow job scope.
D)Vertical and horizontal job expansion.
E)A job design strategy requiring cross-training.
Q4) What are the important, basic elements of scientific management as developed by Frederick Taylor?
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Chapter 15: Organizational Design and Structure
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122 Verified Questions
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Sample Questions
Q1) At Yahoo, CEO Carol Bartz inherited an organization with a complex matrix structure. The matrix structure resulted in delays in decision making along with a lack of accountability. To allow Yahoo to react to the environment in a quicker manner and quicken the pace of decision making she:
A)decentralized the structure
B)moved to a product structure
C)implemented the virtual structure
D)added centralization with a flatter structure
Q2) Globalization
A)The view or perception of change and disturbance outside the organization.
B)Stages of organization development.
C)Structural arrangements stemming from a stable, or relatively unchanging environment.
D)A desired state and one or more courses of action necessary to achieve the desired state.
E)The organization of product markets outside a firm's home country.
Q3) Organic forms of organization are simple, informal, and standardized.
A)True
B)False
Q4) Identify four bases of departmentalization or differentiation.
Page 17
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Chapter 16: Organizational Culture
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117 Verified Questions
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Sample Questions
Q1) Which of the following is NOT a stage that individuals go through when adjusting to a new organization?
A)anticipatory socialization
B)change and acquisition
C)inclusion
D)encounter
Q2) The use of multiple methods to measure organizational change is known as:
A)convergence
B)multitrait/multimethod measurement
C)triangulation
D)combination measurement
Q3) Rites of passage
A)Visible indications of organizational culture.
B)Executive modeling behavior.
C)A graduation dinner and party.
D)Public ridicule of executive mistakes.
E)A corporate logo or sports team mascot.
Q4) Stories that aren't backed by reality can lead to cynicism and mistrust.
A)True
B)False
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Chapter 17: Career Management
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Sample Questions
Q1) Career
A)Pattern of work-related experiences spanning one's life.
B)An ambitious, energetic, and adventurous personality type.
C)An imaginative, emotional, and impulsive personality type.
D)An efficient and practical personality type.
E)The career exploration stage for individuals.
Q2) Self-perceived talents, motives, and values that guide an individual's career decisions are called:
A)visions
B)life goals
C)career anchors
D)career planning
Q3) According to the expectancy view of organizational choice, individuals choose organizations:
A)that maximize positive outcomes and avoid negative outcomes
B)based on satisficing
C)that they perceive treat employees in an equitable manner
D)that satisfy their basic needs
Q4) What are some of the ways to reduce the stress and strains of a dual-career situation?
Page 19
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Chapter 18: Managing Change
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Sample Questions
Q1) A participative approach to overcoming resistance to change would be appropriate when:
A)skill deficiencies are evident
B)goals are compatible but several groups resist
C)rumors and non-factual information have upset employees
D)distrust and lack of credibility exist
Q2) Change Agent
A)An external force for change.
B)Organizational restructuring.
C)Employee skill deficiencies.
D)Someone who facilitates significant change.
E)An often unseen imposition on an organization.
Q3) Internal change agents have certain advantages in managing the change process. Which of the following is NOT considered one of those stronger advantages?
A)They bring a fresh and new perspective to the change process because of their unique role.
B)They know the organization's political system.
C)They understand the organization's culture.
D)They will be careful because they have to live with the outcomes.
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Page 20