Business Administration
Midterm Exam
Course Introduction
Business Administration is a multidisciplinary field that encompasses the study of management principles, organizational operations, strategic planning, and decision-making processes within various business environments. This course provides students with foundational knowledge in key areas such as finance, marketing, human resources, operations, and entrepreneurship. Emphasizing practical and analytical skills, it equips learners to understand and manage the challenges faced by modern businesses, promote innovation, and drive organizational success in competitive markets. Through case studies, projects, and interactive learning, students develop a comprehensive understanding of effective business practices and the ethical considerations essential for leadership roles.
Recommended Textbook
Canadian Organizational Behaviour 10th Canadian Edition by Steven Mcshane
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Page 2
Chapter 1: Introduction to the Field of Organizational Behaviour
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Sample Questions
Q1) The emerging employment relationship in Canada is that people must give up their legal rights regarding employment discrimination in return for long-term employment.
A)True
B)False
Answer: False
Q2) Studies suggest that deep-level diversity exists across generations
A)True
B)False Answer: True
Q3) Communications, marketing, and information systems are three emerging fields from which organizational behaviour is now acquiring knowledge.
A)True
B)False Answer: True
Q4) Reduced job security and increased work intensification may be partly caused by globalization.
A)True
B)False
Answer: True
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Chapter 2: Individual Behaviour
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Sample Questions
Q1) Which of the following is NOT a factor that influences perceived moral intensity?
A)Proximity.
B)Economic impact.
C)Concentration of effect.
D)Magnitude of consequences.
E)Temporal immediacy.
Answer: B
Q2) Which of these statements about the Myers-Briggs Type Indicator (MBTI) is TRUE?
A)Research suggests that the MBTI is more useful for career development and self-awareness than for selecting job applicants.
B)Research has concluded that the MBTI does a poor job of measuring Jung's psychological types.
C)The MBTI is no longer used in organizations.
D)The MBTI measures a person's self-esteem and self-efficacy.
E)The MBTI combines 16 pairs of traits into four distinct types.
Answer: A
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4
Chapter 3: Perceiving Ourselves and Others in Organizations
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Sample Questions
Q1) Self-concept consists of two distinct categories: personal identity and social identity.
A)True
B)False
Answer: True
Q2) Mental models are ________ that guide perceptions and behaviour.
A)action learning practices
B)stereotypes
C)internal representations of the external world
D)forms of punishment
E)self-fulfilling prophecies
Answer: C
Q3) Deep absorption of knowledge required to develop a global mindset results from immersion in the foreign cultures.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Workplace Emotions
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Sample Questions
Q1) Organizational behaviour experts have concluded that
A)there is a moderate positive relationship between job performance and job satisfaction.
B)job performance is the best predictor of job satisfaction and job satisfaction is the best predictor of job performance.
C)job performance is the best predictor of job satisfaction.
D)as job performance increases, job satisfaction decreases.
E)job satisfaction is the best predictor of job performance.
Q2) When employees have higher job satisfaction they tend to
A)get angry at customers more often than when they were dissatisfied with their jobs.
B)provide friendlier service to customers.
C)provide more consistent service to customers because of their longer employment in the job.
D)stay on the job longer, so they have better knowledge and skills to serve clients.
E)provide the same quality of customer service as when they were dissatisfied with their jobs.
Q3) Explain how an employee's attitudes might be affected by cognitive dissonance.
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Chapter 5: Foundations of Employee Motivation
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Sample Questions
Q1) A large manufacturer of Internet hardware wants to hire an executive who will help develop the firm's marketing division. This executive must be a 'team player' by working with other executives. The successful candidate will also delegate more responsibility to the marketing professionals, but is responsible for making tough decisions regarding allocation of limited budgets. Describe the level of need for achievement, affiliation, and socialized and personalized power that the ideal candidate would have for this position. Your answer should also briefly define these terms.
Q2) Accordingtoequitytheory,employeeschangetheircomparisonother
A)only when they feel overpaid.
B)every three or four months.
C)as a way to alter their inputs.
D)only when they are new to their jobs.
E)as a means of reducing feelings of inequity.
Q3) Strengths-based coaching is inconsistent with self-enhancement.
A)True
B)False
Q4) Everyone has the same drives; they are hardwired in us through evolution.
A)True
B)False
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Chapter 6: Applied Performance Practices
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Sample Questions
Q1) To increase an employee's feelings of experienced responsibility, we would
A)increase the amount of task identity and task significance in the person's job.
B)increase the amount of autonomy in the person's job.
C)reduce the amount of task identity and task significance in the person's job.
D)reduce the amount of skill variety in the person's job.
E)increase the amount of job feedback in the person's job.
Q2) Which of these contemporary organizational behaviour practices was popularized by Frederick Taylor in his work on scientific management?
A)Job enlargement
B)Goal setting
C)Membership and seniority-based rewards
D)Job specialization
E)Job enrichment
Q3) Job status-based rewards potentially motivate employees to compete with each other.
A)True
B)False
Q4) How does specialization allow for improved work efficiency?
Q5) Discuss the benefits of job rotation in a manufacturing plant.
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Chapter 7: Decision Making and Creativity
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Sample Questions
Q1) What do impromptu storytelling, morphological analysis, and artwork have in common?
A)They increase the risk of bounded rationality.
B)They are mainly used to improve the rational choice process.
C)They are forms of cross-pollination.
D)They significantly weaken the creative process.
E)They are forms of associative play.
Q2) Employees tend to be less creative in organizations that punish failure.
A)True
B)False
Q3) Describe the four stages of the creative process.
Q4) The rational choice model of decision making begins with:
A)recognizing and defining the problem.
B)evaluating alternatives.
C)searching for alternatives.
D)implementing the solution.
E)searching for information about outcomes to each alternative.
Q5) Ill-defined problems require a nonprogrammed decision process.
A)True
B)False
9
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Chapter 8: Team Dynamics
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Sample Questions
Q1) As team leader, you discover that a competitor is about to develop a similar product that your group is currently developing. What is most likely to happen if you tell your team members about this external threat?
A)The team would move quickly to the adjourning stage of team development.
B)The team would become more cohesive.
C)Individual team members would become more productive through social loafing.
D)The team would begin to introduce dysfunctional norms.
E)All of these will occur.
Q2) A diverse team is better than a homogeneous team
A)on complex projects and tasks requiring innovative solutions.
B)in situations where the team must reach the performing stage of team development quickly.
C)Never; heterogeneous teams are always less effective than homogeneous teams.
D)on tasks requiring a high degree of cooperation.
E)in every organizational activity.
Q3) Organizational behaviour scholars have concluded that employees always work better in teams than alone.
A)True
B)False
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Page 10
Chapter 9: Communicating in Organizations
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Sample Questions
Q1) Flaming refers to the capacity of an organization to transmit information more quickly through computer networks than through traditional paper media.
A)True
B)False
Q2) Which of the following statements about cross-cultural communication is FALSE?
A)Brazilians view interruptions as evidence that the other person is involved in the conversation.
B)Maintaining direct eye contact is acceptable to most Americans, but is considered rude in some other cultures.
C)Shaking one's head from side to side means a different thing in different cultures.
D)Talking loudly may be a sign of sincerity in some cultures and a sign of rudeness in other cultures.
E)In Japan, a listener's silence after the speaker finishes talking indicates that the listener disapproves with the sender's message.
Q3) The grapevine is an unstructured network founded on social relationships.
A)True
B)False
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Chapter 10: Power and Influence in the Workplace
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Sample Questions
Q1) Social capital tends to be diluted with the number of network ties
A)True
B)False
Q2) Which of the following is one of the five main sources of power?
A)Visibility
B)Substitutability
C)Discretion
D)All of these are sources of power.
E)None of these are sources of power.
Q3) Jason is effective at forming friendships with other people in the organization. Over time, he becomes well known and respected by numerous people in key positions in the organization. Through his social networking, Jason has:
A)increased his referent power.
B)increased his coercive power.
C)reduced his visibility.
D)reduced his centrality.
E)increased his level of Machiavellianism.
Q4) Employees with a high power distance tend to have higher deference to authority.
A)True
B)False
12
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Chapter 11: Conflict and Negotiation in the Workplace
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Sample Questions
Q1) The newly hired CEO of an advertising agency noticed that employees were constantly arguing and debating with each other over design and ad copy. This cantankerous behaviour was quite different from the more reserved and polite interactions that occurred in the CEO's previous organization in the consumer products industry. To correct this problem, the CEO established a new motto ('Serving Clients in Harmony') and actively discouraged employees from the spirited debates that occurred in the past. Some key staff members left the company over the next few months, saying that the company was losing its creative edge. However, the CEO was able to bring in new employees who were more discreet and subtle in their discussions with colleagues. Discuss the merits of the CEO's actions.
Q2) Relationship conflict usually causes people to
A)rethink their assumptions and beliefs about the issue that is the source of conflict.
B)adapt their emotions to be more in line with those of the other party.
C)use logical analysis to resolve the conflict.
D)reduce communication and information sharing with the other party.
E)Do all of these.
Q3) Comment on the accuracy of the following statement: 'Negotiators tend to bargain more effectively if they don't make concessions.'
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Chapter 12: Leadership in Organizational Settings
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Sample Questions
Q1) Managerial leadership may be distilled into two clusters of leadership behaviour. Describe each of the two clusters.
Q2) According to the leadership substitute theory, coworkers substitute for leadership in high involvement team structures.
A)True
B)False
Q3) Suppose Axel was the new supervisor of a unit of employees who work in non-routine jobs. These employees are highly experienced and confident in their work. According to path-goal theory, which leadership style would be most appropriate for Axel to use in this situation?
A)Supportive
B)Abusive
C)Participative
D)Draconian
E)Directive
Q4) Employees tend to form negative attitudes towards bosses who are mostly task-oriented which in turn results in lower job performance.
A)True
B)False
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Chapter 13: Designing Organizational Structures
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Sample Questions
Q1) Job descriptions, goal setting, and training are applications of coordination through standardization.
A)True
B)False
Q2) Some matrix structures typically overlay a divisional structure with a functional structure to gain the benefits of both.
A)True
B)False
Q3) A matrix structure found mainly in large global firms combines which two forms of departmentalization?
A)Network structure and cluster structure
B)Geographic divisional structure and product divisional structure
C)Simple structure and hybrid structure
D)Divisional structure and simple structure
E)Functional structure and network structure
Q4) The formal hierarchy can be used to coordinate the work of front-line workers and executives through the division of organizational activities.
A)True
B)False
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Chapter 14: Organizational Culture
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Sample Questions
Q1) The assimilation strategy of merging corporate cultures should be applied when the acquired firm has a weak culture and is willing to embrace the acquiring company's culture.
A)True
B)False
Q2) Employees at SuperTech Services seek out opportunities rather than wait for them to arrive. They also have a strong sense of responsibility for the organization's performance. SuperTech likely has:
A)a weak organizational culture.
B)a strong counterculture.
C)a culture that is misaligned with its external environment.
D)relatively few artifacts representing the organization's culture.
E)an adaptive culture.
Q3) Resolving conflicts between work and nonwork activities mainly occurs during what stage of socialization?
A)Disillusionment
B)Encounter
C)Reality shock
D)Pre-employment
E)Role management
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Chapter 15: Organizational Change
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Sample Questions
Q1) One problem that communication, learning, and employee involvement have in minimizing resistance to change is that:
A)they change people too quickly.
B)they are rarely effective at minimizing resistance to change.
C)they tend to change people too quickly.
D)they are time-consuming.
E)they create compliance but not commitment to the change process.
Q2) When managing change, learning interventions should be used
A)to break routines that cause resistance to change.
B)when employees resist change due to direct costs.
C)when incongruent organizational systems reinforce past behaviours and cause resistance to new behaviours.
D)in all change management activities.
E)only when all other strategies have failed.
Q3) By creating a sense of urgency for change, change agents are motivating employees to change towards the new conditions.
A)True
B)False
Q4) Outline the organizational change process based on the action research approach.
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