Business Management Exam Preparation
Guide
Course Introduction
Business Management is a comprehensive course designed to provide students with a foundational understanding of the key principles and practices required to effectively manage organizations. Covering topics such as organizational structure, leadership, strategic planning, human resources, and decision-making, the course equips learners with the analytical tools and practical skills necessary to address business challenges and drive organizational success. Through case studies, real-world examples, and interactive projects, students develop a well-rounded perspective on the dynamic environment of modern business management and prepare for leadership roles in a variety of industries.
Recommended Textbook
Canadian Organizational Behaviour 8th Edition by
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15 Chapters
2830 Verified Questions
2830 Flashcards
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Page 2
Steven L. McShane
Chapter 1: Introduction to the Field of Organizational Behaviour
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) Psychology and sociology have contributed many theories and concepts to the field of organizational behaviour.
A)True
B)False
Answer: True
Q2) Which organizational behaviour perspective discusses inputs,outputs and feedback?
A) Mechanistic perspective
B) Open systems perspective
C) Goal-attainment perspective
D) Organizational learning perspective
E) Stakeholder perspective
Answer: B
Q3) Employees,suppliers and governments:
A) are organizational stakeholders.
B) are rarely considered in organizational behaviour theories.
C) represent the three levels of analysis in organizational behaviour.
D) are excluded from the open systems anchor.
E) All of the answers are correct.
Answer: A
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) The ideal situation in organizations is to have employees whose values are perfectly congruent with the organization's values.
A)True
B)False
Answer: False
Q2) All of these factors directly influence an employee's voluntary behaviour and performance EXCEPT: A) motivation.
B) role perceptions.
C) situational factors.
D) moral intensity.
E) ability.
Answer: D
Q3) Some managerial issues involve no moral intensity.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Perceiving Ourselves and Others in Organizations
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197 Verified Questions
197 Flashcards
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Sample Questions
Q1) The consistency of a person's multiple selves increases with age.
A)True
B)False
Answer: True
Q2) When supervisors create a positive self-fulfilling prophecy,they tend to change employee behaviour by:
A) showing more emotional support to the employee through non-verbal cues.
B) providing more frequent and valuable feedback and reinforcement.
C) assigning more challenging goals to the employee.
D) All of the answers are correct.
E) providing more frequent and valuable feedback and reinforcement and assigning more challenging goals to the employee.
Answer: D
Q3) A person's social identity is a complex combination of his or her memberships in many groups.
A)True
B)False
Answer: True
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Chapter 4: Workplace Emotions, Attitudes, and Stress
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248 Verified Questions
248 Flashcards
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Sample Questions
Q1) Which of these statements represents the feeling dimension of attitudes?
A) I don't like how my boss treats his employees.
B) I want to transfer out of this department to get away from this manager.
C) My supervisor barks at his employees in public.
D) I intend to tell the human resource manager that my supervisor should be demoted.
E) All of the answers are correct.
Q2) Which of the following is NOT usually identified as a category of emotions?
A) Recognition
B) Excited
C) Fearful
D) Relaxed
E) Gloomy
Q3) Some firms offer personal leaves to give employees a temporary withdrawal from the stressors of work.
A)True
B)False
Q4) Lower performance ratings usually reduce continuance commitment.
A)True
B)False
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Chapter 5: Foundations of Employee Motivation
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250 Verified Questions
250 Flashcards
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Sample Questions
Q1) One problem with balanced scorecards is that they:
A) apply to executives rather than to non-management employees.
B) rely on the company's share price to measure organizational performance.
C) operate as an individual incentive.
D) companies chose goals that easily measured rather than valuable.
E) All of the answers are correct.
Q2) David McClelland's research on need for achievement concluded that all needs are instinctive and fixed for life.
A)True
B)False
Q3) After completing a difficult assignment,you reward your accomplishment by playing a game on your computer.This reward is part of which of the following organizational behaviour concepts?
A) MARS model
B) Behaviour modification
C) Four-needs theory
D) Social cognitive theory
E) Organizational citizenship
Q4) Why is it such a challenge for employers to maintain feelings of equity among employees?
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Chapter 6: Applied Performance Practices
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180 Verified Questions
180 Flashcards
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Sample Questions
Q1) Which of the following is most consistent with the idea that employees are expected to continuously learn skills that will keep them employed?
A) Competency-based rewards
B) Job status rewards
C) Job evaluation systems
D) Individual performance-based rewards
E) Competency-based rewards and job status rewards
Q2) Job specialization increases work efficiency,but it tends to reduce employee motivation.
A)True
B)False
Q3) Job evaluations are used in which type of reward system?
A) Competency-based rewards
B) Job status rewards
C) Individual performance rewards
D) Seniority-based rewards
E) None of the answers apply.
Q4) Comment on the accuracy of the following statement: "Job enrichment is more effective than job specialization at creating a productive work force."
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Chapter 7: Decision Making and Creativity
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173 Verified Questions
173 Flashcards
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Sample Questions
Q1) Creativity is related to both the characteristics of creative people and the situation in which they work.
A)True
B)False
Q2) Escalation of commitment may be corrected by ensuring that those involved in choosing decision alternatives are also responsible for evaluating the implemented solution.
A)True
B)False
Q3) Employee involvement potentially improves decision-making quality and commitment.
A)True
B)False
Q4) To make the best decisions,the number of employees involved should be minimized.
A)True
B)False
Q5) Bounded rationality adopts the main assumptions of the rational choice paradigm of decision making.
A)True
B)False
Page 9
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Chapter 8: Team Dynamics
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257 Verified Questions
257 Flashcards
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Sample Questions
Q1) Communicating,comforting and conflict resolution are task related characteristics of effective team members.
A)True
B)False
Q2) Social identity theory partly explains why people join informal groups.
A)True
B)False
Q3) 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 become more cohesive.
B) The team would begin to introduce dysfunctional norms.
C) The team would move quickly to the adjourning stage of team development.
D) Individual team members would become more productive through social loafing.
E) All of these will occur.
Q4) The nominal group technique tends to produce more and better ideas than do traditional interacting groups.
A)True
B)False
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Chapter 9: Communicating in Teams and Organizations
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167 Verified Questions
167 Flashcards
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Sample Questions
Q1) Research has found that women are generally more sensitive than are men to nonverbal communication.
A)True
B)False
Q2) Which of the following activities helps us to cope with information overload?
A) Working longer hours
B) Learning to read faster
C) Improving our time management
D) Scanning through documents more efficiently
E) All of these help us to cope with information overload.
Q3) How do men and women generally differ in their communication styles in organizational settings?
A) Men are more likely than women to communicate to strengthen relationships.
B) Women are more likely than men to give advice quickly and frequently.
C) Women are usually more sensitive than men to the listener's nonverbal cues.
D) Men and women differ in all of these ways.
E) Men and women do not differ in their communication styles.
Q4) Email is a very good medium for communicating emotions.
A)True
B)False
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Chapter 10: Power and Influence in the Workplace
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178 Verified Questions
178 Flashcards
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Sample Questions
Q1) An employee has power in the organization only when he or she:
A) has the authority to influence others.
B) possesses all five sources of power.
C) has one or more contingencies of power.
D) has one or more sources of power.
E) possesses one or more sources of power, and the contingencies that support that power base.
Q2) When your boss requests that you complete a particular task,he is applying which form of influence?
A) Silent authority
B) Referent
C) Assertiveness
D) Exchange
E) Expert
Q3) Employees who engage in social networking tend to:
A) be less powerful in the long run.
B) develop their referent power.
C) have a low level of Machiavellianism.
D) develop their legitimate power.
E) develop both their referent and legitimate power.
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Chapter 11: Understanding and Managing Workplace
Conflict
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164 Verified Questions
164 Flashcards
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Sample Questions
Q1) Jane has just been appointed as purchasing manager of Tacoma Technologies Corp.The previous purchasing manager,who recently retired,was known for his "winner-take-all" approach to suppliers.He continually fought for more discounts and was skeptical about any special deals that suppliers would propose.A few suppliers refused to do business with Tacoma Technologies,but senior management was confident that the former purchasing manager's approach minimized the company's costs.Jane wants to try a more problem-solving approach to working with suppliers.Contrast Jane's and her predecessor's approach to negotiations in terms of the dimensions of interpersonal conflict management style.Then explain whether Jane's approach will be effective or not.
Q2) In the conflict process,what immediately precedes conflict outcomes?
A) Manifest conflict
B) Conflict emotions
C) Sources of conflict
D) Conflict perceptions
E) Both conflict emotions and perceptions immediately precede conflict outcomes
Q3) A person's preferred conflict management style tends to depend partly on the individual's cultural values.
A)True
B)False
Page 13
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Chapter 12: Leadership in Organizational Settings
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157 Verified Questions
157 Flashcards
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Sample Questions
Q1) Recent studies reveal that the concept and features of leadership are similar around the world.
A)True
B)False
Q2) Shared leadership calls for a collaborative rather than internally competitive culture.
A)True
B)False
Q3) The implicit leadership perspective encourages potential leaders to act differently than what employees expect.
A)True
B)False
Q4) An executive who acts consistently with cultural expectations is more likely to be perceived as an ineffective leader.
A)True
B)False
Q5) Path-goal theory has its roots in the expectancy theory of motivation.
A)True
B)False
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Chapter 13: Designing Organizational Structures
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167 Verified Questions
167 Flashcards
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Sample Questions
Q1) A divisionalized structure works best where the organization:
A) has few employees.
B) operates in one market with one product and one client group.
C) wants to assign the most power to executives responsible for technical expertise in the organization.
D) is expanding into several distinct product and/or client groups.
E) wants to maintain a strong centralized control over business activities.
Q2) All organizational structures have the following two fundamental requirements:
A) flatter span of control and decentralization
B) division of labour and coordination
C) decentralization and divisionalization
D) coordination and decentralization
E) centralization and outsourcing
Q3) Companies with divisionalized structures are increasingly adopting the geographically-based structure.
A)True
B)False
Q4) An organization's structure is mainly its organizational chart.
A)True
B)False
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Chapter 14: Organizational Culture
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183 Verified Questions
183 Flashcards
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Sample Questions
Q1) What effect do co-workers have on the socialization of new employees?
A) Co-workers provide valuable support and information to newcomers.
B) Through social interaction, co-workers reduce the newcomer's stress during socialization.
C) By welcoming the newcomer to the team, co-workers tend to offer more job-related information to the newcomer.
D) Co-workers potentially do all of these things.
E) Co-workers have no benefit to the socialization process and should be separated from newcomers as much as possible.
Q2) The attraction-selection-attrition (ASA)theory may explain why people who don't fit the culture are often weeded out.
A)True
B)False
Q3) Organizations with very strong cultures may become dysfunctional because they suppress dissenting subcultural values.
A)True
B)False
Q4) conditions or events that potentially weaken an organization's dominant culture.
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Chapter 15: Organizational Change Additional Cases
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) The force field analysis model includes all of the following EXCEPT:
A) constraining forces.
B) driving forces.
C) unfreezing.
D) refreezing.
E) restraining forces.
Q2) Discovery,dreaming,and delivering are the first three stages of appreciative inquiry.
A)True
B)False
Q3) What change management strategy should be a priority when employees need to break old routines and adopt new role patterns?
A) Coercion
B) Employee involvement
C) Learning
D) Stress management
E) Negotiation
Q4) In most situations transformational leaders are the primary agents of change.
A)True
B)False
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