BML CH 5 Practice Test

41 Questions
Practice Test Quizzes & Trivia

Practice test for Business Management and Law, Ch 5.

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Questions and Answers
  • 1. 
    Courage means
    • A. 

      Being willing to make unpopular decisions.

    • B. 

      Making decisions carefully.

    • C. 

      Having the ambition and motivation to get work done without being asked.

    • D. 

      Looking at all sides of an issue before making a decision

  • 2. 
    Judgment is
    • A. 

      Following through on commitments.

    • B. 

      Being ethical in decision-making and treatment of others.

    • C. 

      Making decisions carefully.

    • D. 

      Working well with others, recognizing others’ strengths, and helping develop effective group relationships.

  • 3. 
    Dependability is
    • A. 

      Making decisions carefully.

    • B. 

      Following through on commitments.

    • C. 

      Looking at all sides of an issue before making a decision.

    • D. 

      Being willing to make decisions and take responsibility for the results of those decisions.

  • 4. 
    Stability is
    • A. 

      Making appropriate use of emotions.

    • B. 

      Being ethical in decision-making and treatment of others.

    • C. 

      Being willing to make decisions and take responsibility for the results of those decisions.

    • D. 

      Making decisions carefully.

  • 5. 
    Initiative is
    • A. 

      Respecting the feelings and needs of the people with whom one works.

    • B. 

      Working well with others, recognizing others’ strengths, and helping develop effective group relationships.

    • C. 

      Looking at all sides of an issue before making a decision.

    • D. 

      Having the ambition and motivation to get work done without being asked.

  • 6. 
    Honesty is
    • A. 

      Looking at all sides of an issue before making a decision.

    • B. 

      Being ethical in decision-making and treatment of others.

    • C. 

      Following through on commitments.

    • D. 

      Respecting the feelings and needs of the people with whom one works.

  • 7. 
    Understanding is
    • A. 

      Having the ambition and motivation to get work done without being asked

    • B. 

      Working well with others, recognizing others’ strengths, and helping develop effective group relationships.

    • C. 

      Respecting the feelings and needs of the people with whom one works.

    • D. 

      Directing and leading people to accomplish the planned work of an organization.

  • 8. 
     Objectivity is
    • A. 

      Looking at all sides of an issue before making a decision.

    • B. 

      Following through on commitments.

    • C. 

      Making decisions carefully.

    • D. 

      Being willing to make decisions and take responsibility for the results of those decisions.

  • 9. 
    Confidence is
    • A. 

      Being willing to make unpopular decisions.

    • B. 

      Being willing to make decisions and take responsibility for the results of those decisions.

    • C. 

      Looking at all sides of an issue before making a decision.

    • D. 

      Following through on commitments.

  • 10. 
    Cooperation is
    • A. 

      Working well with others, recognizing others’ strengths, and helping develop effective group relationships.

    • B. 

      Making decisions carefully.

    • C. 

      Respecting the feelings and needs of the people with whom one works.

    • D. 

      Making appropriate use of emotions.

  • 11. 
    Staffing is
    • A. 

      Analyzing information, setting goals, and making decisions about what needs to be done.

    • B. 

      Determining how well the business is accomplishing its goals.

    • C. 

      Directing and leading people to accomplish the planned work of an organization.

    • D. 

      Identifying and arranging the work and resources needed to achieve company goals.

    • E. 

      All activities involved in obtaining, preparing, and compensating employees, including benefits packages.

  • 12. 
    Planning is
    • A. 

      Analyzing information, setting goals, and making decisions about what needs to be done.

    • B. 

      Determining how well the business is accomplishing its goals.

    • C. 

      Directing and leading people to accomplish the planned work of an organization.

    • D. 

      Identifying and arranging the work and resources needed to achieve company goals.

    • E. 

      All activities involved in obtaining, preparing, and compensating employees, including benefits packages.

  • 13. 
    Organizing is
    • A. 

      Analyzing information, setting goals, and making decisions about what needs to be done.

    • B. 

      Determining how well the business is accomplishing its goals.

    • C. 

      Directing and leading people to accomplish the planned work of an organization.

    • D. 

      Identifying and arranging the work and resources needed to achieve company goals.

    • E. 

      All activities involved in obtaining, preparing, and compensating employees, including benefits packages.

  • 14. 
    Controlling is
    • A. 

      Analyzing information, setting goals, and making decisions about what needs to be done.

    • B. 

      Determining how well the business is accomplishing its goals.

    • C. 

      Directing and leading people to accomplish the planned work of an organization.

    • D. 

      Identifying and arranging the work and resources needed to achieve company goals.

    • E. 

      All activities involved in obtaining, preparing, and compensating employees, including benefits packages.

  • 15. 
    Implementing is
    • A. 

      Analyzing information, setting goals, and making decisions about what needs to be done.

    • B. 

      Determining how well the business is accomplishing its goals.

    • C. 

      Directing and leading people to accomplish the planned work of an organization.

    • D. 

      Identifying and arranging the work and resources needed to achieve company goals.

    • E. 

      All activities involved in obtaining, preparing, and compensating employees, including benefits packages.

  • 16. 
    Human relations is
    • A. 

      Best represented with a family tree.

    • B. 

      The interaction between governments.

    • C. 

      The interaction between businesses.

    • D. 

      The way people get along with each other.

  • 17. 
    Executives are
    • A. 

      The highest level of management which is held responsible for the success or failure of a business.

    • B. 

      Made up of specialists who are responsible for specific parts of a company's operations.

    • C. 

      The lowest level of management and are responsible for the work of a group of employees.

  • 18. 
    Mid-management is
    • A. 

      The highest level of management which is held responsible for the success or failure of a business.

    • B. 

      Made up of specialists who are responsible for specific parts of a company's operations.

    • C. 

      The lowest level of management and is responsible for the work of a group of employees.

  • 19. 
    Supervisors are
    • A. 

      The highest level of management which is held responsible for the success or failure of a business.

    • B. 

      Made up of specialists who are responsible for specific parts of a company's operations.

    • C. 

      The lowest level of management and are responsible for the work of a group of employees.

  • 20. 
    Reward influence comes from
    • A. 

      A person's job title alone.

    • B. 

      The ability to give or withhold rewards and/or punishments.

    • C. 

      Special knowledge or expertise in an area.

    • D. 

      Personal trust and respect.

  • 21. 
    Position influence comes from
    • A. 

      A person's job title alone.

    • B. 

      The ability to give or withhold rewards and/or punishments.

    • C. 

      Special knowledge or expertise in an area.

    • D. 

      Personal trust and respect.

  • 22. 
    Identity influence comes from
    • A. 

      A person's job title alone.

    • B. 

      The ability to give or withhold rewards and/or punishments.

    • C. 

      Special knowledge or expertise in an area.

    • D. 

      Personal trust and respect.

  • 23. 
    Expert influence comes from
    • A. 

      A person's job title alone.

    • B. 

      The ability to give or withhold rewards and/or punishments.

    • C. 

      Special knowledge or expertise in an area.

    • D. 

      Personal trust and respect.

  • 24. 
    Which of these is a good way to develop leadership skills?
    • A. 

      Never ask for help from coworkers to show that you have skills necessary to do your job.

    • B. 

      Visit the leadership section at Wal-Mart and watch for sales on leadership skills.

    • C. 

      Wait for the perfect opportunity to take the reins of an entire organization - don't waste your time on smaller leadership roles.

    • D. 

      Practice leadership at school, work, and other settings.

  • 25. 
    Tactical management is best when
    • A. 

      Employees are new, part-time, or untrained at a particular task.

    • B. 

      Employees enjoy their work.

    • C. 

      Employees are motivated.

    • D. 

      The work to be done is routine and has few or no changes.

    • E. 

      There are no time constraints on when work must be completed.

  • 26. 
    Strategic management is best when
    • A. 

      Employees are new, part-time, or untrained at a particular task.

    • B. 

      Employees enjoy their work and are motivated to do it well.

    • C. 

      The work to be done is new or is very different from the usual assignments.

  • 27. 
    With which of these would a Theory X manager agree?
    • A. 

      Employees are generally lazy and uncreative except when it comes to avoiding work.

    • B. 

      Employees are creative and hard-working and will show it if given the opportunity.

    • C. 

      Maslow's higher-order needs are the main motivating factors for most people.

    • D. 

      Maslow's lower-order needs are the main motivating factors for most people.

    • E. 

      Informal influences (identity and expert) are more effective.

    • F. 

      Formal influences (position and reward) are more effective.

  • 28. 
    With which of these would a Theory Y manager agree?
    • A. 

      Maslow's higher-order needs are the main motivating factors for most people.

    • B. 

      Employees are creative and hard-working and will show it if given the opportunity.

    • C. 

      Employees are generally lazy and uncreative except when it comes to avoiding work.

    • D. 

      Maslow's lower-order needs are the main motivating factors for most people.

    • E. 

      Informal influences (identity and expert) are more effective.

    • F. 

      Formal influences (position and reward) are more effective.

  • 29. 
    Which of these is a standard for whether a particular act is ethical?
    • A. 

      It is lawful.

    • B. 

      It is consistent with stated company values and policies.

    • C. 

      It is profitable.

    • D. 

      It does not help some by harming others.

    • E. 

      It would not embarrass the company if it became public knowledge.

    • F. 

      It could be done without anyone ever knowing about it.

  • 30. 
    Core values
    • A. 

      Describe the reason a business exists.

    • B. 

      Are a written description of a business idea.

    • C. 

      Tell what a business wants to achieve.

    • D. 

      Outline the important principles that guide company decisions.

  • 31. 
    The BEST way leaders can emphasize the importance of ethical behavior is to
    • A. 

      Always act ethically.

    • B. 

      Post motivational signs around the office.

    • C. 

      Write a mission statement.

    • D. 

      Fire unethical employees.

  • 32. 
    Ethical behavior involves only a company's executives and managers, not every employee.
    • A. 

      True

    • B. 

      False

  • 33. 
    Ethical companies should not engage in competition for business since by doing so they will benefit by harming their competitors.
    • A. 

      True

    • B. 

      False

  • 34. 
    Management functions are usually assumed by one member of a partnership so others can focus on other activities.
    • A. 

      True

    • B. 

      False

  • 35. 
    All managers devote different amounts of time and attention to each of the management functions.
    • A. 

      True

    • B. 

      False

  • 36. 
    Any employee who plans and organizes his or her own work is a manager.
    • A. 

      True

    • B. 

      False

  • 37. 
    Someone is only a manager even if s/he has responsibility for and authority over other employees.
    • A. 

      True

    • B. 

      False

  • 38. 
    Employees who are involved in work decisions are more likely to be committed to the work.
    • A. 

      True

    • B. 

      False

  • 39. 
    An effective manager always finds a way to make a decision with which every employee agrees.
    • A. 

      True

    • B. 

      False

  • 40. 
    Good leaders understand that they must treat all employees alike in order to be fair to everyone.
    • A. 

      True

    • B. 

      False

  • 41. 
    Effective leaders try to encourage informal influence in work groups since multiple leaders working toward the same goal strengthen each other and make accomplishing tasks easier.
    • A. 

      True

    • B. 

      False