Business Midterm Pt. 1

52 Questions

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Business Quizzes & Trivia

With the midterms around the corner a good practice test can be the difference between that good grade and the lesser one. If you are studying for a midterm in business studies the practice quiz below is perfect for you. Give it a shot and see if you need more studying hours.


Questions and Answers
  • 1. 
    1.     The following are considered informational roles which managers may perform EXCEPT:
    • A. 

      Monitor

    • B. 

      Disseminator

    • C. 

      Liaison

    • D. 

      Spokesperson

  • 2. 
    1.     The following are considered decisional roles managers may play in their organizations EXCEPT:
    • A. 

      Entrepreneur

    • B. 

      Figurehead

    • C. 

      Negotiator

    • D. 

      Disturbance handler

  • 3. 
    1.     Someone who works at Procter & Gamble who is responsible for the production, marketing, and profitability of the Tide detergent product line is called a:
    • A. 

      General manager

    • B. 

      Line manager

    • C. 

      Team manager

    • D. 

      Supervisory manager

  • 4. 
    1.     A general manager is someone who is responsible for managing:
    • A. 

      An identifiable revenue-producing unit

    • B. 

      A sub-group of a particular function or team comprised of members from different parts of the organization.

    • C. 

      A function that creates indirect inputs, such as finance and accounting.

    • D. 

      An area such as accounting and marketing.

  • 5. 
    1.     The process of enabling individuals to work in autonomous ways is called:
    • A. 

      Empowerment

    • B. 

      Management

    • C. 

      Leadership

    • D. 

      Strategic management

  • 6. 
    1.      The decisional managerial roles include all of the following EXCEPT:
    • A. 

      Entrepreneur

    • B. 

      Negotiator

    • C. 

      Disseminator

    • D. 

      Resource allocator

  • 7. 
    1.     Managers are responsible for getting activities completed efficiently and achieving the firm’s goals by utilizing:
    • A. 

      Human, financial, and material resources.

    • B. 

      Information, human, and service resources.

    • C. 

      Human resources, organizational competitiveness, and organizational goals.

    • D. 

      Financial resources, top management, and organizational goals.

  • 8. 
    1.     A difference between management and leadership can be defined in the following way:
    • A. 

      management is human capital, and leadership is directing staff;

    • B. 

      Management is getting things done, and leadership is deciding what needs to be done;

    • C. 

      management is getting things done, and leadership is inspiring action taken by others,

    • D. 

      Management is a position of authority or power, and leadership is inspiring action taken by others.

  • 9. 
    1.     Leadership, entrepreneurship and strategy are:
    • A. 

      Critical characteristics of an organization.

    • B. 

      Inspiration for valuable principles of management.

    • C. 

      Guidelines for daily action of managers.

    • D. 

      Answers to making the right choices in management decisions.

  • 10. 
    1.     Strategy is the concept of how an organization will achieve its objectives;  therefore strategic management is:
    • A. 

      Knowledge to help in the development and implementation of strategies.

    • B. 

      Definitions to help in the development and implementation of good strategies.

    • C. 

      Processes to help the organization in the development of strategies.

    • D. 

      The purpose of developing strategies in an organization.

  • 11. 
    1.     The principles of management are drawn from a number of academic fields, principally the fields of:
    • A. 

      Leadership, management and communication.

    • B. 

      Leadership, management and strategy.

    • C. 

      Leadership, psychology, and management.

    • D. 

      management, psychology and strategy.

  • 12. 
    1.     Three different types of planning used in the function of management are:
    • A. 

      Strategic, tactical, and operational,

    • B. 

      Leadership, management and strategy.

    • C. 

      Leadership, psychology, and management.

    • D. 

      Management, psychology and strategy.

  • 13. 
    1.     Planning is the function of management that involves all of the following EXCEPT:
    • A. 

      Setting objectives

    • B. 

      Forecast future conditions

    • C. 

      Good decision-making

    • D. 

      Allocating human resources

  • 14. 
    • A. 

      The structure of an organization

    • B. 

      The strategies of an organization.

    • C. 

      The environment of an organization

    • D. 

      The various roles in an organization.

  • 15. 
    • A. 

      Goals and objectives and specifies ways to achieve them.

    • B. 

      A mission statement of the organization and specifies ways to develop the goals and objectives for the strategies.

    • C. 

      A strategic plan.

    • D. 

      A tactical plan and specifies ways to achieve the goals.

  • 16. 
    1.     Tactical planning is designed to develop:
    • A. 

      Specific action steps that support the strategic plan

    • B. 

      Specific action steps to develop the strategic plan.

    • C. 

      Specific action steps to implement the strategic plan.

    • D. 

      The organization’s mission and objectives for the strategic plan.

  • 17. 
    1.     Environmental scanning is the act of analyzing the critical external contingencies facing an organization in terms of:
    • A. 

      Economic conditions, employees capabilities, and stakeholders.

    • B. 

      Economic conditions, competitors, and customers.

    • C. 

      Competitors, and economic and financial capabilities.

    • D. 

      Stakeholders, community conditions and customers.

  • 18. 
    1.     The managerial function of controlling should not be confused with:
    • A. 

      Control in behavior of the employees.

    • B. 

      Control the accomplishment of organizational goals.

    • C. 

      Control the accomplishment of departmental objects.

    • D. 

      Control the actions of employees to ensure success.

  • 19. 
    1.     Effective controlling requires the existence of plans,
    • A. 

      Since planning provides the necessary performance standards or objectives.

    • B. 

      Since understanding the mission of the organization requires strategic plan.

    • C. 

      Since control techniques are budget and performance audits.

    • D. 

      Since managers must show compliance with company policies.

  • 20. 
    • A. 

      In the job design.

    • B. 

      In the chain of command.

    • C. 

      In the operational plan.

    • D. 

      In the tactical plan.

  • 21. 
    1. The difference between group and team is:
    • A. 

      A collection of people is not a team

    • B. 

      Complementary skills are found in a group but not a team

    • C. 

      The aim and purpose of a group is to perform in the workplace

    • D. 

      Groups are defined by their relatively small size.

  • 22. 
    • A. 

      The compatibility between individual and group performance

    • B. 

      Incentives need to be aligned between individuals and groups

    • C. 

      Match organizational goals with group goals

    • D. 

      Ensure a reward structure for individual and group performance

  • 23. 
    1. The purpose of assembling a team is:
    • A. 

      To work on agendas in the context of a group

    • B. 

      To accomplish bigger goals than any that would be possible for the individual working alone

    • C. 

      To increase mutual cooperation between competing factions

    • D. 

      Gather together a group of individuals and mold them into an effective team

  • 24. 
    • A. 

      Goals and objectives

    • B. 

      Goals and incentives

    • C. 

      Objectives and strategy

    • D. 

      Incentives and strategy

  • 25. 
    1.     Helping behavior as an organizational citizenship behavior includes all EXCEPT the following:
    • A. 

      Altruism

    • B. 

      Peacemaking

    • C. 

      Obedience

    • D. 

      Cheerleading

  • 26. 
    • A. 

      Organizational loyalty

    • B. 

      Organizational compliance

    • C. 

      Individual initiative

    • D. 

      Sportsmanship

  • 27. 
    1. Environmental scanning is a:
    • A. 

      Planning process

    • B. 

      Organizing process

    • C. 

      Leading process

    • D. 

      Controlling process

  • 28. 
    1. Job design and enrichment is an aspect of:
    • A. 

      Planning process

    • B. 

      Organizing process

    • C. 

      Leading process

    • D. 

      Controlling process

  • 29. 
    • A. 

      Motivation

    • B. 

      Openness

    • C. 

      Conscientiousness

    • D. 

      Agreeableness

  • 30. 
    The Big Five dimensions of personality include all EXCEPT:
    • A. 

      Originality

    • B. 

      Conscientiousness

    • C. 

      Agreeable

    • D. 

      Neuroticism

  • 31. 
    • A. 

      Necessary in current principles of behavior in organizations

    • B. 

      Examples of organizational citizenship behaviors

    • C. 

      In-role performance standards

    • D. 

      CSR standards for individual performance

  • 32. 
    • A. 

      Contributing to the reputation of an organization

    • B. 

      Cooperating with others to serve the interests of the whole

    • C. 

      Respecting organizational resources

    • D. 

      Going well beyond the required action

  • 33. 
    1. Teams that experience unforeseen changes in their tasks do well if they are populated with people high in:
    • A. 

      Conscientiousness

    • B. 

      Agreeableness

    • C. 

      Originality

    • D. 

      Openess

  • 34. 
    1. Conscientiousness is the one personality trait that uniformly predicts:
    • A. 

      How highly adaptable to change a person is

    • B. 

      How highly motivated a person is to learn a new skill

    • C. 

      How highly detailed a person will be

    • D. 

      How highly performance oriented a person will be

  • 35. 
    1. People with which of the following trait may be effective leaders because they create a fair environment:
    • A. 

      Openness

    • B. 

      Agreeableness

    • C. 

      Extraversion

    • D. 

      Conscientiousness

  • 36. 
    1. Which one of the following Big Five personality traits is also referred to as “negative affect”?
    • A. 

      Openness

    • B. 

      Neuroticism

    • C. 

      Conscientiousness

    • D. 

      Agreeable

  • 37. 
    1. As managers, social monitors are rated as high performers, yet,
    • A. 

      They tend to have lower accuracy in evaluating the performance of their employees.

    • B. 

      They tend to act the way they feel.

    • C. 

      They are not able to modify their behavior according to the demands of the situation.

    • D. 

      They do not emerge as leaders.

  • 38. 
    1. The best trait that predicts a person’s work performance is:
    • A. 

      Openness

    • B. 

      Conscientiousness

    • C. 

      Agreeableness

    • D. 

      Neuroticism

  • 39. 
    1. According to one estimate, personality only explains what percentage of variation in job performance?
    • A. 

      10-15%

    • B. 

      25%

    • C. 

      75%

    • D. 

      90%

  • 40. 
    1. A firm’s values are often described in the:
    • A. 

      Company's handbook

    • B. 

      Company's brochure

    • C. 

      Mission and vision statements

    • D. 

      Policy and procedure manuals

  • 41. 
    1. Besides the Big Five personality dimensions, another personality trait particularly relevant for work behavior includes:
    • A. 

      Self direction

    • B. 

      Self efficacy

    • C. 

      Conformity

    • D. 

      Need for change

  • 42. 
    1. Paying selective attention to some aspects of the environment and ignoring other elements is called:
    • A. 

      Optical illusion

    • B. 

      Selective attention

    • C. 

      Visual perception

    • D. 

      Bias in perception

  • 43. 
    1. Why should managers understand how visual perception may be biased?
    • A. 

      Managers have a tendency to compare and contrast objects and people to each other.

    • B. 

      Managers rely on their visual perception to form their opinions about people and objects around them.

    • C. 

      Managers are prone to errors and biases when perceiving themselves.

    • D. 

      Bias in visual perception tends to interfere with the management process.

  • 44. 
    1. People who take office supplies home, and tell white lies to their boss and colleagues, is an example of:
    • A. 

      Social perception

    • B. 

      Self-fulfilling prophecy

    • C. 

      False consensus error

    • D. 

      Stereotyping

  • 45. 
    1. How we perceive others will shape our behavior, which in turn:
    • A. 

      Will shape the behavior of the person we are interacting with

    • B. 

      Will lead to undue success or failure

    • C. 

      May lead to wrong inferences about objects in our environment

    • D. 

      Will lead to generalizations

  • 46. 
    1. Believing that women are more cooperative than men, or men are more assertive than women, are examples of:
    • A. 

      Categorizing

    • B. 

      Stereotyping

    • C. 

      Biasing

    • D. 

      Reality check

  • 47. 
    1. Selective perception is particularly important during the:
    • A. 

      Planning process

    • B. 

      Organizing process

    • C. 

      Controlling process

    • D. 

      Leading process

  • 48. 
    1. At work, two job attitudes that have the greatest potential to influence how we behave are:
    • A. 

      Perception and bias

    • B. 

      Self perception and self efficacy

    • C. 

      Job satisfaction and job commitment

    • D. 

      Job satisfaction and self esteem

  • 49. 
    1. The following all contribute to job satisfaction and commitment EXCEPT:
    • A. 

      Characteristics of the job

    • B. 

      How employees are treated

    • C. 

      Relationships employees form with colleagues and managers

    • D. 

      Organizational design

  • 50. 
    1. Organizational justice can be classified into three categories:
    • A. 

      Procedural, distributive and interactional

    • B. 

      Psychological, reactional, motivational

    • C. 

      Procedural, psychological, and motivational

    • D. 

      Interactional, distributive, and psychological

  • 51. 
    1. Success of attitude surveys depends on which of the following:
    • A. 

      Who conducts the survey

    • B. 

      Credibility of the questions

    • C. 

      Credibility of management

    • D. 

      Who is given the survey

  • 52. 
    1. Exit interviews are often conducted by:
    • A. 

      Employee manager

    • B. 

      Human resources representative

    • C. 

      Outside consultants

    • D. 

      Top management