A Quick Quiz On Business Studies

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

• Openness

• Neuroticism

• Conscientiousness

• Agreeable

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

• Categorizing

• Stereotyping

• Biasing

• Reality check

1. Exit interviews are often conducted by:

• Employee manager

• Human resources representative

• Outside consultants

• Top management

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

• Openness

• Conscientiousness

• Agreeableness

• Neuroticism

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

• 10-15%

• 25%

• 75%

• 90%

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

• Company's handbook

• Company's brochure

• Mission and vision statements

• Policy and procedure manuals

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

• Will shape the behavior of the person we are interacting with

• Will lead to undue success or failure

• May lead to wrong inferences about objects in our environment

• Will lead to generalizations

1. Environmental scanning is a:

• Planning process

• Organizing process

• Leading process

• Controlling process

Strategy is the concept of how an organization will achieve its objectives; therefore strategic management is:

• Knowledge to help in the development and implementation of strategies.

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

• Processes to help the organization in the development of strategies.

• The purpose of developing strategies in an organization.

1. Organizational justice can be classified into three categories:

• Procedural, distributive and interactional

• Psychological, reactional, motivational

• Procedural, psychological, and motivational

• Interactional, distributive, and psychological

The process of enabling individuals to work in autonomous ways is called:

• Empowerment

• Management

• Leadership

• Strategic management

Managers are responsible for getting activities completed efficiently and achieving the firm’s goals by utilizing:

• Human, financial, and material resources.

• Information, human, and service resources.

• Human resources, organizational competitiveness, and organizational goals.

• Financial resources, top management, and organizational goals.

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

• Optical illusion

• Selective attention

• Visual perception

• Bias in perception

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

• General manager

• Line manager

• Team manager

• Supervisory manager

The managerial function of controlling should not be confused with:

• Control in behavior of the employees.

• Control the accomplishment of organizational goals.

• Control the accomplishment of departmental objects.

• Control the actions of employees to ensure success.

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

• Self direction

• Self efficacy

• Conformity

• Need for change

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

• Social perception

• Self-fulfilling prophecy

• False consensus error

• Stereotyping

Effective controlling requires the existence of plans,

• Since planning provides the necessary performance standards or objectives.

• Since understanding the mission of the organization requires strategic plan.

• Since control techniques are budget and performance audits.

• Since managers must show compliance with company policies.

Three different types of planning used in the function of management are:

• Strategic, tactical, and operational,

• Leadership, management and strategy.

• Leadership, psychology, and management.

• Management, psychology and strategy.

1. The difference between group and team is:

• A collection of people is not a team

• Complementary skills are found in a group but not a team

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

• Groups are defined by their relatively small size.

The Big Five dimensions of personality include all EXCEPT:

• Originality

• Conscientiousness

• Agreeable

• Neuroticism

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

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

• They tend to act the way they feel.

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

• They do not emerge as leaders.

The following are considered decisional roles managers may play in their organizations EXCEPT:

• Entrepreneur

• Figurehead

• Negotiator

• Disturbance handler

Environmental scanning is the act of analyzing the critical external contingencies facing an organization in terms of:

• Economic conditions, employees capabilities, and stakeholders.

• Economic conditions, competitors, and customers.

• Competitors, and economic and financial capabilities.

• Stakeholders, community conditions and customers.

• The structure of an organization

• The strategies of an organization.

• The environment of an organization

• The various roles in an organization.

A difference between management and leadership can be defined in the following way:

• management is human capital, and leadership is directing staff;

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

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

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

1. Job design and enrichment is an aspect of:

• Planning process

• Organizing process

• Leading process

• Controlling process

• Contributing to the reputation of an organization

• Cooperating with others to serve the interests of the whole

• Respecting organizational resources

• Going well beyond the required action

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

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

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

• Managers are prone to errors and biases when perceiving themselves.

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

1. Selective perception is particularly important during the:

• Planning process

• Organizing process

• Controlling process

• Leading process

A general manager is someone who is responsible for managing:

• An identifiable revenue-producing unit

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

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

• An area such as accounting and marketing.

• Motivation

• Openness

• Conscientiousness

• Agreeableness

Planning is the function of management that involves all of the following EXCEPT:

• Setting objectives

• Forecast future conditions

• Good decision-making

• Allocating human resources

The decisional managerial roles include all of the following EXCEPT:

• Entrepreneur

• Negotiator

• Disseminator

• Resource allocator

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

• Altruism

• Peacemaking

• Obedience

• Cheerleading

• Necessary in current principles of behavior in organizations

• Examples of organizational citizenship behaviors

• In-role performance standards

• CSR standards for individual performance

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

• Perception and bias

• Self perception and self efficacy

• Job satisfaction and job commitment

• Job satisfaction and self esteem

• In the job design.

• In the chain of command.

• In the operational plan.

• In the tactical plan.

• Goals and objectives

• Goals and incentives

• Objectives and strategy

• Incentives and strategy

• Organizational loyalty

• Organizational compliance

• Individual initiative

• Sportsmanship

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

• Characteristics of the job

• How employees are treated

• Relationships employees form with colleagues and managers

• Organizational design

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

• Who conducts the survey

• Credibility of the questions

• Credibility of management

• Who is given the survey

 The following are considered informational roles which managers may perform EXCEPT:

• Monitor

• Disseminator

• Liaison

• Spokesperson

Leadership, entrepreneurship and strategy are:

• Critical characteristics of an organization.

• Inspiration for valuable principles of management.

• Guidelines for daily action of managers.

• Answers to making the right choices in management decisions.

The principles of management are drawn from a number of academic fields, principally the fields of:

• Leadership, management and communication.

• Leadership, management and strategy.

• Leadership, psychology, and management.

• management, psychology and strategy.

Tactical planning is designed to develop:

• Specific action steps that support the strategic plan

• Specific action steps to develop the strategic plan.

• Specific action steps to implement the strategic plan.

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

• The compatibility between individual and group performance

• Incentives need to be aligned between individuals and groups

• Match organizational goals with group goals

• Ensure a reward structure for individual and group performance

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

• Openness

• Agreeableness

• Extraversion

• Conscientiousness