Business Midterm Pt. 1
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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.
- 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.
- 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.
- 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.
- Environmental scanning is a:
- A.
Planning process
- B.
Organizing process
- C.
Leading process
- D.
Controlling process
- 28.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- The best trait that predicts a person’s work performance is:
- A.
Openness
- B.
Conscientiousness
- C.
Agreeableness
- D.
Neuroticism
- 39.
- According to one estimate, personality only explains what percentage of variation in job performance?
- A.
10-15%
- B.
25%
- C.
75%
- D.
90%
- 40.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- Selective perception is particularly important during the:
- A.
Planning process
- B.
Organizing process
- C.
Controlling process
- D.
Leading process
- 48.
- 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.
- 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.
- 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.
- 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.
- Exit interviews are often conducted by:
- A.
Employee manager
- B.
Human resources representative
- C.
Outside consultants
- D.
Top management
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