Here we present you A Quick Quiz on Business Studies. 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.
Monitor
Disseminator
Liaison
Spokesperson
Entrepreneur
Figurehead
Negotiator
Disturbance handler
General manager
Line manager
Team manager
Supervisory manager
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.
Empowerment
Management
Leadership
Strategic management
Entrepreneur
Negotiator
Disseminator
Resource allocator
Human, financial, and material resources.
Information, human, and service resources.
Human resources, organizational competitiveness, and organizational goals.
Financial resources, top management, and organizational goals.
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.
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.
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.
Leadership, management and communication.
Leadership, management and strategy.
Leadership, psychology, and management.
management, psychology and strategy.
Strategic, tactical, and operational,
Leadership, management and strategy.
Leadership, psychology, and management.
Management, psychology and strategy.
Setting objectives
Forecast future conditions
Good decision-making
Allocating human resources
The structure of an organization
The strategies of an organization.
The environment of an organization
The various roles in an organization.
Goals and objectives and specifies ways to achieve them.
A mission statement of the organization and specifies ways to develop the goals and objectives for the strategies.
A strategic plan.
A tactical plan and specifies ways to achieve the goals.
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.
Economic conditions, employees capabilities, and stakeholders.
Economic conditions, competitors, and customers.
Competitors, and economic and financial capabilities.
Stakeholders, community conditions and customers.
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.
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.
In the job design.
In the chain of command.
In the operational plan.
In the tactical plan.
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 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
To work on agendas in the context of a group
To accomplish bigger goals than any that would be possible for the individual working alone
To increase mutual cooperation between competing factions
Gather together a group of individuals and mold them into an effective team
Goals and objectives
Goals and incentives
Objectives and strategy
Incentives and strategy
Altruism
Peacemaking
Obedience
Cheerleading
Organizational loyalty
Organizational compliance
Individual initiative
Sportsmanship
Planning process
Organizing process
Leading process
Controlling process
Planning process
Organizing process
Leading process
Controlling process
Motivation
Openness
Conscientiousness
Agreeableness
Originality
Conscientiousness
Agreeable
Neuroticism
Necessary in current principles of behavior in organizations
Examples of organizational citizenship behaviors
In-role performance standards
CSR standards for individual performance
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
Conscientiousness
Agreeableness
Originality
Openess
How highly adaptable to change a person is
How highly motivated a person is to learn a new skill
How highly detailed a person will be
How highly performance oriented a person will be
Openness
Agreeableness
Extraversion
Conscientiousness
Openness
Neuroticism
Conscientiousness
Agreeable
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.
Openness
Conscientiousness
Agreeableness
Neuroticism
10-15%
25%
75%
90%
Company's handbook
Company's brochure
Mission and vision statements
Policy and procedure manuals
Self direction
Self efficacy
Conformity
Need for change
Optical illusion
Selective attention
Visual perception
Bias in perception
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.
Social perception
Self-fulfilling prophecy
False consensus error
Stereotyping
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
Categorizing
Stereotyping
Biasing
Reality check
Planning process
Organizing process
Controlling process
Leading process
Perception and bias
Self perception and self efficacy
Job satisfaction and job commitment
Job satisfaction and self esteem
Characteristics of the job
How employees are treated
Relationships employees form with colleagues and managers
Organizational design
Procedural, distributive and interactional
Psychological, reactional, motivational
Procedural, psychological, and motivational
Interactional, distributive, and psychological
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