A Quick Quiz On Business Studies

1.

The purpose of assembling a team is:

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

2.

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

Openness

Neuroticism

Conscientiousness

Agreeable

3.

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

Categorizing

Stereotyping

Biasing

Reality check

4.

Exit interviews are often conducted by:

Employee manager

Human resources representative

Outside consultants

Top management

5.

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

Openness

Conscientiousness

Agreeableness

Neuroticism

6.

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

10-15%

25%

75%

90%

7.

A firm’s values are often described in the:

Company's handbook

Company's brochure

Mission and vision statements

Policy and procedure manuals

8.

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

9.

Environmental scanning is a:

Planning process

Organizing process

Leading process

Controlling process

10. 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.

11.

Organizational justice can be classified into three categories:

Procedural, distributive and interactional

Psychological, reactional, motivational

Procedural, psychological, and motivational

Interactional, distributive, and psychological

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

Empowerment

Management

Leadership

Strategic management

13. 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.

14.

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

Optical illusion

Selective attention

Visual perception

Bias in perception

15. 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

16. 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.

17.

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

Self direction

Self efficacy

Conformity

Need for change

18.

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

19. 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.

20. 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.

21.

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.

22. The Big Five dimensions of personality include all EXCEPT:

Originality

Conscientiousness

Agreeable

Neuroticism

23.

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.

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

Entrepreneur

Figurehead

Negotiator

Disturbance handler

25. 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.

26.

The structure of an organization

The strategies of an organization.

The environment of an organization

The various roles in an organization.

27. 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.

28.

Job design and enrichment is an aspect of:

Planning process

Organizing process

Leading process

Controlling process

29.

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

30.

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.

31.

Selective perception is particularly important during the:

Planning process

Organizing process

Controlling process

Leading process

32. 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.

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

Setting objectives

Forecast future conditions

Good decision-making

Allocating human resources

34.

Motivation

Openness

Conscientiousness

Agreeableness

35. The decisional managerial roles include all of the following EXCEPT:

Entrepreneur

Negotiator

Disseminator

Resource allocator

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

Altruism

Peacemaking

Obedience

Cheerleading

37.

Necessary in current principles of behavior in organizations

Examples of organizational citizenship behaviors

In-role performance standards

CSR standards for individual performance

38.

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

39.

In the job design.

In the chain of command.

In the operational plan.

In the tactical plan.

40.

Goals and objectives

Goals and incentives

Objectives and strategy

Incentives and strategy

41.

Organizational loyalty

Organizational compliance

Individual initiative

Sportsmanship

42.

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

43.

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

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

Monitor

Disseminator

Liaison

Spokesperson

45. 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.

46. 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.

47. 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.

48.

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

49.

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

Openness

Agreeableness

Extraversion

Conscientiousness

50.

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.

51.

Teams that experience unforeseen changes in their tasks do well if they are populated with people high in:

Conscientiousness

Agreeableness

Originality

Openess

52.

Conscientiousness is the one personality trait that uniformly predicts:

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