Business Midterm Pt. 2

97 Questions
Business Quizzes & Trivia

A practice quiz for the Business Midterm

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

      Monitor

    • B. 

      Disseminator

    • C. 

      Liasion

    • D. 

      Spokesperson

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

      Entrepreneur

    • B. 

      Figurehead

    • C. 

      Negotiator

    • D. 

      Disturbance handler

  • 3. 
    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. 
    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. 
    The process of enabling individuals to work in autonomous ways is called:
    • A. 

      Empowerment

    • B. 

      Management

    • C. 

      Leadership

    • D. 

      Strategic management

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

      Entrepreneur

    • B. 

      Negotiator

    • C. 

      Disseminator

    • D. 

      Resource allocator

  • 7. 
    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. 
    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. 
    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. 
    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. 
    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. 
    Three different types of planning used in the function of management are:
    • A. 

      Strategic, tactical, and operational,

    • B. 

      Strategic, organizational design, and job design.

    • C. 

      Job design, job enrichment, and teamwork.

    • D. 

      Strategic, organizational design, and operational.

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

      Setting objectives

    • B. 

      Forecast future conditions

    • C. 

      Good decisions-making

    • D. 

      Allocating human resources

  • 14. 
    Organizational design decisions are made about:
    • 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. 
    Operational planning assumes the existence of:
    • 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. 
    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. 
    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. 
    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. 
    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. 
    The structure of an organization is usually represented:
    • 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. 
    As a manager, to understand the compatibility of individual and group performance requires all EXCEPT the following:
    • 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. 
    • 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 manager must understand the compatibility of individual and group performance with respect to:
    • A. 

      Goals and objectives

    • B. 

      Goals and incentives

    • C. 

      Objectives and strategy

    • D. 

      Incentives and strategy

  • 25. 
      In the survey of organizational citizenship behavior, organizational compliance means:
    • A. 

      Cooperating with others to serve the interests of the whole

    • B. 

      Contributing to the reputation of an organization

    • C. 

      Respecting organizational resources

    • D. 

      Going well beyond the required action

  • 26. 
      Self-development, individual initiative and organizational loyalty are:
    • 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

  • 27. 
     Helping behavior as an organizational citizenship behavior includes all EXCEPT the following:
    • A. 

      Altruism

    • B. 

      Peacemaking

    • C. 

      Obedience

    • D. 

      Cheerleading

  • 28. 
       The posture of tolerating the inevitable inconveniences and impositions of work without whining is considered:
    • A. 

      Organizational loyalty

    • B. 

      Organizational compliance

    • C. 

      Individual initiative

    • D. 

      Sportsmanship

  • 29. 
    Environmental scanning is a:
    • A. 

      Planning Process

    • B. 

      Organizing process

    • C. 

      Leading process

    • D. 

      Controlling process

  • 30. 
    Job design and enrichment is an aspect of:
    • A. 

      Planning process

    • B. 

      Organizing process

    • C. 

      Leading process

    • D. 

      Controlling process

  • 31. 
    When engaging in job design or enrichment, a manager should consider:
    • A. 

      Autonomy in relations to employee personality

    • B. 

      Freedom in relative to employee personality

    • C. 

      Personality in relation to work behavior

    • D. 

      Personality in relation to job design

  • 32. 
    The traits that explain the variation in our personality include all EXCEPT:
    • A. 

      Motivation

    • B. 

      Openness

    • C. 

      Conscientiousness

    • D. 

      Agreeableness

  • 33. 
    The BIg Five dimensions of personality include all EXCEPT:
    • A. 

      Originality

    • B. 

      Conscientiousness

    • C. 

      Agreeableness

    • D. 

      Neuroticism

  • 34. 
    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. 

      Openness

  • 35. 
    Conscientiousness is the one personality trait that uniformly predicts:
    • A. 

      How highly adaptive 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

  • 36. 
    People with which of the following trait may be effective leaders because they create a fair environment:
    • A. 

      Openness

    • B. 

      Agreeableness

    • C. 

      Extraversion

    • D. 

      Concientiousness

  • 37. 
    Which one of the following Big Five personality traits is also referred to as “negative affect”?
    • A. 

      Openness

    • B. 

      Neuroticism

    • C. 

      Conscientiousness

    • D. 

      Agreeableness

  • 38. 
    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.

  • 39. 
    The best trait that predicts a person’s work performance is:
    • A. 

      Openness

    • B. 

      Conscientiousness

    • C. 

      Agreeableness

    • D. 

      Neuroticism

  • 40. 
    According to one estimate, personality only explains what percentage of variation in job performance?
    • A. 

      10-15%

    • B. 

      25%

    • C. 

      75%

    • D. 

      90%

  • 41. 
    A firm’s values are often described in the:
    • A. 

      Mission and vision statements

    • B. 

      Policy and procedure manuals

    • C. 

      Company’s brochure

    • D. 

      Company’s handbook

  • 42. 
    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

  • 43. 
    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

  • 44. 
    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 are prone to errors and biases when perceiving themselves.

    • C. 

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

    • D. 

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

  • 45. 
    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 false consensus error

    • C. 

      Stereotyping

    • D. 

      False consensus error

  • 46. 
    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

  • 47. 
    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

  • 48. 
    Selective perception is particularly important during the: pl
    • A. 

      Planning process

    • B. 

      Organizing process

    • C. 

      Controlling process

    • D. 

      Leading process

  • 49. 
    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

  • 50. 
    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

  • 51. 
    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

  • 52. 
    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

  • 53. 
    Exit interviews are often conducted by:
    • A. 

      Employee manager

    • B. 

      Human resources representative

    • C. 

      Outside consultants

    • D. 

      Top management

  • 54. 
    Measures of job performance include all EXCEPT:
    • A. 

      Quality and quantity of work performed by the employee

    • B. 

      Accuracy and speed with which the job is performed

    • C. 

      Effectiveness of the person on the job

    • D. 

      Duties and responsibilities of the employee

  • 55. 
    Employers observe and track job performance by keeping track of data on topics EXCEPT:
    • A. 

      The number of defects found in the employee’s output

    • B. 

      The number of customer complaints or compliments received about the person’s work

    • C. 

      The reasoning ability of the employee in making decisions

    • D. 

      The quality of the work performed by the employee

  • 56. 
    “g” can be divided into several components:
    • A. 

      Verbal, reasoning, and analytical skills

    • B. 

      Reasoning, reading, and writing skills

    • C. 

      Communication and comprehension skills

    • D. 

      Intelligence and psychological

  • 57. 
    Motivating employees is a managerial function of:
    • A. 

      Leading

    • B. 

      Controlling

    • C. 

      Organizing

    • D. 

      Planning

  • 58. 
    We are more likely to engage in citizenship behaviors when we experience all the following EXCEPT:
    • A. 

      Qualified to perform the job

    • B. 

      Trust the people around us

    • C. 

      Attached to our peers

    • D. 

      Treated fairly by management

  • 59. 
    Personality is a modest predictor of actual job performance, but a much better predictor of:
    • A. 

      High quality relationship

    • B. 

      "g"

    • C. 

      Citizenship behaviors

    • D. 

      Job quantity

  • 60. 
    Absenteeism is costly to companies because of all EXCEPT:
    • A. 

      Unpredictable absence effects a manager’s ability to lead a firm

    • B. 

      Companies must struggle to find replacement workers at the last minute

    • C. 

      Companies must ask other employees to work overtime to cover an absent worker

    • D. 

      Absenteeism affects the budget of a firm or department

  • 61. 
    Companies may deal with work/balance reasons for absences by giving employees all of the following EXCEPT:
    • A. 

      More flexibility in work hours

    • B. 

      More training programs to improve time management

    • C. 

      Getting rid of sick leave altogether

    • D. 

      Have a singe paid time off policy

  • 62. 
    Increased age would bring more health problems and research shows that age is:
    • A. 

      Negatively related to frequency and duration of absenteeism

    • B. 

      Not a demographic criterion that predicts absenteeism

    • C. 

      Positively related to frequency and duration of absenteeism

    • D. 

      A stereotype for explaining absenteeism

  • 63. 
    According to Fayol, good discipline is a result of all of the following EXCEPT:
    • A. 

      Understanding rules

    • B. 

      Making good decision

    • C. 

      Using penalties

    • D. 

      Having effective leadership

  • 64. 
    “The interests of one person should never take precedence over what is best for the company as a whole” is an explanation of which of Fayol’s principles of management:
    • A. 

      Unity of command

    • B. 

      Unity of direction

    • C. 

      Subordination of individual interest

    • D. 

      Discipline

  • 65. 
    Centralization refers to decision-making by
    • A. 

      Management

    • B. 

      Employee

    • C. 

      Management and employee

    • D. 

      Team of managers

  • 66. 
    According to Fayol, orderliness refers to:
    • A. 

      The environment

    • B. 

      Policies and the environment

    • C. 

      Materials and environment

    • D. 

      Environment, materials and policies

  • 67. 
    According to Fayol, organizations do best when tenure is:
    • A. 

      Low

    • B. 

      High

    • C. 

      Controlled

    • D. 

      Managed

  • 68. 
    The scientific approach to management is sometimes referred to as:
    • A. 

      Principles of management

    • B. 

      Productivity of management

    • C. 

      Taylorism

    • D. 

      Time studies approach

  • 69. 
    Frederick Taylor is most famous for
    • A. 

      Standardization of work

    • B. 

      Time studies

    • C. 

      Productivity reports

    • D. 

      Motion studies

  • 70. 
    The Gilbreths are most famous for
    • A. 

      Standardization of work

    • B. 

      Time studies

    • C. 

      Productivity reports

    • D. 

      Time and motion studies

  • 71. 
    Frederick Taylor devised the science of shoveling by determining all EXCEPT:
    • A. 

      How much weight a worker can lift

    • B. 

      How heavy a shovel should be type of worker to do in the type of job

    • C. 

      Times studies on each worker

    • D. 

      Type of worker to do the type of job

  • 72. 
    The Jungle was a book writtem by
    • A. 

      Frederick Taylor

    • B. 

      Upton Sinclair

    • C. 

      The Gilbreths

    • D. 

      Peter Drucker

  • 73. 
    Motion studies would not be conducive to which of the following jobs:
    • A. 

      Brick laying

    • B. 

      Computer programming

    • C. 

      Personal tasks

    • D. 

      Typing

  • 74. 
    Peters and Waterman identified the following principles for excellent organizations EXCEPT:
    • A. 

      Productivity through people

    • B. 

      Simple form, lean staff

    • C. 

      Complete predetermined goals effectively

    • D. 

      Stick to the knitting

  • 75. 
    Tom Peters referred to “master paradox” as:
    • A. 

      Developing a level of complexity and ambiguity

    • B. 

      Bias for action

    • C. 

      Stick to the knitting

    • D. 

      Hands on value driven

  • 76. 
    Many companies that are not virtual use the principles of a virtual organization as:
    • A. 

      A way to structure ideas

    • B. 

      A way to structure the work of distributed teams

    • C. 

      A way to develop teams

    • D. 

      A way to develop new projects

  • 77. 
    The term social movement refers to a type of group that:
    • A. 

      Imitates corporations to improve employee morale in organizations

    • B. 

      Is focused on specific political or social issues

    • C. 

      Mimic society

    • D. 

      Performs activities outside the workplace

  • 78. 
    Just as companies are outsourcing specific jobs, so social movements can:
    • A. 

      Hire outsource employees

    • B. 

      Outsource employees

    • C. 

      Contract out projects

    • D. 

      Contract out tasks like lobbying and fundraising

  • 79. 
    In the corporate world, social networks are starting points for corporate innovation:
    • A. 

      Building relationships between managers and employees

    • B. 

      Improving policies on sick leave and other benefits

    • C. 

      Bringing limitless arrangements of individuals inspired by opportunities or tasks

    • D. 

      Building diversity among the workforce

  • 80. 
    Some companies maintain a physical presence on Facebook because:
    • A. 

      Everyone else does

    • B. 

      It allows consumers to chime in about their passions

    • C. 

      Their employees insist the organizations have a presence on Facebook

    • D. 

      Their regular marketing needs are not met

  • 81. 
    In the information age, what do social networks do best?
    • A. 

      Share customers

    • B. 

      Promote products

    • C. 

      Allow employees to build relationships

    • D. 

      Create secure sites for employees to collaborate on projects

  • 82. 
    How did Netflix use social networking principles to improve efficiency?
    • A. 

      Improve algorithms that match movie lovers to titles they enjoy

    • B. 

      Match individual employees to customers

    • C. 

      Hire inventors from outside the company

    • D. 

      Offer rewards for the best ideas in improving efficiency

  • 83. 
    The building blocks of learning organizations include all EXCEPT:
    • A. 

      Systematic productivity

    • B. 

      Systematic problem solving

    • C. 

      Experimentation

    • D. 

      Learning from past experiences

  • 84. 
    A way to test ideas in small steps is:
    • A. 

      Experimentation

    • B. 

      Learning from past experiences

    • C. 

      Learning from others

    • D. 

      Transferring knowledge

  • 85. 
    The company that relies on computer and telecommunications technologies instead of physical presence for communication between employees is a:
    • A. 

      Learning organization

    • B. 

      Social organization

    • C. 

      Service organization

    • D. 

      Virtual organization

  • 86. 
    Why are employees today in the transportation and shipping industry required to know advanced math?
    • A. 

      They’re called upon to do mathematical models of networks

    • B. 

      They’re called upon to figure out warehousing

    • C. 

      They’re called upon to deliver products to other countries

    • D. 

      They’re no longer called knuckle-dragging box pushers

  • 87. 
    What kind of expertise do supply chain masters need at Intel?
    • A. 

      Science, communication, engineering

    • B. 

      Statistics, risk management and modeling

    • C. 

      Transportation planning, green energy, and global supply

    • D. 

      Math, science and engineering

  • 88. 
    The penetration of mobile phones is changing the way we do business because:
    • A. 

      The cost of phones is low

    • B. 

      Increasing sophistication of phones

    • C. 

      We can send text instead of voice

    • D. 

      People are more connected and able to share more information

  • 89. 
    OhmyNews is a popular newspaper that:
    • A. 

      Is written by 60 citizen reporters

    • B. 

      Is written by 60000 citizen reporters

    • C. 

      Is written by 600 citizen reporters

    • D. 

      Is written by 6 citizen reporters

  • 90. 
    Working with people from different countries can be a challenge because of:
    • A. 

      Language issues and different cultural norms

    • B. 

      Cross-cultural misunderstandings

    • C. 

      Different work skills according to cultural norms

    • D. 

      Global strategic communication

  • 91. 
    The GLOBE project describes a project that includes all EXCEPT:
    • A. 

      Included 170 researches working together

    • B. 

      Collected attributes from over 17,000 managers

    • C. 

      Collected data in 62 societal cultures

    • D. 

      Proposed and validated a theory of relationship between culture and government

  • 92. 
    People in societies where uncertainty avoidance is high want:
    • A. 

      Are less rule-orientated

    • B. 

      Tolerate a variety of opinions

    • C. 

      Are open to change and taking risks

    • D. 

      Want strict rules, laws and policies

  • 93. 
    People, in societies where assertiveness is low:
    • A. 

      Prefer harmony in relationships

    • B. 

      Wanted to be rewarded for the best ideas

    • C. 

      Are encouraged to compete among themselves

    • D. 

      Take risks more often

  • 94. 
    People in high-power distance societies expect:
    • A. 

      Cooperative interaction across power levels

    • B. 

      Equality

    • C. 

      Opportunity for everyone

    • D. 

      Unequal power distribution and greater stratification

  • 95. 
    In countries with low institutional collectivism:
    • A. 

      Emphasize individual achievement

    • B. 

      Reward groups rather than individuals

    • C. 

      Tolerate diversity of ideas

    • D. 

      Encourage hierarchical decision-making

  • 96. 
    Company structures which are hierarchical and decisions are made only by top managers represent:
    • A. 

      High on power distance dimensions

    • B. 

      Low on power distance dimensions

    • C. 

      High on institutional collectivism

    • D. 

      Low on institutional collectivism

  • 97. 
    Firms with clearly communicated, widely understood and collectively shared mission and vision have been shown:
    • A. 

      To create and advance technology

    • B. 

      Embrace diversity

    • C. 

      Perform better than those without them

    • D. 

      Employ a smarter workforce