A Practice Quiz For The Business Midterm

97 Questions
Business Quizzes & Trivia

One can spend hours reading but if they do not tackle some practice questions their retention power may not be that much. Are you studying for a business midterm exam? Take up the quick practice quiz below and see just how much you have understood so far. All the best!

Sample Question

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

Monitor

Disseminator

Liasion

Spokesperson

Number of Questions:

More Options
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