A Practice Quiz For The Business Midterm

97 Questions | By Nnguy030 | Updated: Mar 20, 2022 | Attempts: 339

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A Practice Quiz For The Business Midterm - Quiz

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!

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.

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 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