Information systems and engineering economics solved MCQs

a. case study

B. field survey

c. field survey

d. laboratory experiment

a. case study

B. field survey

c. field experiment

d. laboratory experiment

a. reliability

B. validity

c. credibility

d. casuality

a. reliability

B. validity

c. credibility

d. casuality

a. the smallest department in an organisation

B. better managed outside theorganisation

c. vital for the success of an organisation

d. an unnecessary expense

a. experiments

B. research

c. management

d. behaviour

a. equity theory

B. motivation theory

c. leadership theory

d. bureaucracy theory

a. organisational behaviour

B. finance

c. it

d. marketing

a. how to control people and manipulate organisational systems

B. how to think strategically, influence people, develop organisationalsystems

c. how to manage technical details and use current business jargon

d. how to read balance sheets and income statements.

a. doing productdevelopment faster than anyone else

B. being the cheapest in the market

c. having the firstproduct or service in the market place

d. the product or servicebeing valued by a segment of society

a. the fundamental purpose of an organisation

B. articulated in such a way that it defines the business of theenterprise

c. a concept for unifying the efforts of organisationalmembers

d. all of the above

a. the design of a rational organisation structure

B. generating profits

c. making viable the concept for which the organisation wasfounded

d. establishing policies that assure consistency of activities

a. stakeholders

B. employees

c. managers

d. all of the above

a. technology

B. organisationalculture

c. organisation

d. people

a. profits generated

B. sales price

c. inputs consumed

d. behaviour effectiveness

a. effectiveness

B. efficiency

c. productivity

d. profitability

a. focusing

B. categorizing

c. formalizing

d. renewing

a. high satisfaction leads to high productivity

B. productivity does not influence satisfaction

c. moderate satisfaction results in lowproductivity

d. productivity often leads to satisfaction

a. supplier, employee,customer, or regulator

B. employer, customer,regulator, or supplier

c. investor orstockbroker

d. none of the above

a. recruiting and motivating talented people to work for your organisation

B. increasing a firm\s revenues and cutting costs to maximize profits

c. directing, organizing, and developing people, technology, and financialresources

d. mastering political behaviours so that the fittest survive and rise to the top

a. efficiency andeffectiveness

B. infrastructure andculture

c. people and money

d. satisfaction andrevitalization

a. the process of establishing objectives and specifying how they are to be accomplished in an uncertain future

B. the process of evaluating whether outcomes match objectives and, if not, takingcorrective action

c. the pattern of managing actions that focus resources and core competence on achievinga sustained competitive advantage

d. determining a workable fit between organisational competencies and limitations on theone hand andopportunities and threats on the other

a. the process of establishing objectives and specifying how they are to be accomplished in an uncertain future

B. the process of evaluating whether outcomes match objectives and, if not, takingcorrective action

c. the pattern of managing actions that focus resources and core competence on achievinga sustained competitive advantage

d. determining a workable fit between organisational competencies and limitations on theone hand and opportunities and threatson the other

a. the process of establishing objectives and specifying how they are to be accomplished in an uncertain future

B. the process of evaluating whether outcomes match objectives and, if not, takingcorrective action

c. the pattern of managing actions that focus resources and core competence on achievinga sustainedcompetitive advantage

d. planning actions at the line of business level about where and how to compete

a. the process of establishing objectives and specifying how they are to be accomplished in an uncertain future

B. the process of evaluating whether outcomes match objectives and, if not, takingcorrective action

c. the pattern of managing actions that focus resources and core competence on achievinga sustained competitive advantage

d. determining a workable fit between organisational competencies and limitations on theone hand and opportunities and threatson the other