| 1. |
An in depth study on a single organisation using a variety of data collection methods is known as |
| A. | case study |
| B. | field survey |
| C. | field survey |
| D. | laboratory experiment |
| Answer» A. case study | |
| 2. |
The method of research that gathers data about perceptions, feelings, opinions through interviews and questionnaires in their actual work setting is known as |
| A. | case study |
| B. | field survey |
| C. | field experiment |
| D. | laboratory experiment |
| Answer» B. field survey | |
| 3. |
The consistency of data obtained from a particular research method is known as |
| A. | reliability |
| B. | validity |
| C. | credibility |
| D. | casuality |
| Answer» A. reliability | |
| 4. |
The degree to which a research method actually measures what it is supposed to measure is known as |
| A. | reliability |
| B. | validity |
| C. | credibility |
| D. | casuality |
| Answer» B. validity | |
| 5. |
Managing the human resource is |
| A. | the smallest department in an organisation |
| B. | better managed outside the organisation |
| C. | vital for the success of an organisation |
| D. | an unnecessary expense |
| Answer» C. vital for the success of an organisation | |
| 6. |
A method of helping is to understand management and organisational behaviour is to look at that has been done before |
| A. | experiments |
| B. | research |
| C. | management |
| D. | behaviour |
| Answer» B. research | |
| 7. |
Impersonal treatment of people through consistent application of rules and decisions to prevent favouritism is part of |
| A. | equity theory |
| B. | motivation theory |
| C. | leadership theory |
| D. | bureaucracy theory |
| Answer» D. bureaucracy theory | |
| 8. |
People who work in the Human resource department should have a knowledge of |
| A. | organisational behaviour |
| B. | finance |
| C. | it |
| D. | marketing |
| Answer» A. organisational behaviour | |
| 9. |
What must entrepreneurs and leaders learn in order to have a successful organisation? |
| A. | how to control people and manipulate organisational systems |
| B. | how to think strategically, influence people, develop organisational systems |
| C. | how to manage technical details and use current business jargon |
| D. | how to read balance sheets and income statements. |
| Answer» B. how to think strategically, influence people, develop organisational systems | |
| 10. |
Organisational success in providing a service or a product depends on |
| A. | doing product development faster than anyone else |
| B. | being the cheapest in the market |
| C. | having the first product or service in the market place |
| D. | the product or service being valued by a segment of society |
| Answer» D. the product or service being valued by a segment of society | |
| 11. |
An organisation's mission is |
| A. | the fundamental purpose of an organisation |
| B. | articulated in such a way that it defines the business of the enterprise |
| C. | a concept for unifying the efforts of organisational members |
| D. | all of the above |
| Answer» D. all of the above | |
| 12. |
Which must be accomplished first by the entrepreneur or leader? |
| A. | the design of a rational organisation structure |
| B. | generating profits |
| C. | making viable the concept for which the organisation was founded |
| D. | establishing policies that assure consistency of activities |
| Answer» C. making viable the concept for which the organisation was founded | |
| 13. |
Definable groups of people who have an economic and/or social interest in the organisation are called |
| A. | stakeholders |
| B. | employees |
| C. | managers |
| D. | all of the above |
| Answer» A. stakeholders | |
| 14. |
Governance policies, rules, as well as authority structures apply to which key resource element of the organisation? |
| A. | technology |
| B. | organisational culture |
| C. | organisation |
| D. | people |
| Answer» C. organisation | |
| 15. |
Productivity is a ratio of outputs (products or services) to . |
| A. | profits generated |
| B. | sales price |
| C. | inputs consumed |
| D. | behaviour effectiveness |
| Answer» C. inputs consumed | |
| 16. |
"Doing the right things" is referred to as . |
| A. | effectiveness |
| B. | efficiency |
| C. | productivity |
| D. | profitability |
| Answer» A. effectiveness | |
| 17. |
Revitalization involves the strategies, resources, technology, and skills of the organisation. |
| A. | focusing |
| B. | categorizing |
| C. | formalizing |
| D. | renewing |
| Answer» D. renewing | |
| 18. |
What is the relationship between satisfaction and productivity, as suggested by research? |
| A. | high satisfaction leads to high productivity |
| B. | productivity does not influence satisfaction |
| C. | moderate satisfaction results in low productivity |
| D. | productivity often leads to satisfaction |
| Answer» D. productivity often leads to satisfaction | |
| 19. |
Satisfaction is defined as positive feelings people have about an organisation whether as a/an |
| A. | supplier, employee, customer, or regulator |
| B. | employer, customer, regulator, or supplier |
| C. | investor or stockbroker |
| D. | none of the above |
| Answer» A. supplier, employee, customer, or regulator | |
| 20. |
Management is the practice of |
| 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 financial resources |
| D. | mastering political behaviours so that the fittest survive and rise to the top |
| Answer» C. directing, organizing, and developing people, technology, and financial resources | |
| 21. |
Productivity ultimately depends on both |
| A. | efficiency and effectiveness |
| B. | infrastructure and culture |
| C. | people and money |
| D. | satisfaction and revitalization |
| Answer» A. efficiency and effectiveness | |
| 22. |
What is planning? |
| 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, taking corrective action |
| C. | the pattern of managing actions that focus resources and core competence on achieving a sustained competitive advantage |
| D. | determining a workable fit between organisational competencies and limitations on the one hand and opportunities and threats on the other |
| Answer» A. the process of establishing objectives and specifying how they are to be accomplished in an uncertain future | |
| 23. |
What is the process of managerial control or controlling? |
| 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, taking corrective action |
| C. | the pattern of managing actions that focus resources and core competence on achieving a sustained competitive advantage |
| D. | determining a workable fit between organisational competencies and limitations on the one hand and opportunities and threats on the other |
| Answer» B. the process of evaluating whether outcomes match objectives and, if not, taking corrective action | |
| 24. |
What is competitive strategy? |
| 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, taking corrective action |
| C. | the pattern of managing actions that focus resources and core competence on achieving a sustained competitive advantage |
| D. | planning actions at the line of business level about where and how to compete |
| Answer» D. planning actions at the line of business level about where and how to compete | |
| 25. |
The process of strategic thinking most involves what? |
| 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, taking corrective action |
| C. | the pattern of managing actions that focus resources and core competence on achieving a sustained competitive advantage |
| D. | determining a workable fit between organisational competencies and limitations on the one hand and opportunities and threats on the other |
| Answer» D. determining a workable fit between organisational competencies and limitations on the one hand and opportunities and threats on the other | |