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business studies

Total questions: 140

Worksheet time: 2hrs 41mins

Name
Class
Date
1.

The number of staff reporting directly to each manager

a)

Span of Control

b)

Chain of Command

2.

Shows who is allowed to give instructions and who will receive them.

a)

Span of Control

b)

Chain of Command

3.
Major changes have occurred in most businesses setting up their internal management structures including more and more companies adopting a 'flatter' and more decentralized structure where decisions are taken elsewhere than at the head office. The question is why did this change happen?
a)
All the answers are correct
b)
Multinational organizations find that taking decisions centrally means they are not taking local or regional factors into account
c)
Communication systems are becoming more mobile and instantaneous, allowing workers to work in teams much more effectively
d)
Employees are becoming better qualified and more knowledgeable – they do not want to work in formal hierarchies
4.
The authority to perform tasks and make decisions from higher to lower levels in the organization is referred to as?
a)
Centralization
b)
Delegation
c)
Decentralization
d)
Span of control
5.
Decision-making power is passed down to the organization to empower subordinates and regional/product managers, referred to as?
a)
Decentralization
b)
Centralization
c)
Delegation
d)
Span of control
6.
This is the route through which authority is passed down an organization – from the chief executive and board of directors, referred to as?
a)
Delegation
b)
Span of control
c)
Centralization
d)
Chain of command
7.
The number of subordinates who report directly to a manager is called?
a)
Delegation
b)
Span of control
c)
Delayering
d)
Centralization
8.
A stage of organizational structure in which the personnel in it have the same status and authority, called?
a)
Level of hierarchy
b)
Span of control
c)
Delayering
d)
Centralization
9.
Which of the following defines 'Authority'
a)
A business removes a level of middle-management
b)
Passing on responsibility
c)
Where decisions are made centrally (e.g. at headquarters)
d)
The amount of power/control someone has
10.
Which of the following defines 'Decentralisation'
a)
Where decisions are made at individual shops/power is delegated
b)
Someone who works for someone else
c)
The structure of the business
d)
A business/its structure
11.
Who makes decisions in decentralized organizations?
a)
A small group of people
b)
Decisions are delegated to a larger group
c)
One person
d)
None of these answers
12.
When someone is accountable for something...
a)
they are held responsible
b)
they are in charge of someone
13.
The people who make the major policy and financial decisions in a corporation are the 
a)
investors
b)
board of directors
c)
managers
d)
owners
14.

Which of the following describes a local business?

a)

A business that has operations in two countries

b)

A business that has 20 locations in a particular country

c)

A business that operates in its own community

d)

A business that has locations on three continents

15.

Which of the following are strategies for overcoming resistance? (choose 3)

a)

Communication

b)

Participation

c)

Threat

d)

Consultation

e)

Conference

16.

Which of the following are strategies for overcoming resistance? (choose 3)

a)

Communication

b)

Negotiation

c)

Manipulation

d)

Empowerment

e)

Influence

17.

Which of the following is NOT a strategy for negotiating change?

a)

Expect resistance

b)

Time for negotiation

c)

Build a coalition

d)

Focus on outcomes

e)

Build a culture

18.

Which of the following strategies can impact negatively on corporate culture? (choose 2)

a)

Communication

b)

Participation

c)

Negotiation

d)

Manipulation

e)

Threat

19.

Which of the following strategies are considered low-risk?

a)

Communication

b)

Participation

c)

Negotiation

d)

Manipulation

e)

Threat

20.

_____________ involves first identifying potential resisters.

a)

Communication

b)

Participation

c)

Negotiation

d)

Manipulation

e)

Threat

21.

_____________ are effective techniques when resistance to change is high (choose 2)

a)

Communication

b)

Participation

c)

Negotiation

d)

Manipulation

e)

Threat

22.

Not knowing the impact of change on the future of a business or employee's job status or prospects.

a)

Unknown

b)

Fear

c)

Trust

d)

Communication

e)

Timing

23.

Employees might be required to acquire new skills.

a)

Unknown

b)

Fear

c)

Trust

d)

Communication

e)

Timing

24.

Less likely to be resistant when this is positive.

a)

Unknown

b)

Fear

c)

Trust

d)

Communication

e)

Timing

25.

When this doesn't exist, there is likely to be resistance.

a)

Unknown

b)

Fear

c)

Trust

d)

Communication

e)

Timing

26.

This is crucial to change being implemented successfully.

a)

Unknown

b)

Fear

c)

Trust

d)

Communication

e)

Timing

27.

One of the most common reasons for resistance.

a)

Unknown

b)

Fear

c)

Trust

d)

Communication

e)

Timing

28.

Includes information about the change process, how the change will be implemented and what the change will achieve.

a)

Unknown

b)

Fear

c)

Trust

d)

Communication

e)

Timing

29.

_____ are subjective assumptions, conclusions, and predictions.

a)

Beliefs

b)

Values

c)

Feelings

d)

Facts

30.

Change is always necessary.

a)

True

b)

False

31.

Which of the following is not a strategies for overcoming resistance

a)

communication

b)

negotiation

c)

threat

d)

promotion

e)

manipulation

32.

Resistance to change can take a number or forms. Which of the following is not a form:

a)

Hostility in the workplace

b)

Meetings with employees

c)

Strike action

d)

Reduction in out put

33.

If resistance exists, it provides an _____________ for a business to ___________ the change and receive __________ prior to the implementation of change.

a)

reason, look at, opinions

b)

out, evaluate, criticism

c)

opportunity, reassess, feedback

d)

strategy, leave, feedback

34.

The following is an example of which resistor to change:


this is one of the most common reasons for resistance to change. An employee who is required to learn a new skill may be concerned with failure and be resistance to undertake the change.

a)

unknown

b)

fear

c)

trust

d)

timing

35.

If change is not clearly ___________________ all stakeholders, it will not be accepted.

a)

accepted by

b)

communicated to

c)

of benefit to

d)

planned by

36.

An effective leader should be able to ______________, ______________, and able to __________________ the change.

a)

communicate, be assertive, manage

b)

assess the situation, plan accordingly, force

c)

listen, assert authority, activate

d)

make decisions, be visionary, communicate

37.

Which of the following are affects of poor leadership? (select all that apply)

a)

distrust

b)

negative culture

c)

promotions

d)

motivation

e)

resistance

38.

TRUE OR FALSE

The internal, external and macro environment must only be managed before and during the process of change.

a)

TRUE

b)

FALSE

39.

The most important tool for a leader during a change is?

a)

manipulation

b)

communication

c)

particiaption

d)

threat

40.

Select all the correct participation strategies

a)

involve and engage

b)

listen and respond

c)

celebrate success

d)

build a culture

e)

discourage teams forming

41.

Which strategy for overcoming resistance is described below?


___________ involves communication by listening and responding with the aim of reaching and agreed outcome (compromise), while avoiding dispute.

a)

communication

b)

manipulation

c)

negotiation

d)

Participation

42.

TRUE OR FALSE

An example of manipulation is offering redundancy opportunities as an enticement for implementing change.

a)

TRUE

b)

FALSE

43.

Which strategy for overcoming resistance has the following drawback?


The danger of this tactic is that employee may appear to be compliant but are in fact resentful of the change.

a)

negotiation

b)

manipulation

c)

participation

d)

threat

e)

communication

44.

It is basic human nature of people to try and keep their methods and customs constant.

a)

True 

b)

False

45.

Individuals often resist changes for reasons like fear of the unknown, less tolerance to change, dislike towards the management, etc.

a)

Logical resistance

b)

Psychological resistance

c)

Sociological resistance

46.

This resistance relates not to individuals but rather to the common values and customs of groups.

a)

Logical resistance

b)

Psychological resistance

c)

Sociological resistance

47.

Changes should happen in one go because it is harder to implement them in stages.

a)

True

b)

False

48.

Sufficient prior training of employees can help them accept changes with confidence.

a)

True

b)

False

49.

Resistance to change may be either overt or implicit

a)

True

b)

False

50.

People who are adamant on maintaining customs instead of taking risks and doing new things will not resist changes.

a)

True

b)

False

51.

Changes always bring about alterations in a person’s duties, powers, and influence.

a)

True

b)

False

52.

People generally find it convenient to continue doing something as they have always been doing. Making them learn something new is difficult.

a)

True 

b)

False

53.

Which of the following statement is FALSE related to the nature of change?

a)

Change has an impact.

b)

Change is a technical challenge.

c)

Change may be viewed as a process.

d)

Change affect emotional behavior.

54.

Which of the following is NOT a role of change agent?

a)

Responsible for supporting and carrying out the change effort.

b)

Ensure the change can support the project goal and objectives.

c)

Act as a conduit of communication between the sponsor and the targets of change.

d)

Often report directly to the project manager and must be able to diagnose problems.

55.

10. While working on an IT project, you learn that a particular department plans to reduce its staff by 50%. The manager of this department has asked the project team to keep this information secret until the plans are finalized. A good friend of yours works in this department and has asked you whether you heard of any news concerning the future of the department. This would be an example of which of the following ethical dilemmas?

a)

Confidence

b)

Human resource

c)

Corporate resource

d)

Conflict of interest

56.

What statements are true of planned change?

a)

The activities that are proactive and purposeful; they are intentional, goal-oriented activities.

b)

The goals of planned change are improving the ability of the organisation to adapt to changes in another environment and changing employee behaviour.

c)

The change agents are people who react to and assume the responsibility for managing change activities.

d)

Is accidental in nature.

57.

Which statements are true of resistance to change?

a)

Resistance to change can result in loss of employee loyalty and motivation, increased errors or mistakes and increased absenteeism.

b)

Group reasons to resist change are: habit, security, economic factors, fear of the unknown and selective information processing.

c)

Resistance to change can take the form of a covert and immediate response, such as voicing complaints and engaging in job actions.

d)

Individual sources of change include: structural inertia, limited focus of change, group inertia, threat to expertise, threat to power relationships and threat to resource allocations.

58.

Organisational development:

a)

Is a strategy of redesigning the organisational structure to be flatter and increasing cross-functional activities and reshaping the culture to accept admitted failures and mistakes.

b)

Is a change process based on systematic collection of data and then the selection of a change action based on what the analysed data indicates

c)

Is a culture for change that stimulate a culture of innovation.

d)

Is a collection of planned interventions, built on humanistic democratic values that seeks to improve organisational effectiveness and employee well-being.

59.

A new tracking system was implemented at Roadworks. Workers, however, avoided using it because it looked so complicated, though in actuality, the new system was easier than the former.

As a manager of these workers, what would you do to best minimise this source of resistance at this stage?

a)

clarify intentions and methods

b)

delay change and await a better time

c)

offer information and encouragement

d)

make sure that everyone is using the new system

60.

Which of the following is an external force that would cause a company to make an organizational change?

a)

A booming economy

b)

The naming of a new CEO

c)

An organization-wide restructuring

d)

A widening span of control for managers

61.

April believes that people’s actions are guided by fear. Hence, she intimidates when approaching change.

The type of change strategy April most likely employs is:

a)

training

b)

coercion

c)

communication & education

d)

participation

62.

April believes that people’s actions are guided by 'owning the decisions that are made'. Hence, she makes every effort to include her employees in defining problems, coming up with solutions and implementing those solutions.

The type of change strategy April most likely employs is:

a)

training

b)

coercion

c)

communication & education

d)

participation

63.

Low risk tactics for overcoming resistance to change include;

a)

communication, support and threats

b)

participation, support and manipulation

c)

communication only

d)

communication, participation, support and negotiation

64.

Financial performance, policies, employees and corporate culture are all ___________ reasons for change

a)

internal

b)

operating

c)

external

d)

None of the above

65.

Politics, socio-cultural, technological and environmental factors are all ___________ reasons for change.

a)

internal

b)

operating

c)

external

d)

None of the above

66.

Lack of consultation and a negative relationships between employees and management can lead to the change

a)

not being accepted by employees

b)

being accepted by employees

c)

being implemented effectively and efficiently

d)

being implemented effectively but not efficiently

67.

High risk strategies for management to adopt to lead change are

a)

manipulation, coercion, threats and autocratic management

b)

manipulation and communication

c)

manipulation, negotiation and threats

d)

support, negotiation, manipulation and coercion

68.

Which of the following is LEAST likely to be used to overcome resistance to change?

a)

communicate the change

b)

allow participation in the change process

c)

negotiate with resisters

d)

give monetary incentive

69.

An external factor that may influence change is LEAST likely to be:

a)

Customer service

b)

technology

c)

economic

d)

legal/political

70.

Which of the following involves actions, on the part of senior management, to create a plan of action to implement the change and delegating responsibility to people who will manage the process?

a)

leading the change

b)

resisting the change

c)

managing the change

d)

implementing the change

71.

Organisational change may be influenced by internal or external factors.

a)

True

b)

False

72.

Management should not explore the ways in which it can overcome the resistance to change.

a)

True

b)

False

73.

External factors such as technology and political factors are within the control of management.

a)

True

b)

False

74.

Which of the following are accepted rules of thumb for communicating organisational change:

a)

Pay attention to the quality of information disseminated

b)

Use numerous methods of communication

c)

Redistribute workload

d)

Information should be given in a timely manner

75.

Change is one of the most feared activities in some businesses.

a)

True

b)

False

76.

Which aspect below that doesn't lead the changes ?

a)

Persistence / commitment

b)

A clear vision

c)

A sense of urgency

d)

A dream

77.

"I'd rather things remained as they are" is typical reaction in the...phase

a)

Denial

b)

Resistance

c)

Exploring

d)

Commitment

78.

Which statement best expresses the difference between power and authority?

a)

Authority involves intimidation; power does not.

b)

Authority is more subtle than power.

c)

Authority is based on the perceived legitimacy of the individual in power.

d)

Authority is inherited, but power is seized by military force.

79.

The ability to carry out one's will despite resistance is

a)

authority

b)

legitimacy

c)

rationalization

d)

power

80.

Which is an example of power?

a)

Going to war.

b)

Coordinating a business meeting.

c)

Cleaning your room.

d)

Taking an exam.

81.

______ is the actual or threatened use of coercion to impose ones will on others.

a)

Authority

b)

Power

c)

Force

82.

______ is power that is recognized as legitimate by the people over whom it is exercised.

a)

Authority

b)

Power

c)

Force

83.

The power to make decisions through their knowledge or job.

a)

Authority

b)

Top position

c)

Important person

d)

Only the Queen

84.

Why do leaders delegate? Select all that apply

a)

to get things done more easily and rapidly

b)

to use skills within the team

c)

to develop new leaders

d)

to increase motivation

85.

If you have an unskilled team member, you should not delegate to them any tasks.

a)

True

b)

False

86.

When you delegate a task, you should not follow up on that task.

a)

True

b)

False

87.

Some of the reasons that leaders do not delegate are: (click all that apply)

a)

They do not trust the team

b)

They want to do everything by themselves

c)

They enjoy doing some tasks

d)

They are afraid

88.

You should always select the right person for the delegated task.

a)

Yes

b)

No

89.

If the delegate does not do the task right, then you should not delegate to that team member again.

a)

Yes

b)

No

90.

Delegation requires a high level of trust from the leader.

a)

True

b)

False

91.

If you start delegating your tasks, then your team members will be more qualified than you and can take your position.

a)

True

b)

False

92.

When you delegate a task, you should delegate your authority for doing this task as well.

a)

True

b)

False

93.

Your style of delegation will change depending on the experience and capabilities of your team members.

a)

True

b)

False

94.

You don't have to waste time at the beginning to clarify the delegated task. Your team member will get to know the task when they work on it.

a)

True

b)

False

95.

Delegation is a skill that can be learned.

a)

Yes

b)

No

96.

What is DELEGATION?

a)

Giving authority to junior managers to do a particular task

b)

Passing down full responsibility to subordinates

c)

Keeping full control with senior managers

d)

Ordering workers to do certain jobs

97.

Employees feel ____ when given delegated work?

a)

Sad

b)

Discriminated

c)

Angry

d)

Valued

98.

____ is needed for delegation to happen (select all correct answers)

a)

Responsibility

b)

Money

c)

Trust

d)

Friendships

99.

What is an advantage of delegation?

a)

More money

b)

Greater efficiency

c)

Decreased motivation

d)

Less career opportunities

100.

What is an advantage of delegation for managers?

a)

Workers have less work to do

b)

Managers can concentrate on more important tasks

c)

Manager loss some of their responsibilities

d)

Managers cannot control subordinates closely

101.

One of the disadvantages of delegation is that

a)

There is less control over the work done by staff

b)

Workers are given more authority

c)

Managers have more work to do

d)

Workers may gain job enrichment

102.

Which of the following can not be delegated?

a)

Authority and Responsibility

b)

Authority and Accountability

c)

Responsibility and Accountability

d)

All of the above

103.

The form of organization known for giving rise to rumors is called

a)

Formal Organization

b)

Centralized Organization

c)

Informal Organization

d)

Decentralized Organization

104.

The degree of decentralization indicates

a)

Authority delegation

b)

Power delegation

c)

Responsibility

d)

All of the above

105.

Which level of Management takes all the decisions in a centralized organization?

a)

Top Level Management

b)

Middle-level Management

c)

Low-Level Management

d)

None of the above

106.

What would you call the authority given to the marketing manager to take decisions up to 1 lakh rupees?

a)

Delegation of Power

b)

Authority

c)

Delegation of Authority

d)

Mixture of all

107.

What do the changes introduced in the organization with the delegation of authority to all departmental managers signify?

(a)  

108.

What is centralized decision-making?

a)

Decision-making through a small group of senior executives

b)

Decision-making through a large group of senior executives

c)

Decision-making strictly through employees

d)

Decisions made through consumers

109.

Evenly distribution of Authority at every level leads to

a)

Decentralisation

b)

Delegation

c)

Informal Organisation

d)

Formal Organisation

110.

Centralisation refers to

a)

Opening new branches

b)

Separation of divisions or levels

c)

Dispersal of decision making authority

d)

Retention of decision making authority

111.

If the manager is over burdened then he must use the following concept

a)

Decentralisation

b)

Delegation

c)

Span of management

d)

None of the above

112.

Responsibility flows from

a)

Superior to subordinate

b)

Subordinate to superior

c)

None of the above

113.

Process of entrusting responsibility & authority & creating accountability of person who work has been given:-

a)

Delegation

b)

Centralization

c)

Decentralization

d)

Informal organization

114.

When decision-making authority is retained organisation is said to be by higher management levels, an

a)

Decentralised

b)

Centralised

c)

Fragmented

d)

None of the above

115.

Responsibility is derived from

a)

Authority

b)

Formal position

c)

Accountability

d)

All the above

116.

It helps the managers to ensure that their subordinate discharges his duties properly.

a)

Responsibility

b)

Authority

c)

Accountability

d)

All the above

117.

Which of the following is not an element of delegation?

a)

Responsibility

b)

Authority

c)

Accountability

d)

Decentralisaton

118.

Delegation is between ____________ and _____________ of the organisation

(a)  

119.

Which of the following is incorrect

a)

Authority flows from superior to subordinate

b)

Authority is arising out of responsibility

c)

Accountability arises out of authority

d)

Responsibility is flowing up ward

120.

Define what is meant by span of control

a)

The number of levels of authority that are in the chain of command

b)

Number of subordinates who report directly to the line manager

c)

Workers that a line manager is responsible for

d)

The power that one person has to make decisions and control what other workers do

121.

The senior management of the organisation maintains full control of decision making and there is a minimal delegation of responsibility

a)

Centralisation

b)

Decentralisation

122.

Decision making involves subordinates and there is delegation of responsibility.

a)

Decentralisation

b)

Centralisation

123.

How is Accountability created

a)

By assigning responsibility

b)

By assigning authority

c)

Both of the above

d)

None of these

124.

Extended form of delegation of authority is called

a)

Specialisation

b)

Decentralisation

c)

Centralisation

d)

Division of labour

125.

What is the basic idea behind decentralization?

a)

Large number of problems and issues are best settled at the local level

b)

People have better knowledge of problems in their localities

c)

It helps to inculcate a feeling of democratic participation

d)

All of the above

126.

When power is taken away from the state governments and given to local government is called

a)

Decentralization

b)

Centralization

c)

Panchayat Samiti

d)

Federalism

127.

True or False:

Decentralization will not enable the citizen to participate in the decision-making process that concern them directly.

a)

True

b)

False

128.

True or False:

Centralization decongests the central government of certain functions that could well be done at the lower levels.

a)

True

b)

False

129.

The authority flows from

a)

Bottom to top

b)

Top to Bottom

c)

In all directions

d)

None of the above

130.

The accountability flows

a)

In all directions

b)

Downwards

c)

Upwards

d)

None of the above

131.

Authority granted to an employee should be

a)

More than the responsibility entrusted to him

b)

Less than the responsibility entrusted to him

c)

Equal to the responsibility entrusted to him

d)

All of the above

132.

Complete centralisation would imply concentration of all decision-making functions at the ______.

a)

Lower level of the management hierarchy

b)

Apex of the management hierarchy

c)

Middle level of management

d)

None of these.

133.

Responsibility is your duties that you must do.

a)

True

b)

False

134.

What does it mean to be accountable?

a)

taking responsibility for your actions and being able to discuss the reasons behind them

b)

taking on a responsibility and not seeing it through

c)

having a good excuse for something that you did wrong

d)

following your dreams despite challenges you may face

135.

True or False: Accountability is given to you in the same way that responsibilities are.

a)

True

b)

False

136.

Which of the following is an example of accountability?

a)

Blaming Others

b)

Making Personal Excuses

c)

Owning Up to Your Mistakes

d)

Waiting & Hoping Things Get Better

137.

How dependable or reliable you are

a)

Attendance

b)

Accountability

c)

Appreciation

d)

Attitude

138.

The action of consenting to, receiving, or undertaking something

a)

Attendance

b)

Accountability

c)

Acceptance

d)

Appearance

139.

Which of the following best describes the picture?

a)

Fairness

b)

Transparency

c)

Accountability

140.

Responsibility is your duties that you must do.

a)

True

b)

False

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