MBA MCQ Quiz Hub

1. A risk avoider tends to make decisions:
Quickly and with little information.
Slowly and with substantial information.
Slowly and with little information.
Quickly and with substantial information.

2. An individual who is aggressively involved in a chronic incessant struggle to achieve more and more in less and less time is a/an:
Extrovert.
Type AB.
Type B.
Type A.

3. Attribution theory says that when we observe behavior, we attempt to determine whether its cause is:
individual or external.
internal or external.
typical or unusual.
consistent or erratic.

4. Which of the following personality attributes predicts behavior that is pragmatic and emotionally distant?
Machiavellianism.
Locus of control.
Type A personality.
Conscientiousness.

5. How would you describe an individual who is capable of presenting striking contradictions between who they are in public and who they are privately?
High self-esteem.
Low self-monitoring.
High risk-taking.
High self-monitoring.

6. Janice is late for work each day by about ten minutes. This behavior exhibits:
Validity.
Consensus.
Reliability.
Consistency.

7. When we draw a general impression about an individual based on a single characteristic such as intelligence, sociability or appearance:
We are prejudiced.
We have misjudged the person.
We are projecting.
We are using halo effect.

8. The focus of a person's attention appears to be influenced by:
experiences, motives, attitudes, and interests.
experiences, beliefs, attitudes, and personality.
interests, attitudes, beliefs, and motives
experiences, motives, values, and judgments.

9. One of the shortcuts used to judge others involves evaluating a person based on how he or she compares to other individuals recently encountered. This shortcut is known as:
Projection.
Contrast effects.
Bias.
Prejudice.

10. Individuals who rate high in external locus of control:
Are less satisfied with their jobs.
Perceive they have significant control.
Are less alienated from the work setting.
Are more involved in their jobs.

11. Which occupation has the highest risk-taking likelihood?
A stock trader in a brokerage firm.
A marketing representative.
An accountant performing auditing activities.
An actuarial in an insurance firm.

12. The leadership behaviors identified by the path-goal theory are:
supportive, achievement-oriented.
participative, goal-oriented, supportive.
participative, directive.
supportive, directive, participative, achievement-oriented.

13. Vroom and Yetton's contingency model of leadership is based on certain aspects of a leader's decision, they are ______
decision acceptance.
decision quality.
both of the above.
neither of the above.

14. Results of the Ohio State Leadership studies indicated that there are two major dimensions of leadership behavior. What are they?
Consideration and structure.
Achievement and power.
Achievement and structure.
Consideration and power.

15. Originally Tannenbaum and Schmidt suggested there are three forces of particular importance when deciding what types of leadership are practicable and desirable, they are ______
forces in the manager, subordinates and structure.
forces in the organization, situation and manager.
forces in the structure, subordinates and situation.
forces in the manager, subordinates and situation.

16. The following phrase is used to describe a leader:
uses traditional influence.
challenges status quo.
acts with established culture.
relies on control strategies.

17. The functional approach to leadership emphasizes that _____
leadership resides in a particular person and not in the functions.
the various functions of leadership cannot be shared among members of a group.
both of the above.
neither of the above.

18. Within an organization, leadership influence will be dependent upon the type of ______________ that the leader can exercise over the followers.
friendship.
power.
knowledge.
Delegation.

19. Needs such as training the group, setting standards and maintaining discipline, and appointing sub- leaders may be called _______
individual functions.
team functions.
work functions.
work functions.

20. Tannenbaum and Schmidt's continuum of possible leadership behavior identifies four main styles of leadership by the manager. What are they?
Tells, sells, consults and joins.
Commands, helps, joins and leads.
Tells, helps, joins and leads.
Commands, sells, consults and resists.

21. Hersey and Blanchard present a form of situational leadership based on the ______________ of the people the leader is attempting to influence.
readiness.
personality.
motivation.
intelligence.

22. Which of the following statements about leadership is false?
Leadership does not necessarily take place within a hierarchical structure of an organization.
Not every leader is a manager.
When people operate as leaders their role is always clearly established and defined.
All the above.

23. The ______________ style of leadership is where the focus of power is with the manager. The manager alone exercises decision-making, authority and the control of rewards or punishments.
authoritarian.
democratic.
laissez-faire.
None of the above.

24. The two dimensions of leader behavior explained in the Ohio State studies are:
coercion and motivation.
employee-oriented and production-oriented.
initiating structure and consideration.
power and influence.

25. Legitimate power is based on the subordinate's perception that the leader has a right to exercise influence because of the leader's _______
ability to punish or reward.
expertise and knowledge.
role or position within the organization.
role or position within the organization.

26. Contingency theories of leadership are based on the belief that ______
there is a single style of leadership appropriate to all managers.
there is a single style of leadership appropriate to all situations.
there is no single style of leadership appropriate to all situations.
None of the above.

27. When determining the most appropriate form of leadership, which of the following should be considered?
The manager.
The group.
The work environment.
All the above.

28. Which of the following sources of power are among those identified by French and Raven?
Reward power.
Referent power.
Expert power.
All the above.

29. Adair claims that the effectiveness of a leader is dependent upon meeting ______________ areas of need within the work group.
four.
two.
three.
None of the above.

30. Another contingency model of leadership is the path-goal theory. This suggests that subordinates will see leadership behavior as a motivating influence if.
path-goal relationships are clarified.
path-goal relationships are clarified.
the necessary direction, guidance, training and support is provided.
All the above.

31. Leaders of teams find themselves in a role of:
autocrat.
autocrat.
high power.
coach.

32. The view that employees are critical to organizational success is now generally accepted. Does this mean that _______
All employees have the same value or potential for the organization.
It reflects the unprecedented success of HR practitioners to deliver.
Good management of people will prevail.
Managing the human resource has become even more important because it is the one resource most difficult to replicate.

33. Which characteristic is not typical of Machiavellianism?
Being extremely loyal.
Being extremely loyal.
Manipulating others for personal or political gain.
Employing deceit in interpersonal relationships.

34. Which answer best describes an example of an environmental factor that effects personality traits individuals develop?
Group Membership.
Family.
Culture.
all of the above.

35. _________ means paying attention to information that supports your ideas and ignoring the rest.
Projection.
Halo effect.
Selective perception.
Stereotype.

36. Do HR activities have an effect on employee and managerial behavior?
Yes, but these effects can be negative as well as positive.
HR has limited impact on either employee behavior or managerial.
HR impacts on employee behavior but not on managerial.
No, it is managerial behavior which impacts on HR.

37. Which is not an example of a personality trait associated with political behavior?
Need for Power.
Machiavellianism.
Willingness to take risks.
Dogmatism.

38. A characteristic that influences the way they perceive others is:
Attitudes.
Self-concept.
Thinking pattern.
all of the above.

39. Which is not a component of attitudes?
Affective.
Cognitive.
Behavioral.
Perception.

40. Which of these is not a factor, listed in the book, which influences the relationship between attitudes and behavior?
Specificity of the attitude.
Fear of consequences.
Personality.
Self-efficacy.

41. SHRM is also about strategic choice, which refers to:
The processes and decisions that shape the organization's philosophy towards its employees.
Managerial prerogative in decision making.
Negotiating with trade unions or employee associations over the direction of the organization.
Giving employees their 'say' in organizational concerns.

42. _______ is an oversimplified mental picture that is associate with a particular group.
Perceptual barrier.
Stereotype.
Halo effect.
Selective perception.

43. An individual's belief concerning the ability to accomplish a job task is the definition of:
Self-efficacy.
Organizational commitment.
Self-monitoring.
Affect.