bus_100 (60 Questions Answered)
1. An entrepreneur:
a. manages businesses for others.
b. has a controlling interest in the ownership of a corporation.
c. manages businesses that operate in multiple countries.
d. accepts the risk of starting and running a business.
2. The importance of entrepreneurs to our economy is found in their:
a. impact on the political process.
b. ability to create jobs for others.
c. contributions of money to organizations that help people in need.
d. ability to influence national macroeconomics polices.
3. Which of the following would be helpful in explaining why individuals accept the risks of business ownership?
a. the potential for learning how to be self-disciplined
b. the sense of self-satisfaction and independence
c. the challenge of seeking power
d. the desire to work fewer hours
4. Which of the following is a characteristic of successful entrepreneurs?
b. relies heavily on others who believe in the business
c. willingness and desire to follow others
5. A group of experienced people from different areas of a business joined together to develop, produce, and market a new product is known as a(n):
a entrepreneurial team.
b. joint venture.
c. self-directed functional team.
d. managerial task force.
6. An entrepreneurial team consists of:
a. managers with similar skills, abilities, and interests.
b experienced managers from different areas of business.
c. a group of wealthy investors who share a vision for a product.
d. representatives from management, labor, and the government who work together to solve a company’s problems in a creative way.
7. Nearly half of home-based businesses are in:
b the service industries.
c. bankruptcy court.
8. Sound advice for potential entrepreneurs includes:
a. save lots of money as you will need it to learn your new business.
b. research your market thoroughly even if it takes quite a while to start your business.
c surround yourself with people who are smarter than you.
d. set specific objectives including high revenue goals.
9. Which of the following is a reason given for the growth of home-based businesses?
a desire of micropreneurs to balance work and family.
b. new tax laws that allow for fewer deductions for home offices.
c. improvement in job security for employees of large corporations.
d. favorable shift in social attitudes toward working for a large corporation.
10. One challenge of working at home is:
a. keeping up with the demand from new customers.
b. managing time.
c. paying for the home office space.
d. using a computer to give the feel of a large business to a small one.
11. A creative person working within a corporation to launch new products and generate new profits is known as a(n):
12. Enterprise zones are areas which:
a. the government has set aside for major corporations that promise to spend at least $10 million to create new jobs.
b. feature low taxes and government support in an effort to encourage entrepreneurship.
c. the government has recognized as having the fastest growth rates in the country.
d. are characterized by government ownership of small businesses.
13. An examination of the reasons given by people willing to accept the risks of entrepreneurship indicates that:
a. the desire to earn a profit is the only reason most people have for becoming entrepreneurs.
b many people become entrepreneurs because they do not enjoy working for someone else.
c. the strongest motivator is the desire to be famous and powerful.
d. contrary to popular opinion, most entrepreneurs are not interested in personal achievement.
Although the opportunity to earn big profits is certainly attractive to most entrepreneurs, it is certainly not the only reason. Many entrepreneurs do not enjoy working for others and become entrepreneurs because of the opportunity for independence.
14. Successful entrepreneurs are self-nurturing. This means they:
a. look to others for strength and encouragement.
b. are self-financed with no assistance from others.
c. perform all business operations by themselves.
d are able to replenish their own enthusiasm.
Self-nurturing individuals have the ability to believe in an idea when no one else does, and to replenish their enthusiasm.
15. Which of the following best describes the difference between an intrapreneur and an entrepreneur?
a. Intrapreneurs start nonprofit organizations while entrepreneurs start profit-seeking businesses.
b. Intrapreneurs are practical while entrepreneurs are creative.
c. Intrapreneurs work within existing corporations while entrepreneurs assume the risks of starting their own business.
d. Intrapreneurs limit their efforts to financial investments, while entrepreneurs are involved in the management of all areas of a business.
Intrapreneurs are creative people who work within a corporation to develop new products and generate new profits for the firm.
17. __________ is the art of getting things done using organizational resources.
18. Management is more progressive today. There is more emphasis on:
a. individual work that can be successfully measured.
b. working in teams.
c. striving to eliminate the control function of management.
d. placing greater reliance on the government for financing.
19. One of the difficulties facing today’s managers is to:
a. deal with a workforce that is less educated and less self-directed than in the past.
b. find ways to encourage conformity instead of diversity.
c. earn the trust of their employees.
d. cope with the sudden and unexpected slowdown in the pace of innovation and change.
20. Today’s progressive managers:
a. usually prefer to use the autocratic style of leadership.
b. tend to emphasize teamwork and cooperation rather than discipline and order-giving.
c. face fewer challenges and problems than managers in the past.
d. can rely on a much higher level of worker loyalty to the organization than in the past.
21. Which of the following statements comparing today’s workers with those from earlier eras is most accurate? Compared to earlier workers, today’s employees are:
a. more loyal to the firm.
b. less educated and less self-directed.
c more willing to leave the firm to seek better opportunities.
d. more likely to need direct guidance and direction from their managers.
In the past, a worker would expect to work for the same company for many years, maybe even a lifetime. Today, many companies don’t hesitate to fire employees, and many employees don’t hesitate to leave if their needs are not being met.
…- Chapter 07 #178
22. (p. 182) How are managers today different from managers in the past?
a. Managers today are more likely to reprimand workers.
b. Managers in the past would use praise and gentle suggestions.
c. Managers in the past were less loyal to their employer.
d Managers today emphasize teamwork.
Employees today are more educated and demand more self-direction. As a result, today’s managers are educated to guide, train, support, motivate, and coach employees rather than to tell them what to do. These managers are likely to emphasize teamwork and communication rather than discipline and order giving.
…- Chapter 07 #180
23. (p. 182) Which of the following statements is the most accurate description of a challenge that is changing the role of managers?
a. Most workers today show little initiative or creativity, so managers must spend more time directing their efforts.
b The marketplace is becoming global, which increases both competition and opportunities for cooperation and integration.
c. Firms are recognizing that their workforces are too diverse, so managers must find ways to reduce diversity without violating federal laws against discrimination.
d. The desire to encourage teamwork has resulted in larger, more cumbersome organizations with too many workers.
The marketplace is now global, and the advent of the Internet means that competition from global competitors is only a mouse click away. But the global marketplace also offers opportunities for expansion, collaboration and integration. Adapting to the threats and opportunities of the global environment is one of the major challenges facing modern managers.
…- Chapter 07 #181
24. (p. 182) Managers provide:
a direction for their organization and leadership.
b. technical know-how and consistency.
c. scientific analysis of data and philosophical insights into fundamental questions.
d. rules and regulations.
…- Chapter 07 #182
25. (p. 183, figure 7.1) One of the four primary functions of management is:
…- Chapter 07 #183
26. (p. 182) Managers get things done through organizational resources like workers, information, and equipment.
…- Chapter 07 #1
27. (p. 182) The main job of managers today is to watch over people to be sure they do what the manager asks of them.
…- Chapter 07 #2
28. (p. 182) Today workers can expect to work for the same company for a lifetime.
…- Chapter 07 #6
29. (p. 182) In today’s business environment, the general trend has been toward developing long-term relationships between workers and their employers.
…- Chapter 07 #11
30. (p. 182) Many of today’s top leaders of Fortune 100 companies expect to work for that one company for their entire career.
Today, many companies don’t hesitate to fire employees and employees don’t hesitate to leave a job if their needs are not being met. Top leaders of Fortune 100 companies tend to move from one company to another as their careers unfold.
…- Chapter 07 #16
31. (p. 182) Managers decide how to use organizational resources to accomplish goals.
…- Chapter 07 #20
32. (p. 182-183) Financing is one of the four key functions of management.
…- Chapter 07 #21
33. (p. 184) As a management function, the main focus of controlling is to keep complete and up-to-date records of the organization’s financial transactions for tax and regulatory purposes.
…- Chapter 07 #26
34. (p. 184) Planning is a key management function because other management functions depend on having a good plan.
…- Chapter 07 #30
35. (p. 206) Many U.S. companies are going through the process of reorganizing.
…- Chapter 08 #1
36. (p. 206) The low U.S. unemployment rate suggests that U.S. producers are not changing fast enough to adapt to the marketplace.
…- Chapter 08 #5
37. (p. 206) The division of labor and specialization often improves an employee’s job performance.
…- Chapter 08 #7
38. (p. 206) Dividing tasks into smaller jobs is called division of labor.
…- Chapter 08 #10
39. (p. 207) In a small business like a lawn mowing service, monitoring the business environment is really not necessary.
…- Chapter 08 #15
40. (p. 206) Organizing a business begins with:
a. acquiring the necessary resources.
b. choosing the best qualified employees.
c. developing an efficient plan of action.
d the work to be done.
…- Chapter 08 #207
41. (p. 206) Dividing tasks into smaller jobs is called:
a. job enrichment.
b job specialization.
d. division of authority.
…- Chapter 08 #209
42. (p. 206) The process of setting up individual departments to do specialized tasks is called:
b. a division of labor.
c. job specialization.
d. delegation of authority.
…- Chapter 08 #210
43. (p. 208) Henri Fayol and Max Weber are best known for their contributions to:
a. production theory.
b. marketing theory.
c. organization theory.
d. finance theory.
…- Chapter 08 #215
44. (p. 208) Fayol’s _____________ principle states that each worker should report to one, and only one, boss.
a. division of labor
c of command
c. esprit de corps
d. comparative advantage
…- Chapter 08 #216
45. (p. 208) Fayol’s ____________ principle says that functions should be divided into areas of specialization.
b. comparative advantage
c. division of labor
…- Chapter 08 #217
46. (p. 210) The line of authority that moves from the top of a hierarchy to the lowest level is called the:
a. chain of logic.
b. chain of command.
c. organizational design.
d. delegation of contingent authority.
…- Chapter 08 #223
47. (p. 206) The process of creating individual departments to do specialized tasks is called departmentalization.
…- Chapter 08 #9
48. (p. 288) The ultimate resource of a firm is its:
a. business plan.
b. marketing mix.
c. capital budget.
…- Chapter 11 #188
49. (p. 288) One of the key functions of human resource management is:
…- Chapter 11 #189
50. (p. 289) Which of the following statements best describes the current view of the role of human resource management within a firm?
a. Human resource management is largely a clerical function that involves keeping records, processing payroll, and making sure that federal regulations are met.
b. Human resource management has become so complex that only highly trained human resource specialists should make human resource decisions.
c Human resource management functions have become so important that in many firms all managers now perform them.
d. Changes in technology have largely done away with the need for a separate human resource department.
Human resource management has become so critical that it is no longer the responsibility of a single department. Most human resource functions are now shared by professional human resource managers and other managers within the organization.
…Chapter 11 #194
51. (p. 289-290) Which of the following is a challenge that is facing the human resources managers of today?
a. too many unemployed scientists and computer engineers
b. an increasing number of Gen Yers in the workforce
c. a shift in employee attitudes toward work
d. an increased demand for uniformity in benefits offered to employees
The text lists several challenges and opportunities affecting human resource management. One challenge is that employee attitudes are shifting towards work. Leisure time has become a much higher priority, as have concepts such as flextime and a shorter workweek.
…- Chapter 11 #195
52. (p. 289) Today, human resource management is viewed as basically a clerical function of keeping personnel records and processing payroll.
…- Chapter 11 #4
53. (p. 289) One of the challenges facing today’s human resource managers is a shift in the age distribution of the labor force, including aging baby boomers, many of whom are deferring retirement.
…- Chapter 11 #8
54. (p. 322) Throughout most of American history, the relationship between managers and employees has been fairly smooth.
…- Chapter 12 #1
55. (p. 322) Labor unions played a major role in establishing minimum wage laws, child-labor laws, and improvements in job safety.
56. Professor Isler was born and raised in:
A, East Palo Alto
- St. Louis
57.Professor Isler’s favorite employee is named
58. Professor Isler’s most unusual case before the IRS dealt with:
A A superstar that played for the Boston Red Sox
B A person who had a sex change
- A convict who was on the F.B.I’s ten most wanted lost
- My former wife
59. Professor Isler’s son attends:
- The University of Michigan
B San Diego State University
C San Jose State University
D Cal State East Bay
60 Over Thanksgiving Professor Isler went to
A New York
b Hong Kong
- San Diego