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‫بسم ا الرحمن الرحيم‬ ‫الجاماعة السإلماية – غزة‬

:‫السام‬
‫الرقم‬
:‫الجامعي‬
‫ قسم الدإارة‬-‫كلية التجارة‬
‫ مااجد الفرا‬.‫ دإ‬.‫أ‬

Business Administration (2)

Final exam 2010\2009
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First Question: True/False (19 marks) ‫ضع الشاارة على يسار السؤال‬

1. According to Mintzberg’s management roles, the informational role involves

receiving, collecting, and disseminating information.
2. Mintzberg's resource allocation role is similar to Fayol's planning function.
3. Vroom and Yetton's Path-Goal Model related leadership behavior and participation to
decision making.
4. Research testing the original leader participation model was very encouraging.
5. Bureaucratic control emphasizes governmental regulation.
6. Clan control emphasizes organizational authority.
7. Technologically advanced countries, such as the U.S., Japan, and Canada, tend to use
direct control.
8. Feedforward control prevents anticipated problems.
9. Geert Hofstede is associated with the human resource management approach.
10. The fourteen principles of management are associated with Taylor.
11. An organization that has division of labor, clearly defined hierarchy, detailed rules,
and impersonal relationships would be described as a bureaucracy.
12. Bureaucracy, as described by Weber, emphasizes rationality and interpersonal
relationships.
13. Concern for employee motivation is most closely associated with organizational
behavior.
14. Management by Objectives consists of four elements: loose goals, participative
decision-making, an explicit time period, and performance feedback.
15. The control process is a three-step process that includes unfreezing the system,
changing the system, and refreezing the system.
16. The first step in the control process is comparing actual performance against standard.
17. What we measure is more critical to the control process than how we measure.
18. Revising unrealistically high standards is one method of managerial action in the
control process.
19. Fiedler's contingency model of leadership style effectiveness depends on the ability
and willingness of the subordinates.
20. According to Fiedler's research, task-oriented leaders tended to perform better in
situations that are very favorable to them and in situations that were very unfavorable.
21. According to Fiedler's research, relationship-oriented leaders seemed to perform
better in very unfavorable situations.
22. Robert House assumed that leadership style changes depending on the situation.
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23. An organization whose whole existence is made possible by and revolves around the
Internet is categorized as e-business enhanced.
24. Decision-making is synonymous with managing.
25. Managerial decision-making is assumed to be rational.
26. One assumption of rationality is that we cannot know all of the alternatives.
27. Hugo Munsterberg was an early advocate of the human resources approach to
management.
28. In a rapidly changing environment, well-defined and precisely developed action plans
enhance organizational performance.
29. The more the current plans affect future commitments, the longer the time frame for
which managers should plan.
30. Goals are the foundation of organizational planning.
31. Management by Objectives (MBO) uses goals to control and motivate employees.
32. Organizational planning is concerned with how objectives are to be accomplished, not
what is to be accomplished.
33. It is untrue that planning reduces flexibility.
34. Operational planning is usually accomplished by upper management.
35. Developing an acquisition plan after a recent takeover is an example of a single-use
plan.
36. Efficiency is often referred to as "doing things right."
37. Directing and motivating are part of the controlling function.
38. Path-goal theory holds that subordinates with an external locus of control will be
more satisfied with a directive style.

Second Question: choose the best answer: (28 marks)

1- Many firms regularly buy competitors' products and have their own engineers
study them to learn about new technical innovations. This process is
called
a. competitor engineering.
b. competition engineering.
c. strategic engineering.
d. product engineering.
e. reverse engineering.
2- The value of global scanning is largely dependent on the
a. extent of foreign competition activities in the market.
b. price that foreign competition charges in the market.
c. extent of government regulation activities in the
foreign market.
d. extent of the organization's global activities.
e. price that the company can charge in a foreign market.
3- Load charts list on the vertical axis either departments or
a. functional areas.
b. specific resources.
c. budgets.
d. product weights.
e. truck poundage.
4- The four terms that are required to construct a PERT network are: events,
activities,
a. crucial path and slack time
b. critical path and estimated time
c. crucial path and earliest date.
d. critical path and latest date.
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e. slack time and critical path

5- Forecasting techniques are most accurate when the environment is
a. changing inversely
b. dynamic on the long term, so turning points can be identified
c. not rapidly changing
d. seasonal, but not cyclical
6- A Gantt chart is essentially a bar graph with __________ axis and
__________ axis.
a. time on the vertical / the activities to be scheduled on the
horizontal
b. time on either / the activities to be scheduled on the other
c. time on the vertical / project completion on the horizontal
d. time on the horizontal / the activities to be scheduled on the
vertical
7- An organization breaks even when its total revenue is just enough to equal its
a. fixed cost
b. breakeven costs
c. variable costs
d. total cost.
8- Communication hasn't taken place unless
a. a point was made.
b. the words are spoken.
c. followers agree with idea.
d. management agrees to the decision.
e. information or ideas have been conveyed.
9- When students begin putting their books, notebooks, and papers away, they
are telling their instructor that class is over in which form of
communication?
a. interpersonal
b. skilled
c nonverbal
d. filtering
e. selective
10- When using selective perception, the receiver projects his or her interests and
expectations into communications as
a. body language.
b. they are decoded.
c. verbal intonation
d. filtering
e. they are encoded
11- Jargon is
a. an organizational language.
b. a unique language spoken among accountants.
c. specialized terminology or technical language that members
of a group use to communicate among themselves.
d. a message that means the same to the receiver as it did to the
sender.
e. a communication pattern that are individual oriented and
spelled out.
12- Active listening is enhanced by developing
a. apathy with the sender.
b. a system to minimize the noise in the area.
c. paying attention to the body language of the sender.
d. open communications with those around you in the group.
e. empathy with the sender.
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13- Communication within an organization is often described as

a. informal.
b. formal.
c. uniform.
d. formal or informal.
e. vertical.
14- An organization's grapevine works as both
a. an opportunity to learn new tasks and see friends.
b. a screen and mirror to turn away and send back messages.
c. smoke and mirrors in dealing with difficult employee issues.
d. a filter and a feedback mechanism for a manager.
e. a sender and receiver in the communications process.
15- For communication to be successful, the meaning must be communicated
a. received by the other person.
b. and an action taken by the receiver
c. and feedback established
d. and understood
16- Feedback returns the message to the sender and provides a check
a. on how well the receiver is doing
b on the ability of the receiver to perform the task
c. on whether understanding has been achieved
d. on what the sender should do the next time a message is sent
17- Listening is an active search for meaning, whereas __________ is passive.
a. speaking
b. encoding
c. decoding
d. hearing
18- __________ communication keeps managers aware of how employees feel
about their jobs, their co-workers, and the organization in general.
a. upward
b. prescribed
c. downward
d. informal
19- A high-high leader achieved
a. high group task performance and satisfaction more
frequently than one who rated low on either dimension or
both.
b. low group task performance and satisfaction more frequently
than one who rated low on either dimension or both.
c. high group task performance and satisfaction more
frequently than one who rated low on either dimension or
both on the short-run.
d. moderator group task performance and satisfaction more
frequently than one who rated low on either dimension or
both on the long-run.
e. high group task performance and satisfaction more
frequently than one who rated low on either dimension or
both, but only on the long-run.
20- The managerial grid has
a. five potential categories into which a leader's behavioral
style might fall.
b. 18 potential categories into which a leader's behavioral style
might fall.
c. 81 potential categories into which a leader's behavioral style
might fall.
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d. a lot of potential categories into which a leader's behavioral

style might fall, but only four were considered critical.
e. a lot of potential for leadership training.
21- According to Fiedler, an individual's leadership style is
a. fixed on the short-term.
b. fixed.
c. variable on the long-term.
d. variable.
e. inconsistent.
22- According to path-goal theory, a leader's behavior is acceptable to group
members to the degree that they view it as an immediate
a. concern for people on the long-term.
b. source of satisfaction or as a means of future satisfaction.
c. reward in return for their hard work.
d. feedback about their work.
e. response and an idea of where the leader is directing their focus.
23- An effective control system
ensures that activities lead to attainment of the organizations goals a.
makes people feel good about their jobs b.
facilitates goal achievement c.
all of the above are true .d
both a and c above are true .e
Under a market control system, an organization could be expected to be controlled -24
by
price competition a.
relative market share b.
profits generated by each profit center c.
all of the above are true .d
both a and c above are true .e
Under a bureaucratic control system, activities would be controlled by -25
shared values a.
profits b.
rules, regulations, and procedures c.
relative market share d.
e. price competition
Under clan control, employees would respond to control from -26
shared values a.
profits b.
rules, regulations, and procedures c.
relative market share .d
price competition .e
A source of information that will allow a manager to develop a control system is -27
personal observation a.
statistical reports b.
written reports c.
oral reports d.
all of the above are true e.
28- Feedforward control is attractive because it
specifies the higher-level control functions a.
allows managers to prevent problems b.
allows lower-level control to develop c.
challenges the viability of the control criteria d.
relates controls to goals better than motivation does e.

Third Question: (10 marks) ‫يجاب علية مامن لم يتقدم للماتحان النصفي‬
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1- How Do Today’s Managers Use General Administrative Theories?

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— 2- Explain how planning involves decisions today that will have an impact
later.
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— 3- “As managers use computer and software tools more often, they’ll be
able to make more rational decisions.” Do you agree or disagree with that
statement? Why?
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Fourth Question: (13marks)

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1- How might managers use the grapevine for their benefit?

2- What kinds of campus activities could a full-time college

student do that might lead to the perception that he or
she is a charismatic leader? In pursuing those activities,
what might the student do to enhance this perception of
being charismatic?

3- What would an organization have to do to change its

dominant control approach from bureaucratic to clan?
From clan to bureaucratic?