Information Systems And Engineering Economics Set 10
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This set of Information systems and engineering economics Multiple Choice Questions & Answers (MCQs) focuses on Information Systems And Engineering Economics Set 10
Q1 | Impersonal treatment of people through consistent application of rules and decisions toprevent favouritism is part of
- equity theory
- motivation theory
- leadership theory
- bureaucracy theory
Q2 | People who work in the Human resource department should have a knowledge of
- organisational behaviour
- finance
- it
- marketing
Q3 | What must entrepreneurs and leaders learn in order to have a successful organisation?
- how to control people and manipulate organisational systems
- how to think strategically, influence people, develop organisational systems
- how to manage technical details and use current business jargon
- how to read balance sheets and income statements.
Q4 | Organisational success in providing a service or a product depends on
- doing product development faster than anyone else
- being the cheapest in the market
- having the first product or service in the market place
- the product or service being valued by a segment of society
Q5 | An organisation's mission is
- the fundamental purpose of an organisation
- articulated in such a way that it defines the business of the enterprise
- a concept for unifying the efforts of organisational members
- all of the above
Q6 | Which must be accomplished first by the entrepreneur or leader?
- the design of a rational organisation structure
- generating profits
- making viable the concept for which the organisation was founded
- establishing policies that assure consistency of activities
Q7 | Definable groups of people who have an economic and/or social interest in the organisation are called
- stakeholders
- employees
- managers
- all of the above
Q8 | Governance policies, rules, as well as authority structures apply to which key resource element of the organisation?
- technology
- organisational culture
- organisation
- people
Q9 | Productivity is a ratio of outputs (products or services) to ____________.
- profits generated
- sales price
- inputs consumed
- behaviour effectiveness
Q10 | Doing the right things" is referred to as ____________.
- effectiveness
- efficiency
- productivity
- profitability
Q11 | Revitalization involves ________ the strategies, resources, technology, and skills of theorganisation.
- focusing
- categorizing
- formalizing
- renewing
Q12 | What is the relationship between satisfaction and productivity, as suggested by research?
- high satisfaction leads to high productivity
- productivity does not influence satisfaction
- moderate satisfaction results in low productivity
- productivity often leads to satisfaction
Q13 | Satisfaction is defined as positive feelings people have about an organisation whether as a/an
- supplier, employee, customer, or regulator
- employer, customer, regulator, or supplier
- investor or stockbroker
- none of the above
Q14 | Management is the practice of
- recruiting and motivating talented people to work for your organisation
- increasing a firm\s revenues and cutting costs to maximize profits
- directing, organizing, and developing people, technology, and financial resources
- mastering political behaviours so that the fittest survive and rise to the top
Q15 | Managers are typically integrators of
- people
- task
- technology
- all of the above
Q16 | Productivity ultimately depends on both
- efficiency and effectiveness
- infrastructure and culture
- people and money
- satisfaction and revitalization
Q17 | What is planning?
- the process of establishing objectives and specifying how they are to be accomplished inan uncertain future
- the process of evaluating whether outcomes match objectives and, if not, takingcorrective action
- the pattern of managing actions that focus resources and core competence on achievinga sustained competitive advantage
- determining a workable fit between organisational competencies and limitations on theone hand and opportunities and threats on the other
Q18 | What is the process of managerial control or controlling?
- the process of establishing objectives and specifying how they are to be accomplished inan uncertain future
- the process of evaluating whether outcomes match objectives and, if not, takingcorrective action
- the pattern of managing actions that focus resources and core competence on achievinga sustained competitive advantage
- determining a workable fit between organisational competencies and limitations on theone hand and opportunities and threats on the other
Q19 | What is competitive strategy?
- the process of establishing objectives and specifying how they are to be accomplished inan uncertain future
- the process of evaluating whether outcomes match objectives and, if not, takingcorrective action
- the pattern of managing actions that focus resources and core competence on achievinga sustained competitive advantage
- planning actions at the line of business level about where and how to compete
Q20 | The process of strategic thinking most involves what?
- the process of establishing objectives and specifying how they are to be accomplished inan uncertain future
- the process of evaluating whether outcomes match objectives and, if not, takingcorrective action
- the pattern of managing actions that focus resources and core competence on achievinga sustained competitive advantage
- determining a workable fit between organisational competencies and limitations on theone hand and opportunities and threats on the other
Q21 | At what organisational level is it necessary to balance strategic actions with environmental and resource conditions?
- departmental
- middle management
- corporate
- all of the above
Q22 | When setting key objectives, managers first seek to articulate
- results that will achieve the earnings per share target of the external market analysts
- results that can be achieved with modest commitment of incremental resources
- mission consistent measurable results to be achieved within a specified future time frame
- sales forecasts that will generate sufficient revenue to increase global market share
Q23 | Managing strategy involves the craft of
- deciding on bold courses of action that pulls the enterprise in new directions
- balancing stability and consistency over time with changes when needed
- defending established products to make it difficult for rivals to imitate
- stimulating the creativity of managers and engineers to improve
Q24 | An organisation's plans are usually most specific at what level?
- the top
- the middle
- the bottom
- they should be essentially equal in specificity at all levels of the organisation
Q25 | When control systems are used to their fullest, they
- catch individuals who are inefficient
- lead to continuous improvement
- produce conformity to standards
- provide merit rewards for high performers