Information Systems And Engineering Economics Set 1 MCQs

Q1 | An in depth study on a single organisation using a variety of datacollection methods is known as

case study

?eld survey

laboratory experiment

Q2 | The method of research that gathers data about perceptions, feelings, opinions through interviews and questionnaires in their actual worksetting is known as

case study

?eld survey

?eld experiment

laboratory experiment

Q3 | The consistency of data obtained from a particular research method isknown as

reliability

validity

credibility

casuality

Q4 | The degree to which a research method actually measures what it issupposed to measure is known as

reliability

validity

credibility

casuality

Q5 | Managing the human resource is

the smallest department in an organisation

better managed outside theorganisation

vital for the success of an organisation

an unnecessary expense

Q6 | A method of helping is to understand management and organisationalbehaviour is to look at that has been done before

experiments

research

management

behaviour

Q7 | Impersonal treatment of people through consistent application of rules and decisions toprevent favouritism is part of

equity theory

motivation theory

leadership theory

bureaucracy theory

Q8 | People who work in the Human resource department should have aknowledge of

organisational behaviour

finance

it

marketing

Q9 | 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, in?uence people, develop organisationalsystems

how to manage technical details and use current business jargon

how to read balance sheets and income statements.

Q10 | Organisational success in providing a service or a product depends on

doing productdevelopment faster than anyone else

being the cheapest in the market

having the ?rstproduct or service in the market place

the product or servicebeing valued by a segment of society

Q11 | An organisation's mission is

the fundamental purpose of an organisation

articulated in such a way that it de?nes the business of theenterprise

a concept for unifying the efforts of organisationalmembers

all of the above

Q12 | Which must be accomplished ?rst by the entrepreneur or leader?

the design of a rational organisation structure

generating pro?ts

making viable the concept for which the organisation wasfounded

establishing policies that assure consistency of activities

Q13 | De?nable groups of people who have an economic and/or socialinterest in the organisation are called

stakeholders

employees

managers

all of the above

Q14 | Governance policies, rules, as well as authority structures apply towhich key resource element of the organisation?

technology

organisationalculture

organisation

people

Q15 | Productivity is a ratio of outputs (products or services) to .

pro?ts generated

sales price

inputs consumed

behaviour effectiveness

Q16 | Doing the right things" is referred to as .

effectiveness

e?ciency

productivity

pro?tability

Q17 | Revitalization involves the strategies, resources, technology, and skills of theorganisation.

focusing

categorizing

formalizing

renewing

Q18 | What is the relationship between satisfaction and productivity, as suggested by research?

high satisfaction leads to high productivity

productivity does not in?uence satisfaction

moderate satisfaction results in lowproductivity

productivity often leads to satisfaction

Q19 | Satisfaction is de?ned as positive feelings people have about anorganisation whether as a/an

supplier, employee,customer, or regulator

employer, customer,regulator, or supplier

investor orstockbroker

none of the above

Q20 | Management is the practice of

recruiting and motivating talented people to work for your organisation

increasing a ?rm\s revenues and cutting costs to maximize pro?ts

directing, organizing, and developing people, technology, and ?nancialresources

mastering political behaviours so that the ?ttest survive and rise to the top

Q21 | Productivity ultimately depends on both

e?ciency andeffectiveness

infrastructure andculture

people and money

satisfaction andrevitalization

Q22 | What is planning?

the process of establishing objectives and specifying how they are to be accomplished in an 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 ?t between organisational competencies and limitations on theone hand andopportunities and threats on the other

Q23 | What is the process of managerial control or controlling?

the process of establishing objectives and specifying how they are to be accomplished in an 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 ?t between organisational competencies and limitations on theone hand and opportunities and threatson the other

Q24 | What is competitive strategy?

the process of establishing objectives and specifying how they are to be accomplished in an 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 sustainedcompetitive advantage

planning actions at the line of business level about where and how to compete

Q25 | The process of strategic thinking most involves what?

the process of establishing objectives and specifying how they are to be accomplished in an 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 ?t between organisational competencies and limitations on theone hand and opportunities and threatson the other