Information Systems And Engineering Economics Set 10 MCQs

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