Test: Business Organizations- 2 - CA Foundation MCQ

As an organism.          

As a human being.          

As a machine.          

As a wheel in an engine. 

Management science.          

Management accounting.          

Operations management.

Systems management. 

Socio-political.        

Bureaucratic.        

Cultural.        

None of these. 

Social psychology.        

Organisational theory.

Systems theory.        

Psychology.

The study of people who satisfy social needs at work and how informal as    well as formal organisation affects behaviour.          

Management as a science and developing techniques to control behaviour.

The scientific study of human behaviour and developing behavioural techniques.          

None of these.

The whole system of anything.        

Every system involving humans.        

Socio-technical systems.        

Open systems. 

No one best way.

Today’s ideas are tomorrow’s history.        

One best way.        

Universal ideas of good management. 

Incentives  

Bullying and harassing people  

Education and communication  

Coercion 

Obsolecense of skills  

Fear of economic loss

Fear of unknown  

All of the above.

Evolutionary

Revolutionery

Planned  

Unplanned.

They are generally content with their place in the world.

They generally fell little need to discuss their achievements

They are easy going and relaxed and that’s why take no tension of work.

They have an intense desire to achieve and are extremely competitive 

The mission statement lays out the desire to make a profit, whereas the strategic vision addresses what strategy the company will employ in trying to make a profit.

A mission statement deals with "where we are headed " whereas a strategic vision provides the critical answer to "how will we get there?"

A mission deals with what a company is trying to do and a vision concerns what a company ought to do.

A mission statement typically identifies what the company's products or services are (what we do) and the customers and markets it serves (why we are here), whereas the focus of a strategic vision is on "where we are going and why."

Planning, organising, staffing and directing

Planning, organising, leading and directing

Planning, organising, leading and staffing

Planning, organizing, leading and controlling. 

Unfreezing current attitudes

Refreezing attitudes at new level

Moving to a new level

Melting resistance. 

Positive forces, negative changes

Driving forces, restraining forces

External forces, internal forces

Strong forces, weak forces. 

Officer

Board of Directors  

Managing Director

Secretary. 

Insolvency

Fraudulent, declared by court

Unsound mind

All of the above. 

3 and half yrs

Not more than 3 yrs

5 yrs

Not more than 2 yrs. 

5000, 2

50,000, 2

5000, 5

5000, 3. 

11 companies  

12 companies  

14 companies  

15 companies. 

5 yrs

6 yrs

7 yrs

4 yrs 

Private ownership

Primary profit making motive  

Strict financial control by Government  

None of the above. 

Handicrafts

Atomic energy

Arms Ammunitions

Coal and lignite. 

decision-making,  

forecasting,  

staffing,  

organising 

choice,  

communication,  

machine,

coordination. 

single use plans,  

long range plans,  

for lower management levels.

standing plans 

lower level management,  

bridges gap between past and present  

forecasting  

environmental factors 

effective planning,  

cost reduction,

increase output.

perception of opportunities 

effective planning,

environment,  

resistance.

technology 

looking ahead,  

guiding people,  

delegation of authority,

fundamentals of staffing