COMMERCE 1BA3 EXAM QUESTIONS WITH CORRECT ANSWERS LATEST UPDATE 2025-2026
Organizational Behavior - Answers The attitudes and behaviors of individuals and groups in
organizations.
Traditional/classical managerial thinking - Answers From the early 1900s, characterized by high
specialization of labour, centralized decision making.
Bureaucracy - Answers A system of organization approach from the early to mid 1900s, non-
Humanistic, with key features including strict chain of command, detailed rules, specialized jobs,
centralized power, and promotion based on skill.
Key features of Bureaucracy - Answers Strict chain of command, detailed rules, specialized jobs,
centralized power, promotion based on skill, non-Humanistic.
Examples of Bureaucracy - Answers Government (tax offices, courts) and Military (army ranks,
following orders).
Scientific Management - Answers A system of organization approach from the early 1900s by
Frederick Taylor, focusing on efficiency through time and motion studies.
Time & Motion Studies - Answers Measured how long each task took, even bathroom breaks, to
improve work efficiency.
Peace Rate System - Answers Workers got paid based on how much they produced - more work
= more pay.
Human Relations Movement - Answers A critique of classical management and bureaucracy
advocating for more participative management styles oriented toward employee needs.
Criticism of Human Relations Movement - Answers It was critical of treating human workers like
machines, neglecting their social and psychological needs.
Hawthorne Studies - Answers Research conducted in the 1920s examining how psychological
and social processes affect productivity.
Impact of Hawthorne Studies - Answers Demonstrated that social and psychological factors
significantly impact worker productivity, particularly the feeling of being observed.
Maslow's Hierarchy of Needs - Answers A theory that teaches the levels of needs, stating that
basic needs must be satisfied before higher-level goals can be pursued.
Levels of Maslow's Hierarchy of Needs - Answers Physiological Needs, Safety Needs, Love and
Belonging, Self Esteem, Self-Actualization.
Theory X - Answers Assumes people dislike work, have little ambition, and are unwilling to take
responsibility.
, Theory Y - Answers Assumes people are self-motivated and enjoy the challenge of working.
Difference between Theory X and Theory Y - Answers Theory X views employees as lazy and
needing control, while Theory Y sees them as self-motivated, capable, and eager for
responsibility.
Human Resources Perspective - Answers Teaches that employees are valuable assets, and
when supported, motivated, and involved in decision-making, they contribute to higher
productivity and organizational success.
Fostering Autonomy - Answers Giving employees the freedom to make decisions and control
how they do their work, leading to more motivation and job satisfaction.
Workplace Democracy - Answers Employees have a voice in decision-making and are involved in
shaping policies, work processes, and company goals. It promotes equality, collaboration, and
shared responsibility in the workplace.
Contingency Approach to management - Answers Not one best way to manage; the best
management style depends on the demands on the situation.
Mintzberg's Informational Roles - Answers Roles that involve gathering and sharing information.
Monitor - Answers Gathering and analyzing information to identify problems and opportunities
for an organization. E.G: A manager might gather client feedback to discover a recurring
problem.
Disseminator - Answers Sharing information with others. E.G: A project manager sending a
weekly email to their team outlining project milestones, task assignments, and any potential
roadblocks.
Spokesperson - Answers The manager who represents their organization by communicating
information about its goals, policies, and actions to external stakeholders. E.G: A CEO giving a
press conference about a new product launch.
Mintzberg's Interpersonal Roles - Answers Roles that involve relationships within and outside of
the organization.
Figurehead - Answers A manager acting as a symbolic representative of the company,
performing ceremonial duties. E.G: A CEO attending a ribbon-cutting ceremony.
Leader - Answers Influences the organization's atmosphere and provides guidance and
motivation to people. E.G: A project manager who inspires the team to achieve ambitious goals.
Liaison - Answers Managers act as liaisons when making contacts with people outside of their
area of responsibility. E.G: A nurse manager who interacts with patients and communicates
their needs to the nursing team.
Organizational Behavior - Answers The attitudes and behaviors of individuals and groups in
organizations.
Traditional/classical managerial thinking - Answers From the early 1900s, characterized by high
specialization of labour, centralized decision making.
Bureaucracy - Answers A system of organization approach from the early to mid 1900s, non-
Humanistic, with key features including strict chain of command, detailed rules, specialized jobs,
centralized power, and promotion based on skill.
Key features of Bureaucracy - Answers Strict chain of command, detailed rules, specialized jobs,
centralized power, promotion based on skill, non-Humanistic.
Examples of Bureaucracy - Answers Government (tax offices, courts) and Military (army ranks,
following orders).
Scientific Management - Answers A system of organization approach from the early 1900s by
Frederick Taylor, focusing on efficiency through time and motion studies.
Time & Motion Studies - Answers Measured how long each task took, even bathroom breaks, to
improve work efficiency.
Peace Rate System - Answers Workers got paid based on how much they produced - more work
= more pay.
Human Relations Movement - Answers A critique of classical management and bureaucracy
advocating for more participative management styles oriented toward employee needs.
Criticism of Human Relations Movement - Answers It was critical of treating human workers like
machines, neglecting their social and psychological needs.
Hawthorne Studies - Answers Research conducted in the 1920s examining how psychological
and social processes affect productivity.
Impact of Hawthorne Studies - Answers Demonstrated that social and psychological factors
significantly impact worker productivity, particularly the feeling of being observed.
Maslow's Hierarchy of Needs - Answers A theory that teaches the levels of needs, stating that
basic needs must be satisfied before higher-level goals can be pursued.
Levels of Maslow's Hierarchy of Needs - Answers Physiological Needs, Safety Needs, Love and
Belonging, Self Esteem, Self-Actualization.
Theory X - Answers Assumes people dislike work, have little ambition, and are unwilling to take
responsibility.
, Theory Y - Answers Assumes people are self-motivated and enjoy the challenge of working.
Difference between Theory X and Theory Y - Answers Theory X views employees as lazy and
needing control, while Theory Y sees them as self-motivated, capable, and eager for
responsibility.
Human Resources Perspective - Answers Teaches that employees are valuable assets, and
when supported, motivated, and involved in decision-making, they contribute to higher
productivity and organizational success.
Fostering Autonomy - Answers Giving employees the freedom to make decisions and control
how they do their work, leading to more motivation and job satisfaction.
Workplace Democracy - Answers Employees have a voice in decision-making and are involved in
shaping policies, work processes, and company goals. It promotes equality, collaboration, and
shared responsibility in the workplace.
Contingency Approach to management - Answers Not one best way to manage; the best
management style depends on the demands on the situation.
Mintzberg's Informational Roles - Answers Roles that involve gathering and sharing information.
Monitor - Answers Gathering and analyzing information to identify problems and opportunities
for an organization. E.G: A manager might gather client feedback to discover a recurring
problem.
Disseminator - Answers Sharing information with others. E.G: A project manager sending a
weekly email to their team outlining project milestones, task assignments, and any potential
roadblocks.
Spokesperson - Answers The manager who represents their organization by communicating
information about its goals, policies, and actions to external stakeholders. E.G: A CEO giving a
press conference about a new product launch.
Mintzberg's Interpersonal Roles - Answers Roles that involve relationships within and outside of
the organization.
Figurehead - Answers A manager acting as a symbolic representative of the company,
performing ceremonial duties. E.G: A CEO attending a ribbon-cutting ceremony.
Leader - Answers Influences the organization's atmosphere and provides guidance and
motivation to people. E.G: A project manager who inspires the team to achieve ambitious goals.
Liaison - Answers Managers act as liaisons when making contacts with people outside of their
area of responsibility. E.G: A nurse manager who interacts with patients and communicates
their needs to the nursing team.
