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Test your basic knowledge |
Business Leadership
Start Test
Study First
Subject
:
business-skills
Instructions:
Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can
study here
.
Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.
This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. Making managerial decisions based on the situation; Management is not a science.
Mentoring
Innovation
Prejudice
Contingency Thinking
2. Involves reducing the scale of current operations
Retrenchment Strategy
Policy
Fred Fiedler
Middle Manager
3. Utilizes people - values - and systems to continously change and improve its performance.
Learning Organization
Ethics
Productivity
Team Structure
4. A tendency for highly cohesive teams to lose their evaluative capabilities
Job Performance
Groupthink
Incremental Change
Planning
5. The requirement to show performance results to a supervisor
Productivity
Top Manager
Accountability
Prejudice
6. Identifies how a division or strategic business unit will compete in its product or service domain.
Satisfier (factor)
Systematic Thinking
Business Strategy
Modeling
7. Desire to establish and maintain good relations with people
Core Competency
nAff
Virtual Organization
Network Structure
8. The collective brainpower or shared knowledge of a workforce.
Functional Chimney Problem
Contingency Thinking
Escalating Commitment
Intellectual Capital
9. The ability to use a special proficiency or expertise in one's work.
Hygiene (factor)
Culture
Technical Skill
Contingency Thinking
10. Offers complete information on possible action alternatives and their consequences.
Type A Personality
Certain Environment
Automation
Procedure
11. Some whose knowledge is a critical asset to employers.
Policy
Network Structure
Knowledge Worker
Middle Manager
12. Eliminates internal boundaries among internal boundaries among parts and external boundaries with the external enviroment.
Modeling
Boundaryless Organizations
Hygiene (factor)
CoC (Chain of Command)
13. The set of expectations held by an individual about working relationships with the organization.
Leading
Groupthink
Psychological Contract
Synergy
14. A shared set of beliefs - values - and patterns of behavior common to a group of people
Budget
Modeling
Culture
Ethics
15. A person who supports and is responsible for the work of others.
Systematic Thinking
Business Strategy
SoC (Span of Control)
Manager
16. The creation of a whole that is greater than the sum of its individual parts.
Synergy
Importing
Cross functional team
Globalization
17. Aligns the organization with anticipated future challenges.
Direction
Planned Change
Certain Environment
Lifelong Learning
18. Approaches problems in a flexible and spontaneous fashion.
Intuitive Thinking
Risk Environment
Productivity
Refreezing
19. Lacks complete information but offers 'probabillities' of the likely outcomes for possible action alternatives.
Risk Environment
CoC (Chain of Command)
Culture
Prejudice
20. A work unit or smaller component within a larger organization
Incremental Change
Subsystem
Skill
Boundaryless Organizations
21. Describes the differences among workers in gender - race - age - ethnic culture - able-bodiness - religious affiliation - and sexual orientation.
Competitive Advantage
Heuristics
Hygiene (factor)
Workforce Diversity
22. Demonstrates through personal behavior the job performance expected of others
Learning Organization
Modeling
Team Structure
Performance effectiveness
23. Continuous learning from daily experiences and opportunities
Intellectual Capital
Automation
Lifelong Learning
Strength Weakness Opportunity Threats
24. Growing within the same business area
Type A Personality
Automation
Management Science
(Growth through)Concentration
25. The process of arousing enthusiasm and directing efforts towards organizational goals.
Human Skill
Globalization
Job Performance
Leading
26. A measure of resource cost associated with goal accomplishment
Planning
(Growth through) Diversification
Psychological Contract
Performance efficiency
27. A collaborative process of collecting data - using it for action planning - and evaluating the results.
Top Manager
Reactive Change
Action Research
Satisficing Decision
28. The ability to think analytically and solve complex problems to the benefit of everyone involved.
Conceptual Skill
Virtual Organization
QWL (Quality of Worklife)
Skill
29. Local products are sold abroad
Exporting
Law of Effect
Boundaryless Organizations
Organizing
30. Desire to do something better - solve problems - or to solve complex problems
Action Research
Ethics
Direction
nAch
31. Uses permanent and temporary cross-functional teams to improve lateral relations
Subsystem
Team Structure
Strength Weakness Opportunity Threats
Performance effectiveness
32. An invisible barrier limiting the advancement of woman and minorities
SoC (Span of Control)
GCE (Glass Ceiling Effect)
Cross functional team
Refreezing
33. Behaviour followed by pleasant consequences is like to be repeated; behaviour followed by unpleasant work conditions is not.
Risk Environment
Team Structure
Workforce Diversity
Law of Effect
34. Oversees the work of large departments or divisions.
Unfreezing
Heuristics
Middle Manager
Telecommuting (flexiplace)
35. The worldwide interdependence of resource flows - product markets - and business competition.
Globalization
nPower
Decision
Accountability
36. Approaches problems in a rational and analytical fashion.
Information System
Functional Chimney Problem
Subsystem
Systematic Thinking
37. Brings together members from different functional departments
Cross functional team
Budget
Hygiene (factor)
Contingency Thinking
38. Uses mathmatical techniques to analyze and solve management problems.
Functional Strategy
Management Science
Action Research
Type A Personality
39. A shifting network of strategic alliances that are engaged as needed
Delegation
Contingency Thinking
Virtual Organization
Policy
40. The process of acquiring products abroad and selling them in domestic markets
GCE (Glass Ceiling Effect)
Competitive Advantage
Network Structure
Importing
41. An unfulfilled physiological or psychological desire.
Information System
OBM (Organizational Business Modification)
Ethics
Need
42. Found in job context - such as working conditions - interpersonal relations - organizational policies - and salary.
Procedure
Prejudice
Hygiene (factor)
Technical Skill
43. Motivation Accounts for the level - ___________- and persistence of effort expended at work.
Direction
Job Performance
Modeling
Heuristics
44. The continuation of a course of action even though it is not working
Top Manager
Performance effectiveness
Escalating Commitment
Team Structure
45. Desire to control - influence - or to be responsible for other people
Culture
nPower
Job Enrichment
nAch
46. Responds to events as or after they occur.
Crisis
Reactive Change
nAff
Direction
47. Is by acquiring suppliers and distributors
Manager
Modeling
Network Structure
(Growth through) Vertical Integration
48. Increases job depth by adding work planning and evaluating duties normally performed by the supervisor.
Workforce Diversity
Strategy
Job Enrichment
Planning
49. A comprehensive plan guiding resource allocation to achieve long-term organizational goals.
Strategy
Performance
Crisis
Subsystem
50. Boston Consulting Group - analyzes business opportunities according to market growth rate and market share
BCG Matrix
Strength Weakness Opportunity Threats
Hygiene (factor)
Network Structure