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Test your basic knowledge |
CLEP Intro To Management
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Subjects
:
clep
,
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. Constant change
managers adhere to company policy
organic structures
Ethics
Dynamic Environment
2. Composed employees number of hierarchical levels
organizational development theory
Frederick Taylor
functional team
Operational goals
3. Ensures protection for corporate whistle-blowers
Sarbanes-Oxley Act
Hierarchical authority
Total Quality Management
managerial roles three categories:
4. To always be the first one out with the latest and greatest product.
Product development
organic structures
functional structure
differentiation strategy
5. Specific work goals that middle-level managers derive from the broader strategic goals
synergy
Tactical goals
Self-directed teams
standards
6. Canada - Mexico - and the United States
Balance sheet
Projection
NAFTA regional trading
Total Quality Management
7. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Program Evaluation and Review Technique
Payback analysis
Unions and employers
reengineering
8. Creation of new products - Improvement of existing products - Alteration of old products
behavioral school
Product development
functional structure
Total Quality Management
9. Job enlargement
Tactical goals
Chester Bernard
decentralized companies
horizontal job loading
10. Low-level concern with both people and production
Total Quality Management
managerial roles three categories:
Dynamic Environment
Blake-Mouton managerial grid model
11. Ability to garner the respect and cooperation of employees to achieve an organization's goals
decision tree
leadership
Final step in decision-making process
standards
12. Takes a flexible approach to management that depends on a given situation.
Pygmalion effect
organizational development theory
Frederick Herzberg's two-factor theory
contingency school
13. Broadens the definition of a customer to anyone to whom an employee passes on his product
compensation
problem with functional authority
reengineering
Total Quality Management
14. Certain factors in the workplace cause job satisfaction & dissatisfaction
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15. Individual who promotes the development of an innovative product within an organization
product champion
Ethics
Referent power
customer-focused quality school
16. Extend authority to the lowest possible levels.
functional structure
decentralized companies
contingency school
Cross-functional teams
17. Strives to improve performance to deliver high-quality goods or services
customer-focused quality school
managers adhere to company policy
ISO 9000 Certification
functional team
18. A force of change directed toward solving a problem.
centralized organization
Henri Fayol
customer-focused quality school
driver
19. Decisions are more consistent from manager to manager
product champion
job enrichment
Ethics
managers adhere to company policy
20. Emphasizes personal relationships
Motivators
informal organization
TQM (Total Quality Management)
compensation
21. Decisions go through a number of channels before resolution can be reached
leadership
managerial roles three categories:
Hierarchical authority
decentralized companies
22. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
horizontal job loading
contingency school
leadership
Hawthorne effect
23. Increase productivity and efficiency by reengineering work processes
Process-oriented changes
leadership
Self-directed teams
Hawthorne effect
24. Concentrates authority in the upper levels.
unity of command principle
Pygmalion effect
functional structure
centralized organization
25. Provides the employee with increased authority and responsibility
Blake-Mouton managerial grid model
Frederick Herzberg's two-factor theory
job enrichment
behavioral school
26. Declared racial segregation unconstitutional
standards
Brown v. Board of Education
differentiation strategy
infrastructure
27. Collective bargaining occurs between
work specialization
Mary Parker Follett
organic structures
Unions and employers
28. Can respond quickly to the latest trends.
organic structures
Chester Bernard
leadership
classical school of management
29. Implies a focus on all levels and areas of an organization
standards
Sarbanes-Oxley Act
product champion
TQM (Total Quality Management)
30. Ability of a system to total more than the sum of its parts
Personal Development
Process-oriented changes
NAFTA regional trading
synergy
31. Emphasizes an institutional or group focus.
contingency school
Collectivism
managerial roles three categories:
functional structure
32. Includes an employee's salary and benefits
Ethics
organizational development
compensation
Communication
33. Ambitious and perseverant
quantitative school
have initiative
strategic goal
differentiation strategy
34. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
classical school of management
transactional leader
Operational goals
Dynamic Environment
35. Organization-wide - long-term goal devised by a top-level manager.
differentiation strategy
Hawthorne effect
strategic goal
functional team
36. Upholded segregation
Payback analysis
bureaucracy
contingency school
Plessy v. Ferguson
37. Framework for the hierarchy of an organization
Projection
organizational development
organizational chart
standards
38. Ascribing one's own ideas or emotions to another
Projection
Smoothing
Hygiene factors
Sarbanes-Oxley Act
39. Invested by employees in a leader whom they admire and wish to emulate
Motivators
Referent power
product champion
Smoothing
40. Determines which alternative will pay back an initial investment most quickly
Process-oriented changes
product champion
Tactical goals
Payback analysis
41. Establish an evaluation and control system
Frederick Taylor
organizational development theory
Total Quality Management
Final step in decision-making process
42. Developed the acceptance theory of management
Final step in decision-making process
Chester Bernard
strategic goal
classical school of management
43. A demonstration of high quality maintenance
ISO 9000 Certification
infrastructure
Ethics
organizational chart
44. Show an organization's assets at any given point in time
behavioral school
horizontal job loading
Balance sheet
Product development
45. Physical support system for the economic activities of a country
infrastructure
synergy
Blake-Mouton managerial grid model
driver
46. Focuses on the human-based elements of work
organizational development
compensation
behavioral school
Personal Development
47. Average manager spends the majority of his or her time
decentralized companies
Hierarchical authority
Mary Parker Follett
Communication
48. Give positive satisfaction
Process-oriented changes
Motivators
strategic goal
infrastructure
49. Playing down differences among parties
Smoothing
managerial roles three categories:
strategic goal
Balance sheet
50. Working toward steady continuous improvement
customer-focused quality school
kaizen approach
Process-oriented changes
Pygmalion effect
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