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CLEP Intro To Management
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Subjects
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clep
,
business-skills
Instructions:
Answer 50 questions in 15 minutes.
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study here
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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. Most efficient way of bringing about improvement in quality
Personal Development
problem with functional authority
Dynamic Environment
reengineering
2. Structure with a number of channels
functional structure
bureaucracy
organizational development
Operational goals
3. Guidelines to which employees must adhere to ensure the quality of their work
standards
Projection
centralized organization
Total Quality Management
4. A force of change directed toward solving a problem.
Plessy v. Ferguson
Communication
problem with functional authority
driver
5. Shows a complete picture of several alternative decision paths
product champion
managerial roles three categories:
differentiation strategy
decision tree
6. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
decision tree
work specialization
quantitative school
differentiation strategy
7. Concentrates authority in the upper levels.
organizational development
centralized organization
Sarbanes-Oxley Act
Frederick Taylor
8. Division of an organization's tasks into separate jobs.
work specialization
Mary Parker Follett
classical school of management
TQM (Total Quality Management)
9. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Needs assessment
organic structures
Referent power
Program Evaluation and Review Technique
10. Determines which alternative will pay back an initial investment most quickly
Henri Fayol
Payback analysis
Unions and employers
Ethics
11. Average manager spends the majority of his or her time
Smoothing
driver
Communication
Frederick Taylor
12. Individual who promotes the development of an innovative product within an organization
Communication
product champion
managers adhere to company policy
Projection
13. Working toward steady continuous improvement
behavioral school
Dynamic Environment
kaizen approach
Personal Development
14. Ability of a system to total more than the sum of its parts
Plessy v. Ferguson
functional structure
classical school of management
synergy
15. Strives to improve performance to deliver high-quality goods or services
leadership
organizational development
job enrichment
customer-focused quality school
16. Focuses on the human-based elements of work
behavioral school
Collectivism
contingency school
Hygiene factors
17. Ensures protection for corporate whistle-blowers
strategic goal
Needs assessment
organic structures
Sarbanes-Oxley Act
18. Informational - interpersonal - and decisional
Unions and employers
Operational goals
managerial roles three categories:
Product development
19. Can respond quickly to the latest trends.
organic structures
Blake-Mouton managerial grid model
Dynamic Environment
decentralized companies
20. Decisions go through a number of channels before resolution can be reached
bureaucracy
kaizen approach
Henri Fayol
Hierarchical authority
21. Emphasized that organizations establish participation & decision making goals for employees
centralized organization
quantitative school
Mary Parker Follett
Communication
22. Code of organizational conduct that reflects the overall values and principles of a business
Referent power
Final step in decision-making process
Ethics
Dynamic Environment
23. Establish an evaluation and control system
problem with functional authority
have initiative
Self-directed teams
Final step in decision-making process
24. Individual will act according to what another's expectation of him or her is.
centralized organization
Hawthorne effect
Pygmalion effect
Program Evaluation and Review Technique
25. Provides the employee with increased authority and responsibility
job enrichment
centralized organization
Pygmalion effect
Sarbanes-Oxley Act
26. To always be the first one out with the latest and greatest product.
decision tree
strategic goal
Chester Bernard
differentiation strategy
27. Collective bargaining occurs between
Mary Parker Follett
Needs assessment
Unions and employers
behavioral school
28. Invested by employees in a leader whom they admire and wish to emulate
Referent power
informal organization
Program Evaluation and Review Technique
Hierarchical authority
29. Job enlargement
horizontal job loading
Pygmalion effect
Communication
Program Evaluation and Review Technique
30. Emphasizes an institutional or group focus.
Collectivism
organizational development
Brown v. Board of Education
product champion
31. Implies a focus on all levels and areas of an organization
ISO 9000 Certification
TQM (Total Quality Management)
Operational goals
customer-focused quality school
32. Comprised of experts from various functions
Final step in decision-making process
Ethics
Cross-functional teams
Communication
33. It can defy unity of command.
have initiative
problem with functional authority
customer-focused quality school
Tactical goals
34. Creation of new products - Improvement of existing products - Alteration of old products
Total Quality Management
Chester Bernard
Product development
Program Evaluation and Review Technique
35. A demonstration of high quality maintenance
TQM (Total Quality Management)
work specialization
problem with functional authority
ISO 9000 Certification
36. Canada - Mexico - and the United States
decentralized companies
quantitative school
compensation
NAFTA regional trading
37. Organization-wide - long-term goal devised by a top-level manager.
NAFTA regional trading
Dynamic Environment
strategic goal
Program Evaluation and Review Technique
38. Low-level concern with both people and production
organizational development theory
Blake-Mouton managerial grid model
Motivators
Needs assessment
39. Composed employees number of hierarchical levels
functional team
Mary Parker Follett
Blake-Mouton managerial grid model
organic structures
40. First phase of a company training program generally focuses on
unity of command principle
Needs assessment
functional structure
driver
41. 14 principles of management
Balance sheet
Henri Fayol
work specialization
have initiative
42. Give positive satisfaction
managers adhere to company policy
Motivators
Cross-functional teams
Product development
43. Extend authority to the lowest possible levels.
Final step in decision-making process
Hierarchical authority
decentralized companies
Hygiene factors
44. Ambitious and perseverant
Hygiene factors
Total Quality Management
have initiative
Ethics
45. Playing down differences among parties
Hawthorne effect
Collectivism
horizontal job loading
Smoothing
46. Physical support system for the economic activities of a country
Frederick Taylor
differentiation strategy
infrastructure
Self-directed teams
47. Focuses on the single best way to perform and manage tasks.
Self-directed teams
contingency school
classical school of management
organizational development
48. Takes a flexible approach to management that depends on a given situation.
quantitative school
infrastructure
contingency school
bureaucracy
49. Ascribing one's own ideas or emotions to another
functional structure
Program Evaluation and Review Technique
Projection
Frederick Herzberg's two-factor theory
50. Decisions are more consistent from manager to manager
Hawthorne effect
Mary Parker Follett
managers adhere to company policy
functional structure
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