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Test your basic knowledge |
CLEP Intro To Management
Start Test
Study First
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. Collective bargaining occurs between
Brown v. Board of Education
transactional leader
Unions and employers
Operational goals
2. Division of an organization's tasks into separate jobs.
work specialization
Process-oriented changes
Needs assessment
problem with functional authority
3. Determines which alternative will pay back an initial investment most quickly
Mary Parker Follett
Program Evaluation and Review Technique
Payback analysis
Dynamic Environment
4. Ascribing one's own ideas or emotions to another
Motivators
Total Quality Management
differentiation strategy
Projection
5. Certain factors in the workplace cause job satisfaction & dissatisfaction
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6. Playing down differences among parties
synergy
Smoothing
transactional leader
infrastructure
7. Emphasizes an institutional or group focus.
centralized organization
organic structures
Collectivism
Frederick Taylor
8. Ability to garner the respect and cooperation of employees to achieve an organization's goals
kaizen approach
managerial roles three categories:
leadership
NAFTA regional trading
9. A demonstration of high quality maintenance
Sarbanes-Oxley Act
ISO 9000 Certification
Program Evaluation and Review Technique
Unions and employers
10. Ensures protection for corporate whistle-blowers
Motivators
bureaucracy
Personal Development
Sarbanes-Oxley Act
11. Implies a focus on all levels and areas of an organization
Hawthorne effect
horizontal job loading
Payback analysis
TQM (Total Quality Management)
12. Job enlargement
problem with functional authority
product champion
Blake-Mouton managerial grid model
horizontal job loading
13. Father of scientific management
Hygiene factors
compensation
decentralized companies
Frederick Taylor
14. Decisions are more consistent from manager to manager
Hierarchical authority
synergy
leadership
managers adhere to company policy
15. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Tactical goals
Program Evaluation and Review Technique
Sarbanes-Oxley Act
managers adhere to company policy
16. Invested by employees in a leader whom they admire and wish to emulate
Operational goals
Referent power
informal organization
standards
17. Declared racial segregation unconstitutional
differentiation strategy
horizontal job loading
Needs assessment
Brown v. Board of Education
18. Establish an evaluation and control system
organizational development theory
customer-focused quality school
Total Quality Management
Final step in decision-making process
19. States that each employee must be accountable to one and only one supervisor.
organizational chart
unity of command principle
Projection
Pygmalion effect
20. Coercive and reward powers
Needs assessment
transactional leader
Payback analysis
bureaucracy
21. Structure with a number of channels
Mary Parker Follett
compensation
bureaucracy
Communication
22. Working toward steady continuous improvement
Chester Bernard
job enrichment
leadership
kaizen approach
23. Show an organization's assets at any given point in time
strategic goal
behavioral school
Balance sheet
Product development
24. Individual will act according to what another's expectation of him or her is.
decision tree
Mary Parker Follett
Pygmalion effect
Brown v. Board of Education
25. 14 principles of management
Communication
Plessy v. Ferguson
Projection
Henri Fayol
26. Focuses on the single best way to perform and manage tasks.
functional structure
work specialization
kaizen approach
classical school of management
27. Organization-wide - long-term goal devised by a top-level manager.
strategic goal
leadership
Mary Parker Follett
Payback analysis
28. Extend authority to the lowest possible levels.
Tactical goals
Collectivism
decentralized companies
functional structure
29. Plan to make major changes to the processes and culture of an entire organization
organizational development
decentralized companies
organic structures
Tactical goals
30. Decisions go through a number of channels before resolution can be reached
Communication
Motivators
quantitative school
Hierarchical authority
31. First phase of a company training program generally focuses on
Needs assessment
Hawthorne effect
Plessy v. Ferguson
horizontal job loading
32. Informational - interpersonal - and decisional
reengineering
classical school of management
managerial roles three categories:
horizontal job loading
33. Strives to improve performance to deliver high-quality goods or services
Personal Development
Henri Fayol
ISO 9000 Certification
customer-focused quality school
34. Can respond quickly to the latest trends.
Mary Parker Follett
kaizen approach
Ethics
organic structures
35. Example of an intrinsic reward
Personal Development
NAFTA regional trading
reengineering
centralized organization
36. Code of organizational conduct that reflects the overall values and principles of a business
Ethics
Referent power
reengineering
decentralized companies
37. Concentrates authority in the upper levels.
centralized organization
Final step in decision-making process
have initiative
informal organization
38. A force of change directed toward solving a problem.
Communication
driver
unity of command principle
Frederick Herzberg's two-factor theory
39. Give positive satisfaction
decision tree
Motivators
Payback analysis
informal organization
40. Developed the acceptance theory of management
organizational chart
Chester Bernard
Hawthorne effect
Brown v. Board of Education
41. Broadens the definition of a customer to anyone to whom an employee passes on his product
job enrichment
Total Quality Management
quantitative school
Program Evaluation and Review Technique
42. Increase productivity and efficiency by reengineering work processes
Process-oriented changes
Total Quality Management
organic structures
Program Evaluation and Review Technique
43. Upholded segregation
Frederick Taylor
Mary Parker Follett
organizational development theory
Plessy v. Ferguson
44. Constant change
Dynamic Environment
transactional leader
Henri Fayol
kaizen approach
45. Shows a complete picture of several alternative decision paths
organizational development theory
Collectivism
decision tree
TQM (Total Quality Management)
46. Most efficient way of bringing about improvement in quality
reengineering
Chester Bernard
Hygiene factors
organizational development theory
47. Specific work goals that middle-level managers derive from the broader strategic goals
transactional leader
synergy
Smoothing
Tactical goals
48. It can defy unity of command.
work specialization
problem with functional authority
contingency school
organizational chart
49. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
Hawthorne effect
unity of command principle
differentiation strategy
Product development
50. Framework for the hierarchy of an organization
Motivators
functional team
Dynamic Environment
organizational chart