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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. A force of change directed toward solving a problem.
Hawthorne effect
Sarbanes-Oxley Act
driver
Smoothing
2. Comprised of experts from various functions
problem with functional authority
Payback analysis
Cross-functional teams
Frederick Herzberg's two-factor theory
3. Father of scientific management
Mary Parker Follett
Frederick Taylor
driver
transactional leader
4. Code of organizational conduct that reflects the overall values and principles of a business
Ethics
job enrichment
Frederick Herzberg's two-factor theory
Pygmalion effect
5. Guidelines to which employees must adhere to ensure the quality of their work
standards
transactional leader
functional team
Mary Parker Follett
6. Takes a flexible approach to management that depends on a given situation.
Motivators
contingency school
job enrichment
functional team
7. Focuses on the single best way to perform and manage tasks.
differentiation strategy
classical school of management
organizational chart
Balance sheet
8. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
Operational goals
Personal Development
kaizen approach
compensation
9. Division of an organization's tasks into separate jobs.
Brown v. Board of Education
Motivators
functional structure
work specialization
10. Implies a focus on all levels and areas of an organization
Blake-Mouton managerial grid model
Hygiene factors
TQM (Total Quality Management)
Hierarchical authority
11. Focuses on the human-based elements of work
Payback analysis
infrastructure
behavioral school
Dynamic Environment
12. Increased productivity - Dont deal with other departments much
behavioral school
organizational development theory
functional structure
reengineering
13. Collective bargaining occurs between
Total Quality Management
Unions and employers
Dynamic Environment
infrastructure
14. Creativity - direction - delegation -control - collaboration
organizational chart
organizational development theory
product champion
Mary Parker Follett
15. Invested by employees in a leader whom they admire and wish to emulate
Cross-functional teams
Mary Parker Follett
Referent power
Process-oriented changes
16. Ability of a system to total more than the sum of its parts
Total Quality Management
organic structures
strategic goal
synergy
17. First phase of a company training program generally focuses on
standards
Self-directed teams
classical school of management
Needs assessment
18. Coercive and reward powers
transactional leader
Referent power
horizontal job loading
product champion
19. Give positive satisfaction
Motivators
Dynamic Environment
quantitative school
Sarbanes-Oxley Act
20. A demonstration of high quality maintenance
Henri Fayol
have initiative
ISO 9000 Certification
Smoothing
21. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
managers adhere to company policy
Program Evaluation and Review Technique
Personal Development
Collectivism
22. Increase productivity and efficiency by reengineering work processes
Process-oriented changes
kaizen approach
synergy
Balance sheet
23. Determines which alternative will pay back an initial investment most quickly
contingency school
work specialization
Payback analysis
managers adhere to company policy
24. Low-level concern with both people and production
Tactical goals
Henri Fayol
Blake-Mouton managerial grid model
decision tree
25. Specific work goals that middle-level managers derive from the broader strategic goals
have initiative
strategic goal
Chester Bernard
Tactical goals
26. Emphasized that organizations establish participation & decision making goals for employees
organic structures
organizational chart
Mary Parker Follett
informal organization
27. Upholded segregation
Needs assessment
functional team
NAFTA regional trading
Plessy v. Ferguson
28. Emphasizes an institutional or group focus.
Hygiene factors
Collectivism
functional team
Final step in decision-making process
29. Ensures protection for corporate whistle-blowers
Cross-functional teams
standards
Sarbanes-Oxley Act
Communication
30. Broadens the definition of a customer to anyone to whom an employee passes on his product
informal organization
Total Quality Management
Final step in decision-making process
job enrichment
31. Show an organization's assets at any given point in time
Needs assessment
Balance sheet
decision tree
Referent power
32. Ascribing one's own ideas or emotions to another
Projection
horizontal job loading
decision tree
Chester Bernard
33. States that each employee must be accountable to one and only one supervisor.
centralized organization
unity of command principle
Final step in decision-making process
Dynamic Environment
34. 14 principles of management
Personal Development
leadership
Henri Fayol
organizational development
35. Working toward steady continuous improvement
kaizen approach
ISO 9000 Certification
Collectivism
functional team
36. Organization-wide - long-term goal devised by a top-level manager.
functional structure
strategic goal
transactional leader
customer-focused quality school
37. Composed employees number of hierarchical levels
Henri Fayol
Collectivism
Sarbanes-Oxley Act
functional team
38. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
quantitative school
classical school of management
Smoothing
infrastructure
39. Most efficient way of bringing about improvement in quality
reengineering
Hygiene factors
behavioral school
leadership
40. Job enlargement
Payback analysis
horizontal job loading
contingency school
Brown v. Board of Education
41. Can respond quickly to the latest trends.
Frederick Taylor
standards
organic structures
Referent power
42. Playing down differences among parties
Cross-functional teams
Motivators
Smoothing
managers adhere to company policy
43. Constant change
Dynamic Environment
Operational goals
Needs assessment
Process-oriented changes
44. Declared racial segregation unconstitutional
managerial roles three categories:
Brown v. Board of Education
kaizen approach
Unions and employers
45. Decisions go through a number of channels before resolution can be reached
Motivators
Dynamic Environment
Hierarchical authority
Chester Bernard
46. Individual who promotes the development of an innovative product within an organization
Pygmalion effect
Balance sheet
product champion
organizational chart
47. Structure with a number of channels
bureaucracy
managerial roles three categories:
Tactical goals
Dynamic Environment
48. Provides the employee with increased authority and responsibility
job enrichment
Smoothing
ISO 9000 Certification
Balance sheet
49. Plan to make major changes to the processes and culture of an entire organization
compensation
organizational development
Blake-Mouton managerial grid model
Total Quality Management
50. Developed the acceptance theory of management
informal organization
Communication
Chester Bernard
Tactical goals