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Test your basic knowledge |
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. Increased productivity - Dont deal with other departments much
problem with functional authority
Total Quality Management
functional structure
Personal Development
2. Decisions are more consistent from manager to manager
standards
job enrichment
NAFTA regional trading
managers adhere to company policy
3. Emphasizes an institutional or group focus.
Collectivism
infrastructure
kaizen approach
customer-focused quality school
4. Comprised of experts from various functions
functional team
Blake-Mouton managerial grid model
customer-focused quality school
Cross-functional teams
5. Individual who promotes the development of an innovative product within an organization
organizational development theory
decentralized companies
have initiative
product champion
6. Do not give positive satisfaction - though dissatisfaction results from their absence
problem with functional authority
behavioral school
Frederick Herzberg's two-factor theory
Hygiene factors
7. Constant change
Dynamic Environment
centralized organization
Chester Bernard
Communication
8. Determines which alternative will pay back an initial investment most quickly
Product development
managerial roles three categories:
Mary Parker Follett
Payback analysis
9. Most efficient way of bringing about improvement in quality
reengineering
managerial roles three categories:
NAFTA regional trading
centralized organization
10. Father of scientific management
Frederick Taylor
infrastructure
compensation
Mary Parker Follett
11. Implies a focus on all levels and areas of an organization
TQM (Total Quality Management)
Total Quality Management
reengineering
Frederick Herzberg's two-factor theory
12. Average manager spends the majority of his or her time
Projection
Communication
Smoothing
have initiative
13. Code of organizational conduct that reflects the overall values and principles of a business
problem with functional authority
Ethics
Total Quality Management
Chester Bernard
14. Increase productivity and efficiency by reengineering work processes
customer-focused quality school
Blake-Mouton managerial grid model
Process-oriented changes
functional team
15. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
Self-directed teams
standards
quantitative school
transactional leader
16. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
functional structure
Blake-Mouton managerial grid model
Plessy v. Ferguson
Hawthorne effect
17. A demonstration of high quality maintenance
ISO 9000 Certification
customer-focused quality school
Unions and employers
Referent power
18. A force of change directed toward solving a problem.
driver
Ethics
Sarbanes-Oxley Act
centralized organization
19. Framework for the hierarchy of an organization
Sarbanes-Oxley Act
organizational chart
organic structures
Dynamic Environment
20. Takes a flexible approach to management that depends on a given situation.
job enrichment
contingency school
Henri Fayol
synergy
21. Developed the acceptance theory of management
managers adhere to company policy
Product development
Chester Bernard
Balance sheet
22. Establish an evaluation and control system
NAFTA regional trading
compensation
centralized organization
Final step in decision-making process
23. Give positive satisfaction
Collectivism
Balance sheet
Chester Bernard
Motivators
24. Ambitious and perseverant
have initiative
standards
Final step in decision-making process
job enrichment
25. Informational - interpersonal - and decisional
managerial roles three categories:
informal organization
Frederick Taylor
ISO 9000 Certification
26. It can defy unity of command.
problem with functional authority
Blake-Mouton managerial grid model
Collectivism
Smoothing
27. Extend authority to the lowest possible levels.
centralized organization
horizontal job loading
transactional leader
decentralized companies
28. Example of an intrinsic reward
organizational chart
organizational development
Personal Development
informal organization
29. Individual will act according to what another's expectation of him or her is.
Pygmalion effect
Brown v. Board of Education
Final step in decision-making process
reengineering
30. Broadens the definition of a customer to anyone to whom an employee passes on his product
transactional leader
Total Quality Management
reengineering
organizational development theory
31. Operate without managers
Self-directed teams
kaizen approach
Product development
organizational chart
32. Specific work goals that middle-level managers derive from the broader strategic goals
work specialization
classical school of management
Tactical goals
Process-oriented changes
33. Certain factors in the workplace cause job satisfaction & dissatisfaction
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34. Ensures protection for corporate whistle-blowers
Sarbanes-Oxley Act
bureaucracy
Smoothing
Mary Parker Follett
35. To always be the first one out with the latest and greatest product.
Mary Parker Follett
decentralized companies
differentiation strategy
Unions and employers
36. Upholded segregation
TQM (Total Quality Management)
Product development
have initiative
Plessy v. Ferguson
37. Division of an organization's tasks into separate jobs.
Unions and employers
Product development
work specialization
transactional leader
38. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
compensation
managers adhere to company policy
Program Evaluation and Review Technique
classical school of management
39. Decisions go through a number of channels before resolution can be reached
Product development
differentiation strategy
Hierarchical authority
Frederick Taylor
40. 14 principles of management
Pygmalion effect
decision tree
Henri Fayol
Personal Development
41. Physical support system for the economic activities of a country
infrastructure
strategic goal
Frederick Taylor
organic structures
42. States that each employee must be accountable to one and only one supervisor.
contingency school
unity of command principle
Blake-Mouton managerial grid model
Payback analysis
43. Collective bargaining occurs between
Tactical goals
unity of command principle
work specialization
Unions and employers
44. Guidelines to which employees must adhere to ensure the quality of their work
standards
ISO 9000 Certification
managerial roles three categories:
differentiation strategy
45. Focuses on the human-based elements of work
behavioral school
Final step in decision-making process
Plessy v. Ferguson
Frederick Herzberg's two-factor theory
46. First phase of a company training program generally focuses on
Pygmalion effect
Needs assessment
Referent power
Smoothing
47. Provides the employee with increased authority and responsibility
Product development
job enrichment
behavioral school
organizational development
48. Focuses on the single best way to perform and manage tasks.
Chester Bernard
classical school of management
Smoothing
Hierarchical authority
49. Low-level concern with both people and production
Blake-Mouton managerial grid model
centralized organization
problem with functional authority
Total Quality Management
50. Ability of a system to total more than the sum of its parts
standards
synergy
Self-directed teams
organizational development
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