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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. Structure with a number of channels
decision tree
bureaucracy
functional team
organizational development
2. Division of an organization's tasks into separate jobs.
job enrichment
Total Quality Management
reengineering
work specialization
3. 14 principles of management
standards
decentralized companies
Henri Fayol
Unions and employers
4. Playing down differences among parties
Projection
Unions and employers
behavioral school
Smoothing
5. Increase productivity and efficiency by reengineering work processes
bureaucracy
organizational development theory
centralized organization
Process-oriented changes
6. Strives to improve performance to deliver high-quality goods or services
Hierarchical authority
Final step in decision-making process
managerial roles three categories:
customer-focused quality school
7. Decisions go through a number of channels before resolution can be reached
Hierarchical authority
Hygiene factors
Smoothing
Mary Parker Follett
8. Increased productivity - Dont deal with other departments much
standards
informal organization
functional structure
Hawthorne effect
9. Collective bargaining occurs between
work specialization
bureaucracy
Unions and employers
Product development
10. First phase of a company training program generally focuses on
organizational chart
Needs assessment
have initiative
Balance sheet
11. Developed the acceptance theory of management
Chester Bernard
Payback analysis
job enrichment
Henri Fayol
12. Creativity - direction - delegation -control - collaboration
Final step in decision-making process
Operational goals
organizational development theory
Motivators
13. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
Mary Parker Follett
organizational chart
Personal Development
quantitative school
14. Code of organizational conduct that reflects the overall values and principles of a business
work specialization
organizational chart
Ethics
Plessy v. Ferguson
15. Low-level concern with both people and production
Henri Fayol
Sarbanes-Oxley Act
behavioral school
Blake-Mouton managerial grid model
16. Canada - Mexico - and the United States
bureaucracy
product champion
NAFTA regional trading
Self-directed teams
17. Emphasized that organizations establish participation & decision making goals for employees
Mary Parker Follett
job enrichment
Hawthorne effect
functional team
18. Implies a focus on all levels and areas of an organization
TQM (Total Quality Management)
Needs assessment
Collectivism
Frederick Taylor
19. States that each employee must be accountable to one and only one supervisor.
unity of command principle
customer-focused quality school
Operational goals
Personal Development
20. Ambitious and perseverant
have initiative
Final step in decision-making process
problem with functional authority
organic structures
21. Most efficient way of bringing about improvement in quality
quantitative school
reengineering
functional structure
job enrichment
22. Coercive and reward powers
managers adhere to company policy
behavioral school
compensation
transactional leader
23. Includes an employee's salary and benefits
centralized organization
compensation
Total Quality Management
Henri Fayol
24. A demonstration of high quality maintenance
Cross-functional teams
ISO 9000 Certification
Motivators
Projection
25. Show an organization's assets at any given point in time
Cross-functional teams
reengineering
Balance sheet
centralized organization
26. Father of scientific management
Frederick Taylor
behavioral school
managers adhere to company policy
strategic goal
27. Upholded segregation
Plessy v. Ferguson
contingency school
organic structures
Pygmalion effect
28. Broadens the definition of a customer to anyone to whom an employee passes on his product
Total Quality Management
managers adhere to company policy
Mary Parker Follett
Collectivism
29. Comprised of experts from various functions
contingency school
Cross-functional teams
reengineering
functional team
30. Declared racial segregation unconstitutional
work specialization
Brown v. Board of Education
functional team
Self-directed teams
31. Establish an evaluation and control system
Payback analysis
bureaucracy
Communication
Final step in decision-making process
32. Framework for the hierarchy of an organization
organizational chart
Frederick Taylor
managerial roles three categories:
Program Evaluation and Review Technique
33. Ascribing one's own ideas or emotions to another
strategic goal
Mary Parker Follett
Brown v. Board of Education
Projection
34. Working toward steady continuous improvement
behavioral school
kaizen approach
quantitative school
Hawthorne effect
35. Decisions are more consistent from manager to manager
organizational chart
managers adhere to company policy
Motivators
Chester Bernard
36. Shows a complete picture of several alternative decision paths
decentralized companies
functional structure
decision tree
behavioral school
37. Focuses on the human-based elements of work
decentralized companies
behavioral school
TQM (Total Quality Management)
problem with functional authority
38. Extend authority to the lowest possible levels.
unity of command principle
have initiative
Plessy v. Ferguson
decentralized companies
39. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Balance sheet
Program Evaluation and Review Technique
Pygmalion effect
organic structures
40. Determines which alternative will pay back an initial investment most quickly
contingency school
Total Quality Management
Payback analysis
managers adhere to company policy
41. Invested by employees in a leader whom they admire and wish to emulate
Referent power
centralized organization
Hawthorne effect
Mary Parker Follett
42. Individual who promotes the development of an innovative product within an organization
synergy
product champion
Operational goals
Mary Parker Follett
43. Certain factors in the workplace cause job satisfaction & dissatisfaction
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44. Operate without managers
Self-directed teams
Referent power
TQM (Total Quality Management)
decision tree
45. Give positive satisfaction
contingency school
job enrichment
Henri Fayol
Motivators
46. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
managers adhere to company policy
Operational goals
decentralized companies
Motivators
47. Emphasizes personal relationships
informal organization
transactional leader
reengineering
Chester Bernard
48. Constant change
Tactical goals
Referent power
driver
Dynamic Environment
49. Emphasizes an institutional or group focus.
Collectivism
customer-focused quality school
driver
Tactical goals
50. Job enlargement
Product development
decentralized companies
horizontal job loading
Tactical goals