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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. Plan to make major changes to the processes and culture of an entire organization
Balance sheet
organizational development
Needs assessment
Process-oriented changes
2. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Program Evaluation and Review Technique
have initiative
Projection
Brown v. Board of Education
3. Increase productivity and efficiency by reengineering work processes
quantitative school
differentiation strategy
Process-oriented changes
Brown v. Board of Education
4. Do not give positive satisfaction - though dissatisfaction results from their absence
NAFTA regional trading
Hygiene factors
Referent power
Henri Fayol
5. Declared racial segregation unconstitutional
centralized organization
leadership
organizational development theory
Brown v. Board of Education
6. Low-level concern with both people and production
Needs assessment
Blake-Mouton managerial grid model
functional team
decentralized companies
7. 14 principles of management
contingency school
Henri Fayol
Payback analysis
work specialization
8. Most efficient way of bringing about improvement in quality
managers adhere to company policy
reengineering
leadership
Balance sheet
9. Decisions are more consistent from manager to manager
managers adhere to company policy
Program Evaluation and Review Technique
Blake-Mouton managerial grid model
Operational goals
10. Specific work goals that middle-level managers derive from the broader strategic goals
functional structure
Tactical goals
problem with functional authority
strategic goal
11. Example of an intrinsic reward
managerial roles three categories:
Dynamic Environment
Personal Development
standards
12. Focuses on the single best way to perform and manage tasks.
ISO 9000 Certification
customer-focused quality school
quantitative school
classical school of management
13. Ensures protection for corporate whistle-blowers
Sarbanes-Oxley Act
Payback analysis
synergy
informal organization
14. Canada - Mexico - and the United States
organizational development
Operational goals
NAFTA regional trading
Process-oriented changes
15. Invested by employees in a leader whom they admire and wish to emulate
functional structure
problem with functional authority
Referent power
bureaucracy
16. Shows a complete picture of several alternative decision paths
decision tree
Product development
Pygmalion effect
Communication
17. Ability of a system to total more than the sum of its parts
Mary Parker Follett
customer-focused quality school
functional team
synergy
18. Physical support system for the economic activities of a country
Unions and employers
Plessy v. Ferguson
infrastructure
Dynamic Environment
19. Extend authority to the lowest possible levels.
functional structure
decentralized companies
Sarbanes-Oxley Act
Chester Bernard
20. Individual will act according to what another's expectation of him or her is.
differentiation strategy
Pygmalion effect
Ethics
organizational development
21. Informational - interpersonal - and decisional
quantitative school
transactional leader
organic structures
managerial roles three categories:
22. Focuses on the human-based elements of work
NAFTA regional trading
behavioral school
Referent power
Tactical goals
23. It can defy unity of command.
Unions and employers
problem with functional authority
Smoothing
classical school of management
24. Composed employees number of hierarchical levels
behavioral school
strategic goal
horizontal job loading
functional team
25. Creation of new products - Improvement of existing products - Alteration of old products
Hawthorne effect
bureaucracy
Product development
product champion
26. Ascribing one's own ideas or emotions to another
problem with functional authority
infrastructure
Projection
Balance sheet
27. Can respond quickly to the latest trends.
Final step in decision-making process
synergy
Frederick Herzberg's two-factor theory
organic structures
28. Guidelines to which employees must adhere to ensure the quality of their work
managerial roles three categories:
Henri Fayol
job enrichment
standards
29. Implies a focus on all levels and areas of an organization
TQM (Total Quality Management)
work specialization
decentralized companies
organizational development theory
30. Ambitious and perseverant
have initiative
NAFTA regional trading
job enrichment
Sarbanes-Oxley Act
31. Emphasizes an institutional or group focus.
have initiative
Needs assessment
product champion
Collectivism
32. Provides the employee with increased authority and responsibility
job enrichment
Sarbanes-Oxley Act
organizational development
ISO 9000 Certification
33. Certain factors in the workplace cause job satisfaction & dissatisfaction
34. Takes a flexible approach to management that depends on a given situation.
Communication
functional team
customer-focused quality school
contingency school
35. Broadens the definition of a customer to anyone to whom an employee passes on his product
Referent power
Total Quality Management
informal organization
Tactical goals
36. Concentrates authority in the upper levels.
Dynamic Environment
centralized organization
kaizen approach
infrastructure
37. Emphasized that organizations establish participation & decision making goals for employees
Tactical goals
Blake-Mouton managerial grid model
Mary Parker Follett
Pygmalion effect
38. States that each employee must be accountable to one and only one supervisor.
centralized organization
unity of command principle
compensation
Hierarchical authority
39. Emphasizes personal relationships
informal organization
Self-directed teams
decision tree
managers adhere to company policy
40. Operate without managers
synergy
Self-directed teams
work specialization
TQM (Total Quality Management)
41. Code of organizational conduct that reflects the overall values and principles of a business
Ethics
Hierarchical authority
Plessy v. Ferguson
Blake-Mouton managerial grid model
42. A demonstration of high quality maintenance
informal organization
strategic goal
driver
ISO 9000 Certification
43. Playing down differences among parties
Needs assessment
Smoothing
have initiative
customer-focused quality school
44. Average manager spends the majority of his or her time
informal organization
bureaucracy
Communication
Smoothing
45. Coercive and reward powers
organizational development theory
transactional leader
Frederick Herzberg's two-factor theory
Brown v. Board of Education
46. Ability to garner the respect and cooperation of employees to achieve an organization's goals
Personal Development
leadership
classical school of management
standards
47. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
Payback analysis
Hawthorne effect
have initiative
product champion
48. Strives to improve performance to deliver high-quality goods or services
Henri Fayol
Balance sheet
Frederick Herzberg's two-factor theory
customer-focused quality school
49. Show an organization's assets at any given point in time
Product development
Balance sheet
quantitative school
Tactical goals
50. Includes an employee's salary and benefits
NAFTA regional trading
Sarbanes-Oxley Act
behavioral school
compensation