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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. Framework for the hierarchy of an organization
job enrichment
organizational chart
Collectivism
Personal Development
2. Focuses on the single best way to perform and manage tasks.
decision tree
problem with functional authority
classical school of management
Communication
3. States that each employee must be accountable to one and only one supervisor.
problem with functional authority
unity of command principle
Cross-functional teams
TQM (Total Quality Management)
4. Low-level concern with both people and production
Tactical goals
work specialization
Blake-Mouton managerial grid model
kaizen approach
5. Emphasizes personal relationships
Total Quality Management
customer-focused quality school
informal organization
Sarbanes-Oxley Act
6. A demonstration of high quality maintenance
decentralized companies
synergy
ISO 9000 Certification
Henri Fayol
7. Decisions are more consistent from manager to manager
managers adhere to company policy
organizational development theory
Pygmalion effect
Self-directed teams
8. Determines which alternative will pay back an initial investment most quickly
Ethics
Payback analysis
organizational chart
Blake-Mouton managerial grid model
9. Physical support system for the economic activities of a country
Mary Parker Follett
infrastructure
Pygmalion effect
leadership
10. Developed the acceptance theory of management
Chester Bernard
leadership
Cross-functional teams
Dynamic Environment
11. Guidelines to which employees must adhere to ensure the quality of their work
Program Evaluation and Review Technique
transactional leader
standards
job enrichment
12. Implies a focus on all levels and areas of an organization
Payback analysis
leadership
transactional leader
TQM (Total Quality Management)
13. Division of an organization's tasks into separate jobs.
NAFTA regional trading
ISO 9000 Certification
functional structure
work specialization
14. Do not give positive satisfaction - though dissatisfaction results from their absence
reengineering
organizational chart
Chester Bernard
Hygiene factors
15. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
informal organization
Operational goals
Process-oriented changes
Personal Development
16. Ability to garner the respect and cooperation of employees to achieve an organization's goals
Smoothing
Operational goals
leadership
Payback analysis
17. Collective bargaining occurs between
strategic goal
Operational goals
Hierarchical authority
Unions and employers
18. Creation of new products - Improvement of existing products - Alteration of old products
leadership
classical school of management
managerial roles three categories:
Product development
19. Concentrates authority in the upper levels.
quantitative school
centralized organization
Brown v. Board of Education
Unions and employers
20. Decisions go through a number of channels before resolution can be reached
Hierarchical authority
organic structures
Smoothing
strategic goal
21. Composed employees number of hierarchical levels
Referent power
Henri Fayol
functional team
leadership
22. Give positive satisfaction
centralized organization
Mary Parker Follett
Motivators
Chester Bernard
23. Plan to make major changes to the processes and culture of an entire organization
product champion
Product development
contingency school
organizational development
24. A force of change directed toward solving a problem.
Frederick Taylor
Total Quality Management
driver
TQM (Total Quality Management)
25. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
Tactical goals
quantitative school
Projection
driver
26. Ambitious and perseverant
Collectivism
functional structure
Needs assessment
have initiative
27. Informational - interpersonal - and decisional
Sarbanes-Oxley Act
work specialization
Cross-functional teams
managerial roles three categories:
28. Example of an intrinsic reward
Mary Parker Follett
Personal Development
Frederick Taylor
Brown v. Board of Education
29. Code of organizational conduct that reflects the overall values and principles of a business
managers adhere to company policy
differentiation strategy
Blake-Mouton managerial grid model
Ethics
30. It can defy unity of command.
Pygmalion effect
problem with functional authority
compensation
behavioral school
31. Average manager spends the majority of his or her time
infrastructure
job enrichment
functional structure
Communication
32. Creativity - direction - delegation -control - collaboration
standards
organizational development theory
TQM (Total Quality Management)
work specialization
33. Father of scientific management
reengineering
Collectivism
Frederick Taylor
Communication
34. Can respond quickly to the latest trends.
Unions and employers
transactional leader
organic structures
Projection
35. Increased productivity - Dont deal with other departments much
Communication
Hawthorne effect
functional structure
Plessy v. Ferguson
36. Certain factors in the workplace cause job satisfaction & dissatisfaction
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37. Ascribing one's own ideas or emotions to another
informal organization
Mary Parker Follett
Communication
Projection
38. Declared racial segregation unconstitutional
reengineering
Smoothing
Projection
Brown v. Board of Education
39. Emphasizes an institutional or group focus.
compensation
Collectivism
Tactical goals
Hierarchical authority
40. Emphasized that organizations establish participation & decision making goals for employees
Henri Fayol
TQM (Total Quality Management)
Mary Parker Follett
organic structures
41. Job enlargement
work specialization
Unions and employers
reengineering
horizontal job loading
42. To always be the first one out with the latest and greatest product.
differentiation strategy
unity of command principle
Projection
Henri Fayol
43. Focuses on the human-based elements of work
have initiative
Hygiene factors
Frederick Taylor
behavioral school
44. Canada - Mexico - and the United States
classical school of management
NAFTA regional trading
transactional leader
Motivators
45. Specific work goals that middle-level managers derive from the broader strategic goals
managerial roles three categories:
Program Evaluation and Review Technique
Tactical goals
Communication
46. Broadens the definition of a customer to anyone to whom an employee passes on his product
have initiative
functional structure
TQM (Total Quality Management)
Total Quality Management
47. Extend authority to the lowest possible levels.
decentralized companies
Self-directed teams
Product development
decision tree
48. Comprised of experts from various functions
behavioral school
product champion
Cross-functional teams
organic structures
49. Operate without managers
Self-directed teams
job enrichment
Payback analysis
NAFTA regional trading
50. Strives to improve performance to deliver high-quality goods or services
driver
Payback analysis
Program Evaluation and Review Technique
customer-focused quality school