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