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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. Organization-wide - long-term goal devised by a top-level manager.
Program Evaluation and Review Technique
strategic goal
Final step in decision-making process
Mary Parker Follett
2. Job enlargement
Needs assessment
horizontal job loading
Balance sheet
organizational chart
3. Provides the employee with increased authority and responsibility
horizontal job loading
functional structure
job enrichment
Total Quality Management
4. Individual who promotes the development of an innovative product within an organization
organic structures
product champion
work specialization
Cross-functional teams
5. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
Smoothing
differentiation strategy
ISO 9000 Certification
Operational goals
6. Invested by employees in a leader whom they admire and wish to emulate
problem with functional authority
functional structure
decentralized companies
Referent power
7. Increase productivity and efficiency by reengineering work processes
synergy
Hawthorne effect
Final step in decision-making process
Process-oriented changes
8. Structure with a number of channels
bureaucracy
Frederick Taylor
Frederick Herzberg's two-factor theory
Pygmalion effect
9. Collective bargaining occurs between
Self-directed teams
Unions and employers
Hygiene factors
infrastructure
10. Division of an organization's tasks into separate jobs.
decentralized companies
Motivators
work specialization
differentiation strategy
11. Ability of a system to total more than the sum of its parts
Projection
Hierarchical authority
synergy
Brown v. Board of Education
12. Establish an evaluation and control system
Sarbanes-Oxley Act
work specialization
Final step in decision-making process
have initiative
13. Declared racial segregation unconstitutional
Needs assessment
Payback analysis
Brown v. Board of Education
organizational development
14. Most efficient way of bringing about improvement in quality
quantitative school
organic structures
reengineering
organizational development
15. Focuses on the single best way to perform and manage tasks.
work specialization
Final step in decision-making process
have initiative
classical school of management
16. Informational - interpersonal - and decisional
Collectivism
Operational goals
Balance sheet
managerial roles three categories:
17. Give positive satisfaction
Self-directed teams
Motivators
transactional leader
compensation
18. Includes an employee's salary and benefits
compensation
have initiative
Payback analysis
managers adhere to company policy
19. Working toward steady continuous improvement
managerial roles three categories:
driver
Unions and employers
kaizen approach
20. Extend authority to the lowest possible levels.
Tactical goals
decentralized companies
decision tree
Self-directed teams
21. Guidelines to which employees must adhere to ensure the quality of their work
Chester Bernard
Pygmalion effect
standards
Tactical goals
22. Developed the acceptance theory of management
Chester Bernard
Collectivism
ISO 9000 Certification
contingency school
23. Average manager spends the majority of his or her time
Needs assessment
driver
Communication
transactional leader
24. Ambitious and perseverant
Program Evaluation and Review Technique
Plessy v. Ferguson
have initiative
Payback analysis
25. To always be the first one out with the latest and greatest product.
differentiation strategy
have initiative
classical school of management
Collectivism
26. Operate without managers
contingency school
Operational goals
Self-directed teams
behavioral school
27. Broadens the definition of a customer to anyone to whom an employee passes on his product
Personal Development
decentralized companies
NAFTA regional trading
Total Quality Management
28. Comprised of experts from various functions
reengineering
Cross-functional teams
Plessy v. Ferguson
Projection
29. Show an organization's assets at any given point in time
Balance sheet
product champion
customer-focused quality school
reengineering
30. Ability to garner the respect and cooperation of employees to achieve an organization's goals
Sarbanes-Oxley Act
leadership
Product development
organizational chart
31. First phase of a company training program generally focuses on
Needs assessment
Operational goals
contingency school
behavioral school
32. A force of change directed toward solving a problem.
Unions and employers
driver
Program Evaluation and Review Technique
informal organization
33. Can respond quickly to the latest trends.
driver
organic structures
Sarbanes-Oxley Act
horizontal job loading
34. Focuses on the human-based elements of work
customer-focused quality school
transactional leader
organic structures
behavioral school
35. A demonstration of high quality maintenance
ISO 9000 Certification
decision tree
Total Quality Management
reengineering
36. States that each employee must be accountable to one and only one supervisor.
Operational goals
unity of command principle
kaizen approach
classical school of management
37. Example of an intrinsic reward
Personal Development
work specialization
Payback analysis
organizational development theory
38. Strives to improve performance to deliver high-quality goods or services
customer-focused quality school
decentralized companies
have initiative
Blake-Mouton managerial grid model
39. Canada - Mexico - and the United States
product champion
Blake-Mouton managerial grid model
NAFTA regional trading
organizational chart
40. Individual will act according to what another's expectation of him or her is.
quantitative school
TQM (Total Quality Management)
Pygmalion effect
bureaucracy
41. Creation of new products - Improvement of existing products - Alteration of old products
Product development
compensation
Needs assessment
horizontal job loading
42. Upholded segregation
Process-oriented changes
Plessy v. Ferguson
bureaucracy
customer-focused quality school
43. Determines which alternative will pay back an initial investment most quickly
informal organization
Payback analysis
Ethics
organizational development
44. Low-level concern with both people and production
Blake-Mouton managerial grid model
Cross-functional teams
Chester Bernard
contingency school
45. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
Smoothing
Hawthorne effect
Motivators
managerial roles three categories:
46. 14 principles of management
driver
Chester Bernard
differentiation strategy
Henri Fayol
47. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
compensation
Hierarchical authority
organic structures
quantitative school
48. Emphasizes an institutional or group focus.
Collectivism
Total Quality Management
Chester Bernard
Cross-functional teams
49. Code of organizational conduct that reflects the overall values and principles of a business
Ethics
contingency school
Needs assessment
decision tree
50. Framework for the hierarchy of an organization
organizational chart
NAFTA regional trading
Motivators
Unions and employers