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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. Operate without managers
standards
Cross-functional teams
Hawthorne effect
Self-directed teams
2. Decisions go through a number of channels before resolution can be reached
Hierarchical authority
managerial roles three categories:
Sarbanes-Oxley Act
centralized organization
3. It can defy unity of command.
Smoothing
problem with functional authority
organizational development theory
decision tree
4. Focuses on the single best way to perform and manage tasks.
job enrichment
classical school of management
problem with functional authority
Smoothing
5. Low-level concern with both people and production
work specialization
Blake-Mouton managerial grid model
functional team
decision tree
6. Structure with a number of channels
bureaucracy
problem with functional authority
leadership
kaizen approach
7. Individual who promotes the development of an innovative product within an organization
Hierarchical authority
Needs assessment
product champion
customer-focused quality school
8. Plan to make major changes to the processes and culture of an entire organization
organizational development
horizontal job loading
Smoothing
Motivators
9. Division of an organization's tasks into separate jobs.
TQM (Total Quality Management)
work specialization
Frederick Taylor
behavioral school
10. Informational - interpersonal - and decisional
classical school of management
Henri Fayol
managerial roles three categories:
informal organization
11. Father of scientific management
kaizen approach
product champion
Frederick Taylor
behavioral school
12. Ability to garner the respect and cooperation of employees to achieve an organization's goals
Chester Bernard
leadership
organizational development
Referent power
13. Focuses on the human-based elements of work
behavioral school
Cross-functional teams
centralized organization
Hawthorne effect
14. Extend authority to the lowest possible levels.
decentralized companies
Mary Parker Follett
informal organization
Payback analysis
15. Guidelines to which employees must adhere to ensure the quality of their work
organic structures
standards
NAFTA regional trading
organizational development
16. Determines which alternative will pay back an initial investment most quickly
Referent power
unity of command principle
Ethics
Payback analysis
17. Strives to improve performance to deliver high-quality goods or services
customer-focused quality school
Program Evaluation and Review Technique
horizontal job loading
Sarbanes-Oxley Act
18. Can respond quickly to the latest trends.
organic structures
Product development
ISO 9000 Certification
quantitative school
19. Organization-wide - long-term goal devised by a top-level manager.
Collectivism
Ethics
strategic goal
Henri Fayol
20. Creation of new products - Improvement of existing products - Alteration of old products
Mary Parker Follett
Product development
Frederick Herzberg's two-factor theory
managers adhere to company policy
21. Creativity - direction - delegation -control - collaboration
Needs assessment
behavioral school
TQM (Total Quality Management)
organizational development theory
22. Takes a flexible approach to management that depends on a given situation.
NAFTA regional trading
Blake-Mouton managerial grid model
contingency school
leadership
23. Framework for the hierarchy of an organization
Plessy v. Ferguson
functional structure
organizational chart
Chester Bernard
24. Establish an evaluation and control system
ISO 9000 Certification
Hygiene factors
Final step in decision-making process
Ethics
25. Ambitious and perseverant
Communication
centralized organization
TQM (Total Quality Management)
have initiative
26. A demonstration of high quality maintenance
decentralized companies
ISO 9000 Certification
Needs assessment
functional structure
27. A force of change directed toward solving a problem.
driver
infrastructure
informal organization
Brown v. Board of Education
28. Average manager spends the majority of his or her time
customer-focused quality school
Frederick Taylor
unity of command principle
Communication
29. Decisions are more consistent from manager to manager
Balance sheet
Operational goals
decentralized companies
managers adhere to company policy
30. Composed employees number of hierarchical levels
functional team
Unions and employers
quantitative school
problem with functional authority
31. Coercive and reward powers
transactional leader
standards
TQM (Total Quality Management)
Needs assessment
32. Canada - Mexico - and the United States
contingency school
classical school of management
Needs assessment
NAFTA regional trading
33. Playing down differences among parties
standards
Collectivism
customer-focused quality school
Smoothing
34. States that each employee must be accountable to one and only one supervisor.
functional team
classical school of management
unity of command principle
Ethics
35. Comprised of experts from various functions
Communication
Cross-functional teams
differentiation strategy
problem with functional authority
36. Upholded segregation
Plessy v. Ferguson
infrastructure
driver
Final step in decision-making process
37. Individual will act according to what another's expectation of him or her is.
driver
functional team
Pygmalion effect
Motivators
38. To always be the first one out with the latest and greatest product.
Frederick Taylor
unity of command principle
differentiation strategy
centralized organization
39. Emphasized that organizations establish participation & decision making goals for employees
differentiation strategy
Final step in decision-making process
Mary Parker Follett
Chester Bernard
40. Constant change
informal organization
Mary Parker Follett
Dynamic Environment
Payback analysis
41. Ability of a system to total more than the sum of its parts
problem with functional authority
Pygmalion effect
synergy
organizational development
42. Example of an intrinsic reward
informal organization
quantitative school
standards
Personal Development
43. Working toward steady continuous improvement
Frederick Taylor
kaizen approach
Unions and employers
Hierarchical authority
44. Increased productivity - Dont deal with other departments much
Balance sheet
Program Evaluation and Review Technique
decision tree
functional structure
45. Includes an employee's salary and benefits
compensation
Smoothing
classical school of management
Dynamic Environment
46. Invested by employees in a leader whom they admire and wish to emulate
Referent power
unity of command principle
Pygmalion effect
Self-directed teams
47. Job enlargement
horizontal job loading
Payback analysis
synergy
Mary Parker Follett
48. 14 principles of management
Frederick Herzberg's two-factor theory
Self-directed teams
Hawthorne effect
Henri Fayol
49. Collective bargaining occurs between
Unions and employers
Cross-functional teams
decentralized companies
Henri Fayol
50. Implies a focus on all levels and areas of an organization
TQM (Total Quality Management)
Unions and employers
problem with functional authority
Balance sheet