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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. Includes an employee's salary and benefits
compensation
ISO 9000 Certification
centralized organization
Balance sheet
2. Playing down differences among parties
work specialization
informal organization
decision tree
Smoothing
3. Job enlargement
horizontal job loading
Brown v. Board of Education
customer-focused quality school
managers adhere to company policy
4. Determines which alternative will pay back an initial investment most quickly
differentiation strategy
Operational goals
Payback analysis
Henri Fayol
5. Shows a complete picture of several alternative decision paths
organizational development theory
Hygiene factors
organizational development
decision tree
6. Coercive and reward powers
job enrichment
compensation
transactional leader
problem with functional authority
7. Invested by employees in a leader whom they admire and wish to emulate
Hygiene factors
Referent power
unity of command principle
Process-oriented changes
8. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
Communication
Operational goals
Tactical goals
standards
9. Ascribing one's own ideas or emotions to another
TQM (Total Quality Management)
Projection
have initiative
Personal Development
10. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
differentiation strategy
Smoothing
contingency school
Program Evaluation and Review Technique
11. Creativity - direction - delegation -control - collaboration
organizational development theory
ISO 9000 Certification
Smoothing
TQM (Total Quality Management)
12. Physical support system for the economic activities of a country
Brown v. Board of Education
infrastructure
contingency school
Sarbanes-Oxley Act
13. Takes a flexible approach to management that depends on a given situation.
contingency school
Plessy v. Ferguson
Frederick Herzberg's two-factor theory
leadership
14. 14 principles of management
organizational development theory
classical school of management
Henri Fayol
Payback analysis
15. Collective bargaining occurs between
centralized organization
TQM (Total Quality Management)
synergy
Unions and employers
16. Broadens the definition of a customer to anyone to whom an employee passes on his product
organizational development
Tactical goals
NAFTA regional trading
Total Quality Management
17. Informational - interpersonal - and decisional
Personal Development
managerial roles three categories:
customer-focused quality school
compensation
18. Concentrates authority in the upper levels.
decision tree
Needs assessment
Hygiene factors
centralized organization
19. Increase productivity and efficiency by reengineering work processes
horizontal job loading
have initiative
Chester Bernard
Process-oriented changes
20. Canada - Mexico - and the United States
NAFTA regional trading
Henri Fayol
Needs assessment
Self-directed teams
21. Individual will act according to what another's expectation of him or her is.
leadership
Self-directed teams
Pygmalion effect
Balance sheet
22. Establish an evaluation and control system
Final step in decision-making process
Referent power
Tactical goals
TQM (Total Quality Management)
23. Implies a focus on all levels and areas of an organization
organizational development theory
Frederick Taylor
Smoothing
TQM (Total Quality Management)
24. Declared racial segregation unconstitutional
functional team
Communication
Brown v. Board of Education
have initiative
25. Individual who promotes the development of an innovative product within an organization
Hawthorne effect
Communication
product champion
compensation
26. Guidelines to which employees must adhere to ensure the quality of their work
unity of command principle
reengineering
bureaucracy
standards
27. Working toward steady continuous improvement
standards
behavioral school
Final step in decision-making process
kaizen approach
28. Division of an organization's tasks into separate jobs.
Dynamic Environment
Tactical goals
work specialization
functional team
29. Provides the employee with increased authority and responsibility
Payback analysis
Chester Bernard
job enrichment
Henri Fayol
30. Framework for the hierarchy of an organization
Frederick Herzberg's two-factor theory
Smoothing
Program Evaluation and Review Technique
organizational chart
31. To always be the first one out with the latest and greatest product.
contingency school
Unions and employers
differentiation strategy
decentralized companies
32. Average manager spends the majority of his or her time
Communication
Frederick Taylor
reengineering
Unions and employers
33. Increased productivity - Dont deal with other departments much
TQM (Total Quality Management)
Chester Bernard
functional structure
unity of command principle
34. Ability to garner the respect and cooperation of employees to achieve an organization's goals
have initiative
leadership
reengineering
functional team
35. Focuses on the human-based elements of work
have initiative
Final step in decision-making process
behavioral school
centralized organization
36. Do not give positive satisfaction - though dissatisfaction results from their absence
have initiative
kaizen approach
organizational development theory
Hygiene factors
37. Emphasizes an institutional or group focus.
product champion
Communication
centralized organization
Collectivism
38. Operate without managers
Self-directed teams
horizontal job loading
Personal Development
have initiative
39. Decisions go through a number of channels before resolution can be reached
organizational chart
Hierarchical authority
driver
Total Quality Management
40. Organization-wide - long-term goal devised by a top-level manager.
infrastructure
bureaucracy
strategic goal
Personal Development
41. Can respond quickly to the latest trends.
organic structures
Sarbanes-Oxley Act
Mary Parker Follett
Balance sheet
42. Ability of a system to total more than the sum of its parts
standards
quantitative school
Referent power
synergy
43. Strives to improve performance to deliver high-quality goods or services
informal organization
Chester Bernard
Product development
customer-focused quality school
44. Give positive satisfaction
Frederick Herzberg's two-factor theory
informal organization
Motivators
Hawthorne effect
45. Certain factors in the workplace cause job satisfaction & dissatisfaction
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46. Developed the acceptance theory of management
Dynamic Environment
Hawthorne effect
compensation
Chester Bernard
47. Constant change
Program Evaluation and Review Technique
Mary Parker Follett
Dynamic Environment
Referent power
48. Plan to make major changes to the processes and culture of an entire organization
Cross-functional teams
organizational development
work specialization
Tactical goals
49. Father of scientific management
decision tree
organic structures
Frederick Taylor
contingency school
50. It can defy unity of command.
Brown v. Board of Education
problem with functional authority
Self-directed teams
Dynamic Environment