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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
NAFTA regional trading
organizational chart
horizontal job loading
Dynamic Environment
2. Physical support system for the economic activities of a country
infrastructure
Communication
strategic goal
Referent power
3. Establish an evaluation and control system
kaizen approach
Hierarchical authority
Final step in decision-making process
differentiation strategy
4. Ambitious and perseverant
standards
Projection
have initiative
differentiation strategy
5. Father of scientific management
decentralized companies
Tactical goals
Frederick Taylor
Brown v. Board of Education
6. Plan to make major changes to the processes and culture of an entire organization
informal organization
quantitative school
Collectivism
organizational development
7. States that each employee must be accountable to one and only one supervisor.
unity of command principle
Frederick Taylor
driver
product champion
8. Provides the employee with increased authority and responsibility
Motivators
Dynamic Environment
Balance sheet
job enrichment
9. Ability to garner the respect and cooperation of employees to achieve an organization's goals
horizontal job loading
organizational chart
Cross-functional teams
leadership
10. Developed the acceptance theory of management
Product development
contingency school
Hierarchical authority
Chester Bernard
11. Playing down differences among parties
Smoothing
Chester Bernard
Self-directed teams
transactional leader
12. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
classical school of management
Hawthorne effect
horizontal job loading
organic structures
13. Increase productivity and efficiency by reengineering work processes
Process-oriented changes
Collectivism
Program Evaluation and Review Technique
work specialization
14. First phase of a company training program generally focuses on
strategic goal
Self-directed teams
bureaucracy
Needs assessment
15. Decisions are more consistent from manager to manager
Brown v. Board of Education
Hygiene factors
managers adhere to company policy
Dynamic Environment
16. Do not give positive satisfaction - though dissatisfaction results from their absence
unity of command principle
Final step in decision-making process
decision tree
Hygiene factors
17. Organization-wide - long-term goal devised by a top-level manager.
Blake-Mouton managerial grid model
Program Evaluation and Review Technique
Referent power
strategic goal
18. Operate without managers
Self-directed teams
functional team
bureaucracy
Chester Bernard
19. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
organizational development
quantitative school
organizational chart
Henri Fayol
20. Comprised of experts from various functions
Balance sheet
Cross-functional teams
Operational goals
decentralized companies
21. To always be the first one out with the latest and greatest product.
classical school of management
differentiation strategy
functional structure
Collectivism
22. Emphasizes an institutional or group focus.
Brown v. Board of Education
Collectivism
strategic goal
Hierarchical authority
23. Individual who promotes the development of an innovative product within an organization
Smoothing
Chester Bernard
product champion
Total Quality Management
24. Average manager spends the majority of his or her time
Communication
Chester Bernard
TQM (Total Quality Management)
Balance sheet
25. Declared racial segregation unconstitutional
Final step in decision-making process
Sarbanes-Oxley Act
Projection
Brown v. Board of Education
26. Specific work goals that middle-level managers derive from the broader strategic goals
Hygiene factors
Balance sheet
centralized organization
Tactical goals
27. Creation of new products - Improvement of existing products - Alteration of old products
Balance sheet
functional team
Product development
unity of command principle
28. A force of change directed toward solving a problem.
Motivators
Tactical goals
functional team
driver
29. Invested by employees in a leader whom they admire and wish to emulate
informal organization
Smoothing
Referent power
quantitative school
30. A demonstration of high quality maintenance
ISO 9000 Certification
Frederick Herzberg's two-factor theory
work specialization
reengineering
31. Focuses on the single best way to perform and manage tasks.
Personal Development
Dynamic Environment
classical school of management
Program Evaluation and Review Technique
32. Strives to improve performance to deliver high-quality goods or services
job enrichment
customer-focused quality school
Dynamic Environment
Needs assessment
33. Division of an organization's tasks into separate jobs.
differentiation strategy
leadership
Brown v. Board of Education
work specialization
34. Broadens the definition of a customer to anyone to whom an employee passes on his product
work specialization
Total Quality Management
differentiation strategy
Hierarchical authority
35. Upholded segregation
Mary Parker Follett
contingency school
Plessy v. Ferguson
Total Quality Management
36. Concentrates authority in the upper levels.
centralized organization
decentralized companies
have initiative
behavioral school
37. Creativity - direction - delegation -control - collaboration
customer-focused quality school
transactional leader
decentralized companies
organizational development theory
38. Ability of a system to total more than the sum of its parts
Final step in decision-making process
work specialization
Dynamic Environment
synergy
39. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
leadership
transactional leader
Operational goals
unity of command principle
40. Composed employees number of hierarchical levels
leadership
Frederick Taylor
functional team
compensation
41. Decisions go through a number of channels before resolution can be reached
work specialization
standards
Hierarchical authority
Self-directed teams
42. Working toward steady continuous improvement
Hierarchical authority
classical school of management
organic structures
kaizen approach
43. Give positive satisfaction
Payback analysis
Motivators
Plessy v. Ferguson
standards
44. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
classical school of management
work specialization
have initiative
Program Evaluation and Review Technique
45. 14 principles of management
work specialization
Personal Development
Operational goals
Henri Fayol
46. Determines which alternative will pay back an initial investment most quickly
Smoothing
Payback analysis
Pygmalion effect
job enrichment
47. Show an organization's assets at any given point in time
Pygmalion effect
Balance sheet
organizational development theory
Plessy v. Ferguson
48. Focuses on the human-based elements of work
Final step in decision-making process
behavioral school
organic structures
managerial roles three categories:
49. Informational - interpersonal - and decisional
decentralized companies
Smoothing
functional structure
managerial roles three categories:
50. Certain factors in the workplace cause job satisfaction & dissatisfaction
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