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Test your basic knowledge |
CLEP Intro To Management
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Subjects
:
clep
,
business-skills
Instructions:
Answer 50 questions in 15 minutes.
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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. Collective bargaining occurs between
Balance sheet
centralized organization
Unions and employers
unity of command principle
2. Ambitious and perseverant
classical school of management
Pygmalion effect
have initiative
work specialization
3. Example of an intrinsic reward
Collectivism
Personal Development
driver
Plessy v. Ferguson
4. It can defy unity of command.
contingency school
Self-directed teams
differentiation strategy
problem with functional authority
5. Comprised of experts from various functions
Total Quality Management
Cross-functional teams
synergy
organizational chart
6. Physical support system for the economic activities of a country
Frederick Taylor
compensation
infrastructure
decentralized companies
7. Average manager spends the majority of his or her time
Brown v. Board of Education
Pygmalion effect
Communication
NAFTA regional trading
8. Can respond quickly to the latest trends.
organic structures
Personal Development
Henri Fayol
standards
9. Certain factors in the workplace cause job satisfaction & dissatisfaction
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10. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
Hawthorne effect
horizontal job loading
have initiative
organic structures
11. Code of organizational conduct that reflects the overall values and principles of a business
Smoothing
managerial roles three categories:
Mary Parker Follett
Ethics
12. Focuses on the human-based elements of work
managerial roles three categories:
behavioral school
Dynamic Environment
organizational chart
13. To always be the first one out with the latest and greatest product.
differentiation strategy
organizational development
Projection
functional team
14. Playing down differences among parties
Mary Parker Follett
Smoothing
Frederick Herzberg's two-factor theory
Payback analysis
15. Composed employees number of hierarchical levels
infrastructure
functional team
Cross-functional teams
Self-directed teams
16. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Program Evaluation and Review Technique
managers adhere to company policy
Final step in decision-making process
Mary Parker Follett
17. Ability to garner the respect and cooperation of employees to achieve an organization's goals
Henri Fayol
leadership
Brown v. Board of Education
Payback analysis
18. Do not give positive satisfaction - though dissatisfaction results from their absence
Hygiene factors
decentralized companies
driver
Balance sheet
19. Ability of a system to total more than the sum of its parts
synergy
leadership
Cross-functional teams
Operational goals
20. Most efficient way of bringing about improvement in quality
Referent power
reengineering
Chester Bernard
Self-directed teams
21. Informational - interpersonal - and decisional
Personal Development
managers adhere to company policy
Tactical goals
managerial roles three categories:
22. Implies a focus on all levels and areas of an organization
Brown v. Board of Education
Chester Bernard
TQM (Total Quality Management)
contingency school
23. Working toward steady continuous improvement
Smoothing
kaizen approach
Referent power
Unions and employers
24. Upholded segregation
Plessy v. Ferguson
Cross-functional teams
Self-directed teams
bureaucracy
25. Individual who promotes the development of an innovative product within an organization
Program Evaluation and Review Technique
product champion
transactional leader
centralized organization
26. 14 principles of management
Henri Fayol
Tactical goals
have initiative
Smoothing
27. Specific work goals that middle-level managers derive from the broader strategic goals
Hawthorne effect
Tactical goals
Hierarchical authority
Smoothing
28. Coercive and reward powers
driver
problem with functional authority
transactional leader
Smoothing
29. Emphasized that organizations establish participation & decision making goals for employees
quantitative school
Ethics
managers adhere to company policy
Mary Parker Follett
30. Plan to make major changes to the processes and culture of an entire organization
organizational development
Projection
transactional leader
Motivators
31. Declared racial segregation unconstitutional
behavioral school
Brown v. Board of Education
Total Quality Management
organic structures
32. Guidelines to which employees must adhere to ensure the quality of their work
standards
functional structure
Frederick Taylor
product champion
33. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
customer-focused quality school
Operational goals
Balance sheet
Product development
34. Shows a complete picture of several alternative decision paths
kaizen approach
Ethics
Hygiene factors
decision tree
35. A demonstration of high quality maintenance
ISO 9000 Certification
Projection
product champion
contingency school
36. Takes a flexible approach to management that depends on a given situation.
contingency school
organizational chart
Brown v. Board of Education
NAFTA regional trading
37. States that each employee must be accountable to one and only one supervisor.
unity of command principle
classical school of management
problem with functional authority
decentralized companies
38. Individual will act according to what another's expectation of him or her is.
organizational development
Total Quality Management
Pygmalion effect
Collectivism
39. Operate without managers
Self-directed teams
Henri Fayol
managerial roles three categories:
strategic goal
40. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
quantitative school
Pygmalion effect
Communication
Hawthorne effect
41. Developed the acceptance theory of management
Cross-functional teams
Final step in decision-making process
Chester Bernard
Pygmalion effect
42. Provides the employee with increased authority and responsibility
Unions and employers
classical school of management
job enrichment
Hygiene factors
43. Ascribing one's own ideas or emotions to another
Projection
problem with functional authority
Payback analysis
Mary Parker Follett
44. Organization-wide - long-term goal devised by a top-level manager.
Balance sheet
strategic goal
organizational chart
Cross-functional teams
45. Job enlargement
Hygiene factors
Program Evaluation and Review Technique
Ethics
horizontal job loading
46. Framework for the hierarchy of an organization
transactional leader
organizational chart
Hierarchical authority
synergy
47. Broadens the definition of a customer to anyone to whom an employee passes on his product
decision tree
driver
Total Quality Management
infrastructure
48. Constant change
Dynamic Environment
functional structure
have initiative
customer-focused quality school
49. Show an organization's assets at any given point in time
Balance sheet
Needs assessment
Frederick Herzberg's two-factor theory
Final step in decision-making process
50. Focuses on the single best way to perform and manage tasks.
classical school of management
Frederick Herzberg's two-factor theory
Needs assessment
bureaucracy
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