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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. Low-level concern with both people and production
functional team
Blake-Mouton managerial grid model
Operational goals
product champion
2. Ascribing one's own ideas or emotions to another
Projection
horizontal job loading
problem with functional authority
Program Evaluation and Review Technique
3. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
quantitative school
kaizen approach
functional team
Total Quality Management
4. Determines which alternative will pay back an initial investment most quickly
standards
Payback analysis
Collectivism
Henri Fayol
5. Includes an employee's salary and benefits
contingency school
centralized organization
differentiation strategy
compensation
6. Broadens the definition of a customer to anyone to whom an employee passes on his product
Operational goals
Final step in decision-making process
reengineering
Total Quality Management
7. Declared racial segregation unconstitutional
Brown v. Board of Education
Plessy v. Ferguson
Motivators
compensation
8. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
problem with functional authority
Ethics
Hygiene factors
Hawthorne effect
9. Show an organization's assets at any given point in time
Balance sheet
work specialization
Dynamic Environment
Total Quality Management
10. Playing down differences among parties
Motivators
strategic goal
Smoothing
Mary Parker Follett
11. Constant change
Self-directed teams
Dynamic Environment
unity of command principle
centralized organization
12. Increased productivity - Dont deal with other departments much
functional structure
Brown v. Board of Education
standards
organic structures
13. Give positive satisfaction
Motivators
differentiation strategy
functional team
Total Quality Management
14. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
managers adhere to company policy
Program Evaluation and Review Technique
Plessy v. Ferguson
Referent power
15. Focuses on the human-based elements of work
behavioral school
Henri Fayol
organic structures
functional structure
16. Emphasized that organizations establish participation & decision making goals for employees
Mary Parker Follett
Total Quality Management
functional structure
NAFTA regional trading
17. Decisions go through a number of channels before resolution can be reached
Cross-functional teams
Hierarchical authority
Smoothing
organizational development
18. Creativity - direction - delegation -control - collaboration
organizational development
unity of command principle
transactional leader
organizational development theory
19. Division of an organization's tasks into separate jobs.
work specialization
transactional leader
Operational goals
Personal Development
20. To always be the first one out with the latest and greatest product.
centralized organization
decentralized companies
Operational goals
differentiation strategy
21. Invested by employees in a leader whom they admire and wish to emulate
Referent power
TQM (Total Quality Management)
Mary Parker Follett
managers adhere to company policy
22. Plan to make major changes to the processes and culture of an entire organization
managers adhere to company policy
Chester Bernard
horizontal job loading
organizational development
23. States that each employee must be accountable to one and only one supervisor.
NAFTA regional trading
Dynamic Environment
Ethics
unity of command principle
24. Coercive and reward powers
transactional leader
Hierarchical authority
Ethics
Sarbanes-Oxley Act
25. Establish an evaluation and control system
TQM (Total Quality Management)
compensation
Final step in decision-making process
Cross-functional teams
26. Specific work goals that middle-level managers derive from the broader strategic goals
driver
behavioral school
contingency school
Tactical goals
27. Father of scientific management
Personal Development
Payback analysis
Dynamic Environment
Frederick Taylor
28. Ambitious and perseverant
organizational chart
unity of command principle
Frederick Taylor
have initiative
29. Individual will act according to what another's expectation of him or her is.
Frederick Herzberg's two-factor theory
Pygmalion effect
organizational chart
Balance sheet
30. Code of organizational conduct that reflects the overall values and principles of a business
leadership
Chester Bernard
Payback analysis
Ethics
31. First phase of a company training program generally focuses on
Hygiene factors
functional team
Brown v. Board of Education
Needs assessment
32. Can respond quickly to the latest trends.
organic structures
managerial roles three categories:
organizational chart
ISO 9000 Certification
33. Individual who promotes the development of an innovative product within an organization
infrastructure
Frederick Taylor
product champion
problem with functional authority
34. It can defy unity of command.
Hierarchical authority
informal organization
problem with functional authority
synergy
35. Emphasizes personal relationships
informal organization
classical school of management
Total Quality Management
standards
36. Framework for the hierarchy of an organization
contingency school
organizational chart
behavioral school
organic structures
37. Decisions are more consistent from manager to manager
Dynamic Environment
managers adhere to company policy
reengineering
job enrichment
38. Structure with a number of channels
Payback analysis
bureaucracy
Process-oriented changes
Projection
39. Guidelines to which employees must adhere to ensure the quality of their work
bureaucracy
standards
managerial roles three categories:
Program Evaluation and Review Technique
40. Most efficient way of bringing about improvement in quality
quantitative school
reengineering
managers adhere to company policy
organizational development theory
41. Certain factors in the workplace cause job satisfaction & dissatisfaction
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42. Increase productivity and efficiency by reengineering work processes
decision tree
Process-oriented changes
customer-focused quality school
Balance sheet
43. Do not give positive satisfaction - though dissatisfaction results from their absence
managerial roles three categories:
unity of command principle
Hygiene factors
leadership
44. Creation of new products - Improvement of existing products - Alteration of old products
Product development
ISO 9000 Certification
leadership
classical school of management
45. Takes a flexible approach to management that depends on a given situation.
strategic goal
contingency school
Product development
managerial roles three categories:
46. Organization-wide - long-term goal devised by a top-level manager.
synergy
strategic goal
Referent power
Chester Bernard
47. Implies a focus on all levels and areas of an organization
Communication
reengineering
TQM (Total Quality Management)
job enrichment
48. Ensures protection for corporate whistle-blowers
strategic goal
Brown v. Board of Education
differentiation strategy
Sarbanes-Oxley Act
49. Job enlargement
Henri Fayol
Hygiene factors
horizontal job loading
Chester Bernard
50. Focuses on the single best way to perform and manage tasks.
classical school of management
Smoothing
Final step in decision-making process
organic structures