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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. Comprised of experts from various functions
Process-oriented changes
Cross-functional teams
Henri Fayol
job enrichment
2. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
Frederick Taylor
Hawthorne effect
differentiation strategy
quantitative school
3. Developed the acceptance theory of management
Frederick Taylor
problem with functional authority
customer-focused quality school
Chester Bernard
4. Most efficient way of bringing about improvement in quality
Smoothing
Brown v. Board of Education
reengineering
unity of command principle
5. Invested by employees in a leader whom they admire and wish to emulate
Referent power
Projection
functional structure
leadership
6. Strives to improve performance to deliver high-quality goods or services
customer-focused quality school
Frederick Herzberg's two-factor theory
Operational goals
Sarbanes-Oxley Act
7. First phase of a company training program generally focuses on
Needs assessment
problem with functional authority
Frederick Taylor
Plessy v. Ferguson
8. Increased productivity - Dont deal with other departments much
problem with functional authority
functional structure
Needs assessment
classical school of management
9. Job enlargement
Chester Bernard
Self-directed teams
horizontal job loading
centralized organization
10. Emphasizes an institutional or group focus.
organizational development theory
Collectivism
Balance sheet
Needs assessment
11. Creativity - direction - delegation -control - collaboration
organizational development theory
synergy
Brown v. Board of Education
Motivators
12. Shows a complete picture of several alternative decision paths
Unions and employers
decentralized companies
decision tree
Cross-functional teams
13. Composed employees number of hierarchical levels
functional team
Product development
bureaucracy
Brown v. Board of Education
14. Individual will act according to what another's expectation of him or her is.
Pygmalion effect
strategic goal
Blake-Mouton managerial grid model
Self-directed teams
15. A force of change directed toward solving a problem.
reengineering
driver
Dynamic Environment
decentralized companies
16. A demonstration of high quality maintenance
ISO 9000 Certification
functional team
contingency school
Hawthorne effect
17. Can respond quickly to the latest trends.
Sarbanes-Oxley Act
Projection
job enrichment
organic structures
18. Ensures protection for corporate whistle-blowers
classical school of management
strategic goal
ISO 9000 Certification
Sarbanes-Oxley Act
19. To always be the first one out with the latest and greatest product.
Needs assessment
differentiation strategy
Pygmalion effect
informal organization
20. 14 principles of management
Henri Fayol
strategic goal
decision tree
Total Quality Management
21. Specific work goals that middle-level managers derive from the broader strategic goals
Tactical goals
Brown v. Board of Education
Total Quality Management
transactional leader
22. Ability of a system to total more than the sum of its parts
horizontal job loading
synergy
compensation
Mary Parker Follett
23. Organization-wide - long-term goal devised by a top-level manager.
decision tree
Operational goals
strategic goal
managerial roles three categories:
24. Decisions go through a number of channels before resolution can be reached
Hierarchical authority
Referent power
horizontal job loading
quantitative school
25. Do not give positive satisfaction - though dissatisfaction results from their absence
work specialization
Referent power
Hygiene factors
behavioral school
26. Code of organizational conduct that reflects the overall values and principles of a business
Projection
managerial roles three categories:
managers adhere to company policy
Ethics
27. Constant change
product champion
Dynamic Environment
Chester Bernard
Pygmalion effect
28. States that each employee must be accountable to one and only one supervisor.
unity of command principle
Dynamic Environment
Brown v. Board of Education
TQM (Total Quality Management)
29. Upholded segregation
Final step in decision-making process
Balance sheet
informal organization
Plessy v. Ferguson
30. Division of an organization's tasks into separate jobs.
Blake-Mouton managerial grid model
work specialization
managerial roles three categories:
organic structures
31. Focuses on the single best way to perform and manage tasks.
classical school of management
Referent power
Mary Parker Follett
Ethics
32. Provides the employee with increased authority and responsibility
Motivators
job enrichment
Sarbanes-Oxley Act
Brown v. Board of Education
33. Ambitious and perseverant
organizational development theory
have initiative
Chester Bernard
contingency school
34. Framework for the hierarchy of an organization
Operational goals
Pygmalion effect
organizational chart
compensation
35. Decisions are more consistent from manager to manager
product champion
Needs assessment
managers adhere to company policy
transactional leader
36. It can defy unity of command.
strategic goal
have initiative
Referent power
problem with functional authority
37. Canada - Mexico - and the United States
NAFTA regional trading
work specialization
standards
reengineering
38. Show an organization's assets at any given point in time
transactional leader
organizational chart
Balance sheet
Ethics
39. Father of scientific management
Frederick Taylor
Chester Bernard
Final step in decision-making process
Pygmalion effect
40. Individual who promotes the development of an innovative product within an organization
Henri Fayol
Product development
product champion
classical school of management
41. Establish an evaluation and control system
Final step in decision-making process
quantitative school
standards
strategic goal
42. Structure with a number of channels
bureaucracy
Motivators
Communication
infrastructure
43. Working toward steady continuous improvement
kaizen approach
reengineering
Hierarchical authority
contingency school
44. Focuses on the human-based elements of work
Frederick Herzberg's two-factor theory
Brown v. Board of Education
Motivators
behavioral school
45. Certain factors in the workplace cause job satisfaction & dissatisfaction
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46. Extend authority to the lowest possible levels.
functional team
standards
decentralized companies
Tactical goals
47. Creation of new products - Improvement of existing products - Alteration of old products
behavioral school
Hygiene factors
Communication
Product development
48. Takes a flexible approach to management that depends on a given situation.
Process-oriented changes
Hierarchical authority
Frederick Taylor
contingency school
49. Implies a focus on all levels and areas of an organization
Program Evaluation and Review Technique
functional team
work specialization
TQM (Total Quality Management)
50. Operate without managers
Personal Development
Smoothing
Self-directed teams
Unions and employers