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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.
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. It can defy unity of command.
Ethics
problem with functional authority
Communication
Program Evaluation and Review Technique
2. Provides the employee with increased authority and responsibility
Self-directed teams
Ethics
Henri Fayol
job enrichment
3. Individual will act according to what another's expectation of him or her is.
decentralized companies
kaizen approach
Pygmalion effect
Chester Bernard
4. Implies a focus on all levels and areas of an organization
TQM (Total Quality Management)
Motivators
NAFTA regional trading
compensation
5. Framework for the hierarchy of an organization
Dynamic Environment
TQM (Total Quality Management)
bureaucracy
organizational chart
6. Physical support system for the economic activities of a country
Hawthorne effect
organizational development
Hygiene factors
infrastructure
7. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
organizational development
Plessy v. Ferguson
quantitative school
Balance sheet
8. Working toward steady continuous improvement
Communication
kaizen approach
behavioral school
Hawthorne effect
9. Takes a flexible approach to management that depends on a given situation.
Final step in decision-making process
contingency school
Product development
unity of command principle
10. Do not give positive satisfaction - though dissatisfaction results from their absence
centralized organization
Unions and employers
Hygiene factors
Operational goals
11. Upholded segregation
Program Evaluation and Review Technique
Plessy v. Ferguson
compensation
unity of command principle
12. Operate without managers
functional team
Balance sheet
Self-directed teams
Personal Development
13. Developed the acceptance theory of management
unity of command principle
infrastructure
strategic goal
Chester Bernard
14. Emphasized that organizations establish participation & decision making goals for employees
synergy
Mary Parker Follett
Balance sheet
centralized organization
15. 14 principles of management
decision tree
Hierarchical authority
Henri Fayol
reengineering
16. To always be the first one out with the latest and greatest product.
differentiation strategy
have initiative
TQM (Total Quality Management)
informal organization
17. Give positive satisfaction
compensation
organic structures
Hierarchical authority
Motivators
18. Creation of new products - Improvement of existing products - Alteration of old products
Product development
Operational goals
organizational development theory
Mary Parker Follett
19. Job enlargement
Mary Parker Follett
horizontal job loading
driver
organizational chart
20. Show an organization's assets at any given point in time
transactional leader
classical school of management
Balance sheet
Needs assessment
21. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Program Evaluation and Review Technique
informal organization
Communication
quantitative school
22. Strives to improve performance to deliver high-quality goods or services
customer-focused quality school
Hygiene factors
Hierarchical authority
Cross-functional teams
23. Increased productivity - Dont deal with other departments much
Product development
Personal Development
functional structure
kaizen approach
24. Code of organizational conduct that reflects the overall values and principles of a business
Ethics
Tactical goals
have initiative
contingency school
25. Coercive and reward powers
synergy
NAFTA regional trading
reengineering
transactional leader
26. Structure with a number of channels
Operational goals
Collectivism
organizational chart
bureaucracy
27. Broadens the definition of a customer to anyone to whom an employee passes on his product
Total Quality Management
informal organization
Pygmalion effect
Frederick Taylor
28. Decisions are more consistent from manager to manager
Hierarchical authority
Operational goals
managers adhere to company policy
Balance sheet
29. Canada - Mexico - and the United States
NAFTA regional trading
reengineering
organizational chart
Communication
30. First phase of a company training program generally focuses on
problem with functional authority
Needs assessment
differentiation strategy
Hawthorne effect
31. Focuses on the single best way to perform and manage tasks.
Chester Bernard
Program Evaluation and Review Technique
Sarbanes-Oxley Act
classical school of management
32. Increase productivity and efficiency by reengineering work processes
Referent power
ISO 9000 Certification
Process-oriented changes
Henri Fayol
33. Comprised of experts from various functions
Collectivism
Cross-functional teams
customer-focused quality school
work specialization
34. Plan to make major changes to the processes and culture of an entire organization
product champion
organizational development
Sarbanes-Oxley Act
infrastructure
35. Low-level concern with both people and production
Operational goals
Blake-Mouton managerial grid model
standards
organizational development
36. Includes an employee's salary and benefits
compensation
Tactical goals
differentiation strategy
informal organization
37. Ability to garner the respect and cooperation of employees to achieve an organization's goals
strategic goal
NAFTA regional trading
leadership
Motivators
38. Ensures protection for corporate whistle-blowers
Cross-functional teams
job enrichment
decision tree
Sarbanes-Oxley Act
39. Focuses on the human-based elements of work
Hygiene factors
Chester Bernard
Process-oriented changes
behavioral school
40. Most efficient way of bringing about improvement in quality
organizational development
reengineering
compensation
TQM (Total Quality Management)
41. Certain factors in the workplace cause job satisfaction & dissatisfaction
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42. Average manager spends the majority of his or her time
Needs assessment
Communication
informal organization
Personal Development
43. Ambitious and perseverant
Ethics
have initiative
Projection
functional structure
44. A force of change directed toward solving a problem.
problem with functional authority
Cross-functional teams
driver
differentiation strategy
45. Playing down differences among parties
product champion
Balance sheet
Smoothing
decentralized companies
46. Collective bargaining occurs between
Mary Parker Follett
functional structure
Unions and employers
Payback analysis
47. Composed employees number of hierarchical levels
TQM (Total Quality Management)
functional team
transactional leader
work specialization
48. Determines which alternative will pay back an initial investment most quickly
bureaucracy
Henri Fayol
Payback analysis
Unions and employers
49. Emphasizes personal relationships
informal organization
Hawthorne effect
organizational chart
centralized organization
50. Invested by employees in a leader whom they admire and wish to emulate
differentiation strategy
classical school of management
unity of command principle
Referent power
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