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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. Provides the employee with increased authority and responsibility
horizontal job loading
contingency school
job enrichment
kaizen approach
2. It can defy unity of command.
bureaucracy
problem with functional authority
Ethics
Communication
3. Emphasizes personal relationships
Smoothing
Hawthorne effect
ISO 9000 Certification
informal organization
4. Broadens the definition of a customer to anyone to whom an employee passes on his product
organizational development
Total Quality Management
informal organization
Ethics
5. Physical support system for the economic activities of a country
decentralized companies
classical school of management
infrastructure
customer-focused quality school
6. Job enlargement
horizontal job loading
Personal Development
product champion
unity of command principle
7. To always be the first one out with the latest and greatest product.
managers adhere to company policy
Personal Development
differentiation strategy
functional structure
8. Establish an evaluation and control system
managerial roles three categories:
have initiative
Final step in decision-making process
contingency school
9. Decisions go through a number of channels before resolution can be reached
Unions and employers
Product development
Hierarchical authority
quantitative school
10. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Cross-functional teams
Program Evaluation and Review Technique
Sarbanes-Oxley Act
job enrichment
11. Implies a focus on all levels and areas of an organization
TQM (Total Quality Management)
compensation
reengineering
Frederick Herzberg's two-factor theory
12. Individual who promotes the development of an innovative product within an organization
organic structures
product champion
organizational chart
Frederick Herzberg's two-factor theory
13. Ability to garner the respect and cooperation of employees to achieve an organization's goals
Chester Bernard
decentralized companies
Balance sheet
leadership
14. Developed the acceptance theory of management
infrastructure
classical school of management
Chester Bernard
customer-focused quality school
15. Shows a complete picture of several alternative decision paths
organizational development
decision tree
Hygiene factors
informal organization
16. Ensures protection for corporate whistle-blowers
work specialization
infrastructure
Sarbanes-Oxley Act
Process-oriented changes
17. Specific work goals that middle-level managers derive from the broader strategic goals
Tactical goals
Smoothing
ISO 9000 Certification
customer-focused quality school
18. Extend authority to the lowest possible levels.
decentralized companies
Self-directed teams
product champion
customer-focused quality school
19. Upholded segregation
standards
job enrichment
Personal Development
Plessy v. Ferguson
20. Coercive and reward powers
product champion
classical school of management
transactional leader
centralized organization
21. Guidelines to which employees must adhere to ensure the quality of their work
Unions and employers
functional structure
standards
Process-oriented changes
22. Individual will act according to what another's expectation of him or her is.
have initiative
Pygmalion effect
Mary Parker Follett
Communication
23. Ambitious and perseverant
have initiative
compensation
Tactical goals
Ethics
24. Average manager spends the majority of his or her time
organic structures
Blake-Mouton managerial grid model
Communication
customer-focused quality school
25. Ability of a system to total more than the sum of its parts
Communication
synergy
work specialization
NAFTA regional trading
26. Decisions are more consistent from manager to manager
unity of command principle
Unions and employers
transactional leader
managers adhere to company policy
27. Focuses on the single best way to perform and manage tasks.
work specialization
classical school of management
behavioral school
functional team
28. Canada - Mexico - and the United States
unity of command principle
NAFTA regional trading
Chester Bernard
have initiative
29. Comprised of experts from various functions
differentiation strategy
Projection
quantitative school
Cross-functional teams
30. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
customer-focused quality school
Operational goals
Dynamic Environment
Frederick Herzberg's two-factor theory
31. Informational - interpersonal - and decisional
Dynamic Environment
differentiation strategy
Hawthorne effect
managerial roles three categories:
32. Certain factors in the workplace cause job satisfaction & dissatisfaction
33. Increased productivity - Dont deal with other departments much
organizational chart
Mary Parker Follett
centralized organization
functional structure
34. Constant change
Hawthorne effect
Dynamic Environment
functional team
Motivators
35. Code of organizational conduct that reflects the overall values and principles of a business
Pygmalion effect
Ethics
contingency school
Personal Development
36. Structure with a number of channels
decision tree
bureaucracy
kaizen approach
centralized organization
37. Can respond quickly to the latest trends.
Smoothing
leadership
organic structures
functional structure
38. Framework for the hierarchy of an organization
Program Evaluation and Review Technique
organizational chart
differentiation strategy
horizontal job loading
39. Father of scientific management
Frederick Taylor
ISO 9000 Certification
customer-focused quality school
Operational goals
40. Do not give positive satisfaction - though dissatisfaction results from their absence
organizational development
Projection
synergy
Hygiene factors
41. Emphasized that organizations establish participation & decision making goals for employees
leadership
Plessy v. Ferguson
Mary Parker Follett
horizontal job loading
42. First phase of a company training program generally focuses on
Needs assessment
Sarbanes-Oxley Act
managerial roles three categories:
strategic goal
43. Creativity - direction - delegation -control - collaboration
Frederick Herzberg's two-factor theory
classical school of management
organizational development theory
ISO 9000 Certification
44. Most efficient way of bringing about improvement in quality
reengineering
differentiation strategy
Henri Fayol
transactional leader
45. Working toward steady continuous improvement
standards
kaizen approach
Final step in decision-making process
Smoothing
46. Give positive satisfaction
Plessy v. Ferguson
Motivators
Operational goals
Brown v. Board of Education
47. Composed employees number of hierarchical levels
Balance sheet
Plessy v. Ferguson
functional team
Henri Fayol
48. A force of change directed toward solving a problem.
driver
managers adhere to company policy
job enrichment
Balance sheet
49. Plan to make major changes to the processes and culture of an entire organization
organizational development
Projection
organic structures
Ethics
50. Ascribing one's own ideas or emotions to another
strategic goal
customer-focused quality school
Projection
Self-directed teams