SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. Organization-wide - long-term goal devised by a top-level manager.
strategic goal
standards
Blake-Mouton managerial grid model
Referent power
2. Decisions are more consistent from manager to manager
Cross-functional teams
managers adhere to company policy
Frederick Taylor
behavioral school
3. Establish an evaluation and control system
behavioral school
Balance sheet
Final step in decision-making process
contingency school
4. It can defy unity of command.
Dynamic Environment
Ethics
transactional leader
problem with functional authority
5. Ascribing one's own ideas or emotions to another
functional structure
TQM (Total Quality Management)
Projection
compensation
6. Emphasized that organizations establish participation & decision making goals for employees
Pygmalion effect
strategic goal
work specialization
Mary Parker Follett
7. Structure with a number of channels
Final step in decision-making process
strategic goal
bureaucracy
classical school of management
8. Informational - interpersonal - and decisional
Plessy v. Ferguson
managerial roles three categories:
Referent power
NAFTA regional trading
9. Emphasizes an institutional or group focus.
Collectivism
TQM (Total Quality Management)
work specialization
Operational goals
10. Operate without managers
quantitative school
behavioral school
Self-directed teams
contingency school
11. Individual will act according to what another's expectation of him or her is.
Referent power
organizational development theory
Pygmalion effect
classical school of management
12. Determines which alternative will pay back an initial investment most quickly
Brown v. Board of Education
quantitative school
Payback analysis
Balance sheet
13. First phase of a company training program generally focuses on
Needs assessment
work specialization
organizational development
unity of command principle
14. Comprised of experts from various functions
managers adhere to company policy
organic structures
Cross-functional teams
Smoothing
15. Canada - Mexico - and the United States
NAFTA regional trading
Plessy v. Ferguson
customer-focused quality school
Balance sheet
16. Creativity - direction - delegation -control - collaboration
organizational development theory
Frederick Taylor
decision tree
organizational development
17. Includes an employee's salary and benefits
Program Evaluation and Review Technique
compensation
Payback analysis
classical school of management
18. Guidelines to which employees must adhere to ensure the quality of their work
Henri Fayol
Brown v. Board of Education
behavioral school
standards
19. Increased productivity - Dont deal with other departments much
centralized organization
Referent power
TQM (Total Quality Management)
functional structure
20. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
organic structures
Program Evaluation and Review Technique
Sarbanes-Oxley Act
quantitative school
21. Composed employees number of hierarchical levels
functional team
Plessy v. Ferguson
decision tree
Total Quality Management
22. Specific work goals that middle-level managers derive from the broader strategic goals
Referent power
quantitative school
strategic goal
Tactical goals
23. Collective bargaining occurs between
Unions and employers
compensation
Hierarchical authority
behavioral school
24. Creation of new products - Improvement of existing products - Alteration of old products
Personal Development
horizontal job loading
Product development
problem with functional authority
25. Extend authority to the lowest possible levels.
decentralized companies
Brown v. Board of Education
contingency school
classical school of management
26. A demonstration of high quality maintenance
differentiation strategy
Communication
ISO 9000 Certification
Frederick Taylor
27. Invested by employees in a leader whom they admire and wish to emulate
Needs assessment
synergy
Referent power
Cross-functional teams
28. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
Hawthorne effect
Sarbanes-Oxley Act
managerial roles three categories:
functional team
29. Takes a flexible approach to management that depends on a given situation.
Tactical goals
contingency school
Smoothing
functional structure
30. Average manager spends the majority of his or her time
Henri Fayol
Communication
contingency school
organizational development theory
31. Broadens the definition of a customer to anyone to whom an employee passes on his product
job enrichment
Total Quality Management
Unions and employers
quantitative school
32. Low-level concern with both people and production
Blake-Mouton managerial grid model
Smoothing
leadership
strategic goal
33. Certain factors in the workplace cause job satisfaction & dissatisfaction
Warning
: Invalid argument supplied for foreach() in
/var/www/html/basicversity.com/show_quiz.php
on line
183
34. States that each employee must be accountable to one and only one supervisor.
unity of command principle
Sarbanes-Oxley Act
Communication
Balance sheet
35. Provides the employee with increased authority and responsibility
standards
job enrichment
Brown v. Board of Education
unity of command principle
36. Can respond quickly to the latest trends.
Communication
Ethics
Hygiene factors
organic structures
37. Physical support system for the economic activities of a country
Referent power
infrastructure
Final step in decision-making process
organizational chart
38. Division of an organization's tasks into separate jobs.
Chester Bernard
Smoothing
work specialization
Payback analysis
39. Father of scientific management
Frederick Taylor
infrastructure
Needs assessment
Ethics
40. Do not give positive satisfaction - though dissatisfaction results from their absence
Cross-functional teams
bureaucracy
job enrichment
Hygiene factors
41. Decisions go through a number of channels before resolution can be reached
Motivators
Hierarchical authority
organic structures
TQM (Total Quality Management)
42. Most efficient way of bringing about improvement in quality
behavioral school
decision tree
unity of command principle
reengineering
43. Developed the acceptance theory of management
Chester Bernard
Needs assessment
functional team
Hierarchical authority
44. Ambitious and perseverant
Total Quality Management
have initiative
Mary Parker Follett
infrastructure
45. Implies a focus on all levels and areas of an organization
contingency school
TQM (Total Quality Management)
Unions and employers
Program Evaluation and Review Technique
46. Plan to make major changes to the processes and culture of an entire organization
Collectivism
unity of command principle
organizational development
Motivators
47. Emphasizes personal relationships
informal organization
product champion
standards
Dynamic Environment
48. Ability to garner the respect and cooperation of employees to achieve an organization's goals
Hierarchical authority
Frederick Herzberg's two-factor theory
Hawthorne effect
leadership
49. Coercive and reward powers
strategic goal
transactional leader
Chester Bernard
Frederick Herzberg's two-factor theory
50. Shows a complete picture of several alternative decision paths
decision tree
horizontal job loading
centralized organization
Mary Parker Follett