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Test your basic knowledge |
CLEP Intro To Management
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Subjects
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clep
,
business-skills
Instructions:
Answer 50 questions in 15 minutes.
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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. Guidelines to which employees must adhere to ensure the quality of their work
Referent power
Henri Fayol
Smoothing
standards
2. Creativity - direction - delegation -control - collaboration
product champion
organizational development theory
centralized organization
TQM (Total Quality Management)
3. Father of scientific management
Chester Bernard
Smoothing
transactional leader
Frederick Taylor
4. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
product champion
Referent power
Program Evaluation and Review Technique
synergy
5. Average manager spends the majority of his or her time
Communication
Hawthorne effect
Pygmalion effect
decision tree
6. Broadens the definition of a customer to anyone to whom an employee passes on his product
Tactical goals
Referent power
classical school of management
Total Quality Management
7. Strives to improve performance to deliver high-quality goods or services
Ethics
customer-focused quality school
unity of command principle
Plessy v. Ferguson
8. Ability of a system to total more than the sum of its parts
Operational goals
synergy
Self-directed teams
problem with functional authority
9. Canada - Mexico - and the United States
Product development
organizational chart
NAFTA regional trading
Dynamic Environment
10. Structure with a number of channels
Hawthorne effect
bureaucracy
Self-directed teams
customer-focused quality school
11. Working toward steady continuous improvement
synergy
infrastructure
functional team
kaizen approach
12. Ability to garner the respect and cooperation of employees to achieve an organization's goals
Hygiene factors
leadership
differentiation strategy
Unions and employers
13. Upholded segregation
Mary Parker Follett
Plessy v. Ferguson
Henri Fayol
Balance sheet
14. Certain factors in the workplace cause job satisfaction & dissatisfaction
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15. Constant change
Brown v. Board of Education
unity of command principle
Dynamic Environment
Ethics
16. Shows a complete picture of several alternative decision paths
decision tree
compensation
contingency school
Motivators
17. Organization-wide - long-term goal devised by a top-level manager.
Cross-functional teams
strategic goal
Smoothing
Hierarchical authority
18. Example of an intrinsic reward
Personal Development
Operational goals
standards
infrastructure
19. Most efficient way of bringing about improvement in quality
Sarbanes-Oxley Act
reengineering
transactional leader
kaizen approach
20. Includes an employee's salary and benefits
leadership
compensation
Referent power
Blake-Mouton managerial grid model
21. Informational - interpersonal - and decisional
managerial roles three categories:
have initiative
strategic goal
Henri Fayol
22. Do not give positive satisfaction - though dissatisfaction results from their absence
Dynamic Environment
organic structures
reengineering
Hygiene factors
23. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
Operational goals
Sarbanes-Oxley Act
Hawthorne effect
Collectivism
24. Code of organizational conduct that reflects the overall values and principles of a business
Chester Bernard
Ethics
customer-focused quality school
functional team
25. Comprised of experts from various functions
unity of command principle
Cross-functional teams
TQM (Total Quality Management)
Henri Fayol
26. Extend authority to the lowest possible levels.
driver
decentralized companies
product champion
TQM (Total Quality Management)
27. Composed employees number of hierarchical levels
functional team
Tactical goals
decentralized companies
product champion
28. Declared racial segregation unconstitutional
organizational development
ISO 9000 Certification
Program Evaluation and Review Technique
Brown v. Board of Education
29. Ambitious and perseverant
organizational development theory
Pygmalion effect
have initiative
synergy
30. Concentrates authority in the upper levels.
centralized organization
Sarbanes-Oxley Act
Unions and employers
strategic goal
31. Division of an organization's tasks into separate jobs.
centralized organization
Hawthorne effect
differentiation strategy
work specialization
32. Establish an evaluation and control system
Unions and employers
Final step in decision-making process
behavioral school
Frederick Herzberg's two-factor theory
33. Determines which alternative will pay back an initial investment most quickly
kaizen approach
Payback analysis
NAFTA regional trading
leadership
34. Show an organization's assets at any given point in time
Balance sheet
reengineering
Needs assessment
NAFTA regional trading
35. Plan to make major changes to the processes and culture of an entire organization
customer-focused quality school
organizational development
Process-oriented changes
job enrichment
36. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
quantitative school
ISO 9000 Certification
TQM (Total Quality Management)
managers adhere to company policy
37. A force of change directed toward solving a problem.
informal organization
Product development
contingency school
driver
38. Job enlargement
decision tree
horizontal job loading
strategic goal
Pygmalion effect
39. Physical support system for the economic activities of a country
driver
infrastructure
informal organization
decision tree
40. Specific work goals that middle-level managers derive from the broader strategic goals
TQM (Total Quality Management)
Frederick Herzberg's two-factor theory
Tactical goals
Mary Parker Follett
41. Operate without managers
infrastructure
Self-directed teams
Final step in decision-making process
problem with functional authority
42. Can respond quickly to the latest trends.
Process-oriented changes
organic structures
reengineering
have initiative
43. Invested by employees in a leader whom they admire and wish to emulate
Referent power
quantitative school
transactional leader
Process-oriented changes
44. Decisions are more consistent from manager to manager
managers adhere to company policy
customer-focused quality school
informal organization
centralized organization
45. Increased productivity - Dont deal with other departments much
Blake-Mouton managerial grid model
infrastructure
functional structure
behavioral school
46. Individual will act according to what another's expectation of him or her is.
Frederick Taylor
Brown v. Board of Education
Pygmalion effect
functional structure
47. Creation of new products - Improvement of existing products - Alteration of old products
customer-focused quality school
Product development
classical school of management
bureaucracy
48. States that each employee must be accountable to one and only one supervisor.
synergy
Operational goals
unity of command principle
Tactical goals
49. Emphasized that organizations establish participation & decision making goals for employees
Projection
Frederick Taylor
Mary Parker Follett
Blake-Mouton managerial grid model
50. Coercive and reward powers
decentralized companies
compensation
Communication
transactional leader
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