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. A demonstration of high quality maintenance
ISO 9000 Certification
transactional leader
Projection
bureaucracy
2. Individual who promotes the development of an innovative product within an organization
Pygmalion effect
centralized organization
NAFTA regional trading
product champion
3. Extend authority to the lowest possible levels.
Chester Bernard
decentralized companies
behavioral school
Cross-functional teams
4. Provides the employee with increased authority and responsibility
strategic goal
job enrichment
Cross-functional teams
functional team
5. Emphasizes an institutional or group focus.
Personal Development
Sarbanes-Oxley Act
Collectivism
functional structure
6. Can respond quickly to the latest trends.
Cross-functional teams
organic structures
Plessy v. Ferguson
Ethics
7. Strives to improve performance to deliver high-quality goods or services
Communication
problem with functional authority
customer-focused quality school
classical school of management
8. Do not give positive satisfaction - though dissatisfaction results from their absence
ISO 9000 Certification
Personal Development
bureaucracy
Hygiene factors
9. Collective bargaining occurs between
Referent power
Hierarchical authority
organizational chart
Unions and employers
10. Canada - Mexico - and the United States
Mary Parker Follett
customer-focused quality school
Dynamic Environment
NAFTA regional trading
11. Implies a focus on all levels and areas of an organization
TQM (Total Quality Management)
Chester Bernard
Frederick Taylor
driver
12. Includes an employee's salary and benefits
managers adhere to company policy
TQM (Total Quality Management)
synergy
compensation
13. Average manager spends the majority of his or her time
Motivators
Process-oriented changes
Communication
Payback analysis
14. Framework for the hierarchy of an organization
reengineering
Operational goals
Communication
organizational chart
15. First phase of a company training program generally focuses on
bureaucracy
Product development
Needs assessment
standards
16. Takes a flexible approach to management that depends on a given situation.
problem with functional authority
managerial roles three categories:
differentiation strategy
contingency school
17. Division of an organization's tasks into separate jobs.
Cross-functional teams
Dynamic Environment
work specialization
Needs assessment
18. Decisions are more consistent from manager to manager
managers adhere to company policy
bureaucracy
Hygiene factors
driver
19. 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
20. Shows a complete picture of several alternative decision paths
Smoothing
ISO 9000 Certification
centralized organization
decision tree
21. Coercive and reward powers
transactional leader
Chester Bernard
Ethics
differentiation strategy
22. Informational - interpersonal - and decisional
Hierarchical authority
managerial roles three categories:
customer-focused quality school
functional structure
23. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
Frederick Taylor
Hawthorne effect
Communication
Program Evaluation and Review Technique
24. Structure with a number of channels
compensation
bureaucracy
organizational development
contingency school
25. It can defy unity of command.
problem with functional authority
decentralized companies
organizational chart
Tactical goals
26. Organization-wide - long-term goal devised by a top-level manager.
strategic goal
functional team
Hygiene factors
organizational development theory
27. Specific work goals that middle-level managers derive from the broader strategic goals
Tactical goals
classical school of management
Ethics
Balance sheet
28. Upholded segregation
Plessy v. Ferguson
Tactical goals
NAFTA regional trading
work specialization
29. 14 principles of management
informal organization
Dynamic Environment
managers adhere to company policy
Henri Fayol
30. Emphasizes personal relationships
functional structure
Mary Parker Follett
Cross-functional teams
informal organization
31. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
Dynamic Environment
Collectivism
organizational development theory
quantitative school
32. Ascribing one's own ideas or emotions to another
Frederick Herzberg's two-factor theory
Projection
synergy
informal organization
33. Declared racial segregation unconstitutional
job enrichment
Operational goals
Cross-functional teams
Brown v. Board of Education
34. Guidelines to which employees must adhere to ensure the quality of their work
classical school of management
Mary Parker Follett
standards
Personal Development
35. Creativity - direction - delegation -control - collaboration
job enrichment
Chester Bernard
organizational development theory
contingency school
36. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
job enrichment
Operational goals
infrastructure
decision tree
37. A force of change directed toward solving a problem.
driver
Self-directed teams
Tactical goals
Operational goals
38. Job enlargement
horizontal job loading
Sarbanes-Oxley Act
differentiation strategy
Ethics
39. Increased productivity - Dont deal with other departments much
managerial roles three categories:
functional structure
infrastructure
Tactical goals
40. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Program Evaluation and Review Technique
Motivators
Plessy v. Ferguson
contingency school
41. Establish an evaluation and control system
unity of command principle
Final step in decision-making process
Self-directed teams
centralized organization
42. States that each employee must be accountable to one and only one supervisor.
unity of command principle
job enrichment
organizational development theory
Program Evaluation and Review Technique
43. Working toward steady continuous improvement
Mary Parker Follett
kaizen approach
have initiative
Chester Bernard
44. Physical support system for the economic activities of a country
Hygiene factors
Referent power
transactional leader
infrastructure
45. Playing down differences among parties
Smoothing
reengineering
Frederick Taylor
Pygmalion effect
46. Low-level concern with both people and production
Hygiene factors
contingency school
Blake-Mouton managerial grid model
have initiative
47. Example of an intrinsic reward
Chester Bernard
job enrichment
Personal Development
Frederick Taylor
48. Invested by employees in a leader whom they admire and wish to emulate
strategic goal
Personal Development
Mary Parker Follett
Referent power
49. Increase productivity and efficiency by reengineering work processes
NAFTA regional trading
Process-oriented changes
kaizen approach
managerial roles three categories:
50. Ambitious and perseverant
product champion
Ethics
horizontal job loading
have initiative