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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. It can defy unity of command.
problem with functional authority
managers adhere to company policy
behavioral school
Plessy v. Ferguson
2. Determines which alternative will pay back an initial investment most quickly
TQM (Total Quality Management)
standards
Ethics
Payback analysis
3. Creation of new products - Improvement of existing products - Alteration of old products
driver
Cross-functional teams
Final step in decision-making process
Product development
4. To always be the first one out with the latest and greatest product.
Total Quality Management
differentiation strategy
Ethics
functional structure
5. Ability of a system to total more than the sum of its parts
classical school of management
informal organization
synergy
Payback analysis
6. Specific work goals that middle-level managers derive from the broader strategic goals
differentiation strategy
organic structures
Dynamic Environment
Tactical goals
7. Working toward steady continuous improvement
quantitative school
managers adhere to company policy
kaizen approach
managerial roles three categories:
8. Physical support system for the economic activities of a country
infrastructure
Smoothing
leadership
horizontal job loading
9. Composed employees number of hierarchical levels
driver
functional team
Blake-Mouton managerial grid model
Henri Fayol
10. Strives to improve performance to deliver high-quality goods or services
Personal Development
customer-focused quality school
Ethics
Brown v. Board of Education
11. Average manager spends the majority of his or her time
Communication
functional team
product champion
Product development
12. Ensures protection for corporate whistle-blowers
work specialization
informal organization
Henri Fayol
Sarbanes-Oxley Act
13. Do not give positive satisfaction - though dissatisfaction results from their absence
Needs assessment
Hygiene factors
reengineering
strategic goal
14. A force of change directed toward solving a problem.
driver
kaizen approach
Operational goals
product champion
15. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
Needs assessment
Self-directed teams
contingency school
Operational goals
16. Guidelines to which employees must adhere to ensure the quality of their work
Payback analysis
compensation
standards
leadership
17. Takes a flexible approach to management that depends on a given situation.
organizational development theory
functional team
have initiative
contingency school
18. Extend authority to the lowest possible levels.
managerial roles three categories:
decentralized companies
organizational development theory
Chester Bernard
19. Ability to garner the respect and cooperation of employees to achieve an organization's goals
Program Evaluation and Review Technique
Projection
leadership
Balance sheet
20. Comprised of experts from various functions
managers adhere to company policy
Cross-functional teams
Operational goals
decision tree
21. Focuses on the single best way to perform and manage tasks.
Mary Parker Follett
Henri Fayol
Total Quality Management
classical school of management
22. Implies a focus on all levels and areas of an organization
organizational chart
Process-oriented changes
TQM (Total Quality Management)
transactional leader
23. Code of organizational conduct that reflects the overall values and principles of a business
Referent power
Ethics
centralized organization
organizational development
24. Emphasizes personal relationships
informal organization
kaizen approach
Frederick Taylor
work specialization
25. Ascribing one's own ideas or emotions to another
Projection
Total Quality Management
Dynamic Environment
Hygiene factors
26. First phase of a company training program generally focuses on
Blake-Mouton managerial grid model
Mary Parker Follett
Needs assessment
functional structure
27. Focuses on the human-based elements of work
unity of command principle
Plessy v. Ferguson
behavioral school
Payback analysis
28. Establish an evaluation and control system
Final step in decision-making process
Balance sheet
Brown v. Board of Education
Program Evaluation and Review Technique
29. Shows a complete picture of several alternative decision paths
Projection
decision tree
transactional leader
managers adhere to company policy
30. Most efficient way of bringing about improvement in quality
reengineering
Frederick Taylor
Projection
classical school of management
31. Show an organization's assets at any given point in time
product champion
differentiation strategy
Balance sheet
Brown v. Board of Education
32. Collective bargaining occurs between
Dynamic Environment
Unions and employers
decentralized companies
TQM (Total Quality Management)
33. Constant change
behavioral school
Projection
TQM (Total Quality Management)
Dynamic Environment
34. Developed the acceptance theory of management
organizational chart
TQM (Total Quality Management)
Chester Bernard
Final step in decision-making process
35. Includes an employee's salary and benefits
organizational chart
Projection
decision tree
compensation
36. Increase productivity and efficiency by reengineering work processes
Process-oriented changes
synergy
Henri Fayol
Plessy v. Ferguson
37. Increased productivity - Dont deal with other departments much
functional team
Hierarchical authority
synergy
functional structure
38. Example of an intrinsic reward
behavioral school
Tactical goals
Personal Development
Motivators
39. Declared racial segregation unconstitutional
Brown v. Board of Education
Pygmalion effect
Personal Development
Payback analysis
40. Invested by employees in a leader whom they admire and wish to emulate
decision tree
Referent power
Tactical goals
quantitative school
41. Plan to make major changes to the processes and culture of an entire organization
organizational development
customer-focused quality school
decision tree
managers adhere to company policy
42. Broadens the definition of a customer to anyone to whom an employee passes on his product
Balance sheet
Product development
Dynamic Environment
Total Quality Management
43. Provides the employee with increased authority and responsibility
Blake-Mouton managerial grid model
Communication
customer-focused quality school
job enrichment
44. Concentrates authority in the upper levels.
kaizen approach
Chester Bernard
Final step in decision-making process
centralized organization
45. Decisions go through a number of channels before resolution can be reached
Final step in decision-making process
standards
Hierarchical authority
differentiation strategy
46. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
Payback analysis
Communication
Balance sheet
quantitative school
47. States that each employee must be accountable to one and only one supervisor.
leadership
unity of command principle
behavioral school
horizontal job loading
48. Emphasized that organizations establish participation & decision making goals for employees
Mary Parker Follett
ISO 9000 Certification
Product development
strategic goal
49. Low-level concern with both people and production
Mary Parker Follett
decision tree
functional structure
Blake-Mouton managerial grid model
50. A demonstration of high quality maintenance
standards
Operational goals
Pygmalion effect
ISO 9000 Certification