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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. Average manager spends the majority of his or her time
Operational goals
driver
Sarbanes-Oxley Act
Communication
2. Most efficient way of bringing about improvement in quality
behavioral school
standards
Needs assessment
reengineering
3. Organization-wide - long-term goal devised by a top-level manager.
ISO 9000 Certification
horizontal job loading
strategic goal
managerial roles three categories:
4. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
decision tree
Operational goals
kaizen approach
transactional leader
5. It can defy unity of command.
problem with functional authority
infrastructure
driver
Personal Development
6. Ability to garner the respect and cooperation of employees to achieve an organization's goals
leadership
synergy
functional team
Referent power
7. Implies a focus on all levels and areas of an organization
behavioral school
Process-oriented changes
TQM (Total Quality Management)
differentiation strategy
8. A demonstration of high quality maintenance
classical school of management
work specialization
centralized organization
ISO 9000 Certification
9. Job enlargement
horizontal job loading
differentiation strategy
have initiative
bureaucracy
10. Playing down differences among parties
Hygiene factors
Ethics
Cross-functional teams
Smoothing
11. Structure with a number of channels
bureaucracy
organizational development theory
compensation
Hawthorne effect
12. Individual who promotes the development of an innovative product within an organization
driver
product champion
Product development
NAFTA regional trading
13. Coercive and reward powers
functional structure
Final step in decision-making process
transactional leader
organizational development
14. Specific work goals that middle-level managers derive from the broader strategic goals
Tactical goals
Personal Development
organizational development theory
Motivators
15. Decisions go through a number of channels before resolution can be reached
standards
Hierarchical authority
functional structure
strategic goal
16. Creation of new products - Improvement of existing products - Alteration of old products
Product development
strategic goal
unity of command principle
leadership
17. Extend authority to the lowest possible levels.
decentralized companies
synergy
organizational development theory
unity of command principle
18. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
managerial roles three categories:
functional structure
Hawthorne effect
Hierarchical authority
19. Increased productivity - Dont deal with other departments much
NAFTA regional trading
TQM (Total Quality Management)
decentralized companies
functional structure
20. Can respond quickly to the latest trends.
Needs assessment
Hawthorne effect
organic structures
Product development
21. Father of scientific management
Smoothing
centralized organization
Needs assessment
Frederick Taylor
22. Focuses on the human-based elements of work
Hierarchical authority
behavioral school
Plessy v. Ferguson
managers adhere to company policy
23. Ensures protection for corporate whistle-blowers
Projection
leadership
Sarbanes-Oxley Act
Frederick Herzberg's two-factor theory
24. Concentrates authority in the upper levels.
centralized organization
Mary Parker Follett
quantitative school
informal organization
25. Provides the employee with increased authority and responsibility
Balance sheet
job enrichment
work specialization
Hawthorne effect
26. Physical support system for the economic activities of a country
bureaucracy
organizational development
infrastructure
Motivators
27. Increase productivity and efficiency by reengineering work processes
Payback analysis
Plessy v. Ferguson
Process-oriented changes
bureaucracy
28. Example of an intrinsic reward
Cross-functional teams
decision tree
Smoothing
Personal Development
29. Strives to improve performance to deliver high-quality goods or services
unity of command principle
customer-focused quality school
Pygmalion effect
synergy
30. First phase of a company training program generally focuses on
Self-directed teams
leadership
Product development
Needs assessment
31. Ambitious and perseverant
Communication
Mary Parker Follett
have initiative
Self-directed teams
32. Emphasized that organizations establish participation & decision making goals for employees
Mary Parker Follett
Sarbanes-Oxley Act
Dynamic Environment
Operational goals
33. Shows a complete picture of several alternative decision paths
horizontal job loading
decision tree
compensation
Ethics
34. Low-level concern with both people and production
differentiation strategy
Henri Fayol
work specialization
Blake-Mouton managerial grid model
35. States that each employee must be accountable to one and only one supervisor.
Blake-Mouton managerial grid model
TQM (Total Quality Management)
unity of command principle
Self-directed teams
36. A force of change directed toward solving a problem.
Sarbanes-Oxley Act
decentralized companies
organizational chart
driver
37. Focuses on the single best way to perform and manage tasks.
Mary Parker Follett
Final step in decision-making process
classical school of management
Self-directed teams
38. Invested by employees in a leader whom they admire and wish to emulate
Referent power
synergy
problem with functional authority
bureaucracy
39. Do not give positive satisfaction - though dissatisfaction results from their absence
Plessy v. Ferguson
Hygiene factors
unity of command principle
Motivators
40. Determines which alternative will pay back an initial investment most quickly
Payback analysis
synergy
Blake-Mouton managerial grid model
quantitative school
41. Emphasizes personal relationships
informal organization
Dynamic Environment
organizational development theory
kaizen approach
42. Broadens the definition of a customer to anyone to whom an employee passes on his product
Total Quality Management
Process-oriented changes
managers adhere to company policy
Product development
43. Framework for the hierarchy of an organization
Final step in decision-making process
Self-directed teams
organizational chart
Sarbanes-Oxley Act
44. Takes a flexible approach to management that depends on a given situation.
organizational development theory
synergy
contingency school
Communication
45. Includes an employee's salary and benefits
compensation
Total Quality Management
transactional leader
strategic goal
46. Informational - interpersonal - and decisional
differentiation strategy
Frederick Herzberg's two-factor theory
Chester Bernard
managerial roles three categories:
47. Upholded segregation
Plessy v. Ferguson
Tactical goals
problem with functional authority
infrastructure
48. Composed employees number of hierarchical levels
functional team
Frederick Herzberg's two-factor theory
Pygmalion effect
kaizen approach
49. Certain factors in the workplace cause job satisfaction & dissatisfaction
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50. Give positive satisfaction
unity of command principle
Motivators
informal organization
standards