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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. Code of organizational conduct that reflects the overall values and principles of a business
behavioral school
Ethics
Payback analysis
decision tree
2. Takes a flexible approach to management that depends on a given situation.
contingency school
bureaucracy
classical school of management
Cross-functional teams
3. Creativity - direction - delegation -control - collaboration
organizational development theory
Plessy v. Ferguson
Self-directed teams
Motivators
4. Ensures protection for corporate whistle-blowers
kaizen approach
NAFTA regional trading
Sarbanes-Oxley Act
Chester Bernard
5. Composed employees number of hierarchical levels
functional team
Plessy v. Ferguson
TQM (Total Quality Management)
Hawthorne effect
6. Constant change
Hygiene factors
Brown v. Board of Education
organizational development
Dynamic Environment
7. Collective bargaining occurs between
Pygmalion effect
Unions and employers
Collectivism
managers adhere to company policy
8. Plan to make major changes to the processes and culture of an entire organization
kaizen approach
organizational development
organizational chart
Referent power
9. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Motivators
Final step in decision-making process
Sarbanes-Oxley Act
Program Evaluation and Review Technique
10. 14 principles of management
decentralized companies
Collectivism
Final step in decision-making process
Henri Fayol
11. Implies a focus on all levels and areas of an organization
Balance sheet
TQM (Total Quality Management)
organizational chart
contingency school
12. Certain factors in the workplace cause job satisfaction & dissatisfaction
13. First phase of a company training program generally focuses on
Needs assessment
Unions and employers
Balance sheet
product champion
14. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
managerial roles three categories:
Operational goals
Ethics
job enrichment
15. Low-level concern with both people and production
Blake-Mouton managerial grid model
customer-focused quality school
Brown v. Board of Education
organizational development
16. Decisions are more consistent from manager to manager
managers adhere to company policy
decentralized companies
job enrichment
NAFTA regional trading
17. Broadens the definition of a customer to anyone to whom an employee passes on his product
managers adhere to company policy
driver
classical school of management
Total Quality Management
18. Ability to garner the respect and cooperation of employees to achieve an organization's goals
leadership
Product development
managerial roles three categories:
ISO 9000 Certification
19. Provides the employee with increased authority and responsibility
managers adhere to company policy
Sarbanes-Oxley Act
Plessy v. Ferguson
job enrichment
20. Shows a complete picture of several alternative decision paths
Chester Bernard
product champion
decision tree
Hierarchical authority
21. Playing down differences among parties
differentiation strategy
Smoothing
Payback analysis
Pygmalion effect
22. Determines which alternative will pay back an initial investment most quickly
Payback analysis
decision tree
Final step in decision-making process
Process-oriented changes
23. A force of change directed toward solving a problem.
behavioral school
Unions and employers
driver
centralized organization
24. Job enlargement
horizontal job loading
Referent power
Product development
behavioral school
25. Ability of a system to total more than the sum of its parts
Ethics
Frederick Herzberg's two-factor theory
synergy
Sarbanes-Oxley Act
26. Can respond quickly to the latest trends.
Ethics
strategic goal
organic structures
Sarbanes-Oxley Act
27. Strives to improve performance to deliver high-quality goods or services
Needs assessment
transactional leader
customer-focused quality school
compensation
28. Example of an intrinsic reward
strategic goal
Personal Development
organic structures
quantitative school
29. Informational - interpersonal - and decisional
Total Quality Management
driver
differentiation strategy
managerial roles three categories:
30. Physical support system for the economic activities of a country
ISO 9000 Certification
strategic goal
infrastructure
Cross-functional teams
31. Creation of new products - Improvement of existing products - Alteration of old products
Ethics
Product development
quantitative school
Sarbanes-Oxley Act
32. Extend authority to the lowest possible levels.
Dynamic Environment
decentralized companies
leadership
Personal Development
33. Guidelines to which employees must adhere to ensure the quality of their work
Communication
strategic goal
standards
unity of command principle
34. Canada - Mexico - and the United States
decentralized companies
NAFTA regional trading
ISO 9000 Certification
Smoothing
35. Focuses on the single best way to perform and manage tasks.
differentiation strategy
classical school of management
have initiative
strategic goal
36. Establish an evaluation and control system
Needs assessment
leadership
Product development
Final step in decision-making process
37. Division of an organization's tasks into separate jobs.
Brown v. Board of Education
Balance sheet
work specialization
Operational goals
38. Working toward steady continuous improvement
Plessy v. Ferguson
ISO 9000 Certification
informal organization
kaizen approach
39. Give positive satisfaction
Motivators
Total Quality Management
organizational development
Dynamic Environment
40. Specific work goals that middle-level managers derive from the broader strategic goals
managers adhere to company policy
Product development
Sarbanes-Oxley Act
Tactical goals
41. Individual will act according to what another's expectation of him or her is.
Pygmalion effect
Plessy v. Ferguson
Projection
Collectivism
42. States that each employee must be accountable to one and only one supervisor.
Sarbanes-Oxley Act
bureaucracy
unity of command principle
infrastructure
43. Emphasizes personal relationships
quantitative school
informal organization
Pygmalion effect
Operational goals
44. Operate without managers
Sarbanes-Oxley Act
strategic goal
customer-focused quality school
Self-directed teams
45. Individual who promotes the development of an innovative product within an organization
job enrichment
classical school of management
differentiation strategy
product champion
46. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
decentralized companies
problem with functional authority
Ethics
quantitative school
47. Developed the acceptance theory of management
strategic goal
Henri Fayol
unity of command principle
Chester Bernard
48. Show an organization's assets at any given point in time
Plessy v. Ferguson
Balance sheet
synergy
behavioral school
49. Focuses on the human-based elements of work
organizational chart
managerial roles three categories:
job enrichment
behavioral school
50. Concentrates authority in the upper levels.
centralized organization
Product development
contingency school
Unions and employers