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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. Collective bargaining occurs between
Hygiene factors
organizational development theory
Payback analysis
Unions and employers
2. Code of organizational conduct that reflects the overall values and principles of a business
Ethics
Hawthorne effect
Frederick Herzberg's two-factor theory
ISO 9000 Certification
3. Individual who promotes the development of an innovative product within an organization
Operational goals
product champion
Plessy v. Ferguson
Motivators
4. Most efficient way of bringing about improvement in quality
ISO 9000 Certification
reengineering
Final step in decision-making process
decentralized companies
5. Concentrates authority in the upper levels.
product champion
Program Evaluation and Review Technique
Plessy v. Ferguson
centralized organization
6. Job enlargement
Process-oriented changes
horizontal job loading
Operational goals
kaizen approach
7. Certain factors in the workplace cause job satisfaction & dissatisfaction
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8. Implies a focus on all levels and areas of an organization
TQM (Total Quality Management)
managerial roles three categories:
Ethics
job enrichment
9. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
managers adhere to company policy
leadership
quantitative school
horizontal job loading
10. Give positive satisfaction
Motivators
Frederick Herzberg's two-factor theory
Frederick Taylor
transactional leader
11. Takes a flexible approach to management that depends on a given situation.
managers adhere to company policy
Final step in decision-making process
contingency school
quantitative school
12. Focuses on the human-based elements of work
functional structure
Projection
behavioral school
Unions and employers
13. Upholded segregation
Plessy v. Ferguson
infrastructure
Payback analysis
Cross-functional teams
14. Show an organization's assets at any given point in time
Final step in decision-making process
Balance sheet
Total Quality Management
quantitative school
15. Establish an evaluation and control system
Collectivism
Chester Bernard
Final step in decision-making process
strategic goal
16. Ability to garner the respect and cooperation of employees to achieve an organization's goals
Final step in decision-making process
work specialization
Mary Parker Follett
leadership
17. Decisions go through a number of channels before resolution can be reached
managers adhere to company policy
Hierarchical authority
organic structures
Cross-functional teams
18. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Chester Bernard
organizational chart
Smoothing
Program Evaluation and Review Technique
19. Composed employees number of hierarchical levels
compensation
functional team
centralized organization
NAFTA regional trading
20. Ability of a system to total more than the sum of its parts
classical school of management
Frederick Taylor
synergy
centralized organization
21. States that each employee must be accountable to one and only one supervisor.
Program Evaluation and Review Technique
strategic goal
differentiation strategy
unity of command principle
22. Framework for the hierarchy of an organization
organizational chart
organizational development theory
Final step in decision-making process
Ethics
23. Declared racial segregation unconstitutional
leadership
Brown v. Board of Education
Hygiene factors
standards
24. Provides the employee with increased authority and responsibility
Chester Bernard
Dynamic Environment
job enrichment
kaizen approach
25. Ambitious and perseverant
ISO 9000 Certification
NAFTA regional trading
Payback analysis
have initiative
26. Plan to make major changes to the processes and culture of an entire organization
organizational development
quantitative school
Operational goals
bureaucracy
27. Individual will act according to what another's expectation of him or her is.
differentiation strategy
horizontal job loading
Cross-functional teams
Pygmalion effect
28. Developed the acceptance theory of management
Henri Fayol
behavioral school
informal organization
Chester Bernard
29. Strives to improve performance to deliver high-quality goods or services
Ethics
decentralized companies
customer-focused quality school
quantitative school
30. Physical support system for the economic activities of a country
Tactical goals
infrastructure
Pygmalion effect
Projection
31. Division of an organization's tasks into separate jobs.
Self-directed teams
work specialization
behavioral school
organic structures
32. Decisions are more consistent from manager to manager
organizational development
Hawthorne effect
Motivators
managers adhere to company policy
33. Playing down differences among parties
Tactical goals
Unions and employers
decentralized companies
Smoothing
34. 14 principles of management
Henri Fayol
managerial roles three categories:
Self-directed teams
ISO 9000 Certification
35. Guidelines to which employees must adhere to ensure the quality of their work
Balance sheet
Final step in decision-making process
quantitative school
standards
36. Emphasizes an institutional or group focus.
Collectivism
Operational goals
managerial roles three categories:
organizational development theory
37. Extend authority to the lowest possible levels.
decentralized companies
Motivators
TQM (Total Quality Management)
contingency school
38. Comprised of experts from various functions
Personal Development
Cross-functional teams
Product development
organizational development theory
39. Father of scientific management
Frederick Taylor
Program Evaluation and Review Technique
Needs assessment
Balance sheet
40. Emphasizes personal relationships
transactional leader
Ethics
informal organization
work specialization
41. To always be the first one out with the latest and greatest product.
Motivators
differentiation strategy
Collectivism
Hierarchical authority
42. Creation of new products - Improvement of existing products - Alteration of old products
TQM (Total Quality Management)
Product development
Frederick Taylor
organic structures
43. Increase productivity and efficiency by reengineering work processes
Hawthorne effect
organic structures
Final step in decision-making process
Process-oriented changes
44. Determines which alternative will pay back an initial investment most quickly
Mary Parker Follett
Referent power
differentiation strategy
Payback analysis
45. Low-level concern with both people and production
Personal Development
Referent power
Blake-Mouton managerial grid model
Hygiene factors
46. Operate without managers
Mary Parker Follett
Hierarchical authority
Henri Fayol
Self-directed teams
47. Includes an employee's salary and benefits
product champion
Frederick Taylor
leadership
compensation
48. Constant change
transactional leader
Self-directed teams
Dynamic Environment
Process-oriented changes
49. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
infrastructure
Hawthorne effect
Sarbanes-Oxley Act
Frederick Herzberg's two-factor theory
50. Increased productivity - Dont deal with other departments much
behavioral school
functional structure
kaizen approach
decision tree
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