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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. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
organizational development theory
Program Evaluation and Review Technique
kaizen approach
Frederick Herzberg's two-factor theory
2. To always be the first one out with the latest and greatest product.
Program Evaluation and Review Technique
leadership
infrastructure
differentiation strategy
3. Guidelines to which employees must adhere to ensure the quality of their work
Hierarchical authority
organizational chart
standards
driver
4. A force of change directed toward solving a problem.
informal organization
Balance sheet
driver
managers adhere to company policy
5. Increased productivity - Dont deal with other departments much
functional structure
Payback analysis
Pygmalion effect
informal organization
6. It can defy unity of command.
problem with functional authority
Total Quality Management
Product development
Smoothing
7. Example of an intrinsic reward
Personal Development
infrastructure
organizational development theory
managers adhere to company policy
8. Do not give positive satisfaction - though dissatisfaction results from their absence
have initiative
Hygiene factors
transactional leader
reengineering
9. Individual will act according to what another's expectation of him or her is.
product champion
work specialization
Pygmalion effect
Final step in decision-making process
10. Developed the acceptance theory of management
Chester Bernard
NAFTA regional trading
Program Evaluation and Review Technique
Product development
11. Focuses on the human-based elements of work
behavioral school
Communication
Balance sheet
horizontal job loading
12. Constant change
Dynamic Environment
strategic goal
work specialization
organic structures
13. Average manager spends the majority of his or her time
Personal Development
quantitative school
Communication
customer-focused quality school
14. Broadens the definition of a customer to anyone to whom an employee passes on his product
synergy
Total Quality Management
job enrichment
organic structures
15. Creation of new products - Improvement of existing products - Alteration of old products
ISO 9000 Certification
have initiative
Hygiene factors
Product development
16. Ability of a system to total more than the sum of its parts
managerial roles three categories:
synergy
Tactical goals
Balance sheet
17. States that each employee must be accountable to one and only one supervisor.
unity of command principle
quantitative school
organizational development theory
have initiative
18. Provides the employee with increased authority and responsibility
job enrichment
Personal Development
Motivators
centralized organization
19. Includes an employee's salary and benefits
Total Quality Management
Pygmalion effect
compensation
Needs assessment
20. Ability to garner the respect and cooperation of employees to achieve an organization's goals
kaizen approach
job enrichment
synergy
leadership
21. Framework for the hierarchy of an organization
reengineering
Final step in decision-making process
organizational chart
Cross-functional teams
22. Individual who promotes the development of an innovative product within an organization
Mary Parker Follett
product champion
Process-oriented changes
work specialization
23. Emphasized that organizations establish participation & decision making goals for employees
organizational development
kaizen approach
Operational goals
Mary Parker Follett
24. Focuses on the single best way to perform and manage tasks.
have initiative
classical school of management
transactional leader
product champion
25. Ambitious and perseverant
driver
classical school of management
kaizen approach
have initiative
26. Creativity - direction - delegation -control - collaboration
contingency school
organizational development theory
Personal Development
Henri Fayol
27. Collective bargaining occurs between
organizational development
Plessy v. Ferguson
Unions and employers
Dynamic Environment
28. Increase productivity and efficiency by reengineering work processes
decentralized companies
Process-oriented changes
Personal Development
work specialization
29. Certain factors in the workplace cause job satisfaction & dissatisfaction
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30. Low-level concern with both people and production
unity of command principle
Blake-Mouton managerial grid model
quantitative school
Chester Bernard
31. Show an organization's assets at any given point in time
Henri Fayol
Balance sheet
unity of command principle
Cross-functional teams
32. Specific work goals that middle-level managers derive from the broader strategic goals
ISO 9000 Certification
Tactical goals
Hierarchical authority
Frederick Taylor
33. Working toward steady continuous improvement
NAFTA regional trading
kaizen approach
Blake-Mouton managerial grid model
unity of command principle
34. Ensures protection for corporate whistle-blowers
quantitative school
Sarbanes-Oxley Act
organic structures
managerial roles three categories:
35. Shows a complete picture of several alternative decision paths
have initiative
work specialization
contingency school
decision tree
36. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
Hawthorne effect
organizational development
infrastructure
bureaucracy
37. Emphasizes personal relationships
kaizen approach
Smoothing
Needs assessment
informal organization
38. Organization-wide - long-term goal devised by a top-level manager.
NAFTA regional trading
strategic goal
standards
Dynamic Environment
39. Implies a focus on all levels and areas of an organization
TQM (Total Quality Management)
functional team
horizontal job loading
quantitative school
40. Extend authority to the lowest possible levels.
NAFTA regional trading
Communication
product champion
decentralized companies
41. Coercive and reward powers
organizational chart
Unions and employers
transactional leader
Smoothing
42. 14 principles of management
functional team
Henri Fayol
Process-oriented changes
Cross-functional teams
43. Takes a flexible approach to management that depends on a given situation.
Referent power
Pygmalion effect
Self-directed teams
contingency school
44. Plan to make major changes to the processes and culture of an entire organization
organizational development
Hierarchical authority
Tactical goals
Henri Fayol
45. Give positive satisfaction
Plessy v. Ferguson
Motivators
horizontal job loading
transactional leader
46. Code of organizational conduct that reflects the overall values and principles of a business
managers adhere to company policy
Tactical goals
Total Quality Management
Ethics
47. Establish an evaluation and control system
Final step in decision-making process
Pygmalion effect
have initiative
Hierarchical authority
48. Can respond quickly to the latest trends.
Pygmalion effect
Frederick Taylor
strategic goal
organic structures
49. Physical support system for the economic activities of a country
Payback analysis
Henri Fayol
Needs assessment
infrastructure
50. First phase of a company training program generally focuses on
Needs assessment
horizontal job loading
Balance sheet
Tactical goals