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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. Takes a flexible approach to management that depends on a given situation.
NAFTA regional trading
Unions and employers
contingency school
Motivators
2. Division of an organization's tasks into separate jobs.
Program Evaluation and Review Technique
Projection
organizational chart
work specialization
3. Collective bargaining occurs between
Program Evaluation and Review Technique
Sarbanes-Oxley Act
Unions and employers
Projection
4. Focuses on the human-based elements of work
behavioral school
contingency school
driver
functional structure
5. Job enlargement
TQM (Total Quality Management)
bureaucracy
functional team
horizontal job loading
6. Includes an employee's salary and benefits
managerial roles three categories:
Chester Bernard
compensation
Balance sheet
7. Guidelines to which employees must adhere to ensure the quality of their work
decentralized companies
synergy
behavioral school
standards
8. Decisions are more consistent from manager to manager
managers adhere to company policy
Balance sheet
Blake-Mouton managerial grid model
strategic goal
9. Decisions go through a number of channels before resolution can be reached
Hierarchical authority
decision tree
functional structure
Communication
10. Can respond quickly to the latest trends.
work specialization
Needs assessment
Hawthorne effect
organic structures
11. 14 principles of management
Henri Fayol
driver
standards
functional team
12. Concentrates authority in the upper levels.
centralized organization
Balance sheet
work specialization
Mary Parker Follett
13. Individual will act according to what another's expectation of him or her is.
Pygmalion effect
ISO 9000 Certification
organic structures
Payback analysis
14. A demonstration of high quality maintenance
Frederick Taylor
customer-focused quality school
ISO 9000 Certification
Hierarchical authority
15. Specific work goals that middle-level managers derive from the broader strategic goals
Frederick Herzberg's two-factor theory
Tactical goals
informal organization
quantitative school
16. Give positive satisfaction
horizontal job loading
Motivators
Final step in decision-making process
differentiation strategy
17. Physical support system for the economic activities of a country
Communication
Mary Parker Follett
Hierarchical authority
infrastructure
18. Do not give positive satisfaction - though dissatisfaction results from their absence
Hygiene factors
work specialization
Balance sheet
driver
19. Coercive and reward powers
behavioral school
transactional leader
Hierarchical authority
kaizen approach
20. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
Frederick Herzberg's two-factor theory
quantitative school
driver
Balance sheet
21. Provides the employee with increased authority and responsibility
Plessy v. Ferguson
work specialization
job enrichment
Final step in decision-making process
22. Shows a complete picture of several alternative decision paths
decision tree
Payback analysis
Frederick Herzberg's two-factor theory
reengineering
23. Canada - Mexico - and the United States
Balance sheet
driver
informal organization
NAFTA regional trading
24. Low-level concern with both people and production
ISO 9000 Certification
Blake-Mouton managerial grid model
Communication
Motivators
25. Constant change
strategic goal
Product development
Dynamic Environment
customer-focused quality school
26. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Process-oriented changes
Referent power
Tactical goals
Program Evaluation and Review Technique
27. Determines which alternative will pay back an initial investment most quickly
unity of command principle
Plessy v. Ferguson
Frederick Taylor
Payback analysis
28. Ensures protection for corporate whistle-blowers
transactional leader
Balance sheet
Self-directed teams
Sarbanes-Oxley Act
29. Broadens the definition of a customer to anyone to whom an employee passes on his product
Brown v. Board of Education
Total Quality Management
quantitative school
managerial roles three categories:
30. Most efficient way of bringing about improvement in quality
managers adhere to company policy
reengineering
Communication
ISO 9000 Certification
31. Strives to improve performance to deliver high-quality goods or services
customer-focused quality school
Blake-Mouton managerial grid model
synergy
organizational chart
32. Upholded segregation
organizational chart
Plessy v. Ferguson
Program Evaluation and Review Technique
Pygmalion effect
33. Emphasized that organizations establish participation & decision making goals for employees
Chester Bernard
Mary Parker Follett
TQM (Total Quality Management)
Plessy v. Ferguson
34. Framework for the hierarchy of an organization
Total Quality Management
organizational chart
driver
transactional leader
35. Implies a focus on all levels and areas of an organization
TQM (Total Quality Management)
infrastructure
strategic goal
Blake-Mouton managerial grid model
36. Playing down differences among parties
job enrichment
Plessy v. Ferguson
Hierarchical authority
Smoothing
37. Creation of new products - Improvement of existing products - Alteration of old products
Product development
Henri Fayol
Tactical goals
Brown v. Board of Education
38. Show an organization's assets at any given point in time
Total Quality Management
managers adhere to company policy
TQM (Total Quality Management)
Balance sheet
39. Emphasizes personal relationships
Unions and employers
Plessy v. Ferguson
informal organization
centralized organization
40. Plan to make major changes to the processes and culture of an entire organization
Dynamic Environment
organizational development
functional structure
Sarbanes-Oxley Act
41. Ability to garner the respect and cooperation of employees to achieve an organization's goals
leadership
functional structure
kaizen approach
managerial roles three categories:
42. Working toward steady continuous improvement
leadership
Communication
kaizen approach
managerial roles three categories:
43. Code of organizational conduct that reflects the overall values and principles of a business
quantitative school
Ethics
Program Evaluation and Review Technique
problem with functional authority
44. Individual who promotes the development of an innovative product within an organization
Chester Bernard
Communication
Total Quality Management
product champion
45. A force of change directed toward solving a problem.
driver
Ethics
Henri Fayol
quantitative school
46. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
Chester Bernard
organizational chart
Henri Fayol
Operational goals
47. Creativity - direction - delegation -control - collaboration
standards
infrastructure
informal organization
organizational development theory
48. First phase of a company training program generally focuses on
Needs assessment
managers adhere to company policy
contingency school
Brown v. Board of Education
49. States that each employee must be accountable to one and only one supervisor.
unity of command principle
functional team
Personal Development
contingency school
50. Declared racial segregation unconstitutional
Motivators
informal organization
Brown v. Board of Education
product champion