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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. Ability to garner the respect and cooperation of employees to achieve an organization's goals
leadership
Needs assessment
Total Quality Management
TQM (Total Quality Management)
2. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
Collectivism
Hawthorne effect
managerial roles three categories:
differentiation strategy
3. Ascribing one's own ideas or emotions to another
Personal Development
Collectivism
synergy
Projection
4. Division of an organization's tasks into separate jobs.
work specialization
bureaucracy
strategic goal
have initiative
5. It can defy unity of command.
Ethics
problem with functional authority
behavioral school
Communication
6. Do not give positive satisfaction - though dissatisfaction results from their absence
Sarbanes-Oxley Act
Tactical goals
organizational development theory
Hygiene factors
7. Focuses on the human-based elements of work
standards
Total Quality Management
quantitative school
behavioral school
8. Upholded segregation
unity of command principle
managerial roles three categories:
Plessy v. Ferguson
Mary Parker Follett
9. Job enlargement
Final step in decision-making process
horizontal job loading
leadership
Frederick Taylor
10. Strives to improve performance to deliver high-quality goods or services
transactional leader
Final step in decision-making process
customer-focused quality school
Blake-Mouton managerial grid model
11. Comprised of experts from various functions
transactional leader
Cross-functional teams
work specialization
Personal Development
12. Informational - interpersonal - and decisional
Operational goals
synergy
managerial roles three categories:
Sarbanes-Oxley Act
13. States that each employee must be accountable to one and only one supervisor.
unity of command principle
Plessy v. Ferguson
transactional leader
Personal Development
14. To always be the first one out with the latest and greatest product.
Smoothing
have initiative
functional team
differentiation strategy
15. Ambitious and perseverant
have initiative
kaizen approach
horizontal job loading
Needs assessment
16. Developed the acceptance theory of management
Sarbanes-Oxley Act
functional team
Chester Bernard
decision tree
17. Plan to make major changes to the processes and culture of an entire organization
organizational development
centralized organization
differentiation strategy
decision tree
18. Creation of new products - Improvement of existing products - Alteration of old products
Product development
synergy
Mary Parker Follett
Pygmalion effect
19. Establish an evaluation and control system
Tactical goals
infrastructure
Final step in decision-making process
leadership
20. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Blake-Mouton managerial grid model
kaizen approach
Chester Bernard
Program Evaluation and Review Technique
21. Working toward steady continuous improvement
Cross-functional teams
leadership
kaizen approach
decision tree
22. Guidelines to which employees must adhere to ensure the quality of their work
Personal Development
functional team
standards
Cross-functional teams
23. Invested by employees in a leader whom they admire and wish to emulate
bureaucracy
contingency school
Referent power
horizontal job loading
24. Includes an employee's salary and benefits
compensation
Self-directed teams
Brown v. Board of Education
problem with functional authority
25. Code of organizational conduct that reflects the overall values and principles of a business
infrastructure
job enrichment
Ethics
strategic goal
26. 14 principles of management
Henri Fayol
strategic goal
Balance sheet
decision tree
27. Physical support system for the economic activities of a country
infrastructure
Henri Fayol
Chester Bernard
functional team
28. First phase of a company training program generally focuses on
Chester Bernard
Needs assessment
Henri Fayol
Personal Development
29. Implies a focus on all levels and areas of an organization
decentralized companies
quantitative school
contingency school
TQM (Total Quality Management)
30. Emphasizes an institutional or group focus.
managerial roles three categories:
decentralized companies
Collectivism
strategic goal
31. Provides the employee with increased authority and responsibility
strategic goal
job enrichment
Balance sheet
Hygiene factors
32. Father of scientific management
Balance sheet
Frederick Taylor
Collectivism
classical school of management
33. Extend authority to the lowest possible levels.
functional structure
contingency school
decentralized companies
Ethics
34. Structure with a number of channels
Collectivism
infrastructure
bureaucracy
organizational development
35. Individual who promotes the development of an innovative product within an organization
Unions and employers
infrastructure
product champion
work specialization
36. Increase productivity and efficiency by reengineering work processes
Process-oriented changes
bureaucracy
Pygmalion effect
Product development
37. Emphasizes personal relationships
Pygmalion effect
Henri Fayol
ISO 9000 Certification
informal organization
38. Framework for the hierarchy of an organization
Communication
organizational chart
decentralized companies
transactional leader
39. Low-level concern with both people and production
Final step in decision-making process
organizational development theory
Communication
Blake-Mouton managerial grid model
40. Decisions are more consistent from manager to manager
managers adhere to company policy
behavioral school
unity of command principle
Personal Development
41. Emphasized that organizations establish participation & decision making goals for employees
Mary Parker Follett
Projection
leadership
Frederick Herzberg's two-factor theory
42. Operate without managers
Pygmalion effect
NAFTA regional trading
Self-directed teams
Referent power
43. Creativity - direction - delegation -control - collaboration
Motivators
organizational development theory
Chester Bernard
Communication
44. Determines which alternative will pay back an initial investment most quickly
Payback analysis
decision tree
horizontal job loading
Projection
45. Certain factors in the workplace cause job satisfaction & dissatisfaction
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46. Focuses on the single best way to perform and manage tasks.
Communication
centralized organization
Referent power
classical school of management
47. Broadens the definition of a customer to anyone to whom an employee passes on his product
horizontal job loading
organizational development theory
Total Quality Management
synergy
48. Collective bargaining occurs between
infrastructure
functional team
centralized organization
Unions and employers
49. Playing down differences among parties
strategic goal
Smoothing
Personal Development
Total Quality Management
50. Can respond quickly to the latest trends.
Payback analysis
differentiation strategy
organic structures
Smoothing