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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. Determines which alternative will pay back an initial investment most quickly
Payback analysis
Unions and employers
TQM (Total Quality Management)
managerial roles three categories:
2. A demonstration of high quality maintenance
ISO 9000 Certification
Self-directed teams
Brown v. Board of Education
functional team
3. Creativity - direction - delegation -control - collaboration
functional structure
ISO 9000 Certification
managerial roles three categories:
organizational development theory
4. Takes a flexible approach to management that depends on a given situation.
contingency school
quantitative school
differentiation strategy
Motivators
5. Focuses on the human-based elements of work
driver
functional structure
behavioral school
horizontal job loading
6. Do not give positive satisfaction - though dissatisfaction results from their absence
Hygiene factors
strategic goal
compensation
ISO 9000 Certification
7. Can respond quickly to the latest trends.
contingency school
organic structures
functional team
decentralized companies
8. Increased productivity - Dont deal with other departments much
NAFTA regional trading
managers adhere to company policy
Sarbanes-Oxley Act
functional structure
9. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
functional structure
problem with functional authority
Operational goals
synergy
10. Emphasized that organizations establish participation & decision making goals for employees
NAFTA regional trading
Blake-Mouton managerial grid model
Mary Parker Follett
functional team
11. Creation of new products - Improvement of existing products - Alteration of old products
horizontal job loading
Product development
organizational chart
driver
12. Focuses on the single best way to perform and manage tasks.
managers adhere to company policy
Henri Fayol
classical school of management
work specialization
13. Collective bargaining occurs between
Dynamic Environment
Personal Development
Unions and employers
differentiation strategy
14. Constant change
managerial roles three categories:
functional structure
Dynamic Environment
reengineering
15. Concentrates authority in the upper levels.
job enrichment
problem with functional authority
centralized organization
reengineering
16. Composed employees number of hierarchical levels
functional team
Total Quality Management
Chester Bernard
Frederick Herzberg's two-factor theory
17. Ambitious and perseverant
managers adhere to company policy
customer-focused quality school
Mary Parker Follett
have initiative
18. Organization-wide - long-term goal devised by a top-level manager.
functional structure
Brown v. Board of Education
strategic goal
horizontal job loading
19. Most efficient way of bringing about improvement in quality
contingency school
Referent power
Payback analysis
reengineering
20. Example of an intrinsic reward
Personal Development
Ethics
Final step in decision-making process
synergy
21. Includes an employee's salary and benefits
compensation
behavioral school
job enrichment
contingency school
22. Extend authority to the lowest possible levels.
Personal Development
decentralized companies
have initiative
managers adhere to company policy
23. Give positive satisfaction
customer-focused quality school
Motivators
Communication
Product development
24. Declared racial segregation unconstitutional
Collectivism
job enrichment
Hierarchical authority
Brown v. Board of Education
25. Provides the employee with increased authority and responsibility
organizational chart
Product development
driver
job enrichment
26. Individual who promotes the development of an innovative product within an organization
Smoothing
product champion
leadership
job enrichment
27. Father of scientific management
Cross-functional teams
Balance sheet
Mary Parker Follett
Frederick Taylor
28. Ability to garner the respect and cooperation of employees to achieve an organization's goals
transactional leader
leadership
Balance sheet
Projection
29. Guidelines to which employees must adhere to ensure the quality of their work
standards
classical school of management
compensation
infrastructure
30. Framework for the hierarchy of an organization
centralized organization
Projection
differentiation strategy
organizational chart
31. Canada - Mexico - and the United States
decision tree
NAFTA regional trading
organic structures
functional team
32. Individual will act according to what another's expectation of him or her is.
classical school of management
Pygmalion effect
Payback analysis
Henri Fayol
33. Structure with a number of channels
bureaucracy
Referent power
Plessy v. Ferguson
Total Quality Management
34. Ensures protection for corporate whistle-blowers
Mary Parker Follett
contingency school
Sarbanes-Oxley Act
functional structure
35. Ascribing one's own ideas or emotions to another
Projection
functional team
ISO 9000 Certification
Frederick Herzberg's two-factor theory
36. Comprised of experts from various functions
Cross-functional teams
classical school of management
horizontal job loading
Operational goals
37. Working toward steady continuous improvement
driver
Self-directed teams
kaizen approach
Chester Bernard
38. Plan to make major changes to the processes and culture of an entire organization
job enrichment
organic structures
Ethics
organizational development
39. Informational - interpersonal - and decisional
Operational goals
Plessy v. Ferguson
unity of command principle
managerial roles three categories:
40. Decisions go through a number of channels before resolution can be reached
Tactical goals
Hierarchical authority
standards
organic structures
41. Playing down differences among parties
informal organization
infrastructure
driver
Smoothing
42. Emphasizes an institutional or group focus.
customer-focused quality school
Collectivism
unity of command principle
work specialization
43. Broadens the definition of a customer to anyone to whom an employee passes on his product
Total Quality Management
differentiation strategy
have initiative
NAFTA regional trading
44. A force of change directed toward solving a problem.
organizational chart
driver
differentiation strategy
TQM (Total Quality Management)
45. Upholded segregation
infrastructure
informal organization
Plessy v. Ferguson
Hawthorne effect
46. Average manager spends the majority of his or her time
job enrichment
Communication
Hygiene factors
Motivators
47. It can defy unity of command.
problem with functional authority
Plessy v. Ferguson
horizontal job loading
Cross-functional teams
48. Show an organization's assets at any given point in time
Cross-functional teams
Brown v. Board of Education
Payback analysis
Balance sheet
49. To always be the first one out with the latest and greatest product.
Balance sheet
classical school of management
customer-focused quality school
differentiation strategy
50. Certain factors in the workplace cause job satisfaction & dissatisfaction
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