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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. Framework for the hierarchy of an organization
Total Quality Management
organizational chart
Process-oriented changes
Payback analysis
2. Most efficient way of bringing about improvement in quality
Smoothing
Unions and employers
synergy
reengineering
3. Canada - Mexico - and the United States
NAFTA regional trading
functional structure
infrastructure
Plessy v. Ferguson
4. Example of an intrinsic reward
Frederick Herzberg's two-factor theory
Balance sheet
Personal Development
Hierarchical authority
5. Increase productivity and efficiency by reengineering work processes
Cross-functional teams
decision tree
informal organization
Process-oriented changes
6. Organization-wide - long-term goal devised by a top-level manager.
functional structure
Chester Bernard
problem with functional authority
strategic goal
7. Emphasized that organizations establish participation & decision making goals for employees
Frederick Taylor
Mary Parker Follett
Hygiene factors
infrastructure
8. Establish an evaluation and control system
Pygmalion effect
reengineering
Final step in decision-making process
Self-directed teams
9. Can respond quickly to the latest trends.
Dynamic Environment
organic structures
managerial roles three categories:
strategic goal
10. Structure with a number of channels
Product development
Referent power
bureaucracy
Final step in decision-making process
11. Emphasizes personal relationships
Communication
informal organization
Hygiene factors
Projection
12. Takes a flexible approach to management that depends on a given situation.
contingency school
Payback analysis
leadership
problem with functional authority
13. Show an organization's assets at any given point in time
Self-directed teams
Final step in decision-making process
Chester Bernard
Balance sheet
14. A force of change directed toward solving a problem.
driver
functional team
synergy
Cross-functional teams
15. Composed employees number of hierarchical levels
compensation
functional team
classical school of management
Final step in decision-making process
16. Plan to make major changes to the processes and culture of an entire organization
driver
Personal Development
organizational development
Brown v. Board of Education
17. Average manager spends the majority of his or her time
behavioral school
Needs assessment
Communication
informal organization
18. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
organizational chart
behavioral school
Hawthorne effect
managerial roles three categories:
19. Creativity - direction - delegation -control - collaboration
organizational development theory
product champion
Mary Parker Follett
Personal Development
20. Give positive satisfaction
Hierarchical authority
Motivators
Cross-functional teams
unity of command principle
21. Creation of new products - Improvement of existing products - Alteration of old products
Product development
contingency school
have initiative
compensation
22. Extend authority to the lowest possible levels.
Self-directed teams
decentralized companies
Smoothing
strategic goal
23. Informational - interpersonal - and decisional
Pygmalion effect
Brown v. Board of Education
Communication
managerial roles three categories:
24. Strives to improve performance to deliver high-quality goods or services
customer-focused quality school
strategic goal
Chester Bernard
driver
25. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
managers adhere to company policy
Operational goals
Hierarchical authority
behavioral school
26. Individual will act according to what another's expectation of him or her is.
Pygmalion effect
Sarbanes-Oxley Act
functional team
Chester Bernard
27. Decisions are more consistent from manager to manager
differentiation strategy
Blake-Mouton managerial grid model
driver
managers adhere to company policy
28. Playing down differences among parties
quantitative school
kaizen approach
Smoothing
functional team
29. Guidelines to which employees must adhere to ensure the quality of their work
Total Quality Management
standards
contingency school
Personal Development
30. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
reengineering
Frederick Herzberg's two-factor theory
Program Evaluation and Review Technique
functional structure
31. First phase of a company training program generally focuses on
Referent power
infrastructure
Cross-functional teams
Needs assessment
32. Broadens the definition of a customer to anyone to whom an employee passes on his product
Self-directed teams
Process-oriented changes
Unions and employers
Total Quality Management
33. Coercive and reward powers
Cross-functional teams
Personal Development
managerial roles three categories:
transactional leader
34. Implies a focus on all levels and areas of an organization
TQM (Total Quality Management)
differentiation strategy
Self-directed teams
Brown v. Board of Education
35. Do not give positive satisfaction - though dissatisfaction results from their absence
Total Quality Management
managerial roles three categories:
Hygiene factors
functional team
36. 14 principles of management
organizational development
functional structure
Henri Fayol
strategic goal
37. Ensures protection for corporate whistle-blowers
Frederick Taylor
Sarbanes-Oxley Act
Hawthorne effect
organic structures
38. Shows a complete picture of several alternative decision paths
strategic goal
NAFTA regional trading
customer-focused quality school
decision tree
39. Concentrates authority in the upper levels.
centralized organization
Process-oriented changes
horizontal job loading
transactional leader
40. Decisions go through a number of channels before resolution can be reached
contingency school
reengineering
Hierarchical authority
horizontal job loading
41. Collective bargaining occurs between
centralized organization
Ethics
Balance sheet
Unions and employers
42. Physical support system for the economic activities of a country
transactional leader
infrastructure
strategic goal
product champion
43. It can defy unity of command.
Pygmalion effect
problem with functional authority
Frederick Herzberg's two-factor theory
Frederick Taylor
44. States that each employee must be accountable to one and only one supervisor.
compensation
unity of command principle
Mary Parker Follett
Ethics
45. Focuses on the single best way to perform and manage tasks.
work specialization
classical school of management
TQM (Total Quality Management)
decision tree
46. Includes an employee's salary and benefits
compensation
Motivators
reengineering
behavioral school
47. Code of organizational conduct that reflects the overall values and principles of a business
functional team
reengineering
Ethics
organic structures
48. Invested by employees in a leader whom they admire and wish to emulate
Referent power
Chester Bernard
Smoothing
quantitative school
49. Ascribing one's own ideas or emotions to another
Final step in decision-making process
Sarbanes-Oxley Act
strategic goal
Projection
50. A demonstration of high quality maintenance
Brown v. Board of Education
leadership
Communication
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