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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. Do not give positive satisfaction - though dissatisfaction results from their absence
Referent power
organizational chart
unity of command principle
Hygiene factors
2. Framework for the hierarchy of an organization
NAFTA regional trading
managers adhere to company policy
compensation
organizational chart
3. Working toward steady continuous improvement
Sarbanes-Oxley Act
centralized organization
Total Quality Management
kaizen approach
4. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
quantitative school
horizontal job loading
job enrichment
Blake-Mouton managerial grid model
5. Most efficient way of bringing about improvement in quality
Payback analysis
Hawthorne effect
reengineering
TQM (Total Quality Management)
6. Comprised of experts from various functions
synergy
Collectivism
Plessy v. Ferguson
Cross-functional teams
7. Includes an employee's salary and benefits
compensation
Balance sheet
have initiative
organizational development theory
8. Job enlargement
Motivators
horizontal job loading
organizational chart
Frederick Herzberg's two-factor theory
9. Increase productivity and efficiency by reengineering work processes
functional team
Frederick Herzberg's two-factor theory
Process-oriented changes
Referent power
10. Show an organization's assets at any given point in time
problem with functional authority
Program Evaluation and Review Technique
Henri Fayol
Balance sheet
11. First phase of a company training program generally focuses on
Needs assessment
Payback analysis
Product development
organic structures
12. States that each employee must be accountable to one and only one supervisor.
Chester Bernard
managers adhere to company policy
Hygiene factors
unity of command principle
13. A force of change directed toward solving a problem.
Hygiene factors
driver
Hierarchical authority
Ethics
14. Provides the employee with increased authority and responsibility
compensation
product champion
informal organization
job enrichment
15. Composed employees number of hierarchical levels
problem with functional authority
functional team
Operational goals
leadership
16. Strives to improve performance to deliver high-quality goods or services
customer-focused quality school
organizational development theory
Product development
TQM (Total Quality Management)
17. Individual who promotes the development of an innovative product within an organization
Hawthorne effect
Cross-functional teams
Payback analysis
product champion
18. Can respond quickly to the latest trends.
organic structures
Henri Fayol
decentralized companies
Unions and employers
19. Creativity - direction - delegation -control - collaboration
reengineering
Dynamic Environment
organizational development theory
behavioral school
20. Physical support system for the economic activities of a country
compensation
functional structure
infrastructure
Chester Bernard
21. Ability to garner the respect and cooperation of employees to achieve an organization's goals
leadership
decision tree
Unions and employers
Program Evaluation and Review Technique
22. Emphasized that organizations establish participation & decision making goals for employees
Needs assessment
classical school of management
infrastructure
Mary Parker Follett
23. Collective bargaining occurs between
Unions and employers
Process-oriented changes
Needs assessment
Henri Fayol
24. Developed the acceptance theory of management
Unions and employers
Chester Bernard
behavioral school
Brown v. Board of Education
25. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Program Evaluation and Review Technique
Smoothing
have initiative
Payback analysis
26. Give positive satisfaction
Motivators
Self-directed teams
NAFTA regional trading
Total Quality Management
27. Increased productivity - Dont deal with other departments much
functional structure
Brown v. Board of Education
managerial roles three categories:
NAFTA regional trading
28. Shows a complete picture of several alternative decision paths
decision tree
Cross-functional teams
Final step in decision-making process
standards
29. Individual will act according to what another's expectation of him or her is.
Plessy v. Ferguson
Henri Fayol
job enrichment
Pygmalion effect
30. A demonstration of high quality maintenance
customer-focused quality school
Tactical goals
product champion
ISO 9000 Certification
31. Ensures protection for corporate whistle-blowers
Total Quality Management
functional structure
ISO 9000 Certification
Sarbanes-Oxley Act
32. Low-level concern with both people and production
classical school of management
unity of command principle
compensation
Blake-Mouton managerial grid model
33. Implies a focus on all levels and areas of an organization
infrastructure
Needs assessment
bureaucracy
TQM (Total Quality Management)
34. Establish an evaluation and control system
Payback analysis
Motivators
Final step in decision-making process
functional team
35. Example of an intrinsic reward
kaizen approach
Personal Development
Henri Fayol
Referent power
36. Takes a flexible approach to management that depends on a given situation.
managerial roles three categories:
contingency school
Needs assessment
Self-directed teams
37. Concentrates authority in the upper levels.
managers adhere to company policy
centralized organization
Blake-Mouton managerial grid model
Balance sheet
38. Specific work goals that middle-level managers derive from the broader strategic goals
TQM (Total Quality Management)
informal organization
Tactical goals
transactional leader
39. Plan to make major changes to the processes and culture of an entire organization
Unions and employers
organizational development
driver
job enrichment
40. Decisions are more consistent from manager to manager
Process-oriented changes
work specialization
managers adhere to company policy
Cross-functional teams
41. Broadens the definition of a customer to anyone to whom an employee passes on his product
Henri Fayol
Hawthorne effect
Total Quality Management
strategic goal
42. Ascribing one's own ideas or emotions to another
Projection
Operational goals
organizational development theory
centralized organization
43. Operate without managers
Self-directed teams
organizational development
Product development
contingency school
44. Canada - Mexico - and the United States
synergy
kaizen approach
Frederick Herzberg's two-factor theory
NAFTA regional trading
45. Emphasizes an institutional or group focus.
infrastructure
Dynamic Environment
Collectivism
Hierarchical authority
46. Invested by employees in a leader whom they admire and wish to emulate
Plessy v. Ferguson
Referent power
Process-oriented changes
Balance sheet
47. Certain factors in the workplace cause job satisfaction & dissatisfaction
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48. Determines which alternative will pay back an initial investment most quickly
Needs assessment
organizational development
Payback analysis
Hawthorne effect
49. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
Operational goals
Frederick Herzberg's two-factor theory
Mary Parker Follett
decentralized companies
50. Organization-wide - long-term goal devised by a top-level manager.
Hierarchical authority
Payback analysis
strategic goal
Needs assessment