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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. Coercive and reward powers
quantitative school
transactional leader
Self-directed teams
Blake-Mouton managerial grid model
2. Emphasizes personal relationships
Frederick Herzberg's two-factor theory
informal organization
have initiative
centralized organization
3. Developed the acceptance theory of management
behavioral school
Chester Bernard
horizontal job loading
classical school of management
4. Low-level concern with both people and production
behavioral school
Self-directed teams
Blake-Mouton managerial grid model
Henri Fayol
5. Structure with a number of channels
bureaucracy
Final step in decision-making process
quantitative school
differentiation strategy
6. Strives to improve performance to deliver high-quality goods or services
contingency school
organizational chart
customer-focused quality school
Hygiene factors
7. Focuses on the single best way to perform and manage tasks.
behavioral school
Plessy v. Ferguson
classical school of management
organizational development theory
8. Certain factors in the workplace cause job satisfaction & dissatisfaction
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9. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
quantitative school
Chester Bernard
Sarbanes-Oxley Act
job enrichment
10. Working toward steady continuous improvement
job enrichment
Final step in decision-making process
kaizen approach
bureaucracy
11. Broadens the definition of a customer to anyone to whom an employee passes on his product
functional structure
contingency school
Total Quality Management
decision tree
12. Implies a focus on all levels and areas of an organization
quantitative school
strategic goal
TQM (Total Quality Management)
reengineering
13. Individual who promotes the development of an innovative product within an organization
product champion
have initiative
differentiation strategy
Referent power
14. Declared racial segregation unconstitutional
managerial roles three categories:
Brown v. Board of Education
behavioral school
Needs assessment
15. Example of an intrinsic reward
unity of command principle
Personal Development
Product development
decision tree
16. Do not give positive satisfaction - though dissatisfaction results from their absence
Self-directed teams
TQM (Total Quality Management)
Hygiene factors
Communication
17. Division of an organization's tasks into separate jobs.
managerial roles three categories:
have initiative
work specialization
Hierarchical authority
18. Physical support system for the economic activities of a country
reengineering
infrastructure
Pygmalion effect
horizontal job loading
19. Creation of new products - Improvement of existing products - Alteration of old products
Hierarchical authority
Product development
Payback analysis
customer-focused quality school
20. A demonstration of high quality maintenance
infrastructure
ISO 9000 Certification
organizational chart
unity of command principle
21. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
transactional leader
Hawthorne effect
unity of command principle
customer-focused quality school
22. Ability of a system to total more than the sum of its parts
Motivators
Payback analysis
synergy
Blake-Mouton managerial grid model
23. Focuses on the human-based elements of work
Frederick Herzberg's two-factor theory
Mary Parker Follett
behavioral school
Frederick Taylor
24. Upholded segregation
horizontal job loading
Tactical goals
Plessy v. Ferguson
infrastructure
25. Framework for the hierarchy of an organization
organizational chart
decentralized companies
synergy
Hierarchical authority
26. Collective bargaining occurs between
Unions and employers
Operational goals
product champion
Total Quality Management
27. Father of scientific management
Frederick Taylor
unity of command principle
job enrichment
functional structure
28. Individual will act according to what another's expectation of him or her is.
compensation
Pygmalion effect
unity of command principle
informal organization
29. Playing down differences among parties
behavioral school
leadership
Collectivism
Smoothing
30. Decisions are more consistent from manager to manager
Program Evaluation and Review Technique
Mary Parker Follett
Projection
managers adhere to company policy
31. Operate without managers
managerial roles three categories:
Balance sheet
reengineering
Self-directed teams
32. Determines which alternative will pay back an initial investment most quickly
Payback analysis
decision tree
Product development
organizational development
33. Most efficient way of bringing about improvement in quality
reengineering
Plessy v. Ferguson
Hierarchical authority
infrastructure
34. Shows a complete picture of several alternative decision paths
Total Quality Management
Blake-Mouton managerial grid model
decision tree
managerial roles three categories:
35. Composed employees number of hierarchical levels
functional team
ISO 9000 Certification
Mary Parker Follett
infrastructure
36. Can respond quickly to the latest trends.
Self-directed teams
product champion
organic structures
synergy
37. Ambitious and perseverant
Cross-functional teams
Product development
behavioral school
have initiative
38. Creativity - direction - delegation -control - collaboration
Brown v. Board of Education
work specialization
organizational development theory
Frederick Herzberg's two-factor theory
39. Show an organization's assets at any given point in time
transactional leader
Balance sheet
unity of command principle
kaizen approach
40. Decisions go through a number of channels before resolution can be reached
Hierarchical authority
Plessy v. Ferguson
organizational development
infrastructure
41. It can defy unity of command.
functional team
standards
problem with functional authority
Dynamic Environment
42. Informational - interpersonal - and decisional
Personal Development
organizational chart
decision tree
managerial roles three categories:
43. Emphasizes an institutional or group focus.
Collectivism
Brown v. Board of Education
work specialization
Frederick Taylor
44. States that each employee must be accountable to one and only one supervisor.
classical school of management
unity of command principle
Hawthorne effect
Total Quality Management
45. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Sarbanes-Oxley Act
Final step in decision-making process
Program Evaluation and Review Technique
behavioral school
46. Give positive satisfaction
Process-oriented changes
Motivators
reengineering
Mary Parker Follett
47. Ability to garner the respect and cooperation of employees to achieve an organization's goals
unity of command principle
Ethics
leadership
bureaucracy
48. Takes a flexible approach to management that depends on a given situation.
Projection
problem with functional authority
Frederick Herzberg's two-factor theory
contingency school
49. Increased productivity - Dont deal with other departments much
functional structure
horizontal job loading
have initiative
Pygmalion effect
50. Comprised of experts from various functions
Cross-functional teams
Hawthorne effect
bureaucracy
contingency school