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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
Needs assessment
differentiation strategy
Payback analysis
reengineering
2. Division of an organization's tasks into separate jobs.
Brown v. Board of Education
Hierarchical authority
work specialization
compensation
3. Ambitious and perseverant
Frederick Herzberg's two-factor theory
have initiative
Self-directed teams
Henri Fayol
4. Increase productivity and efficiency by reengineering work processes
TQM (Total Quality Management)
Chester Bernard
Process-oriented changes
Program Evaluation and Review Technique
5. Specific work goals that middle-level managers derive from the broader strategic goals
standards
Tactical goals
functional team
Referent power
6. Emphasized that organizations establish participation & decision making goals for employees
Mary Parker Follett
Payback analysis
classical school of management
Brown v. Board of Education
7. States that each employee must be accountable to one and only one supervisor.
Ethics
Motivators
Personal Development
unity of command principle
8. Informational - interpersonal - and decisional
kaizen approach
Program Evaluation and Review Technique
managerial roles three categories:
compensation
9. Constant change
Dynamic Environment
organic structures
strategic goal
decision tree
10. Ensures protection for corporate whistle-blowers
transactional leader
Motivators
NAFTA regional trading
Sarbanes-Oxley Act
11. Extend authority to the lowest possible levels.
Process-oriented changes
Smoothing
Self-directed teams
decentralized companies
12. Ascribing one's own ideas or emotions to another
Projection
functional structure
Hierarchical authority
classical school of management
13. Creativity - direction - delegation -control - collaboration
organizational development theory
Final step in decision-making process
Product development
Chester Bernard
14. Coercive and reward powers
NAFTA regional trading
Needs assessment
bureaucracy
transactional leader
15. Emphasizes personal relationships
decentralized companies
Communication
Frederick Taylor
informal organization
16. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
quantitative school
Projection
driver
transactional leader
17. Includes an employee's salary and benefits
classical school of management
Hawthorne effect
infrastructure
compensation
18. Focuses on the human-based elements of work
contingency school
TQM (Total Quality Management)
job enrichment
behavioral school
19. Give positive satisfaction
Motivators
Product development
Pygmalion effect
differentiation strategy
20. Canada - Mexico - and the United States
NAFTA regional trading
standards
Payback analysis
Sarbanes-Oxley Act
21. Example of an intrinsic reward
Frederick Herzberg's two-factor theory
Needs assessment
Personal Development
Operational goals
22. Father of scientific management
Dynamic Environment
Frederick Taylor
organic structures
Henri Fayol
23. Takes a flexible approach to management that depends on a given situation.
Henri Fayol
kaizen approach
contingency school
Final step in decision-making process
24. Decisions go through a number of channels before resolution can be reached
Hierarchical authority
Balance sheet
functional team
Chester Bernard
25. Focuses on the single best way to perform and manage tasks.
classical school of management
standards
Blake-Mouton managerial grid model
Pygmalion effect
26. Organization-wide - long-term goal devised by a top-level manager.
Smoothing
strategic goal
Needs assessment
Referent power
27. Guidelines to which employees must adhere to ensure the quality of their work
Mary Parker Follett
quantitative school
organizational chart
standards
28. Code of organizational conduct that reflects the overall values and principles of a business
Ethics
differentiation strategy
organizational development
Dynamic Environment
29. Ability of a system to total more than the sum of its parts
synergy
Smoothing
Process-oriented changes
Dynamic Environment
30. Composed employees number of hierarchical levels
functional team
Needs assessment
kaizen approach
reengineering
31. To always be the first one out with the latest and greatest product.
differentiation strategy
behavioral school
Dynamic Environment
leadership
32. Decisions are more consistent from manager to manager
managers adhere to company policy
Communication
ISO 9000 Certification
Collectivism
33. Implies a focus on all levels and areas of an organization
decision tree
Cross-functional teams
Unions and employers
TQM (Total Quality Management)
34. Invested by employees in a leader whom they admire and wish to emulate
ISO 9000 Certification
Smoothing
Referent power
job enrichment
35. Framework for the hierarchy of an organization
problem with functional authority
Blake-Mouton managerial grid model
Balance sheet
organizational chart
36. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
Total Quality Management
Operational goals
standards
problem with functional authority
37. Developed the acceptance theory of management
Chester Bernard
TQM (Total Quality Management)
functional structure
Personal Development
38. Most efficient way of bringing about improvement in quality
Payback analysis
reengineering
Operational goals
work specialization
39. Show an organization's assets at any given point in time
classical school of management
Communication
Balance sheet
Payback analysis
40. Collective bargaining occurs between
functional structure
centralized organization
Frederick Herzberg's two-factor theory
Unions and employers
41. Average manager spends the majority of his or her time
organic structures
leadership
Communication
differentiation strategy
42. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
Hawthorne effect
functional team
centralized organization
differentiation strategy
43. Working toward steady continuous improvement
leadership
kaizen approach
work specialization
standards
44. Concentrates authority in the upper levels.
strategic goal
reengineering
centralized organization
Sarbanes-Oxley Act
45. Low-level concern with both people and production
Dynamic Environment
classical school of management
Blake-Mouton managerial grid model
quantitative school
46. Ability to garner the respect and cooperation of employees to achieve an organization's goals
organizational development theory
Smoothing
leadership
infrastructure
47. Strives to improve performance to deliver high-quality goods or services
customer-focused quality school
decentralized companies
Self-directed teams
Mary Parker Follett
48. Physical support system for the economic activities of a country
Projection
Pygmalion effect
infrastructure
Brown v. Board of Education
49. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
synergy
horizontal job loading
decision tree
Program Evaluation and Review Technique
50. Individual who promotes the development of an innovative product within an organization
NAFTA regional trading
contingency school
TQM (Total Quality Management)
product champion