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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. Increased productivity - Dont deal with other departments much
functional structure
Hawthorne effect
reengineering
decentralized companies
2. Shows a complete picture of several alternative decision paths
Program Evaluation and Review Technique
Dynamic Environment
Unions and employers
decision tree
3. Focuses on the single best way to perform and manage tasks.
compensation
Unions and employers
Communication
classical school of management
4. Job enlargement
horizontal job loading
Program Evaluation and Review Technique
contingency school
bureaucracy
5. A force of change directed toward solving a problem.
Personal Development
kaizen approach
driver
have initiative
6. Most efficient way of bringing about improvement in quality
differentiation strategy
Frederick Herzberg's two-factor theory
reengineering
NAFTA regional trading
7. Physical support system for the economic activities of a country
organizational chart
Total Quality Management
work specialization
infrastructure
8. Focuses on the human-based elements of work
informal organization
Product development
Hawthorne effect
behavioral school
9. Determines which alternative will pay back an initial investment most quickly
classical school of management
informal organization
contingency school
Payback analysis
10. Division of an organization's tasks into separate jobs.
Collectivism
synergy
work specialization
product champion
11. Average manager spends the majority of his or her time
ISO 9000 Certification
Needs assessment
leadership
Communication
12. Operate without managers
Self-directed teams
quantitative school
Balance sheet
leadership
13. Coercive and reward powers
Pygmalion effect
Communication
driver
transactional leader
14. Ability to garner the respect and cooperation of employees to achieve an organization's goals
leadership
Referent power
synergy
compensation
15. Code of organizational conduct that reflects the overall values and principles of a business
functional team
decision tree
Ethics
Process-oriented changes
16. Collective bargaining occurs between
Unions and employers
leadership
Balance sheet
Brown v. Board of Education
17. Provides the employee with increased authority and responsibility
job enrichment
informal organization
Projection
work specialization
18. Emphasized that organizations establish participation & decision making goals for employees
unity of command principle
Plessy v. Ferguson
ISO 9000 Certification
Mary Parker Follett
19. Father of scientific management
Frederick Taylor
differentiation strategy
Blake-Mouton managerial grid model
informal organization
20. Plan to make major changes to the processes and culture of an entire organization
Referent power
Self-directed teams
organizational development
Final step in decision-making process
21. Specific work goals that middle-level managers derive from the broader strategic goals
Tactical goals
organizational development
leadership
infrastructure
22. Ensures protection for corporate whistle-blowers
Sarbanes-Oxley Act
problem with functional authority
ISO 9000 Certification
Projection
23. To always be the first one out with the latest and greatest product.
unity of command principle
job enrichment
managers adhere to company policy
differentiation strategy
24. Guidelines to which employees must adhere to ensure the quality of their work
TQM (Total Quality Management)
standards
leadership
Product development
25. Includes an employee's salary and benefits
Referent power
Self-directed teams
functional team
compensation
26. Implies a focus on all levels and areas of an organization
Ethics
TQM (Total Quality Management)
Dynamic Environment
informal organization
27. Canada - Mexico - and the United States
Hierarchical authority
standards
contingency school
NAFTA regional trading
28. A demonstration of high quality maintenance
Brown v. Board of Education
centralized organization
quantitative school
ISO 9000 Certification
29. Emphasizes personal relationships
customer-focused quality school
standards
Referent power
informal organization
30. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
Hygiene factors
Mary Parker Follett
Hawthorne effect
Plessy v. Ferguson
31. Can respond quickly to the latest trends.
organic structures
Collectivism
functional team
centralized organization
32. Give positive satisfaction
Payback analysis
compensation
Motivators
Referent power
33. 14 principles of management
Collectivism
Henri Fayol
transactional leader
managerial roles three categories:
34. Invested by employees in a leader whom they admire and wish to emulate
classical school of management
Referent power
Collectivism
leadership
35. Strives to improve performance to deliver high-quality goods or services
customer-focused quality school
functional team
compensation
differentiation strategy
36. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
Operational goals
Frederick Herzberg's two-factor theory
Final step in decision-making process
Payback analysis
37. Creation of new products - Improvement of existing products - Alteration of old products
driver
contingency school
organizational development
Product development
38. Do not give positive satisfaction - though dissatisfaction results from their absence
Communication
Hygiene factors
Plessy v. Ferguson
quantitative school
39. Decisions are more consistent from manager to manager
Cross-functional teams
centralized organization
managers adhere to company policy
Hierarchical authority
40. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
Smoothing
quantitative school
horizontal job loading
differentiation strategy
41. Low-level concern with both people and production
transactional leader
standards
Hawthorne effect
Blake-Mouton managerial grid model
42. Working toward steady continuous improvement
ISO 9000 Certification
kaizen approach
driver
Total Quality Management
43. Ascribing one's own ideas or emotions to another
Motivators
organizational chart
transactional leader
Projection
44. Structure with a number of channels
bureaucracy
Product development
functional structure
kaizen approach
45. Increase productivity and efficiency by reengineering work processes
driver
kaizen approach
Process-oriented changes
Tactical goals
46. Ambitious and perseverant
have initiative
bureaucracy
functional structure
reengineering
47. Individual who promotes the development of an innovative product within an organization
product champion
Collectivism
Referent power
quantitative school
48. Concentrates authority in the upper levels.
Unions and employers
Payback analysis
Total Quality Management
centralized organization
49. Example of an intrinsic reward
standards
Brown v. Board of Education
Personal Development
Plessy v. Ferguson
50. Extend authority to the lowest possible levels.
organizational development
Balance sheet
classical school of management
decentralized companies