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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. Emphasizes personal relationships
Frederick Herzberg's two-factor theory
organizational development theory
unity of command principle
informal organization
2. Extend authority to the lowest possible levels.
decentralized companies
Program Evaluation and Review Technique
Smoothing
decision tree
3. Plan to make major changes to the processes and culture of an entire organization
Pygmalion effect
organizational development
ISO 9000 Certification
standards
4. Includes an employee's salary and benefits
compensation
Mary Parker Follett
Ethics
Collectivism
5. A force of change directed toward solving a problem.
customer-focused quality school
bureaucracy
driver
Self-directed teams
6. Concentrates authority in the upper levels.
functional team
informal organization
centralized organization
Total Quality Management
7. Composed employees number of hierarchical levels
TQM (Total Quality Management)
functional team
Product development
Henri Fayol
8. Decisions go through a number of channels before resolution can be reached
Unions and employers
Collectivism
Process-oriented changes
Hierarchical authority
9. First phase of a company training program generally focuses on
Blake-Mouton managerial grid model
Process-oriented changes
Needs assessment
driver
10. Operate without managers
bureaucracy
Self-directed teams
product champion
Chester Bernard
11. It can defy unity of command.
Dynamic Environment
problem with functional authority
Blake-Mouton managerial grid model
reengineering
12. Establish an evaluation and control system
Collectivism
Final step in decision-making process
Ethics
Communication
13. Example of an intrinsic reward
TQM (Total Quality Management)
Personal Development
Frederick Herzberg's two-factor theory
Total Quality Management
14. Informational - interpersonal - and decisional
Tactical goals
ISO 9000 Certification
managerial roles three categories:
Blake-Mouton managerial grid model
15. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
Projection
product champion
quantitative school
Pygmalion effect
16. Ensures protection for corporate whistle-blowers
unity of command principle
Hierarchical authority
problem with functional authority
Sarbanes-Oxley Act
17. Average manager spends the majority of his or her time
strategic goal
Communication
behavioral school
Hierarchical authority
18. Invested by employees in a leader whom they admire and wish to emulate
Unions and employers
Referent power
Hygiene factors
Self-directed teams
19. Collective bargaining occurs between
compensation
ISO 9000 Certification
Unions and employers
driver
20. States that each employee must be accountable to one and only one supervisor.
differentiation strategy
unity of command principle
Projection
Motivators
21. Coercive and reward powers
Process-oriented changes
Program Evaluation and Review Technique
kaizen approach
transactional leader
22. Can respond quickly to the latest trends.
Unions and employers
functional team
Hawthorne effect
organic structures
23. Playing down differences among parties
Total Quality Management
standards
Chester Bernard
Smoothing
24. Comprised of experts from various functions
Cross-functional teams
Blake-Mouton managerial grid model
informal organization
Projection
25. Certain factors in the workplace cause job satisfaction & dissatisfaction
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26. Developed the acceptance theory of management
unity of command principle
customer-focused quality school
Chester Bernard
Dynamic Environment
27. Emphasized that organizations establish participation & decision making goals for employees
Mary Parker Follett
Henri Fayol
unity of command principle
standards
28. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
managers adhere to company policy
Operational goals
compensation
Pygmalion effect
29. Ambitious and perseverant
have initiative
Blake-Mouton managerial grid model
organizational development theory
Referent power
30. Working toward steady continuous improvement
kaizen approach
centralized organization
standards
organizational development
31. Constant change
quantitative school
Ethics
Dynamic Environment
Hawthorne effect
32. Provides the employee with increased authority and responsibility
managers adhere to company policy
Referent power
Brown v. Board of Education
job enrichment
33. Canada - Mexico - and the United States
Process-oriented changes
customer-focused quality school
Operational goals
NAFTA regional trading
34. Low-level concern with both people and production
Tactical goals
Blake-Mouton managerial grid model
Product development
Personal Development
35. Declared racial segregation unconstitutional
Frederick Herzberg's two-factor theory
compensation
Communication
Brown v. Board of Education
36. Strives to improve performance to deliver high-quality goods or services
Referent power
organizational development
customer-focused quality school
Collectivism
37. Organization-wide - long-term goal devised by a top-level manager.
decentralized companies
organizational development
customer-focused quality school
strategic goal
38. Ascribing one's own ideas or emotions to another
Projection
Operational goals
Self-directed teams
centralized organization
39. Father of scientific management
Blake-Mouton managerial grid model
Program Evaluation and Review Technique
Frederick Taylor
functional structure
40. Broadens the definition of a customer to anyone to whom an employee passes on his product
Program Evaluation and Review Technique
Total Quality Management
classical school of management
informal organization
41. Specific work goals that middle-level managers derive from the broader strategic goals
Tactical goals
Personal Development
decision tree
transactional leader
42. Implies a focus on all levels and areas of an organization
Sarbanes-Oxley Act
Smoothing
unity of command principle
TQM (Total Quality Management)
43. A demonstration of high quality maintenance
ISO 9000 Certification
NAFTA regional trading
job enrichment
organizational chart
44. To always be the first one out with the latest and greatest product.
Payback analysis
differentiation strategy
Balance sheet
Hierarchical authority
45. Most efficient way of bringing about improvement in quality
reengineering
Frederick Taylor
transactional leader
Frederick Herzberg's two-factor theory
46. Ability to garner the respect and cooperation of employees to achieve an organization's goals
leadership
customer-focused quality school
driver
managers adhere to company policy
47. Creation of new products - Improvement of existing products - Alteration of old products
TQM (Total Quality Management)
managerial roles three categories:
Product development
customer-focused quality school
48. Structure with a number of channels
Tactical goals
bureaucracy
Communication
organizational development theory
49. Takes a flexible approach to management that depends on a given situation.
contingency school
standards
Frederick Herzberg's two-factor theory
Blake-Mouton managerial grid model
50. Individual who promotes the development of an innovative product within an organization
product champion
decision tree
Cross-functional teams
Frederick Taylor