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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. Structure with a number of channels
Henri Fayol
NAFTA regional trading
decision tree
bureaucracy
2. Ability to garner the respect and cooperation of employees to achieve an organization's goals
leadership
quantitative school
Process-oriented changes
infrastructure
3. Can respond quickly to the latest trends.
organic structures
Payback analysis
Hierarchical authority
Mary Parker Follett
4. States that each employee must be accountable to one and only one supervisor.
work specialization
Product development
unity of command principle
Chester Bernard
5. Extend authority to the lowest possible levels.
product champion
decentralized companies
ISO 9000 Certification
quantitative school
6. Do not give positive satisfaction - though dissatisfaction results from their absence
compensation
managerial roles three categories:
customer-focused quality school
Hygiene factors
7. Strives to improve performance to deliver high-quality goods or services
customer-focused quality school
informal organization
unity of command principle
Blake-Mouton managerial grid model
8. Declared racial segregation unconstitutional
Brown v. Board of Education
Hygiene factors
standards
ISO 9000 Certification
9. Physical support system for the economic activities of a country
infrastructure
Communication
managers adhere to company policy
Blake-Mouton managerial grid model
10. Increase productivity and efficiency by reengineering work processes
Chester Bernard
Hygiene factors
Process-oriented changes
Pygmalion effect
11. Ascribing one's own ideas or emotions to another
Blake-Mouton managerial grid model
Balance sheet
Projection
organizational development theory
12. Invested by employees in a leader whom they admire and wish to emulate
Total Quality Management
differentiation strategy
Referent power
Final step in decision-making process
13. Establish an evaluation and control system
Frederick Herzberg's two-factor theory
Henri Fayol
Dynamic Environment
Final step in decision-making process
14. Guidelines to which employees must adhere to ensure the quality of their work
Operational goals
Process-oriented changes
standards
functional structure
15. Specific work goals that middle-level managers derive from the broader strategic goals
reengineering
Tactical goals
transactional leader
ISO 9000 Certification
16. Most efficient way of bringing about improvement in quality
reengineering
ISO 9000 Certification
Henri Fayol
driver
17. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Needs assessment
Program Evaluation and Review Technique
compensation
Cross-functional teams
18. Focuses on the single best way to perform and manage tasks.
Personal Development
classical school of management
Hierarchical authority
compensation
19. Concentrates authority in the upper levels.
problem with functional authority
centralized organization
informal organization
organizational chart
20. Operate without managers
Self-directed teams
horizontal job loading
Mary Parker Follett
differentiation strategy
21. Includes an employee's salary and benefits
quantitative school
Projection
compensation
strategic goal
22. Increased productivity - Dont deal with other departments much
Cross-functional teams
functional structure
TQM (Total Quality Management)
product champion
23. Determines which alternative will pay back an initial investment most quickly
Total Quality Management
Brown v. Board of Education
Payback analysis
decentralized companies
24. Working toward steady continuous improvement
organizational chart
Unions and employers
Motivators
kaizen approach
25. A force of change directed toward solving a problem.
unity of command principle
Needs assessment
driver
Chester Bernard
26. 14 principles of management
Self-directed teams
Hygiene factors
Henri Fayol
centralized organization
27. Developed the acceptance theory of management
Chester Bernard
product champion
classical school of management
informal organization
28. Constant change
Henri Fayol
decision tree
infrastructure
Dynamic Environment
29. Emphasized that organizations establish participation & decision making goals for employees
customer-focused quality school
Mary Parker Follett
compensation
Referent power
30. Certain factors in the workplace cause job satisfaction & dissatisfaction
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31. Ability of a system to total more than the sum of its parts
customer-focused quality school
classical school of management
kaizen approach
synergy
32. Division of an organization's tasks into separate jobs.
Balance sheet
Collectivism
work specialization
Dynamic Environment
33. It can defy unity of command.
TQM (Total Quality Management)
standards
problem with functional authority
compensation
34. Example of an intrinsic reward
infrastructure
behavioral school
Personal Development
Hygiene factors
35. Ensures protection for corporate whistle-blowers
Chester Bernard
Sarbanes-Oxley Act
organizational chart
horizontal job loading
36. Organization-wide - long-term goal devised by a top-level manager.
Operational goals
behavioral school
strategic goal
Projection
37. Upholded segregation
Hierarchical authority
managerial roles three categories:
Plessy v. Ferguson
Self-directed teams
38. First phase of a company training program generally focuses on
NAFTA regional trading
Dynamic Environment
informal organization
Needs assessment
39. To always be the first one out with the latest and greatest product.
work specialization
product champion
differentiation strategy
classical school of management
40. Ambitious and perseverant
Unions and employers
have initiative
horizontal job loading
organizational development
41. Low-level concern with both people and production
transactional leader
Payback analysis
Operational goals
Blake-Mouton managerial grid model
42. Father of scientific management
Frederick Taylor
functional team
managers adhere to company policy
Referent power
43. Emphasizes an institutional or group focus.
Blake-Mouton managerial grid model
Program Evaluation and Review Technique
Collectivism
ISO 9000 Certification
44. Implies a focus on all levels and areas of an organization
Pygmalion effect
functional team
driver
TQM (Total Quality Management)
45. Average manager spends the majority of his or her time
synergy
Tactical goals
unity of command principle
Communication
46. Informational - interpersonal - and decisional
organizational development theory
managerial roles three categories:
quantitative school
Plessy v. Ferguson
47. Decisions are more consistent from manager to manager
quantitative school
Self-directed teams
managers adhere to company policy
Tactical goals
48. Provides the employee with increased authority and responsibility
Motivators
Program Evaluation and Review Technique
job enrichment
Chester Bernard
49. Individual will act according to what another's expectation of him or her is.
ISO 9000 Certification
decentralized companies
Pygmalion effect
Product development
50. Job enlargement
Program Evaluation and Review Technique
horizontal job loading
decentralized companies
compensation