SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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
organizational development theory
informal organization
functional team
Smoothing
2. Declared racial segregation unconstitutional
Balance sheet
Brown v. Board of Education
Frederick Taylor
product champion
3. Invested by employees in a leader whom they admire and wish to emulate
Referent power
ISO 9000 Certification
have initiative
Dynamic Environment
4. Decisions go through a number of channels before resolution can be reached
Hierarchical authority
centralized organization
differentiation strategy
NAFTA regional trading
5. Coercive and reward powers
Referent power
Brown v. Board of Education
Chester Bernard
transactional leader
6. Ability of a system to total more than the sum of its parts
synergy
organizational development
Mary Parker Follett
Process-oriented changes
7. Takes a flexible approach to management that depends on a given situation.
Brown v. Board of Education
contingency school
functional team
reengineering
8. Determines which alternative will pay back an initial investment most quickly
Payback analysis
decision tree
driver
unity of command principle
9. Decisions are more consistent from manager to manager
managers adhere to company policy
Payback analysis
Balance sheet
Process-oriented changes
10. To always be the first one out with the latest and greatest product.
Needs assessment
organic structures
differentiation strategy
Hierarchical authority
11. Implies a focus on all levels and areas of an organization
reengineering
TQM (Total Quality Management)
functional team
Communication
12. Physical support system for the economic activities of a country
Final step in decision-making process
Payback analysis
reengineering
infrastructure
13. First phase of a company training program generally focuses on
Needs assessment
Hygiene factors
organic structures
Operational goals
14. Individual will act according to what another's expectation of him or her is.
Pygmalion effect
Plessy v. Ferguson
Hawthorne effect
differentiation strategy
15. Certain factors in the workplace cause job satisfaction & dissatisfaction
16. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
Final step in decision-making process
Sarbanes-Oxley Act
quantitative school
Ethics
17. Emphasized that organizations establish participation & decision making goals for employees
transactional leader
Motivators
Product development
Mary Parker Follett
18. Includes an employee's salary and benefits
Blake-Mouton managerial grid model
compensation
Program Evaluation and Review Technique
differentiation strategy
19. Most efficient way of bringing about improvement in quality
Mary Parker Follett
Ethics
quantitative school
reengineering
20. Developed the acceptance theory of management
Chester Bernard
job enrichment
organizational development
Hierarchical authority
21. Structure with a number of channels
behavioral school
driver
decision tree
bureaucracy
22. Extend authority to the lowest possible levels.
transactional leader
Needs assessment
decentralized companies
contingency school
23. Upholded segregation
Hierarchical authority
Plessy v. Ferguson
decentralized companies
Balance sheet
24. Collective bargaining occurs between
organizational chart
Smoothing
Unions and employers
Henri Fayol
25. Creation of new products - Improvement of existing products - Alteration of old products
Product development
functional structure
problem with functional authority
Sarbanes-Oxley Act
26. Code of organizational conduct that reflects the overall values and principles of a business
Brown v. Board of Education
Ethics
Cross-functional teams
classical school of management
27. Focuses on the human-based elements of work
Payback analysis
behavioral school
Process-oriented changes
bureaucracy
28. 14 principles of management
Henri Fayol
organizational development
reengineering
transactional leader
29. Composed employees number of hierarchical levels
functional team
Referent power
organizational chart
Product development
30. A demonstration of high quality maintenance
ISO 9000 Certification
transactional leader
contingency school
reengineering
31. Operate without managers
transactional leader
Self-directed teams
infrastructure
reengineering
32. Provides the employee with increased authority and responsibility
job enrichment
product champion
Total Quality Management
transactional leader
33. Do not give positive satisfaction - though dissatisfaction results from their absence
Hygiene factors
transactional leader
strategic goal
kaizen approach
34. Creativity - direction - delegation -control - collaboration
Collectivism
organizational development theory
Cross-functional teams
Sarbanes-Oxley Act
35. Division of an organization's tasks into separate jobs.
standards
unity of command principle
bureaucracy
work specialization
36. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Program Evaluation and Review Technique
NAFTA regional trading
infrastructure
functional structure
37. Comprised of experts from various functions
strategic goal
leadership
Communication
Cross-functional teams
38. Job enlargement
horizontal job loading
Hygiene factors
Communication
Dynamic Environment
39. Framework for the hierarchy of an organization
TQM (Total Quality Management)
organizational chart
decision tree
standards
40. Strives to improve performance to deliver high-quality goods or services
Balance sheet
customer-focused quality school
Smoothing
quantitative school
41. Increased productivity - Dont deal with other departments much
functional structure
organizational chart
infrastructure
strategic goal
42. Guidelines to which employees must adhere to ensure the quality of their work
Product development
standards
decentralized companies
functional team
43. Establish an evaluation and control system
Henri Fayol
job enrichment
Final step in decision-making process
leadership
44. Broadens the definition of a customer to anyone to whom an employee passes on his product
Operational goals
Projection
Total Quality Management
functional structure
45. Show an organization's assets at any given point in time
Balance sheet
Hierarchical authority
contingency school
Pygmalion effect
46. Shows a complete picture of several alternative decision paths
functional structure
Motivators
Program Evaluation and Review Technique
decision tree
47. Emphasizes an institutional or group focus.
differentiation strategy
Collectivism
problem with functional authority
product champion
48. Father of scientific management
Mary Parker Follett
Frederick Taylor
organizational development
Plessy v. Ferguson
49. Ability to garner the respect and cooperation of employees to achieve an organization's goals
Sarbanes-Oxley Act
NAFTA regional trading
Collectivism
leadership
50. Ensures protection for corporate whistle-blowers
problem with functional authority
compensation
horizontal job loading
Sarbanes-Oxley Act