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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. Ensures protection for corporate whistle-blowers
Motivators
Sarbanes-Oxley Act
organizational development
Hawthorne effect
2. Show an organization's assets at any given point in time
Balance sheet
horizontal job loading
reengineering
standards
3. Give positive satisfaction
have initiative
customer-focused quality school
Motivators
kaizen approach
4. Playing down differences among parties
reengineering
Smoothing
Blake-Mouton managerial grid model
centralized organization
5. Ascribing one's own ideas or emotions to another
organizational chart
transactional leader
Final step in decision-making process
Projection
6. Declared racial segregation unconstitutional
Tactical goals
Hygiene factors
Brown v. Board of Education
Total Quality Management
7. Ability to garner the respect and cooperation of employees to achieve an organization's goals
leadership
Motivators
managers adhere to company policy
bureaucracy
8. Individual who promotes the development of an innovative product within an organization
Payback analysis
horizontal job loading
product champion
job enrichment
9. Framework for the hierarchy of an organization
organizational chart
Cross-functional teams
horizontal job loading
differentiation strategy
10. Increase productivity and efficiency by reengineering work processes
Product development
Personal Development
Projection
Process-oriented changes
11. Structure with a number of channels
bureaucracy
managerial roles three categories:
Blake-Mouton managerial grid model
Collectivism
12. Increased productivity - Dont deal with other departments much
functional structure
leadership
Motivators
Payback analysis
13. Physical support system for the economic activities of a country
Collectivism
infrastructure
TQM (Total Quality Management)
Process-oriented changes
14. Idea that subjects of an experiment alter their behavior in response to the fact that they are being studied
infrastructure
organizational chart
Hawthorne effect
compensation
15. Informational - interpersonal - and decisional
managerial roles three categories:
Hawthorne effect
contingency school
leadership
16. Example of an intrinsic reward
quantitative school
Personal Development
standards
Process-oriented changes
17. Specific work goals that middle-level managers derive from the broader strategic goals
Blake-Mouton managerial grid model
Tactical goals
Operational goals
Needs assessment
18. Establish an evaluation and control system
Final step in decision-making process
reengineering
Product development
Ethics
19. Ability of a system to total more than the sum of its parts
Chester Bernard
leadership
standards
synergy
20. Organization-wide - long-term goal devised by a top-level manager.
Tactical goals
leadership
strategic goal
TQM (Total Quality Management)
21. Emphasizes personal relationships
horizontal job loading
informal organization
functional structure
functional team
22. Certain factors in the workplace cause job satisfaction & dissatisfaction
23. Emphasizes an institutional or group focus.
Collectivism
Mary Parker Follett
have initiative
compensation
24. Focuses on the single best way to perform and manage tasks.
Process-oriented changes
classical school of management
problem with functional authority
driver
25. Collective bargaining occurs between
Unions and employers
customer-focused quality school
standards
bureaucracy
26. States that each employee must be accountable to one and only one supervisor.
unity of command principle
strategic goal
Ethics
Payback analysis
27. Developed by first-level supervisors to schedule work to meet tactical goals; Highly Measurable
compensation
Mary Parker Follett
Final step in decision-making process
Operational goals
28. Job enlargement
horizontal job loading
Dynamic Environment
centralized organization
Pygmalion effect
29. Most efficient way of bringing about improvement in quality
reengineering
Tactical goals
have initiative
unity of command principle
30. First phase of a company training program generally focuses on
Hierarchical authority
Plessy v. Ferguson
Needs assessment
Referent power
31. Low-level concern with both people and production
functional team
horizontal job loading
managerial roles three categories:
Blake-Mouton managerial grid model
32. 14 principles of management
Chester Bernard
transactional leader
Henri Fayol
compensation
33. Composed employees number of hierarchical levels
bureaucracy
functional team
organizational development
differentiation strategy
34. Comprised of experts from various functions
functional team
Pygmalion effect
Cross-functional teams
centralized organization
35. Constant change
classical school of management
Pygmalion effect
organizational development
Dynamic Environment
36. Father of scientific management
Frederick Taylor
unity of command principle
Motivators
organizational development
37. Division of an organization's tasks into separate jobs.
TQM (Total Quality Management)
Brown v. Board of Education
Cross-functional teams
work specialization
38. Provides the employee with increased authority and responsibility
job enrichment
Mary Parker Follett
Frederick Taylor
Balance sheet
39. Upholded segregation
Pygmalion effect
Henri Fayol
Tactical goals
Plessy v. Ferguson
40. Decisions go through a number of channels before resolution can be reached
NAFTA regional trading
synergy
driver
Hierarchical authority
41. Broadens the definition of a customer to anyone to whom an employee passes on his product
Motivators
have initiative
Total Quality Management
work specialization
42. Identifies the set of dependent tasks that together take the longest time to complete as the critical path.
Mary Parker Follett
Ethics
Program Evaluation and Review Technique
contingency school
43. Decisions are more consistent from manager to manager
managers adhere to company policy
Final step in decision-making process
strategic goal
Product development
44. Developed the acceptance theory of management
Cross-functional teams
NAFTA regional trading
behavioral school
Chester Bernard
45. Working toward steady continuous improvement
kaizen approach
organic structures
Blake-Mouton managerial grid model
infrastructure
46. Do not give positive satisfaction - though dissatisfaction results from their absence
Hygiene factors
Balance sheet
have initiative
centralized organization
47. Determines which alternative will pay back an initial investment most quickly
Program Evaluation and Review Technique
Payback analysis
Frederick Taylor
synergy
48. Use of quantitative techniques such as statistics and computer simulations to aid in managerial decision-making processes
quantitative school
Product development
informal organization
Hierarchical authority
49. Creation of new products - Improvement of existing products - Alteration of old products
customer-focused quality school
Product development
organic structures
Projection
50. Strives to improve performance to deliver high-quality goods or services
contingency school
strategic goal
Mary Parker Follett
customer-focused quality school