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 Principles Of 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. When a company or organization responds to a requirement or responsibility by fighting against it.
Reaction reaction
Expectancy theory
leadership grids
loop control
2. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'
single use plan
McCelland's Acquired Need theory
Administrative Model of decision making
task force
3. Planning - Controlling - Leading - Organizing
hierarchy of needs
core functions of management
rewards power
political model of decision making
4. The management function that energizes people to contribute their best individually and in cooperation with other people
hawthorne studies
leading function
single use plan
operating plan
5. Links production rate to demand - keeps any step from producing too much inventory - refills needed parts at every stage to minimize waste time - used in time production of multi-step process to keep each step producing proper quantity in time frame
strategic plan
task force
Reaction reaction
kanban system
6. Total fixed cost
nominal group technique
feedback control
overhead
McCelland's Acquired Need theory
7. Leadership based on an exchange process - in which followers are rewarded for good performance and punished for poor performance
single use plan
transactional leadership
political model of decision making
charismatic leadership
8. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence
Alderfer's ERG theory
transformational leadership
kanban system
planning function
9. Groups in which the members are attached to each other and act as one unit
transformational leadership
self-serving bias
rewards power
Cohesive Groups
10. A decision-making method that begins and ends by having group members quietly write down and evaluate ideas to be shared with the group. This ensures weaker voices have a chance to speak.
short-term plan
political model of decision making
Theory X
nominal group technique
11. A form of social control characterized by strict obedience to the authority of a state or organization - often maintaining and enforcing control through use of oppressive force. 'The Ends Justify the Means'
supply chain management
feedforward control
Theory y
authoritarianism
12. Maslow's idea of a pyramid of human needs; physiological needs (ex. hunger) must first be satisfied - then safety needs (ex. security) - then belonging needs (ex. love) - then esteem needs (ex. respect) - and last is self-actualization needs (ex. ach
Proaction reaction
coercive power
benchmarking
hierarchy of needs
13. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
Stages of Groups
charismatic leadership
PERT system (Program Evaluation and Review Technique
supply chain management
14. Control that allows managers to anticipate problems before they arise
McCelland's Acquired Need theory
planning function
feedforward control
self-serving bias
15. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
core functions of management
span of control
McCelland's Acquired Need theory
Fundamental Attribution Error
16. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage
feedforward control
ethnocentric approach
hierarchy of needs
Economic Order Quality (EOQ)
17. When a company or organization does the bare minimum required to meet a requirement or responsibility
planning function
defense reaction
Herzberg's Two Factor Theory
decentralization
18. Average Return per user
ARPU
self-serving bias
hawthorne studies
Expectancy theory
19. Choosing an option that is acceptable - although not necessarily the best or perfect.
benchmarking
gantt chart
Fundamental Attribution Error
satisficing
20. The ability to use influence to achieve results
institutional power (as defined by McClelland)
authoritarianism
business process re-engineering
McCelland's Acquired Need theory
21. 1. Expectancy: Effort ? Performance (E?P) belief that one's effort (E) will result in attainment of desired performance (P) goals 2. Instrumentality: Performance ? Outcome (P?O)belief that a person will receive a reward if the performance expectation
morals
Three components of Expectancy theory
business process re-engineering
referent power
22. Someone does not have 'official' authority but is recognized as a leader by the group
standing plan
informal leadership
Alderfer's ERG theory
Theory y
23. Power derived through advanced knowledge or experience in a particular subject.
Fiedler's contingency theory
self-serving bias
expert power
planning function
24. A theory that states that people will be motivated to the extent to which they believe that their efforts will lead to good performance - that good performance will be rewarded - and that they will be offered attractive rewards
Expectancy theory
single use plan
Scientific Management
business process re-engineering
25. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
charismatic leadership
morals
decentralization
task force
26. A plan that provides benefits for a limited amount of time - usually 6 months or less
Three components of Expectancy theory
authoritarianism
valence
short-term plan
27. The management function that assesses the management environment to set future objectives and map out activities necessary to achieve those objectives - and To be effective - the objectives of individuals - teams - and management should be coordinate
Proaction reaction
fundamental attribution error
Economic Order Quality (EOQ)
planning function
28. Management dealing primarily with the organizing and leading core management functions. Specifically - it has contributed to the ideas of division of labor - standard procedures and work flows - idea of providing incentives for performance on the job
transformational leadership
Scientific Management
Cohesive Groups
maslow
29. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
business process re-engineering
Theory X
geocentric approach
polycentric approach
30. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
standing plan
Frederick Taylor
selective perception
political model of decision making
31. This cluster includes behaviors such as showing mutual trust and respect for subordinates - demonstrating a genuine concern for their needs - and having a desire to look out for their welfare. Leaders with a strong this style listen to employees sugg
geocentric approach
people oriented leadership
referent power
Economic Order Quality (EOQ)
32. Adj. using threats or orders to make someone do something - the capacity to punish or withhold positive outcomes as a means of influencing other people
Rationalizing
coercive power
charismatic leadership
projection
33. 1.Latent - parties don't know the conflict exists 2.Perceived - reacting calmly and seeking to understand the situation 3.Felt 4.Manifest 5.Conflict aftermath
McCelland's Acquired Need theory
coercive power
stages of conflict
satisficing
34. Group performance is dependent upon the interaction between leadership style and situational favorableness
Warning
: Invalid argument supplied for foreach() in
/var/www/html/basicversity.com/show_quiz.php
on line
183
35. (n.) - the spirit of the time - Leaders are born into the times where they will be effective
single use plan
zeitgeist
transactional leadership
organizing function
36. To bring into accord with reason or cause something to seem reasonable
span of control
zeitgeist
Rationalizing
institutional power (as defined by McClelland)
37. Tests ending condition in middle of loop
Classical Approach to decision making
Theory y
Pygmalion effect
loop control
38. Motivates one person to communicate with another - Power given to an individual due to respect and/or desire to be similar to that individual.
referent power
Enterprise resource planning
political model of decision making
self-serving bias
39. Motivation has two factors: satisfiers and dis-satisfiers.
Warning
: Invalid argument supplied for foreach() in
/var/www/html/basicversity.com/show_quiz.php
on line
183
40. Fundamental values of right and wrong
morals
standing plan
authoritarianism
Scientific Management
41. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area
legitimate power
task force
expert power
specific plan
42. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
leadership grids
Economic Order Quality (EOQ)
political model of decision making
feedback control
43. 1) Awareness of need for a decision. 2) Formulation of the problem. 3) Diagnosis and information gathering. 4) Generation of alternatives. 5) Evaluation of alternatives and selection of best option. 6) Implementation of solution. 7) Feedback and eval
Decision Making Process
polycentric approach
Economic Order Quality (EOQ)
Three components of Expectancy theory
44. The management function that determines how the firm's human - financial - physical - informational - and technical resources are arranged and coordinated to perform tasks to achieve desired goals.
organizing function
expert power
maslow
morals
45. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
decentralization
organizing function
feedback control
grapevine
46. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt
authoritarianism
staffing function
rewards power
nominal group technique
47. Hierarchy of needs
maslow
grapevine
Economic Order Quality (EOQ)
short-term plan
48. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.
Theory X
Rationalizing
concurrent control
telecommuting
49. A paradox in which a group of people collectively decide on a course of action that is counter to the preferences of any of the individuals in the group
short-term plan
abilene paradox
people oriented leadership
charismatic leadership
50. A series of studies conducted by Elton Mayo and his Harvard colleagues at the Western Electric Company's Hawthorne plant in Illinois; tested workers' productivity under different levels of lighting; tested whether temperature - humidity - etc. would
maslow
Cohesive Groups
hawthorne studies
coercive power