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Test your basic knowledge |
CLEP Principles Of Management
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Subjects
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clep
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business-skills
Instructions:
Answer 50 questions in 15 minutes.
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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. 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
planning function
telecommuting
Pygmalion effect
stages of conflict
2. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
projection
loop control
Decision Making Process
task force
3. 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
Alderfer's ERG theory
Decision Making Process
authoritarianism
PERT system (Program Evaluation and Review Technique
4. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements
benchmarking
Theory y
strategic plan
gantt chart
5. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
McCelland's Acquired Need theory
feedback control
geocentric approach
Alderfer's ERG theory
6. Assumes that the manager will operate an make decisions based on the best economic interest of the company
Classical Approach to decision making
self-serving bias
ethnocentric approach
informal leadership
7. Leadership based on an exchange process - in which followers are rewarded for good performance and punished for poor performance
concurrent control
transactional leadership
ethnocentric approach
legitimate power
8. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
Enterprise resource planning
business process re-engineering
self-serving bias
projection
9. Different people have different needs based on their early childhood experiences.
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10. When a company or organization does the bare minimum required to meet a requirement or responsibility
defense reaction
Administrative Model of decision making
institutional power (as defined by McClelland)
standing plan
11. A plan that provides benefits for a limited amount of time - usually 6 months or less
short-term plan
Pygmalion effect
strategic plan
Administrative Model of decision making
12. Control that allows managers to anticipate problems before they arise
coercive power
Administrative Model of decision making
leadership grids
feedforward control
13. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'
standing plan
ethnocentric approach
hawthorne studies
task force
14. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
Decision Making Process
controlling function
authoritarianism
Economic Order Quality (EOQ)
15. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
Theory y
hierarchy of needs
charismatic leadership
span of control
16. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
defense reaction
zeitgeist
grapevine
benchmarking
17. Power derived through one's position - such as a police officer or elected official.
selective perception
legitimate power
short-term plan
abilene paradox
18. 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
fundamental attribution error
Alderfer's ERG theory
coercive power
Stages of Groups
19. 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
loop control
planning function
specific plan
nominal group technique
20. Provides managment with detailed implementation guidance based on stratgy to help with objectives
operating plan
fundamental attribution error
leadership grids
political model of decision making
21. 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.
Cohesive Groups
organizing function
PERT system (Program Evaluation and Review Technique
planning function
22. The number of subordinates who report directly to a manager
ARPU
referent power
hierarchy of needs
span of control
23. Motivates one person to communicate with another - Power given to an individual due to respect and/or desire to be similar to that individual.
Cohesive Groups
supply chain management
referent power
maslow
24. Is a model for project management designed to analyze and represent the tasks involved in completing a given project. A method to analyze the involved tasks in completing a given project - especially the time needed to complete each task - and identi
decentralization
span of control
Three components of Expectancy theory
PERT system (Program Evaluation and Review Technique
25. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
Reaction reaction
transactional leadership
rewards power
charismatic leadership
26. A simple bar chart that depicts project tasks against a calendar
fundamental attribution error
PERT system (Program Evaluation and Review Technique
institutional power (as defined by McClelland)
gantt chart
27. When a company or organization responds to a requirement or responsibility by fighting against it.
Reaction reaction
political model of decision making
maslow
Theory y
28. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence
ethics
hawthorne studies
transformational leadership
Fundamental Attribution Error
29. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
Stages of Groups
concurrent control
selective perception
Frederick Taylor
30. Power derived through advanced knowledge or experience in a particular subject.
span of control
expert power
rewards power
overhead
31. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
Economic Order Quality (EOQ)
decentralization
morals
satisficing
32. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'
Enterprise resource planning
fundamental attribution error
Fundamental Attribution Error
single use plan
33. Integrates all departments and functions throughout an organization into a single IT system so that employees can make decisions by viewing enterprisewide information on all business operations
Classical Approach to decision making
hawthorne studies
Enterprise resource planning
operating plan
34. Temporary allocation of personnel and resources for the accomplishment of a specific objective
strategic plan
task force
core functions of management
institutional power (as defined by McClelland)
35. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.
concurrent control
staffing function
satisficing
polycentric approach
36. Forming - Storming - Norming - Performing
kanban system
telecommuting
Stages of Groups
ARPU
37. 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
Classical Approach to decision making
Expectancy theory
leading function
transactional leadership
38. Alderfer proposed that motivation is a function of three basic needs (listed from lowest to highest): existence needs (the desire for physiological and materialistic well-being) - relatedness needs (the desire to have meaningful relationships with si
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39. People's expectations or beliefs determine their behavior and performance - thus serving to make their expectations come true. also... living up to or down to another's expectations of us... 'self fulfilling prophecy'
supply chain management
business process re-engineering
feedforward control
Pygmalion effect
40. Tests ending condition in middle of loop
loop control
Pygmalion effect
staffing function
single use plan
41. The management function that energizes people to contribute their best individually and in cooperation with other people
rewards power
ethnocentric approach
leading function
core functions of management
42. 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
Enterprise resource planning
overhead
ethnocentric approach
people oriented leadership
43. 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
grapevine
fundamental attribution error
political model of decision making
hawthorne studies
44. Average Return per user
Economic Order Quality (EOQ)
ARPU
hawthorne studies
Frederick Taylor
45. Motivation has two factors: satisfiers and dis-satisfiers.
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46. The tendency to assign internal attributes to successes and external factors to failures.
self-serving bias
feedback control
zeitgeist
Scientific Management
47. Fundamental values of right and wrong
morals
benchmarking
strategic plan
geocentric approach
48. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
abilene paradox
coercive power
political model of decision making
Theory y
49. A mechanism for gathering information about performance deficiencies after they occur
Theory y
feedback control
leading function
Expectancy theory
50. 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
projection
supply chain management
Classical Approach to decision making
kanban system
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