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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. Hierarchy of needs
task force
Administrative Model of decision making
Theory y
maslow
2. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'
Decision Making Process
legitimate power
maslow
standing plan
3. 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
PERT system (Program Evaluation and Review Technique
specific plan
feedforward control
ARPU
4. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
controlling function
Scientific Management
charismatic leadership
political model of decision making
5. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
selective perception
rewards power
polycentric approach
Herzberg's Two Factor Theory
6. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
McCelland's Acquired Need theory
control system
rewards power
short-term plan
7. Leadership based on an exchange process - in which followers are rewarded for good performance and punished for poor performance
McCelland's Acquired Need theory
leadership grids
transactional leadership
Expectancy theory
8. 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
authoritarianism
core functions of management
hawthorne studies
grapevine
9. When a company or organization chooses to do more than required to meet a requirement or responsibility and perhaps even becoming an industry leader in that area.
Administrative Model of decision making
task force
Proaction reaction
single use plan
10. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
Theory y
authoritarianism
control system
concurrent control
11. Motivation based on ideas of right and wrong
strategic plan
ethnocentric approach
feedback control
ethics
12. 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
coercive power
Fundamental Attribution Error
people oriented leadership
Stages of Groups
13. 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
transactional leadership
Enterprise resource planning
Stages of Groups
satisficing
14. 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
referent power
controlling function
overhead
15. Power derived through one's position - such as a police officer or elected official.
legitimate power
controlling function
task force
valence
16. The ability to use influence to achieve results
Three components of Expectancy theory
institutional power (as defined by McClelland)
satisficing
span of control
17. (n.) - the spirit of the time - Leaders are born into the times where they will be effective
Decision Making Process
rewards power
zeitgeist
Theory X
18. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
leading function
polycentric approach
ethics
Fundamental Attribution Error
19. 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.
supply chain management
Expectancy theory
grapevine
nominal group technique
20. 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
hierarchy of needs
Pygmalion effect
Fiedler's contingency theory
telecommuting
21. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area
abilene paradox
span of control
specific plan
Enterprise resource planning
22. 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
defense reaction
kanban system
satisficing
PERT system (Program Evaluation and Review Technique
23. 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
coercive power
Rationalizing
concurrent control
leading function
24. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
valence
projection
strategic plan
fundamental attribution error
25. 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
core functions of management
stages of conflict
informal leadership
Scientific Management
26. Using computers and telecommunications equipment to perform work from home or another remote location
Frederick Taylor
benchmarking
transactional leadership
telecommuting
27. Tests ending condition in middle of loop
Alderfer's ERG theory
polycentric approach
morals
loop control
28. Power derived through advanced knowledge or experience in a particular subject.
expert power
kanban system
organizing function
PERT system (Program Evaluation and Review Technique
29. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
span of control
transactional leadership
concurrent control
Economic Order Quality (EOQ)
30. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
charismatic leadership
Cohesive Groups
Enterprise resource planning
morals
31. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
authoritarianism
informal leadership
selective perception
telecommuting
32. 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
McCelland's Acquired Need theory
hierarchy of needs
Decision Making Process
33. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
Theory X
ethnocentric approach
authoritarianism
Decision Making Process
34. 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
transactional leadership
Economic Order Quality (EOQ)
feedback control
35. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
ethics
polycentric approach
decentralization
Fundamental Attribution Error
36. 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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37. 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'
ethics
authoritarianism
McCelland's Acquired Need theory
fundamental attribution error
38. Motivation has two factors: satisfiers and dis-satisfiers.
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39. Assumes that managers will not search for the optimal solution to an issue - but will instead settle for the first available solution that meets their needs.
Decision Making Process
concurrent control
Administrative Model of decision making
loop control
40. The value or importance an individual places on a reward
strategic plan
kanban system
valence
Pygmalion effect
41. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
polycentric approach
ARPU
leadership grids
telecommuting
42. Groups in which the members are attached to each other and act as one unit
benchmarking
hawthorne studies
self-serving bias
Cohesive Groups
43. 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'
Stages of Groups
transactional leadership
selective perception
Pygmalion effect
44. 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
planning function
informal leadership
transactional leadership
Expectancy theory
45. American mechanical engineer - who wanted to improve industrial efficiency. He is known as the father of scientific management - and was one of the first management consultants
political model of decision making
nominal group technique
satisficing
Frederick Taylor
46. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
selective perception
overhead
leadership grids
Economic Order Quality (EOQ)
47. Fundamental values of right and wrong
controlling function
morals
operating plan
PERT system (Program Evaluation and Review Technique
48. Group performance is dependent upon the interaction between leadership style and situational favorableness
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49. Choosing an option that is acceptable - although not necessarily the best or perfect.
overhead
self-serving bias
satisficing
Proaction reaction
50. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
grapevine
maslow
Fiedler's contingency theory
political model of decision making