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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. Different people have different needs based on their early childhood experiences.
2. Management encompassing everything in the value chain starting with the company's suppliers of RAW Materials and ending with the customer herself and her experiences.
transformational leadership
supply chain management
feedforward control
kanban system
3. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
Theory X
overhead
Economic Order Quality (EOQ)
political model of decision making
4. Motivation based on ideas of right and wrong
informal leadership
ethics
telecommuting
gantt chart
5. Control that allows managers to anticipate problems before they arise
political model of decision making
ethnocentric approach
strategic plan
feedforward control
6. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
Frederick Taylor
span of control
rewards power
short-term plan
7. 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
referent power
fundamental attribution error
hawthorne studies
feedback control
8. 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
ARPU
defense reaction
planning function
overhead
9. 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
organizing function
feedback control
Classical Approach to decision making
10. Motivates one person to communicate with another - Power given to an individual due to respect and/or desire to be similar to that individual.
Reaction reaction
referent power
Decision Making Process
Administrative Model of decision making
11. Provides managment with detailed implementation guidance based on stratgy to help with objectives
hawthorne studies
operating plan
telecommuting
kanban system
12. (n.) - the spirit of the time - Leaders are born into the times where they will be effective
zeitgeist
Administrative Model of decision making
Fundamental Attribution Error
ethnocentric approach
13. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
task force
standing plan
Theory y
leading function
14. When a company or organization does the bare minimum required to meet a requirement or responsibility
Pygmalion effect
Administrative Model of decision making
single use plan
defense reaction
15. Group performance is dependent upon the interaction between leadership style and situational favorableness
16. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'
Rationalizing
benchmarking
strategic plan
standing plan
17. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
ethnocentric approach
Fundamental Attribution Error
specific plan
strategic plan
18. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
rewards power
institutional power (as defined by McClelland)
benchmarking
polycentric approach
19. 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
people oriented leadership
projection
Frederick Taylor
Stages of Groups
20. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
short-term plan
morals
political model of decision making
geocentric approach
21. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
short-term plan
leadership grids
Enterprise resource planning
transactional leadership
22. Choosing an option that is acceptable - although not necessarily the best or perfect.
satisficing
authoritarianism
transactional leadership
ethics
23. A simple bar chart that depicts project tasks against a calendar
charismatic leadership
gantt chart
hierarchy of needs
political model of decision making
24. 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
kanban system
Enterprise resource planning
Alderfer's ERG theory
maslow
25. 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
loop control
Administrative Model of decision making
Decision Making Process
valence
26. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
decentralization
Theory y
legitimate power
core functions of management
27. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
leading function
Alderfer's ERG theory
Pygmalion effect
geocentric approach
28. 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
political model of decision making
Scientific Management
zeitgeist
Three components of Expectancy theory
29. Plan reflecting decisions about resource allocations - company priorities - and steps needed to meet strategic goals. LONG TERM GOALS
PERT system (Program Evaluation and Review Technique
hierarchy of needs
controlling function
strategic plan
30. A plan that provides benefits for a limited amount of time - usually 6 months or less
kanban system
valence
short-term plan
nominal group technique
31. Motivation has two factors: satisfiers and dis-satisfiers.
32. Someone does not have 'official' authority but is recognized as a leader by the group
institutional power (as defined by McClelland)
selective perception
informal leadership
projection
33. 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.
business process re-engineering
operating plan
organizing function
planning function
34. Groups in which the members are attached to each other and act as one unit
geocentric approach
referent power
Cohesive Groups
supply chain management
35. When a company or organization responds to a requirement or responsibility by fighting against it.
people oriented leadership
rewards power
Reaction reaction
leading function
36. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
controlling function
Economic Order Quality (EOQ)
Decision Making Process
operating plan
37. 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.
transformational leadership
Scientific Management
nominal group technique
selective perception
38. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'
Cohesive Groups
single use plan
fundamental attribution error
referent power
39. Average Return per user
core functions of management
feedback control
ARPU
Expectancy theory
40. Forming - Storming - Norming - Performing
benchmarking
Stages of Groups
control system
self-serving bias
41. 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'
Fundamental Attribution Error
feedforward control
authoritarianism
loop control
42. 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
feedforward control
Stages of Groups
people oriented leadership
Expectancy theory
43. Total fixed cost
stages of conflict
core functions of management
overhead
expert power
44. The value or importance an individual places on a reward
authoritarianism
hawthorne studies
valence
Herzberg's Two Factor Theory
45. 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.
Proaction reaction
concurrent control
Frederick Taylor
short-term plan
46. 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'
ethnocentric approach
Pygmalion effect
overhead
rewards power
47. Planning - Controlling - Leading - Organizing
operating plan
feedforward control
core functions of management
Fundamental Attribution Error
48. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
benchmarking
span of control
staffing function
charismatic leadership
49. 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
organizing function
PERT system (Program Evaluation and Review Technique
leadership grids
business process re-engineering
50. 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
ethics
Alderfer's ERG theory
abilene paradox
selective perception