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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. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage
ethnocentric approach
Fiedler's contingency theory
short-term plan
rewards power
2. A simple bar chart that depicts project tasks against a calendar
gantt chart
kanban system
decentralization
Administrative Model of decision making
3. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
Fundamental Attribution Error
ethics
feedforward control
Economic Order Quality (EOQ)
4. A plan that provides benefits for a limited amount of time - usually 6 months or less
short-term plan
selective perception
Fiedler's contingency theory
self-serving bias
5. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
specific plan
polycentric approach
legitimate power
charismatic leadership
6. Planning - Controlling - Leading - Organizing
hawthorne studies
political model of decision making
core functions of management
Economic Order Quality (EOQ)
7. Provides managment with detailed implementation guidance based on stratgy to help with objectives
Theory y
transactional leadership
operating plan
Scientific Management
8. 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
control system
stages of conflict
kanban system
people oriented leadership
9. 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
zeitgeist
Enterprise resource planning
satisficing
Administrative Model of decision making
10. Assumes that the manager will operate an make decisions based on the best economic interest of the company
specific plan
hawthorne studies
stages of conflict
Classical Approach to decision making
11. Someone does not have 'official' authority but is recognized as a leader by the group
informal leadership
Rationalizing
McCelland's Acquired Need theory
ARPU
12. The tendency to assign internal attributes to successes and external factors to failures.
core functions of management
self-serving bias
hierarchy of needs
zeitgeist
13. The number of subordinates who report directly to a manager
ethics
span of control
zeitgeist
grapevine
14. 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'
political model of decision making
telecommuting
authoritarianism
task force
15. Control that allows managers to anticipate problems before they arise
Herzberg's Two Factor Theory
rewards power
feedforward control
Economic Order Quality (EOQ)
16. The value or importance an individual places on a reward
authoritarianism
Theory X
institutional power (as defined by McClelland)
valence
17. Motivation has two factors: satisfiers and dis-satisfiers.
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18. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
ethics
grapevine
Administrative Model of decision making
selective perception
19. 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
task force
legitimate power
operating plan
20. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'
nominal group technique
single use plan
Expectancy theory
legitimate power
21. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence
transformational leadership
informal leadership
specific plan
legitimate power
22. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements
business process re-engineering
defense reaction
benchmarking
leading function
23. 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
Frederick Taylor
valence
geocentric approach
kanban system
24. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
McCelland's Acquired Need theory
rewards power
geocentric approach
concurrent control
25. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
controlling function
supply chain management
leadership grids
Alderfer's ERG theory
26. 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.
stages of conflict
organizing function
expert power
feedforward control
27. The management function that energizes people to contribute their best individually and in cooperation with other people
leading function
operating plan
decentralization
loop control
28. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
staffing function
organizing function
geocentric approach
Theory y
29. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area
operating plan
coercive power
specific plan
single use plan
30. Tests ending condition in middle of loop
hawthorne studies
Proaction reaction
loop control
planning function
31. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
satisficing
grapevine
Fundamental Attribution Error
overhead
32. 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.
abilene paradox
nominal group technique
Expectancy theory
self-serving bias
33. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
transactional leadership
stages of conflict
political model of decision making
Proaction reaction
34. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
Three components of Expectancy theory
Theory y
PERT system (Program Evaluation and Review Technique
projection
35. 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
task force
Decision Making Process
gantt chart
kanban system
36. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt
ARPU
staffing function
concurrent control
Proaction reaction
37. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.
specific plan
Rationalizing
maslow
concurrent control
38. Hierarchy of needs
overhead
people oriented leadership
Stages of Groups
maslow
39. 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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40. Total fixed cost
PERT system (Program Evaluation and Review Technique
feedback control
overhead
strategic plan
41. Different people have different needs based on their early childhood experiences.
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42. Temporary allocation of personnel and resources for the accomplishment of a specific objective
grapevine
Administrative Model of decision making
Stages of Groups
task force
43. 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.
loop control
single use plan
supply chain management
fundamental attribution error
44. Choosing an option that is acceptable - although not necessarily the best or perfect.
standing plan
satisficing
Stages of Groups
controlling function
45. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
zeitgeist
leadership grids
Fundamental Attribution Error
operating plan
46. When a company or organization does the bare minimum required to meet a requirement or responsibility
institutional power (as defined by McClelland)
defense reaction
concurrent control
standing plan
47. 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
hawthorne studies
Rationalizing
selective perception
gantt chart
48. When a company or organization responds to a requirement or responsibility by fighting against it.
Stages of Groups
kanban system
hawthorne studies
Reaction reaction
49. Group performance is dependent upon the interaction between leadership style and situational favorableness
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50. Forming - Storming - Norming - Performing
Classical Approach to decision making
Rationalizing
satisficing
Stages of Groups