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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. The value or importance an individual places on a reward
polycentric approach
valence
overhead
coercive power
2. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
loop control
strategic plan
span of control
political model of decision making
3. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
authoritarianism
leadership grids
transformational leadership
staffing function
4. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
polycentric approach
staffing function
geocentric approach
supply chain management
5. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
organizing function
informal leadership
control system
feedforward control
6. 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
Proaction reaction
coercive power
loop control
planning function
7. 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
morals
institutional power (as defined by McClelland)
business process re-engineering
8. 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.
supply chain management
Pygmalion effect
transformational leadership
Theory y
9. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
charismatic leadership
valence
benchmarking
specific plan
10. (n.) - the spirit of the time - Leaders are born into the times where they will be effective
Herzberg's Two Factor Theory
Enterprise resource planning
zeitgeist
supply chain management
11. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt
task force
political model of decision making
staffing function
Fiedler's contingency theory
12. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage
self-serving bias
hierarchy of needs
ethnocentric approach
abilene paradox
13. Someone does not have 'official' authority but is recognized as a leader by the group
Alderfer's ERG theory
Fundamental Attribution Error
informal leadership
telecommuting
14. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
McCelland's Acquired Need theory
charismatic leadership
institutional power (as defined by McClelland)
fundamental attribution error
15. 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
Stages of Groups
nominal group technique
kanban system
planning function
16. 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
expert power
decentralization
Decision Making Process
telecommuting
17. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
Frederick Taylor
rewards power
gantt chart
ethnocentric approach
18. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'
telecommuting
controlling function
standing plan
business process re-engineering
19. When a company or organization does the bare minimum required to meet a requirement or responsibility
planning function
defense reaction
stages of conflict
fundamental attribution error
20. 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.
business process re-engineering
concurrent control
grapevine
Proaction reaction
21. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
projection
Reaction reaction
transactional leadership
Theory y
22. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
nominal group technique
Expectancy theory
business process re-engineering
charismatic leadership
23. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
controlling function
projection
geocentric approach
task force
24. 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
hawthorne studies
coercive power
task force
25. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements
benchmarking
Three components of Expectancy theory
business process re-engineering
PERT system (Program Evaluation and Review Technique
26. Planning - Controlling - Leading - Organizing
Cohesive Groups
maslow
Pygmalion effect
core functions of management
27. 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.
loop control
Administrative Model of decision making
ethnocentric approach
decentralization
28. Leadership based on an exchange process - in which followers are rewarded for good performance and punished for poor performance
Decision Making Process
transactional leadership
Proaction reaction
Fundamental Attribution Error
29. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
overhead
hawthorne studies
decentralization
Decision Making Process
30. Fundamental values of right and wrong
Herzberg's Two Factor Theory
morals
ethics
legitimate power
31. The number of subordinates who report directly to a manager
Theory y
Expectancy theory
span of control
core functions of management
32. 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
Expectancy theory
Frederick Taylor
nominal group technique
institutional power (as defined by McClelland)
33. Control that allows managers to anticipate problems before they arise
Classical Approach to decision making
telecommuting
kanban system
feedforward control
34. 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
Three components of Expectancy theory
geocentric approach
business process re-engineering
PERT system (Program Evaluation and Review Technique
35. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
standing plan
staffing function
Fundamental Attribution Error
strategic plan
36. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
telecommuting
selective perception
Reaction reaction
Classical Approach to decision making
37. Using computers and telecommunications equipment to perform work from home or another remote location
Rationalizing
telecommuting
PERT system (Program Evaluation and Review Technique
span of control
38. A mechanism for gathering information about performance deficiencies after they occur
Fiedler's contingency theory
controlling function
feedback control
Theory X
39. Plan reflecting decisions about resource allocations - company priorities - and steps needed to meet strategic goals. LONG TERM GOALS
strategic plan
Stages of Groups
Three components of Expectancy theory
standing plan
40. 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
polycentric approach
legitimate power
zeitgeist
Enterprise resource planning
41. To bring into accord with reason or cause something to seem reasonable
Frederick Taylor
geocentric approach
Rationalizing
zeitgeist
42. 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
kanban system
Expectancy theory
Scientific Management
controlling function
43. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'
Pygmalion effect
Classical Approach to decision making
overhead
single use plan
44. The management function that energizes people to contribute their best individually and in cooperation with other people
leading function
planning function
nominal group technique
satisficing
45. Assumes that the manager will operate an make decisions based on the best economic interest of the company
span of control
controlling function
Herzberg's Two Factor Theory
Classical Approach to decision making
46. Groups in which the members are attached to each other and act as one unit
grapevine
Economic Order Quality (EOQ)
Cohesive Groups
Rationalizing
47. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
grapevine
ethics
Fundamental Attribution Error
control system
48. Hierarchy of needs
transactional leadership
authoritarianism
control system
maslow
49. Forming - Storming - Norming - Performing
staffing function
Rationalizing
Stages of Groups
valence
50. 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
valence
Theory X
ethics