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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. Someone does not have 'official' authority but is recognized as a leader by the group
kanban system
Expectancy theory
standing plan
informal leadership
2. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
Reaction reaction
Classical Approach to decision making
business process re-engineering
PERT system (Program Evaluation and Review Technique
3. 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
fundamental attribution error
Expectancy theory
nominal group technique
satisficing
4. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area
Three components of Expectancy theory
Classical Approach to decision making
specific plan
staffing function
5. Group performance is dependent upon the interaction between leadership style and situational favorableness
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6. 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
decentralization
Decision Making Process
hierarchy of needs
polycentric approach
7. When a company or organization does the bare minimum required to meet a requirement or responsibility
valence
loop control
defense reaction
selective perception
8. Temporary allocation of personnel and resources for the accomplishment of a specific objective
rewards power
task force
leadership grids
standing plan
9. The ability to use influence to achieve results
stages of conflict
Fundamental Attribution Error
institutional power (as defined by McClelland)
Reaction reaction
10. The tendency to assign internal attributes to successes and external factors to failures.
polycentric approach
specific plan
self-serving bias
institutional power (as defined by McClelland)
11. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
Stages of Groups
nominal group technique
operating plan
control system
12. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.
ethics
concurrent control
valence
Theory X
13. Assumes that the manager will operate an make decisions based on the best economic interest of the company
Classical Approach to decision making
Scientific Management
decentralization
informal leadership
14. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
legitimate power
political model of decision making
stages of conflict
operating plan
15. Fundamental values of right and wrong
Rationalizing
coercive power
maslow
morals
16. 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
feedforward control
satisficing
Enterprise resource planning
17. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt
valence
decentralization
standing plan
staffing function
18. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
morals
single use plan
selective perception
self-serving bias
19. When a company or organization responds to a requirement or responsibility by fighting against it.
Theory X
controlling function
abilene paradox
Reaction reaction
20. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
Economic Order Quality (EOQ)
feedforward control
transactional leadership
hierarchy of needs
21. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
charismatic leadership
self-serving bias
Economic Order Quality (EOQ)
fundamental attribution error
22. 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
supply chain management
loop control
organizing function
23. 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.
satisficing
organizing function
transformational leadership
kanban system
24. Provides managment with detailed implementation guidance based on stratgy to help with objectives
Expectancy theory
Pygmalion effect
operating plan
supply chain management
25. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'
ethnocentric approach
Decision Making Process
referent power
single use plan
26. Motivation based on ideas of right and wrong
ethics
charismatic leadership
business process re-engineering
polycentric approach
27. 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.
Fiedler's contingency theory
defense reaction
Herzberg's Two Factor Theory
supply chain management
28. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
supply chain management
rewards power
core functions of management
Fundamental Attribution Error
29. Different people have different needs based on their early childhood experiences.
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30. Plan reflecting decisions about resource allocations - company priorities - and steps needed to meet strategic goals. LONG TERM GOALS
strategic plan
informal leadership
selective perception
gantt chart
31. Tests ending condition in middle of loop
loop control
expert power
organizing function
ethics
32. 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.
Frederick Taylor
Administrative Model of decision making
self-serving bias
overhead
33. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
zeitgeist
Pygmalion effect
core functions of management
Theory y
34. (n.) - the spirit of the time - Leaders are born into the times where they will be effective
geocentric approach
control system
zeitgeist
morals
35. 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
zeitgeist
expert power
satisficing
planning function
36. 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'
Pygmalion effect
decentralization
self-serving bias
selective perception
37. Control that allows managers to anticipate problems before they arise
institutional power (as defined by McClelland)
staffing function
feedforward control
projection
38. A simple bar chart that depicts project tasks against a calendar
gantt chart
Proaction reaction
hierarchy of needs
morals
39. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
benchmarking
feedback control
strategic plan
projection
40. Choosing an option that is acceptable - although not necessarily the best or perfect.
satisficing
leadership grids
core functions of management
referent power
41. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
Pygmalion effect
leading function
Cohesive Groups
grapevine
42. 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.
projection
overhead
Fiedler's contingency theory
Proaction reaction
43. 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
rewards power
Stages of Groups
Decision Making Process
Reaction reaction
44. 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
span of control
Decision Making Process
abilene paradox
grapevine
45. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage
ethics
abilene paradox
referent power
ethnocentric approach
46. 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
Pygmalion effect
stages of conflict
people oriented leadership
Fiedler's contingency theory
47. 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.
nominal group technique
expert power
specific plan
self-serving bias
48. The management function that energizes people to contribute their best individually and in cooperation with other people
strategic plan
feedback control
maslow
leading function
49. A mechanism for gathering information about performance deficiencies after they occur
leadership grids
feedback control
McCelland's Acquired Need theory
specific plan
50. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence
Cohesive Groups
Reaction reaction
Theory X
transformational leadership