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CLEP Principles Of Management

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. 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.






2. Fundamental values of right and wrong






3. 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






4. 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






5. Motivation has two factors: satisfiers and dis-satisfiers.

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6. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'






7. 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






8. When a company or organization responds to a requirement or responsibility by fighting against it.






9. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt






10. 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






11. Plan reflecting decisions about resource allocations - company priorities - and steps needed to meet strategic goals. LONG TERM GOALS






12. To bring into accord with reason or cause something to seem reasonable






13. 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






14. 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






15. 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






16. Temporary allocation of personnel and resources for the accomplishment of a specific objective






17. Provides managment with detailed implementation guidance based on stratgy to help with objectives






18. Leadership based on an exchange process - in which followers are rewarded for good performance and punished for poor performance






19. The number of subordinates who report directly to a manager






20. 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.






21. Control that allows managers to anticipate problems before they arise






22. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers






23. 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






24. 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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25. Degree to which decision-making authority is given to lower levels in an organization's hierarchy






26. Group performance is dependent upon the interaction between leadership style and situational favorableness

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27. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage






28. The management function that energizes people to contribute their best individually and in cooperation with other people






29. The value or importance an individual places on a reward






30. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization






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






32. 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.






33. The ability to use influence to achieve results






34. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence






35. There are no predefined criteria or priorities. Instead they are set by the group when making the decision






36. Total fixed cost






37. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.






38. The tendency to assign internal attributes to successes and external factors to failures.






39. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'






40. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.






41. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior






42. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.






43. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress






44. A plan that provides benefits for a limited amount of time - usually 6 months or less






45. 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






46. 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






47. Forming - Storming - Norming - Performing






48. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else






49. Groups in which the members are attached to each other and act as one unit






50. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements