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Test your basic knowledge |
CLEP Principles Of Management
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Subjects
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clep
,
business-skills
Instructions:
Answer 50 questions in 15 minutes.
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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 behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
strategic plan
charismatic leadership
Pygmalion effect
Rationalizing
2. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
decentralization
geocentric approach
hawthorne studies
Rationalizing
3. 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
kanban system
organizing function
operating plan
abilene paradox
4. 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.
Fundamental Attribution Error
Reaction reaction
organizing function
morals
5. The value or importance an individual places on a reward
valence
hierarchy of needs
Rationalizing
abilene paradox
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
coercive power
Administrative Model of decision making
political model of decision making
single use plan
7. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
control system
single use plan
geocentric approach
Economic Order Quality (EOQ)
8. The tendency to assign internal attributes to successes and external factors to failures.
Herzberg's Two Factor Theory
self-serving bias
Enterprise resource planning
Rationalizing
9. Choosing an option that is acceptable - although not necessarily the best or perfect.
ARPU
PERT system (Program Evaluation and Review Technique
stages of conflict
satisficing
10. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
Rationalizing
coercive power
geocentric approach
telecommuting
11. Tests ending condition in middle of loop
organizing function
loop control
PERT system (Program Evaluation and Review Technique
Economic Order Quality (EOQ)
12. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt
staffing function
leading function
zeitgeist
Herzberg's Two Factor Theory
13. When a company or organization responds to a requirement or responsibility by fighting against it.
operating plan
selective perception
benchmarking
Reaction reaction
14. The management function that energizes people to contribute their best individually and in cooperation with other people
leading function
defense reaction
leadership grids
transactional leadership
15. The number of subordinates who report directly to a manager
span of control
business process re-engineering
Pygmalion effect
authoritarianism
16. 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
Rationalizing
transactional leadership
Theory y
Scientific Management
17. 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.
maslow
Expectancy theory
Proaction reaction
selective perception
18. Different people have different needs based on their early childhood experiences.
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19. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.
Classical Approach to decision making
concurrent control
operating plan
polycentric approach
20. Temporary allocation of personnel and resources for the accomplishment of a specific objective
telecommuting
Classical Approach to decision making
core functions of management
task force
21. To bring into accord with reason or cause something to seem reasonable
decentralization
Rationalizing
referent power
authoritarianism
22. Motivation based on ideas of right and wrong
expert power
business process re-engineering
organizing function
ethics
23. Power derived through one's position - such as a police officer or elected official.
legitimate power
task force
controlling function
grapevine
24. Assumes that the manager will operate an make decisions based on the best economic interest of the company
Classical Approach to decision making
gantt chart
stages of conflict
ARPU
25. Planning - Controlling - Leading - Organizing
Fundamental Attribution Error
core functions of management
Theory X
fundamental attribution error
26. 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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27. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
transformational leadership
business process re-engineering
operating plan
control system
28. (n.) - the spirit of the time - Leaders are born into the times where they will be effective
grapevine
McCelland's Acquired Need theory
expert power
zeitgeist
29. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage
institutional power (as defined by McClelland)
charismatic leadership
core functions of management
ethnocentric approach
30. 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
Administrative Model of decision making
hawthorne studies
satisficing
Herzberg's Two Factor Theory
31. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
defense reaction
polycentric approach
political model of decision making
morals
32. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
hierarchy of needs
grapevine
Classical Approach to decision making
defense reaction
33. Average Return per user
ARPU
Three components of Expectancy theory
benchmarking
fundamental attribution error
34. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'
institutional power (as defined by McClelland)
planning function
Fiedler's contingency theory
standing plan
35. 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
abilene paradox
fundamental attribution error
maslow
transformational leadership
36. 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
planning function
business process re-engineering
projection
morals
37. 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'
transformational leadership
Administrative Model of decision making
authoritarianism
ethnocentric approach
38. Someone does not have 'official' authority but is recognized as a leader by the group
ethnocentric approach
Enterprise resource planning
informal leadership
controlling function
39. The ability to use influence to achieve results
authoritarianism
Theory y
span of control
institutional power (as defined by McClelland)
40. 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
Cohesive Groups
PERT system (Program Evaluation and Review Technique
referent power
planning function
41. Fundamental values of right and wrong
morals
stages of conflict
self-serving bias
control system
42. A mechanism for gathering information about performance deficiencies after they occur
telecommuting
political model of decision making
polycentric approach
feedback control
43. A simple bar chart that depicts project tasks against a calendar
specific plan
benchmarking
rewards power
gantt chart
44. Provides managment with detailed implementation guidance based on stratgy to help with objectives
overhead
Scientific Management
strategic plan
operating plan
45. When a company or organization does the bare minimum required to meet a requirement or responsibility
operating plan
standing plan
decentralization
defense reaction
46. 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
Three components of Expectancy theory
supply chain management
institutional power (as defined by McClelland)
47. 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.
Classical Approach to decision making
Administrative Model of decision making
self-serving bias
maslow
48. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
coercive power
leading function
supply chain management
rewards power
49. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
kanban system
Fundamental Attribution Error
feedback control
nominal group technique
50. 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
hawthorne studies
Frederick Taylor
strategic plan
ethnocentric approach
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