SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. Motivation based on ideas of right and wrong
loop control
core functions of management
ethics
defense reaction
2. 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'
geocentric approach
rewards power
Pygmalion effect
Administrative Model of decision making
3. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
transformational leadership
maslow
charismatic leadership
valence
4. 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'
authoritarianism
operating plan
defense reaction
political model of decision making
5. 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
zeitgeist
abilene paradox
leading function
Stages of Groups
6. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
geocentric approach
Herzberg's Two Factor Theory
loop control
polycentric approach
7. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
kanban system
political model of decision making
Three components of Expectancy theory
fundamental attribution error
8. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.
strategic plan
Decision Making Process
defense reaction
concurrent control
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
coercive power
Rationalizing
Enterprise resource planning
authoritarianism
10. A mechanism for gathering information about performance deficiencies after they occur
feedback control
staffing function
ethnocentric approach
kanban system
11. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
controlling function
leadership grids
transactional leadership
grapevine
12. Control that allows managers to anticipate problems before they arise
feedforward control
Enterprise resource planning
Herzberg's Two Factor Theory
defense reaction
13. 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
stages of conflict
Theory X
authoritarianism
14. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
ethics
abilene paradox
expert power
Economic Order Quality (EOQ)
15. 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
standing plan
Rationalizing
hawthorne studies
Scientific Management
16. The management function that energizes people to contribute their best individually and in cooperation with other people
transactional leadership
transformational leadership
organizing function
leading function
17. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
Pygmalion effect
business process re-engineering
Theory y
Herzberg's Two Factor Theory
18. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
planning function
Expectancy theory
people oriented leadership
Theory y
19. When a company or organization does the bare minimum required to meet a requirement or responsibility
Frederick Taylor
defense reaction
Fundamental Attribution Error
coercive power
20. Tests ending condition in middle of loop
transactional leadership
McCelland's Acquired Need theory
loop control
organizing function
21. 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
Warning
: Invalid argument supplied for foreach() in
/var/www/html/basicversity.com/show_quiz.php
on line
183
22. Using computers and telecommunications equipment to perform work from home or another remote location
coercive power
telecommuting
Pygmalion effect
polycentric approach
23. Forming - Storming - Norming - Performing
benchmarking
feedback control
task force
Stages of Groups
24. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements
Scientific Management
fundamental attribution error
informal leadership
benchmarking
25. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
control system
benchmarking
Theory X
projection
26. 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.
Cohesive Groups
nominal group technique
rewards power
Rationalizing
27. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
telecommuting
leadership grids
transformational leadership
standing plan
28. Assumes that the manager will operate an make decisions based on the best economic interest of the company
Theory y
PERT system (Program Evaluation and Review Technique
supply chain management
Classical Approach to decision making
29. To bring into accord with reason or cause something to seem reasonable
authoritarianism
Expectancy theory
legitimate power
Rationalizing
30. Different people have different needs based on their early childhood experiences.
Warning
: Invalid argument supplied for foreach() in
/var/www/html/basicversity.com/show_quiz.php
on line
183
31. The tendency to assign internal attributes to successes and external factors to failures.
nominal group technique
Alderfer's ERG theory
self-serving bias
task force
32. Someone does not have 'official' authority but is recognized as a leader by the group
staffing function
valence
informal leadership
organizing function
33. 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
Frederick Taylor
stages of conflict
Theory y
leading function
34. 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.
Theory y
supply chain management
projection
satisficing
35. 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
Expectancy theory
Administrative Model of decision making
overhead
Fiedler's contingency theory
36. Average Return per user
supply chain management
institutional power (as defined by McClelland)
staffing function
ARPU
37. Hierarchy of needs
maslow
specific plan
Economic Order Quality (EOQ)
Theory X
38. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence
Theory X
Classical Approach to decision making
defense reaction
transformational leadership
39. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
Theory X
Enterprise resource planning
Expectancy theory
Reaction reaction
40. 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
ethics
McCelland's Acquired Need theory
hierarchy of needs
charismatic leadership
41. 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
Cohesive Groups
Administrative Model of decision making
hawthorne studies
Enterprise resource planning
42. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
referent power
strategic plan
legitimate power
Fundamental Attribution Error
43. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
grapevine
Fiedler's contingency theory
gantt chart
fundamental attribution error
44. 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.
hawthorne studies
Administrative Model of decision making
Cohesive Groups
political model of decision making
45. 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.
Expectancy theory
organizing function
single use plan
Frederick Taylor
46. 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
grapevine
Three components of Expectancy theory
Expectancy theory
McCelland's Acquired Need theory
47. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area
loop control
Theory X
self-serving bias
specific plan
48. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
legitimate power
Stages of Groups
strategic plan
fundamental attribution error
49. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
hawthorne studies
operating plan
decentralization
rewards power
50. A simple bar chart that depicts project tasks against a calendar
Frederick Taylor
gantt chart
morals
geocentric approach