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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. Provides managment with detailed implementation guidance based on stratgy to help with objectives
Proaction reaction
operating plan
institutional power (as defined by McClelland)
Pygmalion effect
2. 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
satisficing
span of control
abilene paradox
gantt chart
3. Motivation has two factors: satisfiers and dis-satisfiers.
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4. The tendency to assign internal attributes to successes and external factors to failures.
Expectancy theory
self-serving bias
leading function
stages of conflict
5. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
valence
rewards power
control system
institutional power (as defined by McClelland)
6. A plan that provides benefits for a limited amount of time - usually 6 months or less
feedback control
zeitgeist
short-term plan
Theory y
7. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
projection
ARPU
task force
Theory y
8. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area
operating plan
maslow
geocentric approach
specific plan
9. 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
hierarchy of needs
single use plan
Pygmalion effect
strategic plan
10. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements
benchmarking
satisficing
charismatic leadership
hawthorne studies
11. 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
zeitgeist
hawthorne studies
Reaction reaction
Administrative Model of decision making
12. 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'
Enterprise resource planning
self-serving bias
authoritarianism
supply chain management
13. Hierarchy of needs
transactional leadership
business process re-engineering
maslow
Theory X
14. Assumes that the manager will operate an make decisions based on the best economic interest of the company
feedback control
Classical Approach to decision making
standing plan
Proaction reaction
15. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
single use plan
kanban system
grapevine
Stages of Groups
16. Motivates one person to communicate with another - Power given to an individual due to respect and/or desire to be similar to that individual.
Rationalizing
referent power
Stages of Groups
Fiedler's contingency theory
17. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'
abilene paradox
standing plan
Theory y
decentralization
18. Total fixed cost
overhead
concurrent control
ethnocentric approach
feedback control
19. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
leadership grids
task force
abilene paradox
organizing function
20. To bring into accord with reason or cause something to seem reasonable
valence
Rationalizing
decentralization
Enterprise resource planning
21. Power derived through advanced knowledge or experience in a particular subject.
Fiedler's contingency theory
expert power
legitimate power
Proaction reaction
22. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence
institutional power (as defined by McClelland)
transformational leadership
satisficing
projection
23. 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
valence
Three components of Expectancy theory
feedback control
Expectancy theory
24. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
Administrative Model of decision making
controlling function
transformational leadership
kanban system
25. (n.) - the spirit of the time - Leaders are born into the times where they will be effective
nominal group technique
zeitgeist
organizing function
Pygmalion effect
26. The ability to use influence to achieve results
institutional power (as defined by McClelland)
authoritarianism
coercive power
telecommuting
27. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
Theory X
Fundamental Attribution Error
abilene paradox
authoritarianism
28. The number of subordinates who report directly to a manager
political model of decision making
PERT system (Program Evaluation and Review Technique
Administrative Model of decision making
span of control
29. 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
legitimate power
loop control
satisficing
30. 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
self-serving bias
Expectancy theory
Economic Order Quality (EOQ)
Enterprise resource planning
31. Average Return per user
loop control
hawthorne studies
ARPU
strategic plan
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.
planning function
controlling function
Administrative Model of decision making
informal leadership
33. Groups in which the members are attached to each other and act as one unit
Cohesive Groups
defense reaction
Three components of Expectancy theory
political model of decision making
34. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
decentralization
Expectancy theory
business process re-engineering
concurrent control
35. Choosing an option that is acceptable - although not necessarily the best or perfect.
Fundamental Attribution Error
satisficing
leading function
Cohesive Groups
36. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
fundamental attribution error
Proaction reaction
Economic Order Quality (EOQ)
Frederick Taylor
37. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'
Economic Order Quality (EOQ)
single use plan
projection
leadership grids
38. Different people have different needs based on their early childhood experiences.
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39. Leadership based on an exchange process - in which followers are rewarded for good performance and punished for poor performance
transactional leadership
referent power
satisficing
grapevine
40. Control that allows managers to anticipate problems before they arise
nominal group technique
authoritarianism
Pygmalion effect
feedforward control
41. 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
Decision Making Process
telecommuting
planning function
operating plan
42. 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
self-serving bias
Expectancy theory
authoritarianism
institutional power (as defined by McClelland)
43. Motivation based on ideas of right and wrong
Fundamental Attribution Error
ethics
projection
Classical Approach to decision making
44. 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
feedback control
geocentric approach
hawthorne studies
45. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
ethnocentric approach
Stages of Groups
benchmarking
fundamental attribution error
46. 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
rewards power
legitimate power
overhead
coercive power
47. Forming - Storming - Norming - Performing
Cohesive Groups
valence
ethics
Stages of Groups
48. 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'
Rationalizing
standing plan
Pygmalion effect
operating plan
49. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
institutional power (as defined by McClelland)
Alderfer's ERG theory
control system
business process re-engineering
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
polycentric approach
morals
Frederick Taylor
concurrent control
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