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Test your basic knowledge |
CLEP Principles Of Management
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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. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
Three components of Expectancy theory
coercive power
leadership grids
organizing function
2. Temporary allocation of personnel and resources for the accomplishment of a specific objective
Classical Approach to decision making
Economic Order Quality (EOQ)
task force
valence
3. The number of subordinates who report directly to a manager
ARPU
span of control
controlling function
decentralization
4. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
specific plan
Scientific Management
operating plan
charismatic leadership
5. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
core functions of management
selective perception
organizing function
referent power
6. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
polycentric approach
Scientific Management
Stages of Groups
valence
7. Planning - Controlling - Leading - Organizing
authoritarianism
core functions of management
feedforward control
Three components of Expectancy theory
8. 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
Three components of Expectancy theory
defense reaction
polycentric approach
9. Using computers and telecommunications equipment to perform work from home or another remote location
transactional leadership
selective perception
telecommuting
McCelland's Acquired Need theory
10. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
coercive power
telecommuting
Proaction reaction
Economic Order Quality (EOQ)
11. Provides managment with detailed implementation guidance based on stratgy to help with objectives
staffing function
Fiedler's contingency theory
Enterprise resource planning
operating plan
12. When a company or organization responds to a requirement or responsibility by fighting against it.
Reaction reaction
fundamental attribution error
controlling function
business process re-engineering
13. The tendency to assign internal attributes to successes and external factors to failures.
gantt chart
self-serving bias
strategic plan
standing plan
14. Forming - Storming - Norming - Performing
valence
decentralization
Stages of Groups
institutional power (as defined by McClelland)
15. 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
Enterprise resource planning
Cohesive Groups
Three components of Expectancy theory
Frederick Taylor
16. A mechanism for gathering information about performance deficiencies after they occur
gantt chart
short-term plan
Classical Approach to decision making
feedback control
17. 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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18. Tests ending condition in middle of loop
concurrent control
loop control
satisficing
Cohesive Groups
19. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.
expert power
maslow
Classical Approach to decision making
concurrent control
20. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence
McCelland's Acquired Need theory
transformational leadership
referent power
overhead
21. The value or importance an individual places on a reward
transformational leadership
single use plan
stages of conflict
valence
22. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
core functions of management
polycentric approach
informal leadership
fundamental attribution error
23. 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
Frederick Taylor
planning function
Rationalizing
legitimate power
24. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
Stages of Groups
Theory y
projection
Fundamental Attribution Error
25. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'
Rationalizing
single use plan
Cohesive Groups
leadership grids
26. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
leading function
decentralization
rewards power
Fiedler's contingency theory
27. The management function that energizes people to contribute their best individually and in cooperation with other people
leading function
ethnocentric approach
Cohesive Groups
loop control
28. Choosing an option that is acceptable - although not necessarily the best or perfect.
projection
satisficing
expert power
benchmarking
29. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
Expectancy theory
coercive power
feedback control
Theory y
30. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
grapevine
controlling function
standing plan
satisficing
31. Leadership based on an exchange process - in which followers are rewarded for good performance and punished for poor performance
Decision Making Process
satisficing
transactional leadership
Fiedler's contingency theory
32. Motivates one person to communicate with another - Power given to an individual due to respect and/or desire to be similar to that individual.
referent power
loop control
task force
zeitgeist
33. A simple bar chart that depicts project tasks against a calendar
business process re-engineering
Administrative Model of decision making
morals
gantt chart
34. 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
core functions of management
Enterprise resource planning
supply chain management
telecommuting
35. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
grapevine
decentralization
Administrative Model of decision making
control system
36. 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.
overhead
supply chain management
standing plan
Scientific Management
37. 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
staffing function
PERT system (Program Evaluation and Review Technique
political model of decision making
transactional leadership
38. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
expert power
control system
legitimate power
rewards power
39. 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
Expectancy theory
Cohesive Groups
people oriented leadership
gantt chart
40. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
geocentric approach
short-term plan
Expectancy theory
ethnocentric approach
41. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt
benchmarking
abilene paradox
staffing function
ethnocentric approach
42. Fundamental values of right and wrong
McCelland's Acquired Need theory
hierarchy of needs
concurrent control
morals
43. Someone does not have 'official' authority but is recognized as a leader by the group
transactional leadership
decentralization
Alderfer's ERG theory
informal leadership
44. Power derived through one's position - such as a police officer or elected official.
legitimate power
single use plan
core functions of management
span of control
45. 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
expert power
hawthorne studies
Fiedler's contingency theory
grapevine
46. Control that allows managers to anticipate problems before they arise
concurrent control
maslow
Fiedler's contingency theory
feedforward control
47. A plan that provides benefits for a limited amount of time - usually 6 months or less
Alderfer's ERG theory
short-term plan
ethnocentric approach
core functions of management
48. 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
telecommuting
leading function
Frederick Taylor
49. (n.) - the spirit of the time - Leaders are born into the times where they will be effective
loop control
kanban system
zeitgeist
Classical Approach to decision making
50. Average Return per user
Pygmalion effect
Three components of Expectancy theory
Cohesive Groups
ARPU