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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. 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
Herzberg's Two Factor Theory
hierarchy of needs
Enterprise resource planning
core functions of management
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'
Scientific Management
people oriented leadership
Theory X
Pygmalion effect
3. 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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4. Group performance is dependent upon the interaction between leadership style and situational favorableness
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5. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area
specific plan
Administrative Model of decision making
kanban system
morals
6. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
Theory y
people oriented leadership
informal leadership
controlling function
7. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
business process re-engineering
Herzberg's Two Factor Theory
concurrent control
decentralization
8. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
leadership grids
charismatic leadership
expert power
geocentric approach
9. Motivation has two factors: satisfiers and dis-satisfiers.
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10. 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
abilene paradox
hierarchy of needs
Scientific Management
Reaction reaction
11. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
selective perception
decentralization
legitimate power
transactional leadership
12. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
rewards power
political model of decision making
expert power
leading function
13. Total fixed cost
telecommuting
Three components of Expectancy theory
valence
overhead
14. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
kanban system
projection
hierarchy of needs
leading function
15. The management function that energizes people to contribute their best individually and in cooperation with other people
Fundamental Attribution Error
leading function
self-serving bias
telecommuting
16. Planning - Controlling - Leading - Organizing
informal leadership
core functions of management
authoritarianism
Theory y
17. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
nominal group technique
loop control
Economic Order Quality (EOQ)
McCelland's Acquired Need theory
18. 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.
organizing function
leadership grids
Three components of Expectancy theory
gantt chart
19. (n.) - the spirit of the time - Leaders are born into the times where they will be effective
Scientific Management
transactional leadership
coercive power
zeitgeist
20. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
abilene paradox
Theory y
Reaction reaction
Theory X
21. Motivates one person to communicate with another - Power given to an individual due to respect and/or desire to be similar to that individual.
single use plan
referent power
Three components of Expectancy theory
maslow
22. 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
abilene paradox
zeitgeist
Economic Order Quality (EOQ)
23. 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
short-term plan
people oriented leadership
Enterprise resource planning
Frederick Taylor
24. 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
Fiedler's contingency theory
informal leadership
Scientific Management
standing plan
25. 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.
single use plan
Fiedler's contingency theory
Proaction reaction
task force
26. 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
Decision Making Process
Expectancy theory
Proaction reaction
Cohesive Groups
27. A simple bar chart that depicts project tasks against a calendar
grapevine
single use plan
gantt chart
political model of decision making
28. Different people have different needs based on their early childhood experiences.
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29. When a company or organization does the bare minimum required to meet a requirement or responsibility
defense reaction
standing plan
Stages of Groups
geocentric approach
30. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
supply chain management
strategic plan
fundamental attribution error
organizing function
31. Choosing an option that is acceptable - although not necessarily the best or perfect.
McCelland's Acquired Need theory
satisficing
institutional power (as defined by McClelland)
grapevine
32. 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
PERT system (Program Evaluation and Review Technique
Classical Approach to decision making
Theory X
Stages of Groups
33. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
Economic Order Quality (EOQ)
Three components of Expectancy theory
charismatic leadership
ethnocentric approach
34. 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'
political model of decision making
authoritarianism
people oriented leadership
maslow
35. 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
concurrent control
planning function
Classical Approach to decision making
transactional leadership
36. The tendency to assign internal attributes to successes and external factors to failures.
concurrent control
morals
self-serving bias
decentralization
37. Control that allows managers to anticipate problems before they arise
Decision Making Process
geocentric approach
feedforward control
organizing function
38. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
Alderfer's ERG theory
charismatic leadership
leadership grids
span of control
39. 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.
business process re-engineering
abilene paradox
supply chain management
transactional leadership
40. Fundamental values of right and wrong
benchmarking
Cohesive Groups
hierarchy of needs
morals
41. A plan that provides benefits for a limited amount of time - usually 6 months or less
charismatic leadership
self-serving bias
short-term plan
controlling function
42. Hierarchy of needs
political model of decision making
loop control
leadership grids
maslow
43. 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
stages of conflict
people oriented leadership
defense reaction
grapevine
44. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
Frederick Taylor
McCelland's Acquired Need theory
Proaction reaction
control system
45. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements
benchmarking
Herzberg's Two Factor Theory
charismatic leadership
ARPU
46. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
stages of conflict
feedforward control
overhead
grapevine
47. Motivation based on ideas of right and wrong
specific plan
benchmarking
leading function
ethics
48. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
gantt chart
political model of decision making
satisficing
Alderfer's ERG theory
49. To bring into accord with reason or cause something to seem reasonable
specific plan
Rationalizing
controlling function
benchmarking
50. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt
informal leadership
McCelland's Acquired Need theory
selective perception
staffing function