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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. 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
McCelland's Acquired Need theory
strategic plan
2. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
institutional power (as defined by McClelland)
loop control
gantt chart
business process re-engineering
3. Groups in which the members are attached to each other and act as one unit
overhead
abilene paradox
telecommuting
Cohesive Groups
4. (n.) - the spirit of the time - Leaders are born into the times where they will be effective
hawthorne studies
telecommuting
zeitgeist
supply chain management
5. 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
short-term plan
institutional power (as defined by McClelland)
Enterprise resource planning
maslow
6. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
feedback control
staffing function
geocentric approach
fundamental attribution error
7. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements
organizing function
benchmarking
Reaction reaction
people oriented leadership
8. The tendency to assign internal attributes to successes and external factors to failures.
self-serving bias
morals
polycentric approach
Proaction reaction
9. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.
concurrent control
task force
Pygmalion effect
Fiedler's contingency theory
10. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
projection
loop control
Enterprise resource planning
hierarchy of needs
11. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area
legitimate power
specific plan
stages of conflict
span of control
12. 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.
political model of decision making
organizing function
decentralization
core functions of management
13. 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
strategic plan
projection
hierarchy of needs
Enterprise resource planning
14. Group performance is dependent upon the interaction between leadership style and situational favorableness
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15. Using computers and telecommunications equipment to perform work from home or another remote location
ethics
loop control
Fundamental Attribution Error
telecommuting
16. 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
informal leadership
zeitgeist
kanban system
task force
17. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'
standing plan
authoritarianism
decentralization
Pygmalion effect
18. The number of subordinates who report directly to a manager
nominal group technique
span of control
Enterprise resource planning
task force
19. 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.
coercive power
Proaction reaction
political model of decision making
control system
20. The ability to use influence to achieve results
institutional power (as defined by McClelland)
Stages of Groups
operating plan
rewards power
21. 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
kanban system
loop control
Expectancy theory
expert power
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
Frederick Taylor
Fundamental Attribution Error
morals
authoritarianism
23. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
Theory X
grapevine
Reaction reaction
geocentric approach
24. 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.
legitimate power
Three components of Expectancy theory
supply chain management
hierarchy of needs
25. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
decentralization
legitimate power
transformational leadership
Decision Making Process
26. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage
telecommuting
satisficing
abilene paradox
ethnocentric approach
27. Power derived through one's position - such as a police officer or elected official.
transactional leadership
staffing function
controlling function
legitimate power
28. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
satisficing
Alderfer's ERG theory
hierarchy of needs
Economic Order Quality (EOQ)
29. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt
Theory X
legitimate power
staffing function
satisficing
30. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
controlling function
Administrative Model of decision making
fundamental attribution error
charismatic leadership
31. Fundamental values of right and wrong
morals
valence
loop control
single use plan
32. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
Stages of Groups
feedforward control
core functions of management
Theory y
33. 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
authoritarianism
transactional leadership
leading function
hawthorne studies
34. 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'
strategic plan
Frederick Taylor
Pygmalion effect
institutional power (as defined by McClelland)
35. A plan that provides benefits for a limited amount of time - usually 6 months or less
transactional leadership
informal leadership
abilene paradox
short-term plan
36. 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
polycentric approach
span of control
people oriented leadership
operating plan
37. Motivation has two factors: satisfiers and dis-satisfiers.
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38. Temporary allocation of personnel and resources for the accomplishment of a specific objective
task force
political model of decision making
single use plan
leadership grids
39. 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.
Pygmalion effect
nominal group technique
gantt chart
Scientific Management
40. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
control system
leadership grids
defense reaction
transactional leadership
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
Herzberg's Two Factor Theory
short-term plan
standing plan
planning function
42. Provides managment with detailed implementation guidance based on stratgy to help with objectives
overhead
Proaction reaction
morals
operating plan
43. To bring into accord with reason or cause something to seem reasonable
Rationalizing
McCelland's Acquired Need theory
operating plan
satisficing
44. 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
Economic Order Quality (EOQ)
hierarchy of needs
staffing function
45. 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
rewards power
Scientific Management
kanban system
46. 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
fundamental attribution error
stages of conflict
PERT system (Program Evaluation and Review Technique
feedback control
47. Average Return per user
authoritarianism
Alderfer's ERG theory
ARPU
Cohesive Groups
48. Power derived through advanced knowledge or experience in a particular subject.
selective perception
expert power
Stages of Groups
single use plan
49. Motivates one person to communicate with another - Power given to an individual due to respect and/or desire to be similar to that individual.
Cohesive Groups
ethnocentric approach
polycentric approach
referent power
50. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
referent power
concurrent control
Frederick Taylor
controlling function