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CLEP Principles Of Management

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 behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers






2. 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'






3. Total fixed cost






4. Plan reflecting decisions about resource allocations - company priorities - and steps needed to meet strategic goals. LONG TERM GOALS






5. Provides managment with detailed implementation guidance based on stratgy to help with objectives






6. 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'






7. Different people have different needs based on their early childhood experiences.

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8. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.






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






10. A mechanism for gathering information about performance deficiencies after they occur






11. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.






12. 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






13. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition






14. 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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15. Motivates one person to communicate with another - Power given to an individual due to respect and/or desire to be similar to that individual.






16. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence






17. 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.






18. 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






19. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'






20. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization






21. 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.






22. There are no predefined criteria or priorities. Instead they are set by the group when making the decision






23. A simple bar chart that depicts project tasks against a calendar






24. When a company or organization responds to a requirement or responsibility by fighting against it.






25. 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






26. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else






27. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.






28. Control that allows managers to anticipate problems before they arise






29. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions






30. The tendency to assign internal attributes to successes and external factors to failures.






31. Degree to which decision-making authority is given to lower levels in an organization's hierarchy






32. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage






33. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.






34. 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






35. Average Return per user






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






37. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.






38. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.






39. The number of subordinates who report directly to a manager






40. The ability to use influence to achieve results






41. 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.






42. 1) Awareness of need for a decision. 2) Formulation of the problem. 3) Diagnosis and information gathering. 4) Generation of alternatives. 5) Evaluation of alternatives and selection of best option. 6) Implementation of solution. 7) Feedback and eval






43. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt






44. 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






45. Power derived through advanced knowledge or experience in a particular subject.






46. The value or importance an individual places on a reward






47. The management function that energizes people to contribute their best individually and in cooperation with other people






48. Assumes that the manager will operate an make decisions based on the best economic interest of the company






49. 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






50. 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.