Test your basic knowledge |

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 number of subordinates who report directly to a manager






2. To bring into accord with reason or cause something to seem reasonable






3. 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






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


5. 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






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






7. 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.






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






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






10. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.






11. Using computers and telecommunications equipment to perform work from home or another remote location






12. 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






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. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'






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






16. 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






17. 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'






18. (n.) - the spirit of the time - Leaders are born into the times where they will be effective






19. Fundamental values of right and wrong






20. 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.






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






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






23. Groups in which the members are attached to each other and act as one unit






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






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






26. 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






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






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






29. Temporary allocation of personnel and resources for the accomplishment of a specific objective






30. 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






31. 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.






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






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






34. Average Return per user






35. 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


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






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






38. 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






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






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






41. 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.






42. 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






43. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area






44. A plan that provides benefits for a limited amount of time - usually 6 months or less






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






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






47. Planning - Controlling - Leading - Organizing






48. When a company or organization does the bare minimum required to meet a requirement or responsibility






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






50. Power derived through one's position - such as a police officer or elected official.