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Test your basic knowledge |
CLEP Principles Of Management
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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. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
standing plan
decentralization
hawthorne studies
overhead
2. 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
planning function
referent power
concurrent control
hawthorne studies
3. 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
Expectancy theory
Scientific Management
short-term plan
geocentric approach
4. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'
ethnocentric approach
business process re-engineering
single use plan
controlling function
5. 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
valence
telecommuting
operating plan
stages of conflict
6. 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
single use plan
Scientific Management
Three components of Expectancy theory
decentralization
7. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
benchmarking
specific plan
core functions of management
controlling function
8. Forming - Storming - Norming - Performing
Reaction reaction
Stages of Groups
nominal group technique
specific plan
9. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
nominal group technique
grapevine
rewards power
geocentric approach
10. Temporary allocation of personnel and resources for the accomplishment of a specific objective
Frederick Taylor
rewards power
task force
short-term plan
11. Total fixed cost
referent power
feedforward control
Enterprise resource planning
overhead
12. 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
13. The value or importance an individual places on a reward
coercive power
people oriented leadership
valence
Herzberg's Two Factor Theory
14. Groups in which the members are attached to each other and act as one unit
Alderfer's ERG theory
Pygmalion effect
political model of decision making
Cohesive Groups
15. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage
span of control
ethnocentric approach
projection
planning function
16. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area
Theory X
specific plan
feedforward control
defense reaction
17. To bring into accord with reason or cause something to seem reasonable
hierarchy of needs
Rationalizing
coercive power
core functions of management
18. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
projection
Stages of Groups
coercive power
feedback control
19. 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
overhead
morals
leadership grids
hawthorne studies
20. When a company or organization does the bare minimum required to meet a requirement or responsibility
stages of conflict
defense reaction
ethnocentric approach
Decision Making Process
21. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
informal leadership
leadership grids
satisficing
single use plan
22. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
PERT system (Program Evaluation and Review Technique
defense reaction
fundamental attribution error
control system
23. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
Administrative Model of decision making
concurrent control
self-serving bias
selective perception
24. 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
telecommuting
feedforward control
coercive power
expert power
25. Choosing an option that is acceptable - although not necessarily the best or perfect.
satisficing
coercive power
referent power
loop control
26. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt
Decision Making Process
leading function
defense reaction
staffing function
27. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
political model of decision making
leadership grids
Economic Order Quality (EOQ)
fundamental attribution error
28. When a company or organization responds to a requirement or responsibility by fighting against it.
Scientific Management
Expectancy theory
control system
Reaction reaction
29. 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
nominal group technique
Cohesive Groups
hierarchy of needs
single use plan
30. 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.
controlling function
abilene paradox
feedforward control
Administrative Model of decision making
31. 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.
supply chain management
Reaction reaction
valence
kanban system
32. 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
valence
Administrative Model of decision making
nominal group technique
Frederick Taylor
33. Control that allows managers to anticipate problems before they arise
Administrative Model of decision making
legitimate power
feedforward control
Scientific Management
34. Power derived through one's position - such as a police officer or elected official.
McCelland's Acquired Need theory
Fiedler's contingency theory
Classical Approach to decision making
legitimate power
35. 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
overhead
PERT system (Program Evaluation and Review Technique
rewards power
selective perception
36. 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'
control system
authoritarianism
task force
self-serving bias
37. Plan reflecting decisions about resource allocations - company priorities - and steps needed to meet strategic goals. LONG TERM GOALS
political model of decision making
Administrative Model of decision making
strategic plan
benchmarking
38. Group performance is dependent upon the interaction between leadership style and situational favorableness
39. 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
fundamental attribution error
PERT system (Program Evaluation and Review Technique
Decision Making Process
business process re-engineering
40. Provides managment with detailed implementation guidance based on stratgy to help with objectives
legitimate power
Economic Order Quality (EOQ)
task force
operating plan
41. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
benchmarking
Theory y
nominal group technique
telecommuting
42. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
span of control
people oriented leadership
stages of conflict
business process re-engineering
43. Fundamental values of right and wrong
morals
overhead
zeitgeist
controlling function
44. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
Fiedler's contingency theory
charismatic leadership
Three components of Expectancy theory
kanban system
45. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
concurrent control
Theory X
transactional leadership
Scientific Management
46. The tendency to assign internal attributes to successes and external factors to failures.
business process re-engineering
Proaction reaction
self-serving bias
supply chain management
47. Motivation based on ideas of right and wrong
span of control
rewards power
ethics
charismatic leadership
48. Assumes that the manager will operate an make decisions based on the best economic interest of the company
Classical Approach to decision making
McCelland's Acquired Need theory
Expectancy theory
Three components of Expectancy theory
49. Average Return per user
overhead
referent power
charismatic leadership
ARPU
50. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.
Scientific Management
specific plan
concurrent control
short-term plan