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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. 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
ethics
business process re-engineering
people oriented leadership
coercive power
2. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
leading function
McCelland's Acquired Need theory
Administrative Model of decision making
projection
3. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
kanban system
referent power
Economic Order Quality (EOQ)
concurrent control
4. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
morals
political model of decision making
Enterprise resource planning
benchmarking
5. 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
Frederick Taylor
authoritarianism
business process re-engineering
6. 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
abilene paradox
transformational leadership
single use plan
ethics
7. 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
projection
Rationalizing
Three components of Expectancy theory
political model of decision making
8. (n.) - the spirit of the time - Leaders are born into the times where they will be effective
staffing function
zeitgeist
Enterprise resource planning
kanban system
9. 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
Scientific Management
legitimate power
Alderfer's ERG theory
Proaction reaction
10. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
Cohesive Groups
polycentric approach
informal leadership
business process re-engineering
11. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements
legitimate power
control system
benchmarking
authoritarianism
12. 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
abilene paradox
referent power
overhead
13. Different people have different needs based on their early childhood experiences.
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14. Groups in which the members are attached to each other and act as one unit
benchmarking
Expectancy theory
Cohesive Groups
Rationalizing
15. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'
Rationalizing
transformational leadership
defense reaction
single use plan
16. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
polycentric approach
organizing function
rewards power
leadership grids
17. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
Cohesive Groups
core functions of management
charismatic leadership
Three components of Expectancy theory
18. Tests ending condition in middle of loop
core functions of management
transformational leadership
authoritarianism
loop control
19. 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
telecommuting
hawthorne studies
standing plan
Enterprise resource planning
20. The value or importance an individual places on a reward
Administrative Model of decision making
valence
controlling function
leading function
21. A plan that provides benefits for a limited amount of time - usually 6 months or less
feedback control
morals
short-term plan
hierarchy of needs
22. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
transformational leadership
charismatic leadership
selective perception
Fiedler's contingency theory
23. 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
Frederick Taylor
transformational leadership
Decision Making Process
Economic Order Quality (EOQ)
24. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
business process re-engineering
rewards power
Three components of Expectancy theory
decentralization
25. 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.
nominal group technique
Expectancy theory
specific plan
span of control
26. Fundamental values of right and wrong
morals
business process re-engineering
informal leadership
hierarchy of needs
27. 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
Herzberg's Two Factor Theory
short-term plan
Theory X
hawthorne studies
28. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
geocentric approach
Expectancy theory
satisficing
Theory X
29. Power derived through one's position - such as a police officer or elected official.
legitimate power
geocentric approach
selective perception
business process re-engineering
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
abilene paradox
political model of decision making
feedforward control
fundamental attribution error
31. Control that allows managers to anticipate problems before they arise
legitimate power
fundamental attribution error
transformational leadership
feedforward control
32. Choosing an option that is acceptable - although not necessarily the best or perfect.
Fiedler's contingency theory
Stages of Groups
Administrative Model of decision making
satisficing
33. 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
coercive power
planning function
leading function
kanban system
34. Provides managment with detailed implementation guidance based on stratgy to help with objectives
Theory X
operating plan
McCelland's Acquired Need theory
PERT system (Program Evaluation and Review Technique
35. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
single use plan
Theory y
PERT system (Program Evaluation and Review Technique
gantt chart
36. 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'
decentralization
short-term plan
Pygmalion effect
feedforward control
37. When a company or organization does the bare minimum required to meet a requirement or responsibility
defense reaction
gantt chart
Fundamental Attribution Error
Theory y
38. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
maslow
Theory X
core functions of management
loop control
39. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
hawthorne studies
polycentric approach
abilene paradox
kanban system
40. 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.
projection
organizing function
planning function
Stages of Groups
41. Forming - Storming - Norming - Performing
informal leadership
Stages of Groups
benchmarking
business process re-engineering
42. 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
people oriented leadership
specific plan
supply chain management
McCelland's Acquired Need theory
43. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt
Fiedler's contingency theory
staffing function
self-serving bias
planning function
44. The number of subordinates who report directly to a manager
fundamental attribution error
ethics
coercive power
span of control
45. Assumes that the manager will operate an make decisions based on the best economic interest of the company
Fiedler's contingency theory
hawthorne studies
ethics
Classical Approach to decision making
46. 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
valence
short-term plan
specific plan
47. The ability to use influence to achieve results
charismatic leadership
selective perception
institutional power (as defined by McClelland)
Stages of Groups
48. 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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49. Planning - Controlling - Leading - Organizing
projection
Stages of Groups
core functions of management
Alderfer's ERG theory
50. Plan reflecting decisions about resource allocations - company priorities - and steps needed to meet strategic goals. LONG TERM GOALS
ARPU
strategic plan
institutional power (as defined by McClelland)
ethnocentric approach