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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. Using computers and telecommunications equipment to perform work from home or another remote location
telecommuting
morals
rewards power
Theory y
2. A simple bar chart that depicts project tasks against a calendar
gantt chart
Pygmalion effect
organizing function
transformational leadership
3. Forming - Storming - Norming - Performing
geocentric approach
Alderfer's ERG theory
Reaction reaction
Stages of Groups
4. Motivation based on ideas of right and wrong
Decision Making Process
ethics
Theory y
authoritarianism
5. Provides managment with detailed implementation guidance based on stratgy to help with objectives
span of control
operating plan
Cohesive Groups
maslow
6. Someone does not have 'official' authority but is recognized as a leader by the group
expert power
Classical Approach to decision making
informal leadership
referent power
7. Temporary allocation of personnel and resources for the accomplishment of a specific objective
benchmarking
task force
Alderfer's ERG theory
ethics
8. Average Return per user
leading function
hawthorne studies
ARPU
Economic Order Quality (EOQ)
9. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
Theory X
supply chain management
control system
self-serving bias
10. 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
Classical Approach to decision making
coercive power
leadership grids
feedback control
11. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
business process re-engineering
strategic plan
expert power
people oriented leadership
12. Choosing an option that is acceptable - although not necessarily the best or perfect.
transformational leadership
supply chain management
Reaction reaction
satisficing
13. 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.
organizing function
maslow
transactional leadership
nominal group technique
14. Motivates one person to communicate with another - Power given to an individual due to respect and/or desire to be similar to that individual.
leadership grids
Fiedler's contingency theory
task force
referent power
15. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
leading function
projection
operating plan
Theory y
16. 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'
Administrative Model of decision making
authoritarianism
Fundamental Attribution Error
Decision Making Process
17. 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.
decentralization
valence
Classical Approach to decision making
Proaction reaction
18. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
Fundamental Attribution Error
Three components of Expectancy theory
hierarchy of needs
Decision Making Process
19. A plan that provides benefits for a limited amount of time - usually 6 months or less
Theory y
geocentric approach
short-term plan
control system
20. When a company or organization does the bare minimum required to meet a requirement or responsibility
feedback control
projection
defense reaction
Stages of Groups
21. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage
Decision Making Process
ethnocentric approach
Fiedler's contingency theory
morals
22. Fundamental values of right and wrong
morals
benchmarking
Pygmalion effect
self-serving bias
23. The value or importance an individual places on a reward
self-serving bias
abilene paradox
valence
benchmarking
24. The management function that energizes people to contribute their best individually and in cooperation with other people
transactional leadership
planning function
zeitgeist
leading function
25. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence
coercive power
transactional leadership
transformational leadership
Herzberg's Two Factor Theory
26. 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
referent power
control system
Three components of Expectancy theory
people oriented leadership
27. The ability to use influence to achieve results
geocentric approach
institutional power (as defined by McClelland)
leadership grids
grapevine
28. 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
people oriented leadership
kanban system
hierarchy of needs
valence
29. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt
kanban system
informal leadership
Cohesive Groups
staffing function
30. The tendency to assign internal attributes to successes and external factors to failures.
Fiedler's contingency theory
self-serving bias
control system
hierarchy of needs
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.
ARPU
decentralization
supply chain management
standing plan
32. Tests ending condition in middle of loop
kanban system
loop control
defense reaction
transformational leadership
33. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
benchmarking
authoritarianism
rewards power
staffing function
34. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
benchmarking
morals
Reaction reaction
Economic Order Quality (EOQ)
35. Different people have different needs based on their early childhood experiences.
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36. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
rewards power
fundamental attribution error
specific plan
hawthorne studies
37. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
rewards power
Theory X
PERT system (Program Evaluation and Review Technique
operating plan
38. 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'
benchmarking
Three components of Expectancy theory
Pygmalion effect
satisficing
39. When a company or organization responds to a requirement or responsibility by fighting against it.
Cohesive Groups
Reaction reaction
Theory X
span of control
40. 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
institutional power (as defined by McClelland)
fundamental attribution error
Enterprise resource planning
maslow
41. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
political model of decision making
controlling function
telecommuting
decentralization
42. Power derived through advanced knowledge or experience in a particular subject.
Economic Order Quality (EOQ)
expert power
Rationalizing
geocentric approach
43. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
planning function
Fundamental Attribution Error
geocentric approach
Stages of Groups
44. 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
coercive power
loop control
hawthorne studies
gantt chart
45. To bring into accord with reason or cause something to seem reasonable
Alderfer's ERG theory
zeitgeist
Rationalizing
kanban system
46. 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.
morals
abilene paradox
organizing function
leading function
47. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
political model of decision making
transactional leadership
Theory y
kanban system
48. 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
Economic Order Quality (EOQ)
grapevine
controlling function
Frederick Taylor
49. 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
task force
grapevine
projection
people oriented leadership
50. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.
coercive power
business process re-engineering
political model of decision making
concurrent control