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Test your basic knowledge |
CLEP Principles Of Management
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Subjects
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clep
,
business-skills
Instructions:
Answer 50 questions in 15 minutes.
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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. Motivation has two factors: satisfiers and dis-satisfiers.
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2. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
telecommuting
standing plan
legitimate power
control system
3. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence
legitimate power
valence
short-term plan
transformational leadership
4. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
satisficing
controlling function
Theory X
rewards power
5. 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
ARPU
Reaction reaction
people oriented leadership
grapevine
6. The management function that energizes people to contribute their best individually and in cooperation with other people
leading function
Alderfer's ERG theory
leadership grids
kanban system
7. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area
specific plan
abilene paradox
Pygmalion effect
Proaction reaction
8. The tendency to assign internal attributes to successes and external factors to failures.
Decision Making Process
transactional leadership
self-serving bias
Cohesive Groups
9. Control that allows managers to anticipate problems before they arise
feedforward control
zeitgeist
institutional power (as defined by McClelland)
hierarchy of needs
10. A mechanism for gathering information about performance deficiencies after they occur
coercive power
feedback control
Theory X
fundamental attribution error
11. 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.
stages of conflict
decentralization
organizing function
kanban system
12. 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
informal leadership
abilene paradox
short-term plan
core functions of management
13. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage
specific plan
leadership grids
ethnocentric approach
Scientific Management
14. Motivation based on ideas of right and wrong
core functions of management
overhead
leading function
ethics
15. 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'
Frederick Taylor
loop control
authoritarianism
Stages of Groups
16. Fundamental values of right and wrong
morals
decentralization
hierarchy of needs
benchmarking
17. Choosing an option that is acceptable - although not necessarily the best or perfect.
satisficing
hierarchy of needs
overhead
benchmarking
18. When a company or organization responds to a requirement or responsibility by fighting against it.
Decision Making Process
authoritarianism
Reaction reaction
Cohesive Groups
19. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
overhead
core functions of management
polycentric approach
referent power
20. 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
supply chain management
Expectancy theory
maslow
planning function
21. 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
Frederick Taylor
morals
feedforward control
Herzberg's Two Factor Theory
22. When a company or organization does the bare minimum required to meet a requirement or responsibility
Classical Approach to decision making
Enterprise resource planning
defense reaction
political model of decision making
23. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
kanban system
Administrative Model of decision making
Theory y
Pygmalion effect
24. 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
Cohesive Groups
Three components of Expectancy theory
Expectancy theory
Classical Approach to decision making
25. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
benchmarking
rewards power
business process re-engineering
Frederick Taylor
26. Forming - Storming - Norming - Performing
Stages of Groups
single use plan
Fiedler's contingency theory
transformational leadership
27. Different people have different needs based on their early childhood experiences.
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28. 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
referent power
planning function
Theory X
hierarchy of needs
29. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'
Herzberg's Two Factor Theory
standing plan
hawthorne studies
span of control
30. 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
hierarchy of needs
decentralization
Alderfer's ERG theory
business process re-engineering
31. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
coercive power
zeitgeist
charismatic leadership
polycentric approach
32. 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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33. Tests ending condition in middle of loop
zeitgeist
loop control
people oriented leadership
Enterprise resource planning
34. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
Alderfer's ERG theory
Scientific Management
selective perception
geocentric approach
35. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
legitimate power
Economic Order Quality (EOQ)
projection
coercive power
36. 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
people oriented leadership
concurrent control
Decision Making Process
benchmarking
37. 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
hawthorne studies
planning function
selective perception
stages of conflict
38. The value or importance an individual places on a reward
Fundamental Attribution Error
valence
Rationalizing
staffing function
39. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
rewards power
leadership grids
grapevine
Theory X
40. Average Return per user
Classical Approach to decision making
ARPU
Cohesive Groups
Alderfer's ERG theory
41. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
gantt chart
Administrative Model of decision making
fundamental attribution error
legitimate power
42. Group performance is dependent upon the interaction between leadership style and situational favorableness
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43. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
strategic plan
Stages of Groups
expert power
political model of decision making
44. 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
referent power
business process re-engineering
zeitgeist
Enterprise resource planning
45. To bring into accord with reason or cause something to seem reasonable
decentralization
Fiedler's contingency theory
stages of conflict
Rationalizing
46. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
business process re-engineering
decentralization
rewards power
controlling function
47. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt
Cohesive Groups
projection
staffing function
Pygmalion effect
48. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
decentralization
feedforward control
grapevine
Alderfer's ERG theory
49. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
Three components of Expectancy theory
staffing function
people oriented leadership
decentralization
50. 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
standing plan
Scientific Management
gantt chart
loop control
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