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Test your basic knowledge |
CLEP Principles Of Management
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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. 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
gantt chart
concurrent control
people oriented leadership
Expectancy theory
2. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'
nominal group technique
McCelland's Acquired Need theory
standing plan
overhead
3. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
informal leadership
leadership grids
business process re-engineering
coercive power
4. 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'
Classical Approach to decision making
grapevine
Pygmalion effect
valence
5. 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
geocentric approach
PERT system (Program Evaluation and Review Technique
Cohesive Groups
Expectancy theory
6. Power derived through one's position - such as a police officer or elected official.
legitimate power
planning function
decentralization
abilene paradox
7. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.
telecommuting
projection
abilene paradox
concurrent control
8. 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
Stages of Groups
self-serving bias
hierarchy of needs
political model of decision making
9. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
selective perception
loop control
McCelland's Acquired Need theory
abilene paradox
10. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
Fiedler's contingency theory
referent power
short-term plan
grapevine
11. Temporary allocation of personnel and resources for the accomplishment of a specific objective
Cohesive Groups
hierarchy of needs
task force
morals
12. A mechanism for gathering information about performance deficiencies after they occur
feedback control
Cohesive Groups
span of control
operating plan
13. Someone does not have 'official' authority but is recognized as a leader by the group
valence
informal leadership
ARPU
Three components of Expectancy theory
14. (n.) - the spirit of the time - Leaders are born into the times where they will be effective
task force
fundamental attribution error
organizing function
zeitgeist
15. When a company or organization does the bare minimum required to meet a requirement or responsibility
defense reaction
control system
valence
overhead
16. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
coercive power
Pygmalion effect
leading function
fundamental attribution error
17. Planning - Controlling - Leading - Organizing
Stages of Groups
fundamental attribution error
Fiedler's contingency theory
core functions of management
18. Hierarchy of needs
hawthorne studies
supply chain management
maslow
leading function
19. Motivation has two factors: satisfiers and dis-satisfiers.
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20. 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
standing plan
coercive power
transactional leadership
planning function
21. 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
ARPU
supply chain management
Scientific Management
legitimate power
22. Power derived through advanced knowledge or experience in a particular subject.
transactional leadership
expert power
fundamental attribution error
ARPU
23. 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.
Fundamental Attribution Error
specific plan
Reaction reaction
Proaction reaction
24. A simple bar chart that depicts project tasks against a calendar
zeitgeist
business process re-engineering
gantt chart
people oriented leadership
25. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
polycentric approach
maslow
charismatic leadership
Classical Approach to decision making
26. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
decentralization
ethics
hawthorne studies
ethnocentric approach
27. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
control system
span of control
abilene paradox
gantt chart
28. Control that allows managers to anticipate problems before they arise
nominal group technique
feedforward control
referent power
staffing function
29. Average Return per user
Pygmalion effect
defense reaction
PERT system (Program Evaluation and Review Technique
ARPU
30. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area
polycentric approach
span of control
referent power
specific plan
31. 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
Three components of Expectancy theory
satisficing
McCelland's Acquired Need theory
authoritarianism
32. 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
expert power
political model of decision making
stages of conflict
Cohesive Groups
33. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
charismatic leadership
controlling function
stages of conflict
projection
34. 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
decentralization
coercive power
people oriented leadership
telecommuting
35. Using computers and telecommunications equipment to perform work from home or another remote location
telecommuting
planning function
Rationalizing
task force
36. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
coercive power
selective perception
rewards power
projection
37. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
Classical Approach to decision making
controlling function
maslow
institutional power (as defined by McClelland)
38. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
Theory y
feedforward control
ethnocentric approach
self-serving bias
39. 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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40. 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
geocentric approach
ethics
overhead
Decision Making Process
41. Tests ending condition in middle of loop
controlling function
loop control
rewards power
morals
42. Forming - Storming - Norming - Performing
leading function
Cohesive Groups
Stages of Groups
control system
43. 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
Fundamental Attribution Error
charismatic leadership
controlling function
Frederick Taylor
44. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
Theory X
defense reaction
Enterprise resource planning
concurrent control
45. 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
short-term plan
Enterprise resource planning
loop control
overhead
46. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
Cohesive Groups
Fundamental Attribution Error
referent power
legitimate power
47. Total fixed cost
overhead
ethnocentric approach
ethics
coercive power
48. 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.
leading function
rewards power
nominal group technique
feedforward control
49. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
geocentric approach
strategic plan
PERT system (Program Evaluation and Review Technique
fundamental attribution error
50. 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'
authoritarianism
Fundamental Attribution Error
hierarchy of needs
Administrative Model of decision making