SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
selective perception
business process re-engineering
referent power
projection
2. The management function that energizes people to contribute their best individually and in cooperation with other people
leading function
feedforward control
Three components of Expectancy theory
abilene paradox
3. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements
feedback control
span of control
institutional power (as defined by McClelland)
benchmarking
4. Provides managment with detailed implementation guidance based on stratgy to help with objectives
Enterprise resource planning
operating plan
span of control
planning function
5. Average Return per user
Cohesive Groups
hierarchy of needs
ARPU
controlling function
6. A mechanism for gathering information about performance deficiencies after they occur
feedback control
organizing function
PERT system (Program Evaluation and Review Technique
specific plan
7. When a company or organization does the bare minimum required to meet a requirement or responsibility
self-serving bias
authoritarianism
defense reaction
coercive power
8. Fundamental values of right and wrong
single use plan
morals
Theory y
ARPU
9. Hierarchy of needs
satisficing
Economic Order Quality (EOQ)
maslow
Decision Making Process
10. 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.
Administrative Model of decision making
political model of decision making
legitimate power
Pygmalion effect
11. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
charismatic leadership
business process re-engineering
ethics
concurrent control
12. 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
ethics
Expectancy theory
projection
political model of decision making
13. 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
operating plan
kanban system
staffing function
nominal group technique
14. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
Decision Making Process
task force
Theory X
overhead
15. 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
Pygmalion effect
Theory X
supply chain management
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
defense reaction
decentralization
Scientific Management
fundamental attribution error
17. Group performance is dependent upon the interaction between leadership style and situational favorableness
18. Power derived through one's position - such as a police officer or elected official.
legitimate power
referent power
coercive power
Fiedler's contingency theory
19. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'
single use plan
Theory X
controlling function
concurrent control
20. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
leadership grids
rewards power
Theory y
Fiedler's contingency theory
21. 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
task force
Theory X
overhead
abilene paradox
22. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
projection
feedback control
Theory X
Scientific Management
23. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'
business process re-engineering
standing plan
telecommuting
organizing function
24. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
feedforward control
controlling function
self-serving bias
geocentric approach
25. The ability to use influence to achieve results
Expectancy theory
institutional power (as defined by McClelland)
decentralization
Rationalizing
26. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage
ethnocentric approach
operating plan
morals
ethics
27. A plan that provides benefits for a limited amount of time - usually 6 months or less
standing plan
Enterprise resource planning
short-term plan
PERT system (Program Evaluation and Review Technique
28. Choosing an option that is acceptable - although not necessarily the best or perfect.
Enterprise resource planning
ethnocentric approach
nominal group technique
satisficing
29. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
Rationalizing
controlling function
transactional leadership
institutional power (as defined by McClelland)
30. 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.
organizing function
loop control
geocentric approach
Stages of Groups
31. 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'
Stages of Groups
task force
authoritarianism
zeitgeist
32. 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
morals
charismatic leadership
Scientific Management
defense reaction
33. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
standing plan
Stages of Groups
control system
political model of decision making
34. Assumes that the manager will operate an make decisions based on the best economic interest of the company
Administrative Model of decision making
zeitgeist
Classical Approach to decision making
task force
35. 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
ethnocentric approach
referent power
stages of conflict
specific plan
36. Power derived through advanced knowledge or experience in a particular subject.
abilene paradox
leading function
expert power
benchmarking
37. Control that allows managers to anticipate problems before they arise
ARPU
short-term plan
selective perception
feedforward control
38. To bring into accord with reason or cause something to seem reasonable
morals
Rationalizing
Herzberg's Two Factor Theory
Scientific Management
39. Different people have different needs based on their early childhood experiences.
40. 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
feedback control
Three components of Expectancy theory
Cohesive Groups
telecommuting
41. The tendency to assign internal attributes to successes and external factors to failures.
self-serving bias
loop control
operating plan
authoritarianism
42. 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
Theory y
McCelland's Acquired Need theory
authoritarianism
Enterprise resource planning
43. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
legitimate power
ethics
geocentric approach
Economic Order Quality (EOQ)
44. 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
coercive power
feedforward control
transformational leadership
rewards power
45. Forming - Storming - Norming - Performing
Cohesive Groups
business process re-engineering
selective perception
Stages of Groups
46. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence
kanban system
Economic Order Quality (EOQ)
transformational leadership
feedback control
47. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
organizing function
referent power
grapevine
polycentric approach
48. Groups in which the members are attached to each other and act as one unit
Cohesive Groups
business process re-engineering
specific plan
ARPU
49. When a company or organization responds to a requirement or responsibility by fighting against it.
Scientific Management
Enterprise resource planning
rewards power
Reaction reaction
50. 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
authoritarianism
Rationalizing
feedforward control