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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. Tests ending condition in middle of loop
Scientific Management
hierarchy of needs
zeitgeist
loop control
2. Hierarchy of needs
Enterprise resource planning
maslow
strategic plan
Pygmalion effect
3. 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
Three components of Expectancy theory
PERT system (Program Evaluation and Review Technique
ARPU
defense reaction
4. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
morals
hawthorne studies
Fundamental Attribution Error
rewards power
5. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements
transformational leadership
span of control
organizing function
benchmarking
6. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence
transformational leadership
informal leadership
Pygmalion effect
political model of decision making
7. A simple bar chart that depicts project tasks against a calendar
gantt chart
institutional power (as defined by McClelland)
geocentric approach
leadership grids
8. A mechanism for gathering information about performance deficiencies after they occur
McCelland's Acquired Need theory
feedback control
fundamental attribution error
valence
9. Plan reflecting decisions about resource allocations - company priorities - and steps needed to meet strategic goals. LONG TERM GOALS
operating plan
strategic plan
political model of decision making
informal leadership
10. The management function that energizes people to contribute their best individually and in cooperation with other people
geocentric approach
leading function
single use plan
Classical Approach to decision making
11. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
Theory X
feedforward control
referent power
Frederick Taylor
12. 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
Herzberg's Two Factor Theory
zeitgeist
fundamental attribution error
13. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
Three components of Expectancy theory
coercive power
authoritarianism
selective perception
14. 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
benchmarking
standing plan
Scientific Management
stages of conflict
15. Average Return per user
short-term plan
gantt chart
McCelland's Acquired Need theory
ARPU
16. Leadership based on an exchange process - in which followers are rewarded for good performance and punished for poor performance
informal leadership
rewards power
transactional leadership
Stages of Groups
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.
concurrent control
leadership grids
Proaction reaction
institutional power (as defined by McClelland)
18. Forming - Storming - Norming - Performing
Alderfer's ERG theory
Stages of Groups
Economic Order Quality (EOQ)
Reaction reaction
19. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
authoritarianism
organizing function
Theory y
expert power
20. 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
Expectancy theory
abilene paradox
21. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
referent power
polycentric approach
projection
standing plan
22. The tendency to assign internal attributes to successes and external factors to failures.
Expectancy theory
core functions of management
self-serving bias
Three components of Expectancy theory
23. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
rewards power
Scientific Management
Herzberg's Two Factor Theory
controlling function
24. Group performance is dependent upon the interaction between leadership style and situational favorableness
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25. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
loop control
ethics
polycentric approach
planning function
26. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
McCelland's Acquired Need theory
ARPU
fundamental attribution error
grapevine
27. 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
control system
supply chain management
Frederick Taylor
nominal group technique
28. Planning - Controlling - Leading - Organizing
gantt chart
core functions of management
loop control
Stages of Groups
29. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
transactional leadership
gantt chart
Proaction reaction
decentralization
30. 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
Proaction reaction
kanban system
feedforward control
people oriented leadership
31. Motivates one person to communicate with another - Power given to an individual due to respect and/or desire to be similar to that individual.
Frederick Taylor
referent power
staffing function
planning function
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. Different people have different needs based on their early childhood experiences.
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34. When a company or organization does the bare minimum required to meet a requirement or responsibility
Fiedler's contingency theory
defense reaction
people oriented leadership
decentralization
35. 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
ethics
Classical Approach to decision making
planning function
Pygmalion effect
36. 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
transactional leadership
nominal group technique
hierarchy of needs
institutional power (as defined by McClelland)
37. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
Economic Order Quality (EOQ)
informal leadership
defense reaction
Scientific Management
38. 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
telecommuting
institutional power (as defined by McClelland)
Pygmalion effect
kanban system
39. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
rewards power
concurrent control
supply chain management
geocentric approach
40. Motivation has two factors: satisfiers and dis-satisfiers.
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41. 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.
coercive power
telecommuting
single use plan
supply chain management
42. Motivation based on ideas of right and wrong
ethics
gantt chart
zeitgeist
strategic plan
43. 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
Frederick Taylor
hawthorne studies
McCelland's Acquired Need theory
benchmarking
44. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt
staffing function
expert power
Rationalizing
McCelland's Acquired Need theory
45. Total fixed cost
rewards power
maslow
strategic plan
overhead
46. 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
Frederick Taylor
charismatic leadership
abilene paradox
Three components of Expectancy theory
47. The ability to use influence to achieve results
institutional power (as defined by McClelland)
geocentric approach
Theory y
Decision Making Process
48. (n.) - the spirit of the time - Leaders are born into the times where they will be effective
zeitgeist
Decision Making Process
feedforward control
valence
49. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
informal leadership
expert power
Classical Approach to decision making
controlling function
50. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage
short-term plan
Three components of Expectancy theory
strategic plan
ethnocentric approach