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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. Control that allows managers to anticipate problems before they arise
authoritarianism
feedforward control
Herzberg's Two Factor Theory
stages of conflict
2. The tendency to assign internal attributes to successes and external factors to failures.
Herzberg's Two Factor Theory
short-term plan
business process re-engineering
self-serving bias
3. 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.
legitimate power
Proaction reaction
hawthorne studies
Theory y
4. Motivation has two factors: satisfiers and dis-satisfiers.
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5. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
Decision Making Process
projection
specific plan
charismatic leadership
6. Assumes that the manager will operate an make decisions based on the best economic interest of the company
Classical Approach to decision making
feedforward control
people oriented leadership
referent power
7. 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
nominal group technique
stages of conflict
Rationalizing
informal leadership
8. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
Proaction reaction
Reaction reaction
rewards power
concurrent control
9. The management function that energizes people to contribute their best individually and in cooperation with other people
leading function
strategic plan
Theory X
hierarchy of needs
10. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt
Classical Approach to decision making
zeitgeist
staffing function
Frederick Taylor
11. To bring into accord with reason or cause something to seem reasonable
Rationalizing
Decision Making Process
McCelland's Acquired Need theory
operating plan
12. 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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13. Fundamental values of right and wrong
morals
transactional leadership
people oriented leadership
leadership grids
14. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
gantt chart
authoritarianism
zeitgeist
polycentric approach
15. The value or importance an individual places on a reward
valence
hawthorne studies
Expectancy theory
Fiedler's contingency theory
16. Someone does not have 'official' authority but is recognized as a leader by the group
geocentric approach
Decision Making Process
informal leadership
feedforward control
17. The number of subordinates who report directly to a manager
Enterprise resource planning
business process re-engineering
span of control
Decision Making Process
18. Hierarchy of needs
concurrent control
maslow
planning function
Theory X
19. Different people have different needs based on their early childhood experiences.
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20. 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
single use plan
hierarchy of needs
people oriented leadership
Theory y
21. Motivates one person to communicate with another - Power given to an individual due to respect and/or desire to be similar to that individual.
coercive power
stages of conflict
referent power
selective perception
22. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'
single use plan
abilene paradox
Expectancy theory
Frederick Taylor
23. 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.
abilene paradox
organizing function
defense reaction
satisficing
24. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
leading function
grapevine
Theory y
decentralization
25. Choosing an option that is acceptable - although not necessarily the best or perfect.
satisficing
specific plan
nominal group technique
concurrent control
26. Power derived through advanced knowledge or experience in a particular subject.
benchmarking
expert power
people oriented leadership
Pygmalion effect
27. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence
zeitgeist
institutional power (as defined by McClelland)
transformational leadership
feedback control
28. Leadership based on an exchange process - in which followers are rewarded for good performance and punished for poor performance
polycentric approach
transactional leadership
organizing function
Economic Order Quality (EOQ)
29. 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
transformational leadership
Herzberg's Two Factor Theory
Expectancy theory
30. A plan that provides benefits for a limited amount of time - usually 6 months or less
maslow
McCelland's Acquired Need theory
short-term plan
selective perception
31. Planning - Controlling - Leading - Organizing
zeitgeist
strategic plan
core functions of management
Theory X
32. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
controlling function
planning function
Alderfer's ERG theory
Fundamental Attribution Error
33. 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
Expectancy theory
Frederick Taylor
loop control
feedback control
34. When a company or organization does the bare minimum required to meet a requirement or responsibility
zeitgeist
feedforward control
self-serving bias
defense reaction
35. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
Theory X
staffing function
business process re-engineering
authoritarianism
36. Group performance is dependent upon the interaction between leadership style and situational favorableness
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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
Economic Order Quality (EOQ)
strategic plan
satisficing
38. Using computers and telecommunications equipment to perform work from home or another remote location
telecommuting
short-term plan
projection
Alderfer's ERG theory
39. 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
gantt chart
Rationalizing
valence
40. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements
benchmarking
Fundamental Attribution Error
specific plan
Theory X
41. Average Return per user
ARPU
operating plan
concurrent control
Stages of Groups
42. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
leadership grids
Herzberg's Two Factor Theory
Classical Approach to decision making
Fundamental Attribution Error
43. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.
concurrent control
feedforward control
Frederick Taylor
people oriented leadership
44. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
Scientific Management
business process re-engineering
morals
control system
45. 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
supply chain management
coercive power
ARPU
abilene paradox
46. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
satisficing
selective perception
rewards power
Decision Making Process
47. Forming - Storming - Norming - Performing
Three components of Expectancy theory
Stages of Groups
Herzberg's Two Factor Theory
feedforward control
48. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
satisficing
Three components of Expectancy theory
kanban system
geocentric approach
49. 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
ethnocentric approach
polycentric approach
McCelland's Acquired Need theory
Scientific Management
50. Temporary allocation of personnel and resources for the accomplishment of a specific objective
telecommuting
ARPU
business process re-engineering
task force