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CLEP Principles Of Management

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. Degree to which decision-making authority is given to lower levels in an organization's hierarchy






2. 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






3. 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






4. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'






5. 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






6. 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






7. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress






8. Forming - Storming - Norming - Performing






9. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization






10. Temporary allocation of personnel and resources for the accomplishment of a specific objective






11. Total fixed cost






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


13. The value or importance an individual places on a reward






14. Groups in which the members are attached to each other and act as one unit






15. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage






16. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area






17. To bring into accord with reason or cause something to seem reasonable






18. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else






19. 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






20. When a company or organization does the bare minimum required to meet a requirement or responsibility






21. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior






22. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.






23. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions






24. 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






25. Choosing an option that is acceptable - although not necessarily the best or perfect.






26. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt






27. There are no predefined criteria or priorities. Instead they are set by the group when making the decision






28. When a company or organization responds to a requirement or responsibility by fighting against it.






29. 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






30. 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.






31. 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.






32. 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






33. Control that allows managers to anticipate problems before they arise






34. Power derived through one's position - such as a police officer or elected official.






35. 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






36. 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'






37. Plan reflecting decisions about resource allocations - company priorities - and steps needed to meet strategic goals. LONG TERM GOALS






38. Group performance is dependent upon the interaction between leadership style and situational favorableness


39. 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






40. Provides managment with detailed implementation guidance based on stratgy to help with objectives






41. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.






42. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.






43. Fundamental values of right and wrong






44. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers






45. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.






46. The tendency to assign internal attributes to successes and external factors to failures.






47. Motivation based on ideas of right and wrong






48. Assumes that the manager will operate an make decisions based on the best economic interest of the company






49. Average Return per user






50. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.