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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. Power derived through advanced knowledge or experience in a particular subject.






2. 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.






3. Average Return per user






4. 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






5. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence






6. 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






7. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements






8. 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.






9. Leadership based on an exchange process - in which followers are rewarded for good performance and punished for poor performance






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






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






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






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






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






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






16. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.






17. Different people have different needs based on their early childhood experiences.


18. Motivation has two factors: satisfiers and dis-satisfiers.


19. 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.






20. Total fixed cost






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






22. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition






23. 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






24. 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






25. Hierarchy of needs






26. 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


27. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition






28. 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






29. 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'






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






31. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'






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






33. Fundamental values of right and wrong






34. A mechanism for gathering information about performance deficiencies after they occur






35. 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






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






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






38. Motivates one person to communicate with another - Power given to an individual due to respect and/or desire to be similar to that individual.






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






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






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






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






43. 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






44. The management function that energizes people to contribute their best individually and in cooperation with other people






45. Someone does not have 'official' authority but is recognized as a leader by the group






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






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






48. The number of subordinates who report directly to a manager






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






50. A plan that provides benefits for a limited amount of time - usually 6 months or less