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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. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements
hierarchy of needs
decentralization
benchmarking
projection
2. Provides managment with detailed implementation guidance based on stratgy to help with objectives
operating plan
decentralization
institutional power (as defined by McClelland)
legitimate power
3. 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
Theory y
organizing function
ethnocentric approach
coercive power
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
kanban system
decentralization
fundamental attribution error
operating plan
5. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage
concurrent control
transactional leadership
ethnocentric approach
PERT system (Program Evaluation and Review Technique
6. 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.
nominal group technique
supply chain management
people oriented leadership
authoritarianism
7. A mechanism for gathering information about performance deficiencies after they occur
feedforward control
Theory X
Alderfer's ERG theory
feedback control
8. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
nominal group technique
fundamental attribution error
political model of decision making
authoritarianism
9. A simple bar chart that depicts project tasks against a calendar
telecommuting
hierarchy of needs
McCelland's Acquired Need theory
gantt chart
10. Assumes that the manager will operate an make decisions based on the best economic interest of the company
institutional power (as defined by McClelland)
Herzberg's Two Factor Theory
Classical Approach to decision making
decentralization
11. 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.
Proaction reaction
transformational leadership
Rationalizing
task force
12. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
telecommuting
stages of conflict
projection
McCelland's Acquired Need theory
13. Planning - Controlling - Leading - Organizing
Frederick Taylor
leading function
core functions of management
polycentric approach
14. 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
Frederick Taylor
people oriented leadership
Economic Order Quality (EOQ)
Expectancy theory
15. Total fixed cost
morals
Pygmalion effect
standing plan
overhead
16. Plan reflecting decisions about resource allocations - company priorities - and steps needed to meet strategic goals. LONG TERM GOALS
institutional power (as defined by McClelland)
strategic plan
operating plan
Pygmalion effect
17. 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
operating plan
controlling function
hawthorne studies
nominal group technique
18. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
rewards power
supply chain management
Frederick Taylor
Administrative Model of decision making
19. 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
projection
feedback control
benchmarking
20. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'
single use plan
polycentric approach
Expectancy theory
referent power
21. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
fundamental attribution error
Theory y
leading function
short-term plan
22. Hierarchy of needs
leadership grids
single use plan
maslow
ethics
23. The number of subordinates who report directly to a manager
span of control
McCelland's Acquired Need theory
informal leadership
satisficing
24. Different people have different needs based on their early childhood experiences.
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25. 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
Three components of Expectancy theory
core functions of management
strategic plan
Theory X
26. People's expectations or beliefs determine their behavior and performance - thus serving to make their expectations come true. also... living up to or down to another's expectations of us... 'self fulfilling prophecy'
task force
McCelland's Acquired Need theory
hierarchy of needs
Pygmalion effect
27. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
zeitgeist
maslow
Frederick Taylor
Economic Order Quality (EOQ)
28. Power derived through advanced knowledge or experience in a particular subject.
Administrative Model of decision making
expert power
task force
Scientific Management
29. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
geocentric approach
span of control
benchmarking
core functions of management
30. Using computers and telecommunications equipment to perform work from home or another remote location
telecommuting
hawthorne studies
Scientific Management
Proaction reaction
31. A decision-making method that begins and ends by having group members quietly write down and evaluate ideas to be shared with the group. This ensures weaker voices have a chance to speak.
fundamental attribution error
nominal group technique
strategic plan
staffing function
32. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'
Classical Approach to decision making
transformational leadership
standing plan
Fundamental Attribution Error
33. When a company or organization does the bare minimum required to meet a requirement or responsibility
defense reaction
task force
feedforward control
projection
34. Choosing an option that is acceptable - although not necessarily the best or perfect.
satisficing
Expectancy theory
planning function
Classical Approach to decision making
35. To bring into accord with reason or cause something to seem reasonable
transformational leadership
morals
Rationalizing
core functions of management
36. Groups in which the members are attached to each other and act as one unit
leadership grids
specific plan
maslow
Cohesive Groups
37. 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'
authoritarianism
McCelland's Acquired Need theory
legitimate power
political model of decision making
38. The tendency to assign internal attributes to successes and external factors to failures.
self-serving bias
telecommuting
Frederick Taylor
geocentric approach
39. 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
geocentric approach
people oriented leadership
Stages of Groups
political model of decision making
40. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
zeitgeist
Theory X
defense reaction
loop control
41. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
institutional power (as defined by McClelland)
zeitgeist
transformational leadership
polycentric approach
42. 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
standing plan
Pygmalion effect
ethnocentric approach
43. Control that allows managers to anticipate problems before they arise
short-term plan
feedforward control
planning function
legitimate power
44. When a company or organization responds to a requirement or responsibility by fighting against it.
operating plan
Reaction reaction
overhead
Theory X
45. 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
Alderfer's ERG theory
task force
PERT system (Program Evaluation and Review Technique
stages of conflict
46. Average Return per user
Three components of Expectancy theory
span of control
ARPU
institutional power (as defined by McClelland)
47. Fundamental values of right and wrong
coercive power
leadership grids
morals
ethnocentric approach
48. Group performance is dependent upon the interaction between leadership style and situational favorableness
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49. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
Theory X
polycentric approach
expert power
business process re-engineering
50. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
hawthorne studies
leadership grids
Administrative Model of decision making
control system