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






2. 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






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






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






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






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






7. Average Return per user






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

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






10. 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






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






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






13. 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






14. 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






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






16. 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.






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






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






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

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






21. 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






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






23. 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






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






25. 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






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






27. 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






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






29. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.






30. 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






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

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32. Motivation based on ideas of right and wrong






33. Fundamental values of right and wrong






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






35. Hierarchy of needs






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






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






38. 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'






39. 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






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






41. Forming - Storming - Norming - Performing






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






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 determines how the firm's human - financial - physical - informational - and technical resources are arranged and coordinated to perform tasks to achieve desired goals.






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






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






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






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






49. Tests ending condition in middle of loop






50. 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