SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. To bring into accord with reason or cause something to seem reasonable
controlling function
valence
Rationalizing
morals
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
PERT system (Program Evaluation and Review Technique
hierarchy of needs
overhead
transactional leadership
3. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.
concurrent control
satisficing
rewards power
core functions of management
4. The value or importance an individual places on a reward
Fiedler's contingency theory
valence
informal leadership
leadership grids
5. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence
transformational leadership
legitimate power
Fiedler's contingency theory
geocentric approach
6. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
controlling function
ARPU
charismatic leadership
organizing function
7. Average Return per user
transactional leadership
legitimate power
political model of decision making
ARPU
8. Motivation has two factors: satisfiers and dis-satisfiers.
Warning
: Invalid argument supplied for foreach() in
/var/www/html/basicversity.com/show_quiz.php
on line
183
9. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
grapevine
ARPU
legitimate power
business process re-engineering
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
grapevine
planning function
Decision Making Process
Economic Order Quality (EOQ)
11. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area
task force
transactional leadership
ethnocentric approach
specific plan
12. The number of subordinates who report directly to a manager
selective perception
Stages of Groups
transactional leadership
span of control
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
morals
zeitgeist
core functions of management
people oriented leadership
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
Scientific Management
satisficing
projection
telecommuting
15. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
gantt chart
PERT system (Program Evaluation and Review Technique
political model of decision making
Administrative Model of decision making
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.
core functions of management
leading function
McCelland's Acquired Need theory
nominal group technique
17. When a company or organization responds to a requirement or responsibility by fighting against it.
maslow
stages of conflict
Reaction reaction
telecommuting
18. Groups in which the members are attached to each other and act as one unit
valence
institutional power (as defined by McClelland)
gantt chart
Cohesive Groups
19. Different people have different needs based on their early childhood experiences.
Warning
: Invalid argument supplied for foreach() in
/var/www/html/basicversity.com/show_quiz.php
on line
183
20. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
transformational leadership
polycentric approach
supply chain management
operating plan
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
Frederick Taylor
leadership grids
hawthorne studies
Economic Order Quality (EOQ)
22. A plan that provides benefits for a limited amount of time - usually 6 months or less
geocentric approach
feedforward control
short-term plan
people oriented leadership
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
organizing function
decentralization
staffing function
stages of conflict
24. Temporary allocation of personnel and resources for the accomplishment of a specific objective
institutional power (as defined by McClelland)
polycentric approach
task force
hierarchy of needs
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
short-term plan
Theory y
hierarchy of needs
Theory X
26. Assumes that the manager will operate an make decisions based on the best economic interest of the company
single use plan
Frederick Taylor
Herzberg's Two Factor Theory
Classical Approach to decision making
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
polycentric approach
selective perception
Enterprise resource planning
Alderfer's ERG theory
28. The management function that energizes people to contribute their best individually and in cooperation with other people
Economic Order Quality (EOQ)
Theory X
defense reaction
leading function
29. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
Theory X
political model of decision making
rewards power
fundamental attribution error
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
coercive power
Alderfer's ERG theory
Reaction reaction
Administrative Model of decision making
31. Group performance is dependent upon the interaction between leadership style and situational favorableness
Warning
: Invalid argument supplied for foreach() in
/var/www/html/basicversity.com/show_quiz.php
on line
183
32. Motivation based on ideas of right and wrong
ethics
self-serving bias
business process re-engineering
political model of decision making
33. Fundamental values of right and wrong
Pygmalion effect
authoritarianism
morals
supply chain management
34. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
specific plan
abilene paradox
grapevine
feedback control
35. Hierarchy of needs
maslow
telecommuting
Classical Approach to decision making
people oriented leadership
36. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
defense reaction
hawthorne studies
Theory y
leadership grids
37. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
stages of conflict
short-term plan
selective perception
core functions of management
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'
fundamental attribution error
authoritarianism
McCelland's Acquired Need theory
Administrative Model of decision making
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
short-term plan
standing plan
Three components of Expectancy theory
Classical Approach to decision making
40. Plan reflecting decisions about resource allocations - company priorities - and steps needed to meet strategic goals. LONG TERM GOALS
defense reaction
satisficing
kanban system
strategic plan
41. Forming - Storming - Norming - Performing
feedforward control
span of control
Reaction reaction
Stages of Groups
42. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage
referent power
valence
ethnocentric approach
Decision Making Process
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
hierarchy of needs
PERT system (Program Evaluation and Review Technique
feedback control
abilene paradox
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.
organizing function
Economic Order Quality (EOQ)
Decision Making Process
Theory X
45. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
defense reaction
control system
task force
McCelland's Acquired Need theory
46. Control that allows managers to anticipate problems before they arise
feedforward control
leading function
Expectancy theory
expert power
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.
control system
stages of conflict
Three components of Expectancy theory
referent power
48. The tendency to assign internal attributes to successes and external factors to failures.
Reaction reaction
feedback control
self-serving bias
supply chain management
49. Tests ending condition in middle of loop
leadership grids
loop control
benchmarking
Alderfer's ERG theory
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
feedforward control
leadership grids
Administrative Model of decision making
Expectancy theory