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Test your basic knowledge |
CLEP Principles Of Management
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Subjects
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clep
,
business-skills
Instructions:
Answer 50 questions in 15 minutes.
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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. 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
control system
Reaction reaction
Scientific Management
2. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
telecommuting
transactional leadership
fundamental attribution error
single use plan
3. A plan that provides benefits for a limited amount of time - usually 6 months or less
concurrent control
polycentric approach
short-term plan
benchmarking
4. Motivation based on ideas of right and wrong
ethics
gantt chart
task force
PERT system (Program Evaluation and Review Technique
5. When a company or organization responds to a requirement or responsibility by fighting against it.
kanban system
Reaction reaction
Herzberg's Two Factor Theory
Three components of Expectancy theory
6. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
maslow
zeitgeist
polycentric approach
referent power
7. A mechanism for gathering information about performance deficiencies after they occur
feedback control
projection
organizing function
control system
8. 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
referent power
valence
Enterprise resource planning
political model of decision making
9. Total fixed cost
selective perception
single use plan
overhead
strategic plan
10. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
benchmarking
projection
controlling function
core functions of management
11. 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.
projection
satisficing
supply chain management
charismatic leadership
12. The tendency to assign internal attributes to successes and external factors to failures.
selective perception
zeitgeist
self-serving bias
ethnocentric approach
13. 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
planning function
control system
selective perception
14. Links production rate to demand - keeps any step from producing too much inventory - refills needed parts at every stage to minimize waste time - used in time production of multi-step process to keep each step producing proper quantity in time frame
authoritarianism
gantt chart
kanban system
leadership grids
15. Temporary allocation of personnel and resources for the accomplishment of a specific objective
Cohesive Groups
short-term plan
task force
concurrent control
16. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
abilene paradox
political model of decision making
Economic Order Quality (EOQ)
standing plan
17. (n.) - the spirit of the time - Leaders are born into the times where they will be effective
polycentric approach
ethnocentric approach
span of control
zeitgeist
18. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
rewards power
control system
feedforward control
Cohesive Groups
19. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
supply chain management
projection
Cohesive Groups
zeitgeist
20. 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
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21. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt
staffing function
Herzberg's Two Factor Theory
Frederick Taylor
polycentric approach
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
Proaction reaction
charismatic leadership
hierarchy of needs
Fundamental Attribution Error
23. Groups in which the members are attached to each other and act as one unit
Cohesive Groups
hierarchy of needs
supply chain management
expert power
24. Tests ending condition in middle of loop
loop control
legitimate power
decentralization
staffing function
25. The value or importance an individual places on a reward
valence
span of control
Classical Approach to decision making
planning function
26. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
loop control
expert power
short-term plan
business process re-engineering
27. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.
planning function
Decision Making Process
concurrent control
referent power
28. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
transactional leadership
selective perception
Reaction reaction
morals
29. The number of subordinates who report directly to a manager
institutional power (as defined by McClelland)
benchmarking
span of control
control system
30. 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
legitimate power
ethics
loop control
stages of conflict
31. 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
selective perception
self-serving bias
authoritarianism
Frederick Taylor
32. Forming - Storming - Norming - Performing
Stages of Groups
overhead
political model of decision making
authoritarianism
33. 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.
selective perception
operating plan
organizing function
planning function
34. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
decentralization
staffing function
political model of decision making
hawthorne studies
35. 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
Theory X
fundamental attribution error
overhead
planning function
36. Group performance is dependent upon the interaction between leadership style and situational favorableness
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37. Average Return per user
institutional power (as defined by McClelland)
polycentric approach
single use plan
ARPU
38. A simple bar chart that depicts project tasks against a calendar
telecommuting
geocentric approach
gantt chart
hawthorne studies
39. Choosing an option that is acceptable - although not necessarily the best or perfect.
self-serving bias
morals
satisficing
transactional leadership
40. 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
overhead
leadership grids
people oriented leadership
Stages of Groups
41. Control that allows managers to anticipate problems before they arise
specific plan
stages of conflict
transactional leadership
feedforward control
42. When a company or organization does the bare minimum required to meet a requirement or responsibility
gantt chart
defense reaction
control system
Herzberg's Two Factor Theory
43. 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
nominal group technique
Decision Making Process
Rationalizing
44. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area
single use plan
staffing function
Enterprise resource planning
specific plan
45. 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'
Scientific Management
Pygmalion effect
transactional leadership
Reaction reaction
46. Fundamental values of right and wrong
morals
feedforward control
rewards power
hierarchy of needs
47. 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.
concurrent control
McCelland's Acquired Need theory
abilene paradox
nominal group technique
48. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
decentralization
informal leadership
Classical Approach to decision making
Three components of Expectancy theory
49. 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
legitimate power
task force
Expectancy theory
Theory X
50. Power derived through one's position - such as a police officer or elected official.
telecommuting
institutional power (as defined by McClelland)
polycentric approach
legitimate power
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