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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
Rationalizing
expert power
McCelland's Acquired Need theory
ethnocentric approach
2. The value or importance an individual places on a reward
valence
referent power
selective perception
institutional power (as defined by McClelland)
3. Motivates one person to communicate with another - Power given to an individual due to respect and/or desire to be similar to that individual.
coercive power
referent power
leading function
expert power
4. Power derived through one's position - such as a police officer or elected official.
expert power
Proaction reaction
legitimate power
Fiedler's contingency theory
5. When a company or organization responds to a requirement or responsibility by fighting against it.
business process re-engineering
Reaction reaction
Decision Making Process
Enterprise resource planning
6. 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'
feedforward control
Pygmalion effect
kanban system
referent power
7. 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
selective perception
expert power
Rationalizing
PERT system (Program Evaluation and Review Technique
8. Hierarchy of needs
Stages of Groups
maslow
projection
Fiedler's contingency theory
9. 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
loop control
defense reaction
Fundamental Attribution Error
coercive power
10. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
Decision Making Process
Theory X
polycentric approach
Three components of Expectancy theory
11. Control that allows managers to anticipate problems before they arise
ethics
standing plan
telecommuting
feedforward control
12. Different people have different needs based on their early childhood experiences.
13. Average Return per user
operating plan
gantt chart
Pygmalion effect
ARPU
14. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
staffing function
core functions of management
planning function
Fundamental Attribution Error
15. A plan that provides benefits for a limited amount of time - usually 6 months or less
coercive power
short-term plan
Rationalizing
control system
16. 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.
Expectancy theory
single use plan
stages of conflict
Proaction reaction
17. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
Theory X
benchmarking
selective perception
Pygmalion effect
18. 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
operating plan
span of control
Scientific Management
Enterprise resource planning
19. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
maslow
political model of decision making
gantt chart
referent power
20. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
projection
Theory y
core functions of management
Fundamental Attribution Error
21. 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
Fiedler's contingency theory
Proaction reaction
stages of conflict
22. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
Alderfer's ERG theory
selective perception
valence
leadership grids
23. Choosing an option that is acceptable - although not necessarily the best or perfect.
legitimate power
satisficing
Theory y
supply chain management
24. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
Frederick Taylor
projection
telecommuting
satisficing
25. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
transformational leadership
Classical Approach to decision making
control system
Alderfer's ERG theory
26. (n.) - the spirit of the time - Leaders are born into the times where they will be effective
Classical Approach to decision making
zeitgeist
single use plan
rewards power
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
coercive power
fundamental attribution error
authoritarianism
Administrative Model of decision making
28. 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
transformational leadership
task force
kanban system
Administrative Model of decision making
29. 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.
maslow
nominal group technique
Economic Order Quality (EOQ)
selective perception
30. A mechanism for gathering information about performance deficiencies after they occur
political model of decision making
core functions of management
feedback control
decentralization
31. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
decentralization
feedforward control
PERT system (Program Evaluation and Review Technique
institutional power (as defined by McClelland)
32. Groups in which the members are attached to each other and act as one unit
Herzberg's Two Factor Theory
Theory y
Cohesive Groups
Reaction reaction
33. Provides managment with detailed implementation guidance based on stratgy to help with objectives
operating plan
staffing function
kanban system
legitimate power
34. The ability to use influence to achieve results
institutional power (as defined by McClelland)
strategic plan
Theory X
charismatic leadership
35. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
Fiedler's contingency theory
rewards power
grapevine
benchmarking
36. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
gantt chart
Cohesive Groups
standing plan
grapevine
37. 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
transactional leadership
Expectancy theory
Decision Making Process
defense reaction
38. Motivation has two factors: satisfiers and dis-satisfiers.
39. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'
short-term plan
Frederick Taylor
standing plan
valence
40. 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
Alderfer's ERG theory
Decision Making Process
specific plan
Theory y
41. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
single use plan
valence
geocentric approach
Alderfer's ERG theory
42. A simple bar chart that depicts project tasks against a calendar
Expectancy theory
stages of conflict
core functions of management
gantt chart
43. 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
gantt chart
Three components of Expectancy theory
Scientific Management
PERT system (Program Evaluation and Review Technique
44. Group performance is dependent upon the interaction between leadership style and situational favorableness
45. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
Fundamental Attribution Error
PERT system (Program Evaluation and Review Technique
people oriented leadership
controlling function
46. Motivation based on ideas of right and wrong
gantt chart
Three components of Expectancy theory
ethics
informal leadership
47. The number of subordinates who report directly to a manager
span of control
ethics
selective perception
Decision Making Process
48. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
overhead
Administrative Model of decision making
business process re-engineering
Stages of Groups
49. 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
maslow
feedback control
fundamental attribution error
50. 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
Theory X
operating plan
people oriented leadership
maslow