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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. Power derived through advanced knowledge or experience in a particular subject.
transactional leadership
expert power
benchmarking
Scientific Management
2. 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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3. Leadership based on an exchange process - in which followers are rewarded for good performance and punished for poor performance
leadership grids
transactional leadership
span of control
transformational leadership
4. 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
span of control
organizing function
Expectancy theory
abilene paradox
5. Using computers and telecommunications equipment to perform work from home or another remote location
hierarchy of needs
telecommuting
hawthorne studies
Theory X
6. Group performance is dependent upon the interaction between leadership style and situational favorableness
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7. Assumes that the manager will operate an make decisions based on the best economic interest of the company
Classical Approach to decision making
Scientific Management
short-term plan
zeitgeist
8. 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.
nominal group technique
controlling function
ethnocentric approach
hawthorne studies
9. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
political model of decision making
stages of conflict
authoritarianism
Pygmalion effect
10. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
geocentric approach
Fundamental Attribution Error
operating plan
telecommuting
11. 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
abilene paradox
Theory y
business process re-engineering
authoritarianism
12. Total fixed cost
Three components of Expectancy theory
Enterprise resource planning
overhead
charismatic leadership
13. A mechanism for gathering information about performance deficiencies after they occur
expert power
business process re-engineering
geocentric approach
feedback control
14. 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
standing plan
PERT system (Program Evaluation and Review Technique
short-term plan
staffing function
15. Someone does not have 'official' authority but is recognized as a leader by the group
rewards power
informal leadership
kanban system
political model of decision making
16. Plan reflecting decisions about resource allocations - company priorities - and steps needed to meet strategic goals. LONG TERM GOALS
strategic plan
grapevine
Frederick Taylor
Theory y
17. Tests ending condition in middle of loop
Reaction reaction
loop control
informal leadership
political model of decision making
18. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.
feedback control
Alderfer's ERG theory
concurrent control
selective perception
19. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
grapevine
Pygmalion effect
satisficing
selective perception
20. Choosing an option that is acceptable - although not necessarily the best or perfect.
single use plan
authoritarianism
satisficing
Alderfer's ERG theory
21. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
loop control
decentralization
Theory y
Decision Making Process
22. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
Economic Order Quality (EOQ)
charismatic leadership
short-term plan
grapevine
23. A simple bar chart that depicts project tasks against a calendar
gantt chart
control system
Theory y
charismatic leadership
24. Average Return per user
Classical Approach to decision making
Decision Making Process
leading function
ARPU
25. When a company or organization responds to a requirement or responsibility by fighting against it.
organizing function
supply chain management
core functions of management
Reaction reaction
26. Assumes that managers will not search for the optimal solution to an issue - but will instead settle for the first available solution that meets their needs.
nominal group technique
planning function
overhead
Administrative Model of decision making
27. 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'
polycentric approach
planning function
Frederick Taylor
Pygmalion effect
28. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
polycentric approach
fundamental attribution error
self-serving bias
Classical Approach to decision making
29. 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
Cohesive Groups
stages of conflict
span of control
standing plan
30. 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
polycentric approach
Administrative Model of decision making
overhead
Decision Making Process
31. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements
Herzberg's Two Factor Theory
benchmarking
planning function
ARPU
32. 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
Scientific Management
fundamental attribution error
Fiedler's contingency theory
people oriented leadership
33. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress
controlling function
grapevine
gantt chart
political model of decision making
34. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence
transformational leadership
Classical Approach to decision making
controlling function
operating plan
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
strategic plan
Decision Making Process
Herzberg's Two Factor Theory
planning function
36. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
Fiedler's contingency theory
supply chain management
Stages of Groups
rewards power
37. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area
rewards power
standing plan
specific plan
expert power
38. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior
Pygmalion effect
leadership grids
Economic Order Quality (EOQ)
kanban system
39. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
polycentric approach
control system
controlling function
overhead
40. Temporary allocation of personnel and resources for the accomplishment of a specific objective
task force
controlling function
kanban system
Fiedler's contingency theory
41. Motivation has two factors: satisfiers and dis-satisfiers.
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42. Power derived through one's position - such as a police officer or elected official.
legitimate power
loop control
nominal group technique
span of control
43. When a company or organization does the bare minimum required to meet a requirement or responsibility
operating plan
charismatic leadership
defense reaction
core functions of management
44. Forming - Storming - Norming - Performing
authoritarianism
strategic plan
Stages of Groups
Enterprise resource planning
45. 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.
political model of decision making
strategic plan
Proaction reaction
informal leadership
46. Planning - Controlling - Leading - Organizing
Administrative Model of decision making
core functions of management
polycentric approach
Enterprise resource planning
47. Groups in which the members are attached to each other and act as one unit
hierarchy of needs
Alderfer's ERG theory
Expectancy theory
Cohesive Groups
48. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'
Proaction reaction
Alderfer's ERG theory
stages of conflict
standing plan
49. 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
Enterprise resource planning
concurrent control
organizing function
McCelland's Acquired Need theory
50. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'
core functions of management
Alderfer's ERG theory
single use plan
morals