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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. 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






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






3. 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






4. 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.






5. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else






6. 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






7. Planning - Controlling - Leading - Organizing






8. When a company or organization does the bare minimum required to meet a requirement or responsibility






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






10. Provides a means for evaluating leadership styles and then training managers to move towards an ideal style of behavior






11. 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'






12. 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






13. 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.






14. Choosing an option that is acceptable - although not necessarily the best or perfect.






15. 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






16. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.






17. Someone does not have 'official' authority but is recognized as a leader by the group






18. Tests ending condition in middle of loop






19. 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






20. 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'






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






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






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






24. 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






25. Degree to which decision-making authority is given to lower levels in an organization's hierarchy






26. The management function that measures performance - compares it to objectives - implements necessary changes - and monitors progress






27. 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






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






29. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements






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






31. Power derived through advanced knowledge or experience in a particular subject.






32. 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






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






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






35. A series of studies conducted by Elton Mayo and his Harvard colleagues at the Western Electric Company's Hawthorne plant in Illinois; tested workers' productivity under different levels of lighting; tested whether temperature - humidity - etc. would






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


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






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






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






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






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






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


43. Fundamental values of right and wrong






44. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition






45. Leadership based on an exchange process - in which followers are rewarded for good performance and punished for poor performance






46. 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






47. Using computers and telecommunications equipment to perform work from home or another remote location






48. 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


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






50. A mechanism for gathering information about performance deficiencies after they occur