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. 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.
control system
nominal group technique
Expectancy theory
authoritarianism
2. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
decentralization
span of control
polycentric approach
standing plan
3. Provides managment with detailed implementation guidance based on stratgy to help with objectives
operating plan
Expectancy theory
fundamental attribution error
Herzberg's Two Factor Theory
4. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
ARPU
political model of decision making
Herzberg's Two Factor Theory
people oriented leadership
5. Planning - Controlling - Leading - Organizing
PERT system (Program Evaluation and Review Technique
core functions of management
abilene paradox
hierarchy of needs
6. The management function that energizes people to contribute their best individually and in cooperation with other people
leading function
decentralization
Economic Order Quality (EOQ)
core functions of management
7. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
staffing function
polycentric approach
authoritarianism
Scientific Management
8. To bring into accord with reason or cause something to seem reasonable
Fundamental Attribution Error
referent power
Rationalizing
Alderfer's ERG theory
9. 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.
supply chain management
staffing function
morals
Fiedler's contingency theory
10. Forming - Storming - Norming - Performing
Stages of Groups
gantt chart
Theory y
rewards power
11. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
Decision Making Process
single use plan
concurrent control
Fundamental Attribution Error
12. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage
nominal group technique
transformational leadership
ethnocentric approach
valence
13. 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
14. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
Alderfer's ERG theory
rewards power
leadership grids
ethics
15. 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
overhead
hawthorne studies
hierarchy of needs
PERT system (Program Evaluation and Review Technique
16. Power derived through one's position - such as a police officer or elected official.
task force
strategic plan
political model of decision making
legitimate power
17. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area
satisficing
staffing function
Stages of Groups
specific plan
18. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
charismatic leadership
transactional leadership
rewards power
Frederick Taylor
19. The process of comparing a practice or process to an alternate - existing practice or process in order to gain insights and make improvements
grapevine
Reaction reaction
Fundamental Attribution Error
benchmarking
20. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'
single use plan
Three components of Expectancy theory
Reaction reaction
loop control
21. Plan reflecting decisions about resource allocations - company priorities - and steps needed to meet strategic goals. LONG TERM GOALS
Reaction reaction
staffing function
strategic plan
concurrent control
22. Leadership based on an exchange process - in which followers are rewarded for good performance and punished for poor performance
nominal group technique
legitimate power
transactional leadership
Three components of Expectancy theory
23. 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
24. Power derived through advanced knowledge or experience in a particular subject.
short-term plan
expert power
charismatic leadership
Herzberg's Two Factor Theory
25. Groups in which the members are attached to each other and act as one unit
satisficing
ARPU
coercive power
Cohesive Groups
26. When a company or organization does the bare minimum required to meet a requirement or responsibility
McCelland's Acquired Need theory
defense reaction
Frederick Taylor
geocentric approach
27. 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
people oriented leadership
leadership grids
stages of conflict
staffing function
28. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt
polycentric approach
strategic plan
staffing function
standing plan
29. Average Return per user
stages of conflict
legitimate power
kanban system
ARPU
30. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
rewards power
decentralization
grapevine
organizing function
31. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'
Economic Order Quality (EOQ)
standing plan
PERT system (Program Evaluation and Review Technique
stages of conflict
32. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence
transformational leadership
institutional power (as defined by McClelland)
Proaction reaction
selective perception
33. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.
Fundamental Attribution Error
Theory X
authoritarianism
people oriented leadership
34. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
political model of decision making
core functions of management
feedback control
control system
35. 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.
grapevine
Proaction reaction
Alderfer's ERG theory
transactional leadership
36. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
Fiedler's contingency theory
selective perception
ethnocentric approach
feedback control
37. When a company or organization responds to a requirement or responsibility by fighting against it.
hawthorne studies
Reaction reaction
loop control
span of control
38. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
satisficing
authoritarianism
projection
transactional leadership
39. Determined by factoring the machine set up costs as well as the cost of operating the production equipment.
transformational leadership
abilene paradox
Economic Order Quality (EOQ)
standing plan
40. 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.
controlling function
political model of decision making
strategic plan
Administrative Model of decision making
41. A mechanism for gathering information about performance deficiencies after they occur
satisficing
Expectancy theory
feedback control
Rationalizing
42. Someone does not have 'official' authority but is recognized as a leader by the group
business process re-engineering
rewards power
authoritarianism
informal leadership
43. 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
rewards power
Scientific Management
McCelland's Acquired Need theory
Enterprise resource planning
44. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
overhead
telecommuting
Theory y
organizing function
45. Motivates one person to communicate with another - Power given to an individual due to respect and/or desire to be similar to that individual.
Classical Approach to decision making
operating plan
projection
referent power
46. Hierarchy of needs
Enterprise resource planning
maslow
self-serving bias
defense reaction
47. Motivation based on ideas of right and wrong
ethics
transactional leadership
hierarchy of needs
operating plan
48. Control that allows managers to anticipate problems before they arise
hierarchy of needs
Reaction reaction
feedforward control
controlling function
49. 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
decentralization
Three components of Expectancy theory
projection
Frederick Taylor
50. 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
Fiedler's contingency theory
coercive power
nominal group technique
hawthorne studies