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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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study here
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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. To bring into accord with reason or cause something to seem reasonable
Rationalizing
authoritarianism
concurrent control
institutional power (as defined by McClelland)
2. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions
selective perception
coercive power
transactional leadership
referent power
3. Using computers and telecommunications equipment to perform work from home or another remote location
Scientific Management
telecommuting
legitimate power
Rationalizing
4. 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'
satisficing
Stages of Groups
Pygmalion effect
controlling function
5. Motivation based on ideas of right and wrong
Alderfer's ERG theory
polycentric approach
ethics
feedforward control
6. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
defense reaction
Fundamental Attribution Error
short-term plan
Administrative Model of decision making
7. Someone does not have 'official' authority but is recognized as a leader by the group
control system
authoritarianism
informal leadership
decentralization
8. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
informal leadership
organizing function
stages of conflict
political model of decision making
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
leading function
nominal group technique
coercive power
informal leadership
10. A plan that provides benefits for a limited amount of time - usually 6 months or less
Expectancy theory
short-term plan
charismatic leadership
Decision Making Process
11. 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
hierarchy of needs
morals
supply chain management
12. Forming - Storming - Norming - Performing
decentralization
Stages of Groups
planning function
Theory y
13. 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
control system
stages of conflict
morals
defense reaction
14. Leadership based on an exchange process - in which followers are rewarded for good performance and punished for poor performance
transactional leadership
maslow
Expectancy theory
self-serving bias
15. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality
satisficing
controlling function
geocentric approach
abilene paradox
16. Power derived through one's position - such as a police officer or elected official.
leadership grids
operating plan
legitimate power
specific plan
17. Temporary allocation of personnel and resources for the accomplishment of a specific objective
maslow
strategic plan
task force
projection
18. Maslow's idea of a pyramid of human needs; physiological needs (ex. hunger) must first be satisfied - then safety needs (ex. security) - then belonging needs (ex. love) - then esteem needs (ex. respect) - and last is self-actualization needs (ex. ach
hierarchy of needs
valence
grapevine
ethics
19. A mechanism for gathering information about performance deficiencies after they occur
feedforward control
feedback control
Cohesive Groups
PERT system (Program Evaluation and Review Technique
20. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage
staffing function
ethnocentric approach
Three components of Expectancy theory
transformational leadership
21. The tendency to assign internal attributes to successes and external factors to failures.
valence
self-serving bias
strategic plan
people oriented leadership
22. Assumes that the manager will operate an make decisions based on the best economic interest of the company
Classical Approach to decision making
defense reaction
geocentric approach
fundamental attribution error
23. 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.
maslow
Administrative Model of decision making
legitimate power
task force
24. The value or importance an individual places on a reward
valence
morals
Expectancy theory
rewards power
25. Total fixed cost
transactional leadership
Economic Order Quality (EOQ)
Herzberg's Two Factor Theory
overhead
26. 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
ethics
standing plan
transactional leadership
Expectancy theory
27. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
rewards power
coercive power
Three components of Expectancy theory
operating plan
28. Group performance is dependent upon the interaction between leadership style and situational favorableness
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29. Motivation has two factors: satisfiers and dis-satisfiers.
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30. Control that allows managers to anticipate problems before they arise
zeitgeist
feedforward control
staffing function
Three components of Expectancy theory
31. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'
geocentric approach
standing plan
rewards power
feedback control
32. 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
strategic plan
Fiedler's contingency theory
feedforward control
Enterprise resource planning
33. Different people have different needs based on their early childhood experiences.
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34. Motivates one person to communicate with another - Power given to an individual due to respect and/or desire to be similar to that individual.
morals
decentralization
referent power
abilene paradox
35. Uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.
polycentric approach
McCelland's Acquired Need theory
specific plan
Fiedler's contingency theory
36. A simple bar chart that depicts project tasks against a calendar
Fundamental Attribution Error
control system
Enterprise resource planning
gantt chart
37. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
referent power
loop control
decentralization
political model of decision making
38. When a company or organization responds to a requirement or responsibility by fighting against it.
Reaction reaction
Theory y
valence
grapevine
39. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
specific plan
informal leadership
selective perception
fundamental attribution error
40. 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
benchmarking
Expectancy theory
zeitgeist
abilene paradox
41. When a company or organization does the bare minimum required to meet a requirement or responsibility
polycentric approach
defense reaction
rewards power
zeitgeist
42. An informal - person-to-person communication network of employees that is not officially sanctioned by the organization
grapevine
organizing function
defense reaction
polycentric approach
43. 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
Herzberg's Two Factor Theory
Scientific Management
Enterprise resource planning
control system
44. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
feedback control
Alderfer's ERG theory
controlling function
charismatic leadership
45. 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
span of control
PERT system (Program Evaluation and Review Technique
informal leadership
short-term plan
46. 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
hierarchy of needs
coercive power
transactional leadership
47. Hierarchy of needs
Enterprise resource planning
legitimate power
maslow
zeitgeist
48. The number of subordinates who report directly to a manager
fundamental attribution error
leading function
span of control
staffing function
49. Choosing an option that is acceptable - although not necessarily the best or perfect.
satisficing
task force
Scientific Management
supply chain management
50. Plan reflecting decisions about resource allocations - company priorities - and steps needed to meet strategic goals. LONG TERM GOALS
PERT system (Program Evaluation and Review Technique
satisficing
legitimate power
strategic plan
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