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






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






3. 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






4. 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'






5. Plan reflecting decisions about resource allocations - company priorities - and steps needed to meet strategic goals. LONG TERM GOALS






6. Fundamental values of right and wrong






7. 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






8. 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.






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






10. 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






11. Assumes that workers are basically lazy - error-prone - and extrinsically motivated by money - and should be directed from above.






12. The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions






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

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14. Planning - Controlling - Leading - Organizing






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






16. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'






17. 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






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






19. 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






20. Motivation based on ideas of right and wrong






21. A simple bar chart that depicts project tasks against a calendar






22. 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






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






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






25. 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






26. 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.






27. 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






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






29. Hierarchy of needs






30. 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'






31. 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.






32. 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






33. The management function that energizes people to contribute their best individually and in cooperation with other people






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






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






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






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






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






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






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






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

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42. Average Return per user






43. Assumes that the manager will operate an make decisions based on the best economic interest of the company






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






45. 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






46. Tests ending condition in middle of loop






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






48. 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.






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