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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. 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.






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






3. Control that allows managers to anticipate problems before they arise






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'






5. 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






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. 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.






8. Motivation based on ideas of right and wrong






9. Staffing means seeking the best people for key jobs throughout the entire organistaion irrespective of nationality






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






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






12. Average Return per user






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






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






15. 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






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






17. 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






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






19. 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






20. 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






21. 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






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






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






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






25. Planning - Controlling - Leading - Organizing






26. The control process used while plans are being carried out - including directing - monitoring - and fine-tuning activities as they are performed.






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






28. 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.






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






30. 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






31. A plan that provides benefits for a limited amount of time - usually 6 months or less






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






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






34. Provides managment with detailed implementation guidance based on stratgy to help with objectives






35. 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






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

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

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






39. 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






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






41. Leadership that - enabled by a leader's vision and inspiration - exerts significant influence






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






43. 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






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






45. When a company or organization responds to a requirement or responsibility by fighting against it.






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






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






48. Temporary allocation of personnel and resources for the accomplishment of a specific objective






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






50. 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