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






2. 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.






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






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






5. 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






6. Total fixed cost






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






8. 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






9. 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'






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






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






12. 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






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






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






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






16. 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






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






18. 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






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






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






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






22. (n.) - the spirit of the time - Leaders are born into the times where they will be effective






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






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






25. 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






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






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






28. Forming - Storming - Norming - Performing






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






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






31. Fundamental values of right and wrong






32. 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






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






34. The management function that assesses the management environment to set future objectives and map out activities necessary to achieve those objectives - and To be effective - the objectives of individuals - teams - and management should be coordinate






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


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






37. The ability to use influence to achieve results






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






39. 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






40. Provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt






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






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






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






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. The number of subordinates who report directly to a manager






46. 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






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






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






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






50. 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.