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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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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. Power derived through one's position - such as a police officer or elected official.
kanban system
legitimate power
Frederick Taylor
charismatic leadership
2. 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
Scientific Management
PERT system (Program Evaluation and Review Technique
Three components of Expectancy theory
charismatic leadership
3. Forming - Storming - Norming - Performing
Stages of Groups
specific plan
staffing function
Decision Making Process
4. Motivates one person to communicate with another - Power given to an individual due to respect and/or desire to be similar to that individual.
maslow
referent power
Cohesive Groups
satisficing
5. Fundamental values of right and wrong
Three components of Expectancy theory
McCelland's Acquired Need theory
morals
feedforward control
6. Tests ending condition in middle of loop
geocentric approach
planning function
business process re-engineering
loop control
7. Assumes that - given challenge and freedom - workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
strategic plan
concurrent control
Theory y
transactional leadership
8. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
Alderfer's ERG theory
fundamental attribution error
Theory y
specific plan
9. 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'
specific plan
Alderfer's ERG theory
abilene paradox
authoritarianism
10. The management function that energizes people to contribute their best individually and in cooperation with other people
leading function
Three components of Expectancy theory
benchmarking
institutional power (as defined by McClelland)
11. Temporary allocation of personnel and resources for the accomplishment of a specific objective
McCelland's Acquired Need theory
political model of decision making
task force
PERT system (Program Evaluation and Review Technique
12. 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
ethics
people oriented leadership
authoritarianism
staffing function
13. A plan that deals with organizational issues and problems that recur frequently. 'sexual harassment policy'
Reaction reaction
standing plan
Herzberg's Two Factor Theory
control system
14. Motivation based on ideas of right and wrong
people oriented leadership
ethics
projection
Reaction reaction
15. Power derived through advanced knowledge or experience in a particular subject.
hierarchy of needs
task force
expert power
Theory y
16. 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
self-serving bias
kanban system
ethnocentric approach
specific plan
17. Planning - Controlling - Leading - Organizing
hierarchy of needs
core functions of management
kanban system
Three components of Expectancy theory
18. 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
kanban system
referent power
benchmarking
19. A simple bar chart that depicts project tasks against a calendar
nominal group technique
expert power
gantt chart
ARPU
20. The tendency to assign internal attributes to successes and external factors to failures.
self-serving bias
informal leadership
ethnocentric approach
Rationalizing
21. The tendency for observers - when analyzing another's behavior - to underestimate the impact of the situation and to overestimate the impact of personal disposition
people oriented leadership
transactional leadership
Fundamental Attribution Error
zeitgeist
22. There are no predefined criteria or priorities. Instead they are set by the group when making the decision
Cohesive Groups
political model of decision making
defense reaction
gantt chart
23. 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
Fundamental Attribution Error
McCelland's Acquired Need theory
abilene paradox
staffing function
24. (psychiatry) a defense mechanism by which your own traits and emotions are attributed to someone else
hierarchy of needs
projection
people oriented leadership
charismatic leadership
25. Plan reflecting decisions about resource allocations - company priorities - and steps needed to meet strategic goals. LONG TERM GOALS
strategic plan
institutional power (as defined by McClelland)
Economic Order Quality (EOQ)
loop control
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.
standing plan
organizing function
Scientific Management
Enterprise resource planning
27. The behavioral tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers
defense reaction
feedforward control
charismatic leadership
gantt chart
28. A technique that seeks to alter the nature of the work done in a business function - with the objective of radically improving performance.
business process re-engineering
Classical Approach to decision making
fundamental attribution error
Theory y
29. Assure that organizational processes are acting as intended. Additionally - the control system will help create a system that limits waste to organizational resources.
control system
transactional leadership
abilene paradox
morals
30. Assumes that the manager will operate an make decisions based on the best economic interest of the company
Classical Approach to decision making
hawthorne studies
standing plan
expert power
31. Motivation has two factors: satisfiers and dis-satisfiers.
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32. When a company or organization responds to a requirement or responsibility by fighting against it.
ethics
zeitgeist
political model of decision making
Reaction reaction
33. 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
supply chain management
geocentric approach
span of control
Decision Making Process
34. A mechanism for gathering information about performance deficiencies after they occur
Economic Order Quality (EOQ)
feedback control
referent power
decentralization
35. Implements general plan and guides development in a localized area; addresses geographical area with in general plan area
loop control
institutional power (as defined by McClelland)
specific plan
Rationalizing
36. The number of subordinates who report directly to a manager
zeitgeist
span of control
kanban system
Three components of Expectancy theory
37. 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
Enterprise resource planning
Economic Order Quality (EOQ)
stages of conflict
strategic plan
38. An approach that fills key managerial positions abroad with persons from headquarters- that is - with parent-country nationals (PCNs); used at internationalization stage
projection
telecommuting
ethnocentric approach
Theory y
39. Control that allows managers to anticipate problems before they arise
feedforward control
Cohesive Groups
single use plan
Stages of Groups
40. Leadership based on an exchange process - in which followers are rewarded for good performance and punished for poor performance
grapevine
Fiedler's contingency theory
transactional leadership
loop control
41. Degree to which decision-making authority is given to lower levels in an organization's hierarchy
decentralization
task force
McCelland's Acquired Need theory
stages of conflict
42. A one-time plan specifically designed to meet the needs of a unique situation. 'visit of official'
Theory X
single use plan
projection
PERT system (Program Evaluation and Review Technique
43. Average Return per user
political model of decision making
valence
maslow
ARPU
44. Alderfer proposed that motivation is a function of three basic needs (listed from lowest to highest): existence needs (the desire for physiological and materialistic well-being) - relatedness needs (the desire to have meaningful relationships with si
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45. 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
hawthorne studies
referent power
concurrent control
telecommuting
46. When a company or organization does the bare minimum required to meet a requirement or responsibility
Enterprise resource planning
self-serving bias
controlling function
defense reaction
47. 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
PERT system (Program Evaluation and Review Technique
fundamental attribution error
stages of conflict
Administrative Model of decision making
48. Groups in which the members are attached to each other and act as one unit
Fundamental Attribution Error
Cohesive Groups
authoritarianism
organizing function
49. Holder's ability to give something of value - like $ - responisbility - or praise; Ex: boss - teachers - etc.
abilene paradox
rewards power
ethics
McCelland's Acquired Need theory
50. 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.
hierarchy of needs
Administrative Model of decision making
ARPU
Proaction reaction
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