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Test your basic knowledge |
Management
Start Test
Study First
Subject
:
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. Doing the right things or completing activities so that organizational goals are attained
Innovation and risk taking
Symbolic view of management
Effectiveness
Workforce diveristy
2. Ways in which people in a workforce are similar and different from one another in terms of gender age race sexual orientation ethnicity cultural background and physical abilities and dissablities
People orientation
Workforce diveristy
Stability
Interpersonal skills
3. Supervisors responsible for directing the day to day activities of non managerial employees
Organization
First-line managers
Foreign subsidary
Global Village
4. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Contingent workforce
How organizations go global
Environmental complexity
Non managerial employees
5. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Multi domestic corporation
Technology
Management Styles
6. The view that much of an organizations success or failure is due to external forces outside managers control
Organizational culture
Decisions roles
Technology
Symbolic view of management
7. Cultures in which the key values are deeply held and widely shared
Strong cultures
Efficency
Interpersonal skills
First-line managers
8. Doing things right or getting the most output from the least amount of inputs
Efficency
The Persuasive Style
Agressiveness
Ethinicity
9. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Four Management Functions
Environmental uncertainty
Social responsibility (corporate social responsibility or CSR)
Leading
10. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Middle Managers
Joint venture
Importing
Organization stakeholders
11. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Race
Contingent workforce
Planning
12. A partnership between an organization and a foreign company partners in which both share resources and knowledge in developing new products of building production facilities.
Global stategic alliance
Decisions roles
Organization stakeholders
Effectiveness
13. Goals - People and Structure
Workforce diveristy
Four Management Functions
Employee Engagement
Three Characteristics of Organizations
14. The degree of change and complexity in an organizations enviroment
Managerial roles
Scientific management
The Laissez-Faire Style
Environmental uncertainty
15. Acquiring products made abroad and selling them domestically
Race
Informational roles
Importing
Multinational corporation (MNC)
16. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Multinational corporation (MNC)
Leading
The Autocratic Style
17. How much autonomy should be designed into employees jobs - Whether task should be done by individuals or in teams - The degree to which department managers interact with each other
External factors
Outcome orientation
Organizing
Rights view of ethics
18. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Global stategic alliance
Outcome orientation
Efficency
19. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Family-friendly benifits
First-line managers
Agressiveness
Decisional roles
20. Includes determining what tasks are to be done who is to do them how the tasks are to be grouped whop reports to whom and who will make decisions
Management levels
Organizing
Components of the External Environment
Informational roles
21. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Four Management Functions
Decisions roles
Decisional roles
Technical skills
22. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Interpersonal roles
The Persuasive Style
Stability
Foreign subsidary
23. The degree of risk that plans should contain - Whether plans should be developed by individuals or teams - The degree of environmental scanning in which management will engage
Global corporation
The Laissez-Faire Style
Planning
Technical skills
24. Social traits such as ones cultural background or allegiance that are shared by a human population
Contingent workforce
Race
Code of ethics
Ethinicity
25. A structural arrangement for global organizations that eliminates artificial geographical barries
Controlling
Global stategic alliance
Environmental complexity
Transnational (border less) organization
26. A companys ability to achieve its business goals and increase long-term shareholder value by integrating economic - environmental and social opportunities into its business strategies
Sustainability
Innovation and risk taking
Leading
Organizational culture
27. A managers ability to work with understand mentor and motivate other both individually and in groups
Contingent workforce
Interpersonal skills
Global sourcing
Family-friendly benifits
28. An independent business having fewer than 500 employees that doesn't necessarily engage in any new or innovative practices and has relatively little impact on its industry
Code of ethics
Small Business
Scientific management
Family-friendly benifits
29. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Decisions roles
Global corporation
Four Management Functions
Components of the External Environment
30. Whether to impose external controls or allow employees to control their own actions - What criteria should be emphasized in employee performance evaluations - What repercussions will occur from exceeding ones budget
Organizing
Stability
Controlling
Foreign subsidary
31. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Components of the External Environment
Middle Managers
Outcome orientation
32. Factors forces situations and events outside the organization that affect its performance
Four Management Functions
Political skills
Agressiveness
External factors
33. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Global Village
Contingent workforce
Management Styles
Decisions roles
34. An MNC that centralizes management and other decisions in the home country
Global corporation
Informational roles
Stability
Effectiveness
35. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
The Laissez-Faire Style
Dimensions of organizational culture
Foreign subsidary
Global stategic alliance
36. A systematic arrangement of people brought together to accomplish some specific purpose
Organization
Transnational (border less) organization
Interpersonal skills
Innovation and risk taking
37. An agreement in which an organization gives another the right for a fee to make or sell its products using its technology or product specifications
Licensing
Parochiallism
Social obligation
Organizing
38. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Management Styles
Outcome orientation
Organization
39. Includes defining goals establishing strategy and developing plans to coordinate activites
Joint venture
Global stategic alliance
Managerial roles
Planning
40. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Transnational (border less) organization
Organizing
Sustainability
41. Making products domestically and selling them abroad
Decisions roles
Rights view of ethics
Dimensions of organizational culture
Exporting
42. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Interpersonal skills
Planning
Joint venture
43. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Small Business
Middle Managers
Transnational (border less) organization
44. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Managers
Race
Ethics
Stability
45. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Ethinicity
The Laissez-Faire Style
Foreign subsidary
Global Village
46. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Organization stakeholders
Stakeholders
Interpersonal roles
Technology
47. Entailing making decisions or choices
Decisional roles
Organizing
Technology
Organizing
48. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Management Styles
Political skills
Joint venture
People orientation
49. Degree to which management decision take into account the effects on people in the organization
The Laissez-Faire Style
Global sourcing
People orientation
Management Styles
50. When employees are connected to satisfied with and enthusiastic about their jobs
Global Village
Four Management Functions
Team orientation
Employee Engagement