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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. Purchasing materials or labor from around the world wherever it is cheapest
First-line managers
Global sourcing
Stability
Workforce diveristy
2. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Transnational (border less) organization
Foreign subsidary
Top managers
The Persuasive Style
3. 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
Environmental uncertainty
Three Characteristics of Organizations
Leading
4. Figurehead - leader - liaison
Effectiveness
Conceptual skills
Global sourcing
Interpersonal roles
5. 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
Demographics
Planning
Management levels
6. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Code of ethics
Outcome orientation
Technology
Stakeholders
7. A managers ability to build a power base and establish the right connections
Decisions roles
Political skills
Social obligation
Multi domestic corporation
8. When a business firm engages in social actions in response to some popular social need
Organizational culture
How organizations go global
Interpersonal roles
Social responsivness
9. An MNC that decentralizes management and other decisions to the local country where its doing business
Leading
Global sourcing
Joint venture
Multi domestic corporation
10. The degree of change and complexity in an organizations enviroment
Global corporation
Environmental uncertainty
Decisions roles
Stability
11. The manager makes all decisions alone - with centralised authority and one-way communication.
Dimensions of organizational culture
Demographics
Global Village
The Autocratic Style
12. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Sustainability
Technology
Organization stakeholders
13. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Middle Managers
Planning
Theory of justice view of ethics
Code of ethics
14. Doing the right things or completing activities so that organizational goals are attained
Workforce diveristy
Theory of justice view of ethics
Conceptual skills
Effectiveness
15. Degree to which management decision take into account the effects on people in the organization
People orientation
Conceptual skills
Top managers
Demographics
16. Job-specific knowledge and techniques needed to perform work tasks
External factors
Organization
Multinational corporation (MNC)
Technical skills
17. 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
Interpersonal skills
Controlling
Social responsibility (corporate social responsibility or CSR)
Informational roles
18. The degree to which managers are concerned with increasing employee job satisfaction - What leadership styles are appropriate - Whether all disagreements--even constructive ones--should be eliminated
The Consultative Style
Global stategic alliance
Transnational (border less) organization
Leading
19. Acquiring products made abroad and selling them domestically
Joint venture
Importing
How organizations go global
Global stategic alliance
20. Goals - People and Structure
The Participative Style
Three Characteristics of Organizations
People orientation
Global sourcing
21. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Franchising
Race
Dimensions of organizational culture
Organizing
22. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Scientific management
The Consultative Style
Management Styles
Agressiveness
23. A structural arrangement for global organizations that eliminates artificial geographical barries
The Persuasive Style
First-line managers
Controlling
Transnational (border less) organization
24. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Informational roles
Multinational corporation (MNC)
Management levels
Parochiallism
25. Degree to which employees are encouraged to be innovative and take risks
Top managers
The Participative Style
Organizing
Innovation and risk taking
26. When employees are connected to satisfied with and enthusiastic about their jobs
Planning
Employee Engagement
Components of the External Environment
Organizing
27. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Environmental complexity
Contingent workforce
Top managers
First-line managers
28. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Management
Demographics
Four Management Functions
29. Any equipment tools or operating methods that are designed to make work more efficient
Stakeholders
Innovation and risk taking
Technology
Interpersonal skills
30. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Utilitarian view of ethics
Top managers
Rights view of ethics
Managerial roles
31. Degree to which work is organized around team rather than individuals
Team orientation
The Laissez-Faire Style
Utilitarian view of ethics
External factors
32. 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
Planning
Stakeholders
Agressiveness
Organization stakeholders
33. 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
Licensing
Global corporation
People orientation
Organizing
34. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Dimensions of organizational culture
Social obligation
Interpersonal roles
35. Part-time temporary and contract workers who are available for hire on an as-needed basis
Social responsibility (corporate social responsibility or CSR)
Race
Contingent workforce
Planning
36. Involving collecting receiving and disseminating information
Foreign subsidary
Leading
Informational roles
Employee Engagement
37. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Social responsibility (corporate social responsibility or CSR)
Transnational (border less) organization
Dimensions of organizational culture
Global stategic alliance
38. View that says ethical decisions are made in order to enforce rules fairly and impartially
Global sourcing
Theory of justice view of ethics
Rights view of ethics
Environmental uncertainty
39. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Stability
Organizing
Environmental uncertainty
The Participative Style
40. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Environmental complexity
Agressiveness
Top managers
Transnational (border less) organization
41. A managers ability to analyze and diagnose complex situations
Omnipotent view of management
Conceptual skills
People orientation
Organization stakeholders
42. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
The Participative Style
Symbolic view of management
Top managers
Managerial roles
43. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Theory of justice view of ethics
Social obligation
Planning
Strong cultures
44. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
Organizing
Decisional roles
Efficency
45. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Organizing
The Consultative Style
Exporting
Code of ethics
46. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Management Styles
Top managers
Managers
Franchising
47. A boundary less world where goods and services are produced and marketed worlwide
Importing
Strong cultures
Global Village
Efficency
48. Entailing making decisions or choices
Leading
Decisional roles
Multi domestic corporation
Global sourcing
49. Factors forces situations and events outside the organization that affect its performance
Technology
Ethics
Race
External factors
50. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Middle Managers
Management
Interpersonal roles
First-line managers