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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. When employees are connected to satisfied with and enthusiastic about their jobs
Organization
Informational roles
Parochiallism
Employee Engagement
2. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Informational roles
Sustainability
Ethics
Family-friendly benifits
3. The characteristics of a population used for purposes of social stuidies
Demographics
Management Styles
Effectiveness
Foreign subsidary
4. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Management Styles
Transnational (border less) organization
Agressiveness
Components of the External Environment
5. The manager makes all decisions alone - with centralised authority and one-way communication.
Organizing
Attention to detial
The Autocratic Style
Dimensions of organizational culture
6. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Scientific management
Social obligation
Dimensions of organizational culture
How organizations go global
7. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Interpersonal roles
Social responsibility (corporate social responsibility or CSR)
Components of the External Environment
8. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Family-friendly benifits
Team orientation
Agressiveness
9. Cultures in which the key values are deeply held and widely shared
Licensing
Strong cultures
Controlling
Scientific management
10. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
The Laissez-Faire Style
Franchising
Theory of justice view of ethics
Joint venture
11. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Laissez-Faire Style
Importing
The Persuasive Style
The Consultative Style
12. A managers ability to build a power base and establish the right connections
Political skills
Dimensions of organizational culture
Team orientation
Informational roles
13. Mentor - dissemination - spokesperson
Team orientation
Innovation and risk taking
Code of ethics
Informational roles
14. Any equipment tools or operating methods that are designed to make work more efficient
Controlling
Management levels
Technology
Interpersonal roles
15. Part-time temporary and contract workers who are available for hire on an as-needed basis
Organization
Omnipotent view of management
Demographics
Contingent workforce
16. 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
Multi domestic corporation
The Participative Style
Stability
Workforce diveristy
17. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Code of ethics
Planning
Sustainability
Decisional roles
18. Degree to which employees are aggressive and competitive rather than cooperative
Decisional roles
Race
Contingent workforce
Agressiveness
19. An MNC that centralizes management and other decisions in the home country
The Autocratic Style
Licensing
Global corporation
Social responsibility (corporate social responsibility or CSR)
20. Figurehead - leader - liaison
Dimensions of organizational culture
Interpersonal roles
Ethinicity
Social obligation
21. Degree to which work is organized around team rather than individuals
Team orientation
Controlling
Effectiveness
Exporting
22. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Non managerial employees
Controlling
Leading
Utilitarian view of ethics
23. 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
Innovation and risk taking
Organizing
Race
The Participative Style
24. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Family-friendly benifits
Foreign subsidary
Team orientation
25. Individuals in an organization who direct the activities of others
Middle Managers
Managers
Importing
Strong cultures
26. Degree to which employees are expected to exhibit precision analysis and attention to detial
Dimensions of organizational culture
Transnational (border less) organization
Management Styles
Attention to detial
27. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Employee Engagement
Attention to detial
Social responsivness
Four Management Functions
28. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Controlling
Effectiveness
Dimensions of organizational culture
29. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Licensing
Management levels
Controlling
Scientific management
30. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Joint venture
Race
Employee Engagement
Middle Managers
31. Includes monitoring performance comparing it with goals and correcting any significant deviations
Organization
Management Styles
Controlling
Agressiveness
32. A systematic arrangement of people brought together to accomplish some specific purpose
Global Village
Agressiveness
Organization
Utilitarian view of ethics
33. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Organizing
Social responsibility (corporate social responsibility or CSR)
Management levels
Scientific management
34. 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
Organization stakeholders
Interpersonal roles
Social responsibility (corporate social responsibility or CSR)
35. A managers ability to work with understand mentor and motivate other both individually and in groups
Management levels
Small Business
Rights view of ethics
Interpersonal skills
36. 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
Management levels
Planning
Rights view of ethics
The Participative Style
37. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Theory of justice view of ethics
Management levels
Dimensions of organizational culture
Strong cultures
38. 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
Components of the External Environment
Social obligation
Organization stakeholders
Controlling
39. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
The Consultative Style
Transnational (border less) organization
External factors
Conceptual skills
40. When a business firm engages in social actions in response to some popular social need
Agressiveness
Effectiveness
First-line managers
Social responsivness
41. Degree to which management decision take into account the effects on people in the organization
Organization
Stakeholders
Outcome orientation
People orientation
42. Doing things right or getting the most output from the least amount of inputs
Employee Engagement
The Laissez-Faire Style
Four Management Functions
Efficency
43. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
The Persuasive Style
Managerial roles
Contingent workforce
Organization stakeholders
44. Making products domestically and selling them abroad
Exporting
Team orientation
Foreign subsidary
Leading
45. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
The Laissez-Faire Style
Three Characteristics of Organizations
Environmental complexity
Decisional roles
46. Purchasing materials or labor from around the world wherever it is cheapest
Agressiveness
Rights view of ethics
Organizational culture
Global sourcing
47. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Decisional roles
Four Management Functions
Managerial roles
48. Degree to which organizational decisions and actions emphasize maintaining the status quo
Code of ethics
Contingent workforce
Stability
Global sourcing
49. Goals - People and Structure
Planning
Code of ethics
Exporting
Three Characteristics of Organizations
50. The degree of change and complexity in an organizations enviroment
Efficency
Controlling
Decisional roles
Environmental uncertainty