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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. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Informational roles
Family-friendly benifits
Utilitarian view of ethics
Small Business
2. 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
Joint venture
Four Management Functions
The Laissez-Faire Style
3. Doing things right or getting the most output from the least amount of inputs
Importing
Utilitarian view of ethics
Agressiveness
Efficency
4. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Importing
Strong cultures
Foreign subsidary
Environmental complexity
5. Goals - People and Structure
Three Characteristics of Organizations
Multi domestic corporation
Efficency
Stakeholders
6. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Ethics
How organizations go global
Interpersonal skills
Stakeholders
7. A managers ability to work with understand mentor and motivate other both individually and in groups
Transnational (border less) organization
Outcome orientation
Interpersonal skills
People orientation
8. Making products domestically and selling them abroad
Exporting
Transnational (border less) organization
Organizing
Three Characteristics of Organizations
9. Degree to which employees are encouraged to be innovative and take risks
Political skills
Demographics
Innovation and risk taking
Attention to detial
10. The process of getting things done effectively efficiently through and with other people
Interpersonal roles
Theory of justice view of ethics
Management
Omnipotent view of management
11. Entailing making decisions or choices
Technology
Multinational corporation (MNC)
Global corporation
Decisional roles
12. Part-time temporary and contract workers who are available for hire on an as-needed basis
People orientation
Leading
Contingent workforce
How organizations go global
13. Factors forces situations and events outside the organization that affect its performance
Technical skills
Parochiallism
External factors
Controlling
14. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Organizing
Stakeholders
Franchising
Utilitarian view of ethics
15. When employees are connected to satisfied with and enthusiastic about their jobs
External factors
Employee Engagement
Licensing
Attention to detial
16. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Controlling
How organizations go global
Organization stakeholders
Licensing
17. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Multinational corporation (MNC)
The Consultative Style
Importing
Organization stakeholders
18. A set of rules or principles that defines right and wrong conduct
Sustainability
Ethics
Franchising
Dimensions of organizational culture
19. 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
Leading
Organizing
Workforce diveristy
Transnational (border less) organization
20. An MNC that centralizes management and other decisions in the home country
Interpersonal roles
Leading
Global corporation
The Participative Style
21. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Management Styles
Sustainability
Components of the External Environment
Management levels
22. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
People orientation
Interpersonal roles
Four Management Functions
The Laissez-Faire Style
23. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Controlling
Environmental complexity
Social responsivness
The Consultative Style
24. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Theory of justice view of ethics
The Laissez-Faire Style
Interpersonal roles
Management levels
25. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Code of ethics
Social responsivness
Foreign subsidary
26. Figurehead - leader - liaison
Top managers
Organization stakeholders
Interpersonal roles
Stakeholders
27. When a business firm engages in social actions in response to some popular social need
Innovation and risk taking
Effectiveness
Social responsivness
The Consultative Style
28. A managers ability to analyze and diagnose complex situations
People orientation
Conceptual skills
Global stategic alliance
Franchising
29. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Political skills
Race
First-line managers
Organizational culture
30. A managers ability to build a power base and establish the right connections
Political skills
Foreign subsidary
Social responsibility (corporate social responsibility or CSR)
The Persuasive Style
31. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Utilitarian view of ethics
People orientation
Effectiveness
Joint venture
32. Degree to which management decision take into account the effects on people in the organization
Management
Stability
Family-friendly benifits
People orientation
33. 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
Scientific management
Workforce diveristy
Outcome orientation
34. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Middle Managers
Social responsibility (corporate social responsibility or CSR)
Sustainability
Global sourcing
35. People who work directly on a job or task and have no responsibility for overseeing the work of others
Leading
Family-friendly benifits
Employee Engagement
Non managerial employees
36. Includes monitoring performance comparing it with goals and correcting any significant deviations
Management
Ethics
Social obligation
Controlling
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
People orientation
Managerial roles
Non managerial employees
38. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
The Laissez-Faire Style
The Persuasive Style
Interpersonal roles
39. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Foreign subsidary
The Persuasive Style
Joint venture
The Laissez-Faire Style
40. 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
Strong cultures
Global stategic alliance
Scientific management
Organizing
41. A boundary less world where goods and services are produced and marketed worlwide
Importing
Global Village
Contingent workforce
Interpersonal roles
42. The view that much of an organizations success or failure is due to external forces outside managers control
Leading
Sustainability
Organizing
Symbolic view of management
43. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Joint venture
Small Business
Attention to detial
44. 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
Interpersonal roles
Leading
Strong cultures
Attention to detial
45. Job-specific knowledge and techniques needed to perform work tasks
Family-friendly benifits
Planning
Agressiveness
Technical skills
46. Purchasing materials or labor from around the world wherever it is cheapest
The Participative Style
Decisional roles
Utilitarian view of ethics
Global sourcing
47. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Decisions roles
Innovation and risk taking
Middle Managers
Family-friendly benifits
48. Supervisors responsible for directing the day to day activities of non managerial employees
Global stategic alliance
First-line managers
Leading
Management
49. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Technology
Rights view of ethics
Franchising
Symbolic view of management
50. 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.
The Consultative Style
Non managerial employees
Global stategic alliance
Effectiveness