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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. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Planning
Components of the External Environment
Managerial roles
Conceptual skills
2. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Decisions roles
Global sourcing
Middle Managers
3. A direct investment in a foreign country that involves setting up a separate and independent facility or office
The Participative Style
Informational roles
Foreign subsidary
Organizational culture
4. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Organization
Interpersonal roles
Management levels
Planning
5. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stakeholders
Four Management Functions
Workforce diveristy
Global sourcing
6. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Outcome orientation
Leading
Organizing
Joint venture
7. Making products domestically and selling them abroad
Exporting
Franchising
Planning
Environmental complexity
8. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Omnipotent view of management
Management levels
Four Management Functions
9. Any type of international company that maintains operations in multiple countries
Leading
Multinational corporation (MNC)
Workforce diveristy
Four Management Functions
10. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
Managers
First-line managers
Interpersonal roles
11. The view that managers are directly responsible for an organizations success or failure
Exporting
Interpersonal roles
Workforce diveristy
Omnipotent view of management
12. An MNC that centralizes management and other decisions in the home country
Management levels
Global corporation
Parochiallism
Utilitarian view of ethics
13. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Global stategic alliance
The Participative Style
Interpersonal roles
14. Supervisors responsible for directing the day to day activities of non managerial employees
Employee Engagement
Team orientation
Four Management Functions
First-line managers
15. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Organization
Middle Managers
Top managers
The Consultative Style
16. 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
The Participative Style
Organization stakeholders
Planning
Organizing
17. Social traits such as ones cultural background or allegiance that are shared by a human population
Planning
Ethinicity
The Autocratic Style
Exporting
18. 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
Ethinicity
Top managers
Licensing
Management
19. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
How organizations go global
Global stategic alliance
Social obligation
20. When employees are connected to satisfied with and enthusiastic about their jobs
Employee Engagement
Interpersonal skills
Race
Decisional roles
21. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Franchising
The Consultative Style
Managerial roles
Symbolic view of management
22. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
How organizations go global
Organizing
Interpersonal skills
23. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
External factors
Contingent workforce
Family-friendly benifits
Political skills
24. People who work directly on a job or task and have no responsibility for overseeing the work of others
Parochiallism
Top managers
Non managerial employees
Controlling
25. Cultures in which the key values are deeply held and widely shared
Strong cultures
Planning
Code of ethics
Global stategic alliance
26. Involving collecting receiving and disseminating information
Innovation and risk taking
Informational roles
Organization stakeholders
Top managers
27. 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
Omnipotent view of management
Social responsivness
Four Management Functions
Small Business
28. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Management levels
Social responsibility (corporate social responsibility or CSR)
How organizations go global
External factors
29. Mentor - dissemination - spokesperson
Conceptual skills
Informational roles
Race
Global stategic alliance
30. Degree to which management decision take into account the effects on people in the organization
Top managers
Foreign subsidary
Joint venture
People orientation
31. 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 Laissez-Faire Style
The Persuasive Style
Global stategic alliance
Management
32. A managers ability to work with understand mentor and motivate other both individually and in groups
Leading
Interpersonal skills
Code of ethics
Social responsivness
33. When a business firm engages in social actions in response to some popular social need
Importing
Social responsivness
Managerial roles
Race
34. Doing things right or getting the most output from the least amount of inputs
Race
The Consultative Style
Efficency
Symbolic view of management
35. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Leading
The Consultative Style
Omnipotent view of management
36. Entrepreneur - Disturbance handler - resource allocator - negortiator
Demographics
Family-friendly benifits
Decisions roles
Global Village
37. Acquiring products made abroad and selling them domestically
Organizing
Importing
Interpersonal roles
Effectiveness
38. 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
Stability
Leading
Outcome orientation
Informational roles
39. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Ethics
Effectiveness
Innovation and risk taking
Components of the External Environment
40. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
The Persuasive Style
Parochiallism
Controlling
41. Any equipment tools or operating methods that are designed to make work more efficient
Management levels
Technology
Transnational (border less) organization
Strong cultures
42. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Technical skills
Political skills
Management Styles
43. A systematic arrangement of people brought together to accomplish some specific purpose
Family-friendly benifits
Utilitarian view of ethics
Leading
Organization
44. Entailing making decisions or choices
Omnipotent view of management
Decisional roles
Licensing
Ethinicity
45. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Environmental uncertainty
Conceptual skills
Non managerial employees
46. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Management Styles
Innovation and risk taking
How organizations go global
Three Characteristics of Organizations
47. The shared values principles traditions and ways of doing things that influence the way organizational members act
People orientation
Organizational culture
Organization
Theory of justice view of ethics
48. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Planning
Top managers
Multinational corporation (MNC)
Social obligation
49. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Efficency
Organization
Utilitarian view of ethics
Agressiveness
50. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Dimensions of organizational culture
Parochiallism
Technology