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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. A boundary less world where goods and services are produced and marketed worlwide
Planning
Global sourcing
Global Village
External factors
2. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
The Consultative Style
Interpersonal roles
Effectiveness
The Participative Style
3. 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.
Efficency
Environmental complexity
Global stategic alliance
Stability
4. Goals - People and Structure
The Persuasive Style
Middle Managers
Three Characteristics of Organizations
Decisions roles
5. 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
The Autocratic Style
Licensing
Ethinicity
Managers
6. Involving collecting receiving and disseminating information
External factors
Informational roles
Planning
The Laissez-Faire Style
7. Social traits such as ones cultural background or allegiance that are shared by a human population
Informational roles
Ethinicity
Licensing
Organizing
8. Degree to which organizational decisions and actions emphasize maintaining the status quo
Global Village
Stability
Ethics
Planning
9. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Environmental complexity
Leading
The Participative Style
Non managerial employees
10. Degree to which employees are expected to exhibit precision analysis and attention to detial
Controlling
Theory of justice view of ethics
Global stategic alliance
Attention to detial
11. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Technology
Parochiallism
Rights view of ethics
Decisions roles
12. A systematic arrangement of people brought together to accomplish some specific purpose
The Consultative Style
Social responsivness
Political skills
Organization
13. A managers ability to work with understand mentor and motivate other both individually and in groups
Planning
Informational roles
Interpersonal skills
Sustainability
14. Degree to which work is organized around team rather than individuals
Global sourcing
Team orientation
Race
Small Business
15. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Employee Engagement
Attention to detial
Symbolic view of management
Code of ethics
16. A managers ability to analyze and diagnose complex situations
Agressiveness
Environmental complexity
Workforce diveristy
Conceptual skills
17. Any equipment tools or operating methods that are designed to make work more efficient
Race
Political skills
Technology
Joint venture
18. When a business firm engages in social actions in response to some popular social need
Attention to detial
The Persuasive Style
Organizing
Social responsivness
19. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Decisional roles
Social obligation
Family-friendly benifits
Stability
20. Job-specific knowledge and techniques needed to perform work tasks
Workforce diveristy
Technical skills
Global sourcing
Informational roles
21. Degree to which management decision take into account the effects on people in the organization
People orientation
Four Management Functions
External factors
Management levels
22. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
The Participative Style
Multinational corporation (MNC)
Components of the External Environment
Interpersonal roles
23. The manager makes all decisions alone - with centralised authority and one-way communication.
Innovation and risk taking
Global Village
Environmental complexity
The Autocratic Style
24. Factors forces situations and events outside the organization that affect its performance
External factors
Informational roles
Transnational (border less) organization
Three Characteristics of Organizations
25. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Controlling
How organizations go global
Parochiallism
Social responsivness
26. 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
Efficency
Planning
Multi domestic corporation
Workforce diveristy
27. A set of rules or principles that defines right and wrong conduct
Strong cultures
Management
Organizing
Ethics
28. Includes defining goals establishing strategy and developing plans to coordinate activites
External factors
Management
Planning
Symbolic view of management
29. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Ethinicity
Social responsivness
External factors
30. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Stability
Stakeholders
Efficency
31. People who work directly on a job or task and have no responsibility for overseeing the work of others
Team orientation
Organizing
Rights view of ethics
Non managerial employees
32. Individuals in an organization who direct the activities of others
Franchising
Managers
Three Characteristics of Organizations
Omnipotent view of management
33. The shared values principles traditions and ways of doing things that influence the way organizational members act
Foreign subsidary
Decisional roles
Team orientation
Organizational culture
34. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Environmental complexity
Code of ethics
First-line managers
35. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Technology
The Participative Style
Global stategic alliance
36. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Strong cultures
Interpersonal roles
Rights view of ethics
Management Styles
37. Doing things right or getting the most output from the least amount of inputs
Decisions roles
Efficency
Global sourcing
Licensing
38. The view that managers are directly responsible for an organizations success or failure
Organization
Multi domestic corporation
Informational roles
Omnipotent view of management
39. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Sustainability
Outcome orientation
Organizational culture
40. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
Transnational (border less) organization
Small Business
Joint venture
41. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Dimensions of organizational culture
Efficency
Social responsivness
42. An MNC that decentralizes management and other decisions to the local country where its doing business
Race
Demographics
First-line managers
Multi domestic corporation
43. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Multi domestic corporation
Social responsivness
Stakeholders
Outcome orientation
44. Making products domestically and selling them abroad
Agressiveness
Technology
Theory of justice view of ethics
Exporting
45. A managers ability to build a power base and establish the right connections
Components of the External Environment
Transnational (border less) organization
Political skills
Social responsibility (corporate social responsibility or CSR)
46. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Environmental uncertainty
Family-friendly benifits
Interpersonal skills
47. Figurehead - leader - liaison
Interpersonal roles
Management
Franchising
Technology
48. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Decisions roles
Management levels
Interpersonal roles
49. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Effectiveness
Ethinicity
Social responsivness
50. Acquiring products made abroad and selling them domestically
Managers
Interpersonal roles
Importing
Informational roles