Test your basic knowledge |

Management

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 narrow focus in which managers see thing only through their own eyes and from their own perspective






2. View that says ethical decisions are made in order to enforce rules fairly and impartially






3. Part-time temporary and contract workers who are available for hire on an as-needed basis






4. Any type of international company that maintains operations in multiple countries






5. Any constituencies in an organizations environment that are affected by that organizations decisions and actions






6. Making products domestically and selling them abroad






7. Degree to which management decision take into account the effects on people in the organization






8. People who work directly on a job or task and have no responsibility for overseeing the work of others






9. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.






10. Supervisors responsible for directing the day to day activities of non managerial employees






11. A systematic arrangement of people brought together to accomplish some specific purpose






12. 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






13. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow






14. Degree to which employees are expected to exhibit precision analysis and attention to detial






15. The degree of change and complexity in an organizations enviroment






16. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.






17. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature






18. Any equipment tools or operating methods that are designed to make work more efficient






19. Degree to which organizational decisions and actions emphasize maintaining the status quo






20. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.






21. 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






22. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.






23. Job-specific knowledge and techniques needed to perform work tasks






24. 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.






25. An MNC that centralizes management and other decisions in the home country






26. An MNC that decentralizes management and other decisions to the local country where its doing business






27. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`






28. 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






29. Degree to which employees are aggressive and competitive rather than cooperative






30. Involving collecting receiving and disseminating information






31. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.






32. 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






33. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components






34. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.






35. When a business firm engages in social actions in response to some popular social need






36. The manager makes all decisions alone - with centralised authority and one-way communication.






37. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.






38. Factors forces situations and events outside the organization that affect its performance






39. The view that managers are directly responsible for an organizations success or failure






40. 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






41. Social traits such as ones cultural background or allegiance that are shared by a human population






42. The shared values principles traditions and ways of doing things that influence the way organizational members act






43. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance






44. A structural arrangement for global organizations that eliminates artificial geographical barries






45. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.






46. Goals - People and Structure






47. Includes monitoring performance comparing it with goals and correcting any significant deviations






48. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making






49. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.






50. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves