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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. 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
Organizing
Decisional roles
Effectiveness
2. The process of getting things done effectively efficiently through and with other people
Management Styles
Management
Importing
Contingent workforce
3. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Organization
Social responsibility (corporate social responsibility or CSR)
Strong cultures
4. View that says ethical decisions are made in order to enforce rules fairly and impartially
Small Business
Social responsibility (corporate social responsibility or CSR)
Theory of justice view of ethics
Stakeholders
5. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Family-friendly benifits
Social responsivness
The Autocratic Style
6. How much autonomy should be designed into employees jobs - Whether task should be done by individuals or in teams - The degree to which department managers interact with each other
Organizing
Environmental complexity
Stability
Non managerial employees
7. A managers ability to build a power base and establish the right connections
Political skills
Three Characteristics of Organizations
How organizations go global
Organizing
8. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Organizational culture
Strong cultures
Global stategic alliance
How organizations go global
9. Factors forces situations and events outside the organization that affect its performance
Employee Engagement
Management levels
Global stategic alliance
External factors
10. Doing the right things or completing activities so that organizational goals are attained
Three Characteristics of Organizations
Planning
Effectiveness
Controlling
11. Acquiring products made abroad and selling them domestically
Employee Engagement
Importing
Environmental uncertainty
Strong cultures
12. Degree to which organizational decisions and actions emphasize maintaining the status quo
Organization stakeholders
Organizing
Attention to detial
Stability
13. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Social obligation
Technology
Components of the External Environment
14. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Strong cultures
Organizing
Components of the External Environment
Dimensions of organizational culture
15. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
Ethics
Code of ethics
The Persuasive Style
16. Degree to which employees are encouraged to be innovative and take risks
Multi domestic corporation
Global corporation
Conceptual skills
Innovation and risk taking
17. Doing things right or getting the most output from the least amount of inputs
Utilitarian view of ethics
Efficency
Ethinicity
Workforce diveristy
18. A managers ability to analyze and diagnose complex situations
Managers
The Laissez-Faire Style
Decisional roles
Conceptual skills
19. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Organizational culture
Top managers
Global sourcing
Social responsibility (corporate social responsibility or CSR)
20. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Technical skills
Planning
Stakeholders
Global stategic alliance
21. Job-specific knowledge and techniques needed to perform work tasks
Dimensions of organizational culture
Efficency
Rights view of ethics
Technical skills
22. The manager makes all decisions alone - with centralised authority and one-way communication.
Controlling
The Autocratic Style
Leading
Informational roles
23. Entailing making decisions or choices
Environmental uncertainty
Informational roles
Dimensions of organizational culture
Decisional roles
24. 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
Management
Workforce diveristy
Small Business
Interpersonal roles
25. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Interpersonal roles
The Consultative Style
Four Management Functions
Licensing
26. Goals - People and Structure
Three Characteristics of Organizations
Outcome orientation
The Laissez-Faire Style
Theory of justice view of ethics
27. Supervisors responsible for directing the day to day activities of non managerial employees
Middle Managers
Global sourcing
Organization
First-line managers
28. The characteristics of a population used for purposes of social stuidies
Joint venture
Sustainability
Demographics
Environmental complexity
29. 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
First-line managers
Planning
Interpersonal roles
Global sourcing
30. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Dimensions of organizational culture
Employee Engagement
Top managers
31. A boundary less world where goods and services are produced and marketed worlwide
Agressiveness
Global Village
Interpersonal roles
The Autocratic Style
32. Includes monitoring performance comparing it with goals and correcting any significant deviations
Three Characteristics of Organizations
Conceptual skills
Controlling
Franchising
33. A structural arrangement for global organizations that eliminates artificial geographical barries
Three Characteristics of Organizations
Transnational (border less) organization
Stakeholders
Theory of justice view of ethics
34. Involving collecting receiving and disseminating information
How organizations go global
Interpersonal roles
Interpersonal skills
Informational roles
35. Includes defining goals establishing strategy and developing plans to coordinate activites
Organization
Managerial roles
Technical skills
Planning
36. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Demographics
The Participative Style
Social responsivness
Ethics
37. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Global corporation
Environmental complexity
People orientation
Workforce diveristy
38. A managers ability to work with understand mentor and motivate other both individually and in groups
Interpersonal roles
Interpersonal skills
Environmental uncertainty
Importing
39. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Global sourcing
Licensing
Foreign subsidary
Innovation and risk taking
40. When employees are connected to satisfied with and enthusiastic about their jobs
Decisional roles
Employee Engagement
Leading
Global Village
41. Degree to which work is organized around team rather than individuals
Small Business
Race
Team orientation
Informational roles
42. Cultures in which the key values are deeply held and widely shared
Controlling
Strong cultures
Environmental complexity
Managerial roles
43. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
Utilitarian view of ethics
The Participative Style
Outcome orientation
44. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Environmental complexity
Middle Managers
Stakeholders
Employee Engagement
45. 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
The Laissez-Faire Style
Middle Managers
Sustainability
46. Any equipment tools or operating methods that are designed to make work more efficient
Decisions roles
Technology
Efficency
Workforce diveristy
47. Social traits such as ones cultural background or allegiance that are shared by a human population
Leading
Parochiallism
Ethinicity
Managerial roles
48. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Omnipotent view of management
Family-friendly benifits
Components of the External Environment
49. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Efficency
Franchising
Team orientation
Code of ethics
50. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Utilitarian view of ethics
Ethinicity
The Laissez-Faire Style
Symbolic view of management