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. 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






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






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






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






5. 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






6. Cultures in which the key values are deeply held and widely shared






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






8. Entailing making decisions or choices






9. 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






10. View that says ethical decisions are made in order to respect and protect individual liberties and privileges






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






12. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived






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






14. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment






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






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






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






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






19. Whether to impose external controls or allow employees to control their own actions - What criteria should be emphasized in employee performance evaluations - What repercussions will occur from exceeding ones budget






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






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






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






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






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






25. 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






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






27. Degree to which employees are encouraged to be innovative and take risks






28. Purchasing materials or labor from around the world wherever it is cheapest






29. The view that much of an organizations success or failure is due to external forces outside managers control






30. Acquiring products made abroad and selling them domestically






31. A companys ability to achieve its business goals and increase long-term shareholder value by integrating economic - environmental and social opportunities into its business strategies






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






33. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers






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






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






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






37. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts






38. Making products domestically and selling them abroad






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






40. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.






41. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities






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






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






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






45. The process of getting things done effectively efficiently through and with other people






46. 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.






47. 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






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






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






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