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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. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Sustainability
Three Characteristics of Organizations
Scientific management
2. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Code of ethics
Social responsivness
Strong cultures
Foreign subsidary
3. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Global Village
Efficency
Code of ethics
4. 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
Social obligation
Attention to detial
Planning
Importing
5. Involving collecting receiving and disseminating information
Top managers
Non managerial employees
Informational roles
Multi domestic corporation
6. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Management
Management Styles
Stability
Global Village
7. The degree of change and complexity in an organizations enviroment
The Participative Style
Environmental uncertainty
Effectiveness
Small Business
8. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Family-friendly benifits
Scientific management
Global stategic alliance
Code of ethics
9. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Organization stakeholders
Ethinicity
The Consultative Style
Race
10. 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
Social responsibility (corporate social responsibility or CSR)
Small Business
Interpersonal roles
Non managerial employees
11. Degree to which employees are encouraged to be innovative and take risks
Transnational (border less) organization
Managerial roles
Workforce diveristy
Innovation and risk taking
12. Making products domestically and selling them abroad
The Laissez-Faire Style
Exporting
Outcome orientation
Parochiallism
13. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Planning
The Autocratic Style
Family-friendly benifits
Leading
14. Doing things right or getting the most output from the least amount of inputs
Efficency
Conceptual skills
Organization
Race
15. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Planning
The Participative Style
Interpersonal roles
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
Components of the External Environment
Organizing
Foreign subsidary
Sustainability
17. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Management Styles
Social responsibility (corporate social responsibility or CSR)
Middle Managers
Utilitarian view of ethics
18. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Utilitarian view of ethics
Parochiallism
Outcome orientation
Controlling
19. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
The Consultative Style
Parochiallism
Global Village
20. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Foreign subsidary
First-line managers
Leading
21. 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
Management levels
Organizing
Managerial roles
Leading
22. A managers ability to build a power base and establish the right connections
Global Village
Political skills
Organizing
Non managerial employees
23. A structural arrangement for global organizations that eliminates artificial geographical barries
Managers
People orientation
Transnational (border less) organization
Attention to detial
24. The manager makes all decisions alone - with centralised authority and one-way communication.
Leading
Exporting
The Autocratic Style
How organizations go global
25. 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
Contingent workforce
Strong cultures
Controlling
Small Business
26. A managers ability to analyze and diagnose complex situations
Conceptual skills
Omnipotent view of management
Multinational corporation (MNC)
Planning
27. When a business firm engages in social actions in response to some popular social need
People orientation
Stability
Social responsivness
Leading
28. Figurehead - leader - liaison
Planning
Team orientation
Interpersonal roles
Sustainability
29. Social traits such as ones cultural background or allegiance that are shared by a human population
Social obligation
Global corporation
Informational roles
Ethinicity
30. A boundary less world where goods and services are produced and marketed worlwide
Environmental complexity
Agressiveness
Global stategic alliance
Global Village
31. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Four Management Functions
The Consultative Style
Innovation and risk taking
Utilitarian view of ethics
32. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Decisions roles
Social responsibility (corporate social responsibility or CSR)
Informational roles
Sustainability
33. Cultures in which the key values are deeply held and widely shared
Social responsivness
The Laissez-Faire Style
Foreign subsidary
Strong cultures
34. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Attention to detial
Foreign subsidary
Management levels
Three Characteristics of Organizations
35. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Controlling
Demographics
Race
Middle Managers
36. Purchasing materials or labor from around the world wherever it is cheapest
First-line managers
Global sourcing
Controlling
The Autocratic Style
37. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Components of the External Environment
Informational roles
Efficency
38. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Multi domestic corporation
Effectiveness
Team orientation
39. Entrepreneur - Disturbance handler - resource allocator - negortiator
Leading
Decisional roles
Family-friendly benifits
Decisions roles
40. Doing the right things or completing activities so that organizational goals are attained
Managers
Multinational corporation (MNC)
Symbolic view of management
Effectiveness
41. Degree to which employees are expected to exhibit precision analysis and attention to detial
Attention to detial
Theory of justice view of ethics
Stakeholders
Workforce diveristy
42. 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
Managerial roles
Global Village
Utilitarian view of ethics
Workforce diveristy
43. When employees are connected to satisfied with and enthusiastic about their jobs
Race
Omnipotent view of management
Middle Managers
Employee Engagement
44. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Multinational corporation (MNC)
Interpersonal roles
How organizations go global
Team orientation
45. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stakeholders
Agressiveness
Four Management Functions
Efficency
46. The process of getting things done effectively efficiently through and with other people
Management
Management Styles
Top managers
Three Characteristics of Organizations
47. The view that much of an organizations success or failure is due to external forces outside managers control
Managerial roles
Middle Managers
Symbolic view of management
The Persuasive Style
48. 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
Global stategic alliance
Outcome orientation
49. People who work directly on a job or task and have no responsibility for overseeing the work of others
Ethics
Planning
Political skills
Non managerial employees
50. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Leading
Social responsivness
Foreign subsidary
Global stategic alliance