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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. Figurehead - leader - liaison
Stability
Interpersonal roles
Utilitarian view of ethics
Political skills
2. 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
Stakeholders
Organization
Environmental uncertainty
Planning
3. Factors forces situations and events outside the organization that affect its performance
Multinational corporation (MNC)
The Persuasive Style
Leading
External factors
4. Degree to which employees are encouraged to be innovative and take risks
Agressiveness
Innovation and risk taking
Planning
The Laissez-Faire Style
5. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
How organizations go global
First-line managers
Code of ethics
6. 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
Sustainability
Interpersonal skills
Small Business
Multinational corporation (MNC)
7. The characteristics of a population used for purposes of social stuidies
Franchising
Joint venture
Technology
Demographics
8. The manager makes all decisions alone - with centralised authority and one-way communication.
Environmental uncertainty
The Autocratic Style
Political skills
Decisional roles
9. Purchasing materials or labor from around the world wherever it is cheapest
First-line managers
Scientific management
Efficency
Global sourcing
10. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
People orientation
Parochiallism
Interpersonal skills
11. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Omnipotent view of management
Political skills
Licensing
Components of the External Environment
12. Part-time temporary and contract workers who are available for hire on an as-needed basis
Importing
Outcome orientation
Social obligation
Contingent workforce
13. Includes monitoring performance comparing it with goals and correcting any significant deviations
The Consultative Style
Controlling
The Autocratic Style
Social obligation
14. A structural arrangement for global organizations that eliminates artificial geographical barries
Components of the External Environment
Leading
Environmental complexity
Transnational (border less) organization
15. Entailing making decisions or choices
Decisional roles
Multi domestic corporation
Management
The Consultative Style
16. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Race
Foreign subsidary
People orientation
Planning
17. Includes defining goals establishing strategy and developing plans to coordinate activites
Management levels
Informational roles
Code of ethics
Planning
18. The degree of change and complexity in an organizations enviroment
Rights view of ethics
Environmental uncertainty
Dimensions of organizational culture
Management
19. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Middle Managers
Scientific management
Technical skills
Informational roles
20. An MNC that centralizes management and other decisions in the home country
Organizing
Global stategic alliance
Race
Global corporation
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
The Participative Style
Global stategic alliance
Licensing
Social responsivness
22. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Organizing
Sustainability
Employee Engagement
23. A managers ability to work with understand mentor and motivate other both individually and in groups
Licensing
The Laissez-Faire Style
Interpersonal skills
Family-friendly benifits
24. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Management Styles
Global Village
Outcome orientation
Organization
25. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Decisional roles
Controlling
The Consultative Style
Ethinicity
26. A systematic arrangement of people brought together to accomplish some specific purpose
Management Styles
Outcome orientation
Three Characteristics of Organizations
Organization
27. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Sustainability
Interpersonal roles
Managers
Joint venture
28. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Controlling
The Persuasive Style
Planning
Stability
29. Supervisors responsible for directing the day to day activities of non managerial employees
Middle Managers
First-line managers
Ethinicity
The Laissez-Faire Style
30. 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
Sustainability
Strong cultures
Utilitarian view of ethics
Attention to detial
31. 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
Planning
Leading
Outcome orientation
Workforce diveristy
32. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Importing
Managerial roles
Exporting
Foreign subsidary
33. The shared values principles traditions and ways of doing things that influence the way organizational members act
Outcome orientation
Rights view of ethics
Organizational culture
Decisional roles
34. Degree to which employees are aggressive and competitive rather than cooperative
People orientation
Importing
Agressiveness
Informational roles
35. Entrepreneur - Disturbance handler - resource allocator - negortiator
Organizing
Social responsivness
How organizations go global
Decisions roles
36. 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.
People orientation
Interpersonal roles
Technical skills
Global stategic alliance
37. The view that managers are directly responsible for an organizations success or failure
Family-friendly benifits
Scientific management
Environmental complexity
Omnipotent view of management
38. Job-specific knowledge and techniques needed to perform work tasks
Global sourcing
The Autocratic Style
Joint venture
Technical skills
39. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Effectiveness
How organizations go global
Rights view of ethics
Environmental complexity
40. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Management levels
Multinational corporation (MNC)
The Participative Style
Attention to detial
41. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Environmental complexity
Technical skills
Agressiveness
42. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Organizing
Global corporation
Management levels
43. A managers ability to build a power base and establish the right connections
Global stategic alliance
Rights view of ethics
Political skills
Managerial roles
44. Acquiring products made abroad and selling them domestically
Global corporation
Foreign subsidary
Importing
Management Styles
45. Mentor - dissemination - spokesperson
Leading
Informational roles
Outcome orientation
Effectiveness
46. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Ethinicity
Family-friendly benifits
Organization
47. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Importing
The Laissez-Faire Style
Middle Managers
Organizational culture
48. 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
Controlling
Interpersonal skills
The Consultative Style
Joint venture
49. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Environmental complexity
Attention to detial
Interpersonal roles
Non managerial employees
50. Degree to which employees are expected to exhibit precision analysis and attention to detial
Attention to detial
Interpersonal skills
How organizations go global
Omnipotent view of management