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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. A managers ability to analyze and diagnose complex situations
Global stategic alliance
The Consultative Style
Controlling
Conceptual skills
2. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Symbolic view of management
The Autocratic Style
Foreign subsidary
Outcome orientation
3. Entrepreneur - Disturbance handler - resource allocator - negortiator
Managerial roles
Decisions roles
Race
Top managers
4. Figurehead - leader - liaison
The Persuasive Style
Global corporation
Four Management Functions
Interpersonal roles
5. Job-specific knowledge and techniques needed to perform work tasks
The Laissez-Faire Style
Franchising
Technical skills
Contingent workforce
6. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Environmental complexity
Leading
Rights view of ethics
Organization
7. Degree to which organizational decisions and actions emphasize maintaining the status quo
Organization stakeholders
Strong cultures
Stability
How organizations go global
8. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Efficency
The Participative Style
Theory of justice view of ethics
Global Village
9. Any equipment tools or operating methods that are designed to make work more efficient
Utilitarian view of ethics
Technology
Planning
Multinational corporation (MNC)
10. The manager makes all decisions alone - with centralised authority and one-way communication.
Interpersonal roles
The Autocratic Style
How organizations go global
Managers
11. Entailing making decisions or choices
Decisional roles
Management
Conceptual skills
The Participative Style
12. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Attention to detial
Ethinicity
Technology
Top managers
13. When a business firm engages in social actions in response to some popular social need
Three Characteristics of Organizations
Social responsivness
Technology
The Participative Style
14. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Importing
People orientation
Social obligation
Environmental uncertainty
15. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Parochiallism
Managers
Organization stakeholders
The Consultative Style
16. 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
Employee Engagement
Organizing
Organization stakeholders
Multinational corporation (MNC)
17. Factors forces situations and events outside the organization that affect its performance
Dimensions of organizational culture
Multinational corporation (MNC)
Global corporation
External factors
18. 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
Exporting
Interpersonal roles
Controlling
19. 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
Four Management Functions
Small Business
Technology
20. 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
Informational roles
Leading
Joint venture
Workforce diveristy
21. Individuals in an organization who direct the activities of others
Managerial roles
Franchising
Innovation and risk taking
Managers
22. Mentor - dissemination - spokesperson
Joint venture
Technical skills
Informational roles
The Consultative Style
23. Includes monitoring performance comparing it with goals and correcting any significant deviations
Three Characteristics of Organizations
Planning
Controlling
Stakeholders
24. 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
Symbolic view of management
Non managerial employees
Strong cultures
25. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Interpersonal skills
Organization stakeholders
Multinational corporation (MNC)
26. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Environmental complexity
Multinational corporation (MNC)
Environmental uncertainty
27. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Leading
Global stategic alliance
Interpersonal roles
28. The process of getting things done effectively efficiently through and with other people
People orientation
Small Business
The Participative Style
Management
29. Degree to which employees are encouraged to be innovative and take risks
Rights view of ethics
Symbolic view of management
The Autocratic Style
Innovation and risk taking
30. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Parochiallism
Sustainability
The Persuasive Style
Transnational (border less) organization
31. Making products domestically and selling them abroad
Transnational (border less) organization
Interpersonal skills
Exporting
Symbolic view of management
32. 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.
Outcome orientation
Licensing
Environmental uncertainty
Global stategic alliance
33. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Franchising
Organizing
Technology
Management levels
34. Cultures in which the key values are deeply held and widely shared
Strong cultures
The Consultative Style
Environmental uncertainty
Attention to detial
35. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Parochiallism
External factors
Stakeholders
Licensing
36. People who work directly on a job or task and have no responsibility for overseeing the work of others
Global stategic alliance
Leading
Organizational culture
Non managerial employees
37. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
Ethinicity
Political skills
Ethics
38. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Franchising
Scientific management
Global corporation
Organizing
39. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
The Autocratic Style
Global corporation
Joint venture
Importing
40. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Interpersonal roles
Global Village
Transnational (border less) organization
41. Degree to which employees are aggressive and competitive rather than cooperative
Ethics
Organizing
Agressiveness
Scientific management
42. When employees are connected to satisfied with and enthusiastic about their jobs
Global Village
Employee Engagement
Strong cultures
Management
43. Degree to which employees are expected to exhibit precision analysis and attention to detial
Global sourcing
Organizing
Planning
Attention to detial
44. Doing things right or getting the most output from the least amount of inputs
Race
Efficency
Organizational culture
Social obligation
45. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Rights view of ethics
Strong cultures
Omnipotent view of management
46. An MNC that decentralizes management and other decisions to the local country where its doing business
Family-friendly benifits
Three Characteristics of Organizations
Multi domestic corporation
Agressiveness
47. Part-time temporary and contract workers who are available for hire on an as-needed basis
Workforce diveristy
Contingent workforce
Global Village
Technology
48. A boundary less world where goods and services are produced and marketed worlwide
Small Business
Organization stakeholders
Dimensions of organizational culture
Global Village
49. Purchasing materials or labor from around the world wherever it is cheapest
Employee Engagement
Global sourcing
Components of the External Environment
Transnational (border less) organization
50. The characteristics of a population used for purposes of social stuidies
Demographics
Attention to detial
Controlling
Planning