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Test your basic knowledge |
Management
Start Test
Study First
Subject
:
business-skills
Instructions:
Answer
50
questions in
20 minutes
.
1 minute extra for reading the instructions.
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 view that much of an organizations success or failure is due to external forces outside managers control
Omnipotent view of management
Non managerial employees
Symbolic view of management
Rights view of ethics
2. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Efficency
Top managers
Team orientation
3. Making products domestically and selling them abroad
Components of the External Environment
Organization
Exporting
Effectiveness
4. Degree to which employees are encouraged to be innovative and take risks
Race
Dimensions of organizational culture
Ethinicity
Innovation and risk taking
5. A managers ability to build a power base and establish the right connections
Political skills
Stability
Organizing
First-line managers
6. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Innovation and risk taking
Political skills
Environmental complexity
7. Any equipment tools or operating methods that are designed to make work more efficient
Agressiveness
Technology
People orientation
Interpersonal roles
8. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Joint venture
Planning
Global sourcing
Management Styles
9. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Theory of justice view of ethics
Rights view of ethics
Stability
Family-friendly benifits
10. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
The Participative Style
Decisions roles
Workforce diveristy
Management levels
11. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Organization
Innovation and risk taking
Informational roles
How organizations go global
12. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
Middle Managers
Efficency
How organizations go global
13. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Effectiveness
Controlling
The Autocratic Style
Environmental complexity
14. A managers ability to analyze and diagnose complex situations
Agressiveness
Conceptual skills
How organizations go global
Technology
15. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Theory of justice view of ethics
Utilitarian view of ethics
Code of ethics
Franchising
16. Any type of international company that maintains operations in multiple countries
First-line managers
Team orientation
Multinational corporation (MNC)
Technical skills
17. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Organization stakeholders
Top managers
Dimensions of organizational culture
Leading
18. Job-specific knowledge and techniques needed to perform work tasks
Decisions roles
Sustainability
Technical skills
Ethinicity
19. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Joint venture
Decisional roles
Demographics
20. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Social obligation
Stakeholders
Organization stakeholders
Global corporation
21. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Global Village
Conceptual skills
Team orientation
22. Purchasing materials or labor from around the world wherever it is cheapest
Organizational culture
Global sourcing
Employee Engagement
Small Business
23. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Multinational corporation (MNC)
Interpersonal roles
Franchising
Attention to detial
24. An MNC that centralizes management and other decisions in the home country
Environmental uncertainty
Global corporation
Organizational culture
Managerial roles
25. Mentor - dissemination - spokesperson
External factors
Dimensions of organizational culture
The Autocratic Style
Informational roles
26. A managers ability to work with understand mentor and motivate other both individually and in groups
Planning
Ethinicity
Interpersonal skills
Informational roles
27. Includes defining goals establishing strategy and developing plans to coordinate activites
How organizations go global
Small Business
Planning
Efficency
28. Acquiring products made abroad and selling them domestically
Franchising
Importing
Management Styles
Parochiallism
29. Degree to which work is organized around team rather than individuals
Global Village
Technology
Team orientation
Family-friendly benifits
30. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Outcome orientation
Decisions roles
Informational roles
31. 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.
Components of the External Environment
Efficency
Global stategic alliance
Effectiveness
32. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Managerial roles
Foreign subsidary
Planning
33. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Small Business
Contingent workforce
The Persuasive Style
34. 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
Four Management Functions
Workforce diveristy
Management
Symbolic view of management
35. 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
Social obligation
Sustainability
Decisions roles
36. Individuals in an organization who direct the activities of others
Ethinicity
Managers
Foreign subsidary
Rights view of ethics
37. 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
Planning
Sustainability
How organizations go global
Utilitarian view of ethics
38. Degree to which employees are expected to exhibit precision analysis and attention to detial
Innovation and risk taking
Decisional roles
Parochiallism
Attention to detial
39. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Social responsibility (corporate social responsibility or CSR)
Global sourcing
Parochiallism
Four Management Functions
40. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Innovation and risk taking
Importing
Social responsibility (corporate social responsibility or CSR)
Small Business
41. The degree of change and complexity in an organizations enviroment
Agressiveness
Decisional roles
Importing
Environmental uncertainty
42. The view that managers are directly responsible for an organizations success or failure
Controlling
The Persuasive Style
Planning
Omnipotent view of management
43. 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
Theory of justice view of ethics
Interpersonal skills
Importing
Organizing
44. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
The Persuasive Style
Managers
Leading
Organizing
45. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Management Styles
Utilitarian view of ethics
Leading
Foreign subsidary
46. A boundary less world where goods and services are produced and marketed worlwide
Global Village
Informational roles
Workforce diveristy
Parochiallism
47. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Managers
Informational roles
Planning
The Persuasive Style
48. Doing the right things or completing activities so that organizational goals are attained
Race
Effectiveness
Decisional roles
Managers
49. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Environmental complexity
The Persuasive Style
Importing
50. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Family-friendly benifits
Leading
Race
Contingent workforce