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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. Job-specific knowledge and techniques needed to perform work tasks
Small Business
Top managers
Conceptual skills
Technical skills
2. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Contingent workforce
Stakeholders
The Consultative Style
Environmental complexity
3. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Technical skills
Efficency
Demographics
Social obligation
4. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Top managers
Team orientation
Dimensions of organizational culture
Multi domestic corporation
5. 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
Ethics
Parochiallism
Controlling
Leading
6. Mentor - dissemination - spokesperson
Stability
External factors
Informational roles
Employee Engagement
7. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Managers
Planning
Components of the External Environment
Effectiveness
8. Individuals in an organization who direct the activities of others
The Laissez-Faire Style
Exporting
Controlling
Managers
9. 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
Environmental uncertainty
Importing
Small Business
Interpersonal roles
10. An MNC that centralizes management and other decisions in the home country
Global corporation
Importing
Joint venture
Omnipotent view of management
11. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Middle Managers
Social obligation
Organization stakeholders
Interpersonal roles
12. Degree to which employees are expected to exhibit precision analysis and attention to detial
Leading
Joint venture
Controlling
Attention to detial
13. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Omnipotent view of management
Importing
Joint venture
Attention to detial
14. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Parochiallism
Ethics
Conceptual skills
15. A managers ability to work with understand mentor and motivate other both individually and in groups
Attention to detial
Interpersonal skills
Interpersonal roles
Code of ethics
16. Figurehead - leader - liaison
Organization stakeholders
Interpersonal roles
Leading
Middle Managers
17. Doing the right things or completing activities so that organizational goals are attained
Franchising
Conceptual skills
Omnipotent view of management
Effectiveness
18. The manager makes all decisions alone - with centralised authority and one-way communication.
Organizing
Demographics
The Autocratic Style
Technical skills
19. Involving collecting receiving and disseminating information
Global Village
Utilitarian view of ethics
Environmental uncertainty
Informational roles
20. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Social responsibility (corporate social responsibility or CSR)
Dimensions of organizational culture
Leading
Global Village
21. The degree of change and complexity in an organizations enviroment
The Consultative Style
Organizational culture
Environmental uncertainty
Sustainability
22. 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
Organization stakeholders
Sustainability
Parochiallism
Foreign subsidary
23. 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
Organizing
Parochiallism
Outcome orientation
The Persuasive Style
24. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Theory of justice view of ethics
The Persuasive Style
Effectiveness
Conceptual skills
25. 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
Environmental complexity
External factors
Components of the External Environment
Licensing
26. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Management
Joint venture
Theory of justice view of ethics
27. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Global corporation
Technology
Organization stakeholders
How organizations go global
28. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Omnipotent view of management
Employee Engagement
Race
Organizing
29. Part-time temporary and contract workers who are available for hire on an as-needed basis
Contingent workforce
Stability
Utilitarian view of ethics
The Autocratic Style
30. 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
Licensing
Interpersonal roles
Efficency
Controlling
31. A managers ability to analyze and diagnose complex situations
Theory of justice view of ethics
Management levels
Innovation and risk taking
Conceptual skills
32. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
Management
Utilitarian view of ethics
The Laissez-Faire Style
33. Goals - People and Structure
External factors
Symbolic view of management
Three Characteristics of Organizations
Employee Engagement
34. 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
The Persuasive Style
Interpersonal roles
Global sourcing
Organizing
35. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Employee Engagement
The Participative Style
Omnipotent view of management
36. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Importing
Leading
Informational roles
Global Village
37. An MNC that decentralizes management and other decisions to the local country where its doing business
Importing
Effectiveness
Multi domestic corporation
Race
38. A boundary less world where goods and services are produced and marketed worlwide
Global Village
Middle Managers
Political skills
Organization stakeholders
39. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Interpersonal roles
The Participative Style
Code of ethics
Global Village
40. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Sustainability
Four Management Functions
Joint venture
41. The shared values principles traditions and ways of doing things that influence the way organizational members act
Non managerial employees
Management levels
Organizational culture
Efficency
42. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Political skills
Dimensions of organizational culture
Conceptual skills
Parochiallism
43. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Contingent workforce
Environmental uncertainty
How organizations go global
Environmental complexity
44. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Management Styles
Exporting
Rights view of ethics
Interpersonal roles
45. 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.
Foreign subsidary
Exporting
First-line managers
Global stategic alliance
46. A managers ability to build a power base and establish the right connections
Licensing
Attention to detial
Omnipotent view of management
Political skills
47. Any equipment tools or operating methods that are designed to make work more efficient
Joint venture
Three Characteristics of Organizations
Technology
Multi domestic corporation
48. Degree to which organizational decisions and actions emphasize maintaining the status quo
Middle Managers
Code of ethics
Stability
The Participative Style
49. Degree to which employees are aggressive and competitive rather than cooperative
Foreign subsidary
Agressiveness
Global Village
Family-friendly benifits
50. Cultures in which the key values are deeply held and widely shared
Agressiveness
Strong cultures
Franchising
Informational roles