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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. When a business firm engages in social actions in response to some popular social need
Foreign subsidary
Organization
Small Business
Social responsivness
2. Entrepreneur - Disturbance handler - resource allocator - negortiator
Managerial roles
Innovation and risk taking
Decisions roles
The Consultative Style
3. 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
Social responsibility (corporate social responsibility or CSR)
Workforce diveristy
Management Styles
Licensing
4. Factors forces situations and events outside the organization that affect its performance
External factors
Family-friendly benifits
Top managers
Employee Engagement
5. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
The Consultative Style
Utilitarian view of ethics
Code of ethics
Leading
6. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
The Laissez-Faire Style
Leading
Organizing
7. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
Four Management Functions
Environmental uncertainty
Decisional roles
8. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Team orientation
First-line managers
Global sourcing
9. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Global sourcing
Sustainability
Technical skills
Joint venture
10. A systematic arrangement of people brought together to accomplish some specific purpose
Transnational (border less) organization
Global sourcing
The Persuasive Style
Organization
11. Mentor - dissemination - spokesperson
Environmental uncertainty
Attention to detial
Informational roles
Decisions roles
12. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Interpersonal roles
Licensing
Management Styles
Exporting
13. A managers ability to analyze and diagnose complex situations
Conceptual skills
Technology
Team orientation
Planning
14. 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
Technical skills
Environmental uncertainty
Controlling
Stability
15. The view that much of an organizations success or failure is due to external forces outside managers control
The Consultative Style
Symbolic view of management
Employee Engagement
Technical skills
16. Any equipment tools or operating methods that are designed to make work more efficient
Political skills
Attention to detial
Informational roles
Technology
17. Part-time temporary and contract workers who are available for hire on an as-needed basis
Middle Managers
Management
Contingent workforce
Leading
18. 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
Workforce diveristy
The Participative Style
Controlling
19. An MNC that centralizes management and other decisions in the home country
Organizing
Technical skills
Global corporation
Managers
20. Involving collecting receiving and disseminating information
Outcome orientation
Informational roles
Omnipotent view of management
Social responsibility (corporate social responsibility or CSR)
21. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
External factors
Employee Engagement
Exporting
Stakeholders
22. 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 Consultative Style
Rights view of ethics
Non managerial employees
Organizing
23. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Race
Environmental uncertainty
Multinational corporation (MNC)
Middle Managers
24. Supervisors responsible for directing the day to day activities of non managerial employees
Global sourcing
Interpersonal roles
Controlling
First-line managers
25. Making products domestically and selling them abroad
Exporting
Informational roles
Environmental complexity
Controlling
26. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Technical skills
Management levels
Middle Managers
Sustainability
27. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Global corporation
The Participative Style
Top managers
Informational roles
28. The characteristics of a population used for purposes of social stuidies
Demographics
Contingent workforce
Licensing
The Participative Style
29. Purchasing materials or labor from around the world wherever it is cheapest
Organization stakeholders
Global sourcing
Global stategic alliance
Social responsibility (corporate social responsibility or CSR)
30. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Planning
Scientific management
Four Management Functions
Planning
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.
Global stategic alliance
Environmental complexity
Agressiveness
Omnipotent view of management
32. An MNC that decentralizes management and other decisions to the local country where its doing business
Omnipotent view of management
Multinational corporation (MNC)
Planning
Multi domestic corporation
33. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Omnipotent view of management
Global Village
Race
The Participative Style
34. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Management levels
Importing
Attention to detial
Foreign subsidary
35. Acquiring products made abroad and selling them domestically
Management Styles
Importing
The Participative Style
Controlling
36. A boundary less world where goods and services are produced and marketed worlwide
Controlling
Multinational corporation (MNC)
Global Village
Exporting
37. Individuals in an organization who direct the activities of others
Managers
Theory of justice view of ethics
Code of ethics
External factors
38. Degree to which organizational decisions and actions emphasize maintaining the status quo
Global Village
Stability
Organization stakeholders
Conceptual skills
39. A managers ability to work with understand mentor and motivate other both individually and in groups
Three Characteristics of Organizations
Attention to detial
Effectiveness
Interpersonal skills
40. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Effectiveness
Leading
Managers
Informational roles
41. The view that managers are directly responsible for an organizations success or failure
Managers
Conceptual skills
Contingent workforce
Omnipotent view of management
42. The process of getting things done effectively efficiently through and with other people
Innovation and risk taking
Top managers
Efficency
Management
43. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Outcome orientation
The Autocratic Style
Organization stakeholders
Employee Engagement
44. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Importing
Transnational (border less) organization
Global sourcing
45. Degree to which employees are expected to exhibit precision analysis and attention to detial
Social responsivness
The Autocratic Style
Employee Engagement
Attention to detial
46. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Organizational culture
Workforce diveristy
Environmental complexity
Interpersonal skills
47. Degree to which management decision take into account the effects on people in the organization
Workforce diveristy
Scientific management
People orientation
Decisional roles
48. A set of rules or principles that defines right and wrong conduct
Parochiallism
External factors
Ethics
Transnational (border less) organization
49. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
The Autocratic Style
Environmental uncertainty
Scientific management
Four Management Functions
50. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Social responsivness
Environmental complexity
Franchising
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