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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. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Technology
Middle Managers
Managerial roles
Top managers
2. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Interpersonal roles
Utilitarian view of ethics
Management Styles
Theory of justice view of ethics
3. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Environmental complexity
Franchising
Social responsibility (corporate social responsibility or CSR)
Family-friendly benifits
4. A managers ability to analyze and diagnose complex situations
Conceptual skills
Foreign subsidary
Agressiveness
Leading
5. A set of rules or principles that defines right and wrong conduct
Efficency
Global Village
Technology
Ethics
6. When a business firm engages in social actions in response to some popular social need
Social responsivness
Technical skills
Management levels
Interpersonal skills
7. Part-time temporary and contract workers who are available for hire on an as-needed basis
Contingent workforce
Employee Engagement
Foreign subsidary
Technical skills
8. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Sustainability
People orientation
Code of ethics
Middle Managers
9. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Controlling
Interpersonal roles
Social obligation
Management levels
10. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Ethinicity
Ethics
Top managers
Scientific management
11. Figurehead - leader - liaison
Code of ethics
Strong cultures
Organizational culture
Interpersonal roles
12. 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
Three Characteristics of Organizations
Transnational (border less) organization
Licensing
Franchising
13. Entailing making decisions or choices
Race
Omnipotent view of management
Licensing
Decisional roles
14. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Global Village
The Laissez-Faire Style
Agressiveness
Environmental uncertainty
15. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
Management levels
External factors
Middle Managers
16. Degree to which management decision take into account the effects on people in the organization
The Persuasive Style
Leading
People orientation
Interpersonal roles
17. A managers ability to build a power base and establish the right connections
Political skills
Importing
Employee Engagement
Team orientation
18. When employees are connected to satisfied with and enthusiastic about their jobs
Environmental complexity
Employee Engagement
Code of ethics
Social responsibility (corporate social responsibility or CSR)
19. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Environmental complexity
Team orientation
Demographics
20. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Leading
Organization stakeholders
Contingent workforce
Organizational culture
21. Doing things right or getting the most output from the least amount of inputs
Management levels
Theory of justice view of ethics
Efficency
Scientific management
22. Includes monitoring performance comparing it with goals and correcting any significant deviations
Environmental uncertainty
Dimensions of organizational culture
Organization
Controlling
23. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
The Consultative Style
Symbolic view of management
Stability
24. An MNC that decentralizes management and other decisions to the local country where its doing business
Race
Management Styles
Effectiveness
Multi domestic corporation
25. A systematic arrangement of people brought together to accomplish some specific purpose
Code of ethics
Organization
Decisions roles
Management Styles
26. Any type of international company that maintains operations in multiple countries
Joint venture
Multinational corporation (MNC)
Effectiveness
Multi domestic corporation
27. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Middle Managers
Management Styles
Organizational culture
28. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Social responsibility (corporate social responsibility or CSR)
Four Management Functions
Code of ethics
Informational roles
29. Factors forces situations and events outside the organization that affect its performance
External factors
Demographics
Organization
Non managerial employees
30. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Environmental complexity
Joint venture
Agressiveness
Parochiallism
31. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Ethinicity
How organizations go global
Social obligation
Interpersonal roles
32. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Employee Engagement
Four Management Functions
Management Styles
Environmental uncertainty
33. A boundary less world where goods and services are produced and marketed worlwide
Non managerial employees
Dimensions of organizational culture
Organizing
Global Village
34. Goals - People and Structure
Political skills
Organizing
Three Characteristics of Organizations
Organization
35. Degree to which employees are expected to exhibit precision analysis and attention to detial
Theory of justice view of ethics
Attention to detial
Social obligation
Informational roles
36. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Informational roles
Agressiveness
Dimensions of organizational culture
Family-friendly benifits
37. 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
Team orientation
Leading
Social responsivness
Top managers
38. 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
Code of ethics
Planning
Management Styles
Technology
39. The manager makes all decisions alone - with centralised authority and one-way communication.
The Consultative Style
Agressiveness
Contingent workforce
The Autocratic Style
40. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
The Autocratic Style
Non managerial employees
Effectiveness
41. An MNC that centralizes management and other decisions in the home country
Political skills
Demographics
Global corporation
Components of the External Environment
42. 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
Franchising
Social obligation
Sustainability
People orientation
43. Entrepreneur - Disturbance handler - resource allocator - negortiator
Interpersonal skills
Strong cultures
Decisions roles
Managers
44. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Effectiveness
Demographics
Interpersonal roles
Employee Engagement
45. The degree of change and complexity in an organizations enviroment
Political skills
Environmental uncertainty
The Consultative Style
Foreign subsidary
46. Involving collecting receiving and disseminating information
Global corporation
Planning
External factors
Informational roles
47. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
The Participative Style
Decisions roles
Three Characteristics of Organizations
Stability
48. Making products domestically and selling them abroad
Franchising
First-line managers
Environmental complexity
Exporting
49. 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
Multi domestic corporation
Controlling
Social responsivness
Three Characteristics of Organizations
50. 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
Global Village
Environmental complexity
Organizing
The Consultative Style