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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. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Technical skills
How organizations go global
Environmental uncertainty
Utilitarian view of ethics
2. 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
Workforce diveristy
Global sourcing
Organizing
Management
3. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Code of ethics
Global Village
Global stategic alliance
Top managers
4. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Planning
The Autocratic Style
Informational roles
Dimensions of organizational culture
5. View that says ethical decisions are made in order to enforce rules fairly and impartially
Importing
Theory of justice view of ethics
Planning
The Consultative Style
6. Mentor - dissemination - spokesperson
Informational roles
Components of the External Environment
The Participative Style
Global stategic alliance
7. Degree to which employees are expected to exhibit precision analysis and attention to detial
Social responsivness
The Persuasive Style
Environmental complexity
Attention to detial
8. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Ethics
Joint venture
Franchising
9. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Transnational (border less) organization
Race
Organizing
Multi domestic corporation
10. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Top managers
Parochiallism
Franchising
Multinational corporation (MNC)
11. 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
Controlling
Organizing
Leading
Organization stakeholders
12. An MNC that centralizes management and other decisions in the home country
Global corporation
Agressiveness
Management Styles
Social responsivness
13. Figurehead - leader - liaison
Attention to detial
First-line managers
Utilitarian view of ethics
Interpersonal roles
14. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
The Laissez-Faire Style
Sustainability
Management Styles
Organizational culture
15. 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
Middle Managers
Sustainability
Organizing
Technology
16. Degree to which employees are encouraged to be innovative and take risks
Top managers
Innovation and risk taking
Managerial roles
Technical skills
17. Part-time temporary and contract workers who are available for hire on an as-needed basis
Organization
Contingent workforce
Management levels
Rights view of ethics
18. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Code of ethics
Stakeholders
Non managerial employees
19. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Conceptual skills
Licensing
Outcome orientation
Ethinicity
20. 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
Outcome orientation
Decisional roles
Interpersonal roles
21. The manager makes all decisions alone - with centralised authority and one-way communication.
Social responsibility (corporate social responsibility or CSR)
Management levels
The Autocratic Style
Informational roles
22. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Importing
How organizations go global
Franchising
Controlling
23. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Middle Managers
Strong cultures
Components of the External Environment
Environmental complexity
24. Any equipment tools or operating methods that are designed to make work more efficient
Social obligation
Organizational culture
Technology
Management levels
25. 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
Ethinicity
Franchising
Management Styles
26. 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
The Consultative Style
Organizing
Strong cultures
Top managers
27. 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
Managerial roles
Licensing
Environmental uncertainty
Scientific management
28. Purchasing materials or labor from around the world wherever it is cheapest
Outcome orientation
Agressiveness
Global Village
Global sourcing
29. Social traits such as ones cultural background or allegiance that are shared by a human population
Organizing
Ethinicity
Managers
Social responsivness
30. Degree to which employees are aggressive and competitive rather than cooperative
Organizing
Agressiveness
Parochiallism
Social responsivness
31. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
First-line managers
Four Management Functions
Effectiveness
Social responsibility (corporate social responsibility or CSR)
32. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Organizing
Environmental uncertainty
Informational roles
Joint venture
33. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Attention to detial
Organizing
Scientific management
Leading
34. The view that much of an organizations success or failure is due to external forces outside managers control
Interpersonal roles
Demographics
Symbolic view of management
Family-friendly benifits
35. Degree to which management decision take into account the effects on people in the organization
Social obligation
Management
Leading
People orientation
36. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Non managerial employees
Interpersonal roles
Contingent workforce
The Laissez-Faire Style
37. A managers ability to work with understand mentor and motivate other both individually and in groups
Interpersonal skills
Decisions roles
Top managers
The Consultative Style
38. Acquiring products made abroad and selling them domestically
How organizations go global
Importing
Social obligation
Theory of justice view of ethics
39. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Organizational culture
Foreign subsidary
Stability
40. 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
Effectiveness
Family-friendly benifits
Four Management Functions
41. Doing the right things or completing activities so that organizational goals are attained
Ethics
Stakeholders
Effectiveness
Symbolic view of management
42. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Middle Managers
Rights view of ethics
Managerial roles
Foreign subsidary
43. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Theory of justice view of ethics
Foreign subsidary
Outcome orientation
Planning
44. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Theory of justice view of ethics
Environmental complexity
Controlling
Managerial roles
45. Includes defining goals establishing strategy and developing plans to coordinate activites
Franchising
Planning
Interpersonal roles
Licensing
46. A systematic arrangement of people brought together to accomplish some specific purpose
Code of ethics
Organization
Organizing
The Consultative Style
47. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
The Persuasive Style
Components of the External Environment
Organizing
Technical skills
48. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Workforce diveristy
Non managerial employees
Social obligation
49. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Interpersonal roles
Joint venture
Rights view of ethics
Four Management Functions
50. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Top managers
How organizations go global
Three Characteristics of Organizations
Code of ethics