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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. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Social obligation
Informational roles
External factors
2. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Planning
First-line managers
Innovation and risk taking
Joint venture
3. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Interpersonal roles
Rights view of ethics
Leading
4. A boundary less world where goods and services are produced and marketed worlwide
Global Village
Management
Global corporation
Utilitarian view of ethics
5. Factors forces situations and events outside the organization that affect its performance
Planning
Utilitarian view of ethics
External factors
Social obligation
6. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Demographics
Management levels
Attention to detial
Exporting
7. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Foreign subsidary
Middle Managers
Management Styles
Small Business
8. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Joint venture
Multinational corporation (MNC)
Managerial roles
Ethics
9. Any equipment tools or operating methods that are designed to make work more efficient
Omnipotent view of management
Technology
Code of ethics
Four Management Functions
10. Part-time temporary and contract workers who are available for hire on an as-needed basis
Demographics
Ethics
Environmental complexity
Contingent workforce
11. An MNC that centralizes management and other decisions in the home country
Franchising
Code of ethics
Utilitarian view of ethics
Global corporation
12. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Agressiveness
Outcome orientation
Organizing
Social obligation
13. Includes defining goals establishing strategy and developing plans to coordinate activites
Symbolic view of management
Informational roles
Planning
Conceptual skills
14. A managers ability to work with understand mentor and motivate other both individually and in groups
Interpersonal skills
Ethinicity
Leading
Theory of justice view of ethics
15. Mentor - dissemination - spokesperson
Informational roles
Decisional roles
Code of ethics
Outcome orientation
16. Entrepreneur - Disturbance handler - resource allocator - negortiator
Rights view of ethics
Political skills
Decisions roles
Informational roles
17. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
The Persuasive Style
Management
How organizations go global
Attention to detial
18. Degree to which employees are expected to exhibit precision analysis and attention to detial
Technical skills
Code of ethics
Decisions roles
Attention to detial
19. When a business firm engages in social actions in response to some popular social need
Social responsivness
Interpersonal skills
First-line managers
Organization stakeholders
20. A direct investment in a foreign country that involves setting up a separate and independent facility or office
The Participative Style
External factors
Organization stakeholders
Foreign subsidary
21. 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
Sustainability
Managers
Scientific management
Interpersonal roles
22. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
First-line managers
Social obligation
Small Business
Scientific management
23. 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
Controlling
Small Business
Ethinicity
Management Styles
24. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Stability
Organizational culture
Sustainability
Organization stakeholders
25. Job-specific knowledge and techniques needed to perform work tasks
Small Business
Efficency
Franchising
Technical skills
26. Doing things right or getting the most output from the least amount of inputs
Efficency
Management levels
Controlling
External factors
27. View that says ethical decisions are made in order to enforce rules fairly and impartially
How organizations go global
Theory of justice view of ethics
Outcome orientation
Informational roles
28. Degree to which employees are encouraged to be innovative and take risks
Interpersonal skills
Innovation and risk taking
Team orientation
Efficency
29. 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
The Consultative Style
Informational roles
Controlling
Social responsivness
30. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Three Characteristics of Organizations
Utilitarian view of ethics
Social responsivness
31. The process of getting things done effectively efficiently through and with other people
How organizations go global
Management
Exporting
Organizing
32. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Ethics
Controlling
Scientific management
Agressiveness
33. 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
Decisions roles
Political skills
Top managers
Organizing
34. When employees are connected to satisfied with and enthusiastic about their jobs
Organization
Family-friendly benifits
Employee Engagement
Team orientation
35. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Foreign subsidary
Ethics
Decisions roles
36. 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)
Utilitarian view of ethics
Stakeholders
Global Village
37. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Efficency
Utilitarian view of ethics
Stability
Exporting
38. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Omnipotent view of management
Contingent workforce
Components of the External Environment
Decisional roles
39. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Management
Interpersonal roles
Workforce diveristy
The Participative Style
40. Includes monitoring performance comparing it with goals and correcting any significant deviations
Global sourcing
Controlling
Management
Code of ethics
41. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Foreign subsidary
Decisions roles
Interpersonal roles
Strong cultures
42. The degree of change and complexity in an organizations enviroment
Multi domestic corporation
Importing
The Persuasive Style
Environmental uncertainty
43. A set of rules or principles that defines right and wrong conduct
Ethics
Attention to detial
Informational roles
Middle Managers
44. Entailing making decisions or choices
Strong cultures
Decisional roles
Controlling
First-line managers
45. Any type of international company that maintains operations in multiple countries
Decisional roles
Multinational corporation (MNC)
The Participative Style
Strong cultures
46. Doing the right things or completing activities so that organizational goals are attained
Global Village
Effectiveness
First-line managers
Scientific management
47. 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
Strong cultures
Informational roles
Technology
Leading
48. Acquiring products made abroad and selling them domestically
Importing
People orientation
Top managers
First-line managers
49. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Components of the External Environment
Efficency
Controlling
50. The shared values principles traditions and ways of doing things that influence the way organizational members act
Transnational (border less) organization
The Laissez-Faire Style
Organizational culture
Ethinicity