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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. 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
Stability
Rights view of ethics
Franchising
2. Doing the right things or completing activities so that organizational goals are attained
Managerial roles
Effectiveness
Components of the External Environment
Global sourcing
3. When a business firm engages in social actions in response to some popular social need
Licensing
Planning
Social responsivness
Code of ethics
4. 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
Small Business
Importing
Employee Engagement
Planning
5. Goals - People and Structure
Joint venture
Three Characteristics of Organizations
Four Management Functions
Utilitarian view of ethics
6. 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
Workforce diveristy
Agressiveness
Non managerial employees
7. 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
Importing
How organizations go global
Global stategic alliance
8. The process of getting things done effectively efficiently through and with other people
Global corporation
Management
Small Business
Symbolic view of management
9. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Leading
Technical skills
Management levels
Exporting
10. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Four Management Functions
Race
Decisions roles
Technical skills
11. 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
Family-friendly benifits
Planning
Organizing
Leading
12. 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
Decisional roles
Technical skills
Components of the External Environment
Organizing
13. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Agressiveness
Global Village
Social responsivness
14. 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
Three Characteristics of Organizations
Team orientation
Rights view of ethics
Sustainability
15. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Exporting
Middle Managers
Informational roles
Organization
16. 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
Contingent workforce
People orientation
Small Business
17. 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
Interpersonal roles
Planning
Innovation and risk taking
Middle Managers
18. Degree to which work is organized around team rather than individuals
Components of the External Environment
Team orientation
First-line managers
Theory of justice view of ethics
19. 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
People orientation
Organizing
Controlling
Interpersonal roles
20. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
Symbolic view of management
Non managerial employees
Multi domestic corporation
21. Includes monitoring performance comparing it with goals and correcting any significant deviations
Organizing
Interpersonal skills
Controlling
Global Village
22. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Foreign subsidary
Technical skills
Symbolic view of management
23. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Interpersonal roles
How organizations go global
Dimensions of organizational culture
24. The characteristics of a population used for purposes of social stuidies
Small Business
Rights view of ethics
Demographics
People orientation
25. Degree to which management decision take into account the effects on people in the organization
People orientation
Stability
Scientific management
Theory of justice view of ethics
26. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Stability
Conceptual skills
Contingent workforce
27. Doing things right or getting the most output from the least amount of inputs
Efficency
Three Characteristics of Organizations
Social obligation
External factors
28. Figurehead - leader - liaison
Multi domestic corporation
Dimensions of organizational culture
Managerial roles
Interpersonal roles
29. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Exporting
Decisional roles
The Participative Style
Parochiallism
30. Social traits such as ones cultural background or allegiance that are shared by a human population
The Consultative Style
Ethinicity
Social responsivness
Leading
31. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Utilitarian view of ethics
Four Management Functions
Environmental uncertainty
The Persuasive Style
32. When employees are connected to satisfied with and enthusiastic about their jobs
Omnipotent view of management
Social responsibility (corporate social responsibility or CSR)
People orientation
Employee Engagement
33. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Decisions roles
People orientation
Top managers
Four Management Functions
34. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
External factors
The Laissez-Faire Style
Workforce diveristy
Organization stakeholders
35. 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
Joint venture
Global sourcing
Licensing
Non managerial employees
36. Mentor - dissemination - spokesperson
Controlling
Demographics
Theory of justice view of ethics
Informational roles
37. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Innovation and risk taking
Stakeholders
Scientific management
Race
38. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Multi domestic corporation
Franchising
Controlling
Management
39. Acquiring products made abroad and selling them domestically
Ethics
Importing
Global sourcing
Transnational (border less) organization
40. View that says ethical decisions are made in order to enforce rules fairly and impartially
Joint venture
Theory of justice view of ethics
Utilitarian view of ethics
Organization stakeholders
41. Purchasing materials or labor from around the world wherever it is cheapest
Multi domestic corporation
Global sourcing
Political skills
Organization
42. Degree to which organizational decisions and actions emphasize maintaining the status quo
Parochiallism
Multinational corporation (MNC)
Stability
Decisional roles
43. A boundary less world where goods and services are produced and marketed worlwide
Management Styles
Global sourcing
Global Village
Non managerial employees
44. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Informational roles
Race
Foreign subsidary
Workforce diveristy
45. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Social obligation
External factors
Omnipotent view of management
Environmental complexity
46. Degree to which employees are aggressive and competitive rather than cooperative
Innovation and risk taking
Agressiveness
Organization stakeholders
Technology
47. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Transnational (border less) organization
Management
Managerial roles
48. A set of rules or principles that defines right and wrong conduct
Exporting
Ethics
Middle Managers
The Laissez-Faire Style
49. A systematic arrangement of people brought together to accomplish some specific purpose
Foreign subsidary
Stability
Top managers
Organization
50. Making products domestically and selling them abroad
Small Business
Exporting
Dimensions of organizational culture
Informational roles