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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 degree of change and complexity in an organizations enviroment
Organizational culture
Exporting
Environmental uncertainty
The Persuasive Style
2. Degree to which employees are aggressive and competitive rather than cooperative
Omnipotent view of management
Agressiveness
Leading
Controlling
3. 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
External factors
Leading
Middle Managers
Sustainability
4. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
First-line managers
Franchising
Organizational culture
Outcome orientation
5. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Decisional roles
Planning
Social obligation
Controlling
6. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
Global stategic alliance
Organizing
Sustainability
7. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
The Laissez-Faire Style
Multinational corporation (MNC)
Theory of justice view of ethics
8. 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.
Organizing
Attention to detial
Global stategic alliance
Symbolic view of management
9. Cultures in which the key values are deeply held and widely shared
Strong cultures
Exporting
Management levels
Informational roles
10. Supervisors responsible for directing the day to day activities of non managerial employees
Strong cultures
Decisional roles
First-line managers
Importing
11. Goals - People and Structure
External factors
Social responsibility (corporate social responsibility or CSR)
Non managerial employees
Three Characteristics of Organizations
12. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Environmental complexity
First-line managers
Utilitarian view of ethics
Exporting
13. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
Conceptual skills
Management
Controlling
14. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Ethinicity
Organization stakeholders
Stability
Utilitarian view of ethics
15. Includes defining goals establishing strategy and developing plans to coordinate activites
Omnipotent view of management
Organization
Joint venture
Planning
16. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Conceptual skills
Social obligation
First-line managers
17. A managers ability to build a power base and establish the right connections
Multinational corporation (MNC)
Organizing
Political skills
Leading
18. When a business firm engages in social actions in response to some popular social need
Theory of justice view of ethics
Decisional roles
Small Business
Social responsivness
19. 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
Leading
Conceptual skills
Organizing
20. Any equipment tools or operating methods that are designed to make work more efficient
People orientation
Ethics
Technology
Non managerial employees
21. Part-time temporary and contract workers who are available for hire on an as-needed basis
Multinational corporation (MNC)
Global stategic alliance
Race
Contingent workforce
22. 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
Agressiveness
Organization
Outcome orientation
Workforce diveristy
23. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Social responsivness
Environmental complexity
Non managerial employees
Organizing
24. Degree to which work is organized around team rather than individuals
The Persuasive Style
Management levels
Team orientation
Interpersonal roles
25. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Technical skills
Global corporation
Franchising
Licensing
26. Figurehead - leader - liaison
Conceptual skills
Interpersonal skills
Interpersonal roles
Code of ethics
27. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Social obligation
Three Characteristics of Organizations
Stability
28. The view that much of an organizations success or failure is due to external forces outside managers control
Workforce diveristy
Attention to detial
Leading
Symbolic view of management
29. Individuals in an organization who direct the activities of others
Stability
Managers
First-line managers
Managerial roles
30. Involving collecting receiving and disseminating information
Technology
Social obligation
Informational roles
Importing
31. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Family-friendly benifits
Four Management Functions
Management Styles
Leading
32. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Conceptual skills
Controlling
First-line managers
33. Factors forces situations and events outside the organization that affect its performance
Non managerial employees
Social responsibility (corporate social responsibility or CSR)
Decisional roles
External factors
34. Degree to which management decision take into account the effects on people in the organization
Dimensions of organizational culture
Controlling
People orientation
Managers
35. 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
Leading
Scientific management
Symbolic view of management
Global sourcing
36. Degree to which employees are expected to exhibit precision analysis and attention to detial
How organizations go global
Attention to detial
External factors
Environmental complexity
37. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Social responsivness
Contingent workforce
Management Styles
38. People who work directly on a job or task and have no responsibility for overseeing the work of others
Interpersonal roles
Informational roles
Licensing
Non managerial employees
39. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stability
Stakeholders
Interpersonal roles
Exporting
40. 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
Organizing
Sustainability
Non managerial employees
Managerial roles
41. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Decisional roles
Parochiallism
Social responsivness
42. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Social responsibility (corporate social responsibility or CSR)
Political skills
Code of ethics
First-line managers
43. The characteristics of a population used for purposes of social stuidies
Demographics
Management
Technology
Management Styles
44. A set of rules or principles that defines right and wrong conduct
Global Village
Ethics
Multinational corporation (MNC)
Planning
45. A managers ability to analyze and diagnose complex situations
Conceptual skills
Environmental complexity
Global corporation
Organization stakeholders
46. The process of getting things done effectively efficiently through and with other people
The Persuasive Style
Attention to detial
Foreign subsidary
Management
47. A boundary less world where goods and services are produced and marketed worlwide
Transnational (border less) organization
Employee Engagement
Global Village
Four Management Functions
48. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Franchising
Efficency
Parochiallism
Social responsivness
49. An MNC that centralizes management and other decisions in the home country
Global corporation
Social obligation
Outcome orientation
First-line managers
50. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Controlling
Political skills
Rights view of ethics
Employee Engagement