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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. Cultures in which the key values are deeply held and widely shared
Technology
Middle Managers
Utilitarian view of ethics
Strong cultures
2. When employees are connected to satisfied with and enthusiastic about their jobs
Middle Managers
Planning
Informational roles
Employee Engagement
3. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Foreign subsidary
Outcome orientation
Decisional roles
Rights view of ethics
4. Degree to which management decision take into account the effects on people in the organization
People orientation
Small Business
Utilitarian view of ethics
Decisional roles
5. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Components of the External Environment
Organization stakeholders
Dimensions of organizational culture
Management
6. A structural arrangement for global organizations that eliminates artificial geographical barries
Strong cultures
Transnational (border less) organization
Managerial roles
Licensing
7. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Environmental complexity
Interpersonal skills
Global Village
Social responsibility (corporate social responsibility or CSR)
8. Goals - People and Structure
Franchising
Three Characteristics of Organizations
Demographics
Organizing
9. Figurehead - leader - liaison
Multinational corporation (MNC)
Symbolic view of management
Interpersonal roles
Organization
10. 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
Global Village
Decisional roles
Sustainability
How organizations go global
11. Individuals in an organization who direct the activities of others
Innovation and risk taking
Parochiallism
Environmental uncertainty
Managers
12. An MNC that centralizes management and other decisions in the home country
Leading
Global corporation
Managers
Theory of justice view of ethics
13. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Leading
Top managers
Strong cultures
Global corporation
14. Supervisors responsible for directing the day to day activities of non managerial employees
Political skills
The Laissez-Faire Style
Multi domestic corporation
First-line managers
15. 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
Interpersonal roles
Omnipotent view of management
Global stategic alliance
Controlling
16. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Informational roles
Non managerial employees
Theory of justice view of ethics
Joint venture
17. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Decisions roles
Multi domestic corporation
Franchising
External factors
18. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Importing
Components of the External Environment
Controlling
The Participative Style
19. Degree to which employees are expected to exhibit precision analysis and attention to detial
Environmental complexity
Organization stakeholders
Controlling
Attention to detial
20. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
The Consultative Style
Social obligation
Political skills
Transnational (border less) organization
21. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
Multi domestic corporation
The Autocratic Style
Informational roles
22. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Team orientation
Organization
The Persuasive Style
23. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Three Characteristics of Organizations
Franchising
Decisional roles
24. View that says ethical decisions are made in order to enforce rules fairly and impartially
Joint venture
Management Styles
Ethics
Theory of justice view of ethics
25. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Global Village
Foreign subsidary
Joint venture
Scientific management
26. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Omnipotent view of management
Middle Managers
Management Styles
Management levels
27. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Planning
How organizations go global
Race
Organizing
28. 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
Planning
Family-friendly benifits
Stability
29. The view that much of an organizations success or failure is due to external forces outside managers control
Technology
Dimensions of organizational culture
Symbolic view of management
Management
30. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Efficency
Outcome orientation
Middle Managers
Code of ethics
31. Making products domestically and selling them abroad
Management Styles
Exporting
Informational roles
Joint venture
32. 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)
Family-friendly benifits
Non managerial employees
Dimensions of organizational culture
33. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Four Management Functions
Environmental complexity
Managerial roles
First-line managers
34. Social traits such as ones cultural background or allegiance that are shared by a human population
Components of the External Environment
Symbolic view of management
Leading
Ethinicity
35. When a business firm engages in social actions in response to some popular social need
Social responsivness
Race
Licensing
Organizing
36. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Theory of justice view of ethics
Three Characteristics of Organizations
The Persuasive Style
Components of the External Environment
37. Degree to which work is organized around team rather than individuals
Organizing
Importing
Team orientation
Middle Managers
38. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Theory of justice view of ethics
Technology
Code of ethics
Organizational culture
39. Involving collecting receiving and disseminating information
Three Characteristics of Organizations
Informational roles
Utilitarian view of ethics
Conceptual skills
40. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Ethics
Management Styles
Interpersonal roles
Environmental complexity
41. Factors forces situations and events outside the organization that affect its performance
Interpersonal skills
External factors
Utilitarian view of ethics
Social responsivness
42. 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
Race
Licensing
The Consultative Style
Organizing
43. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
How organizations go global
Leading
Decisions roles
Organization stakeholders
44. Job-specific knowledge and techniques needed to perform work tasks
People orientation
Global Village
Technical skills
Stakeholders
45. 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
Organizing
Organizational culture
The Participative Style
Technology
46. Degree to which organizational decisions and actions emphasize maintaining the status quo
Global stategic alliance
Global corporation
Stability
Franchising
47. A set of rules or principles that defines right and wrong conduct
Organizing
Ethics
Dimensions of organizational culture
Rights view of ethics
48. A managers ability to work with understand mentor and motivate other both individually and in groups
Scientific management
Management Styles
Informational roles
Interpersonal skills
49. An MNC that decentralizes management and other decisions to the local country where its doing business
Technical skills
Transnational (border less) organization
Multi domestic corporation
Interpersonal roles
50. The manager makes all decisions alone - with centralised authority and one-way communication.
Organizational culture
Foreign subsidary
The Autocratic Style
Controlling