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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. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Outcome orientation
Scientific management
Management levels
Four Management Functions
2. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Middle Managers
Family-friendly benifits
Managerial roles
Global corporation
3. Acquiring products made abroad and selling them domestically
Global stategic alliance
Sustainability
Importing
Code of ethics
4. A managers ability to analyze and diagnose complex situations
Contingent workforce
Transnational (border less) organization
Conceptual skills
Importing
5. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Family-friendly benifits
Exporting
Top managers
The Participative Style
6. The characteristics of a population used for purposes of social stuidies
Team orientation
Demographics
Interpersonal skills
Organizing
7. 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
Controlling
Multinational corporation (MNC)
Employee Engagement
Franchising
8. The process of getting things done effectively efficiently through and with other people
Management
Global corporation
Global sourcing
Interpersonal skills
9. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Interpersonal roles
Code of ethics
Controlling
Transnational (border less) organization
10. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Organizing
Global sourcing
Decisions roles
Components of the External Environment
11. 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
Informational roles
Environmental uncertainty
Planning
12. An MNC that decentralizes management and other decisions to the local country where its doing business
Team orientation
Conceptual skills
Multi domestic corporation
The Participative Style
13. The degree of change and complexity in an organizations enviroment
Dimensions of organizational culture
Innovation and risk taking
Environmental uncertainty
Franchising
14. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Organization stakeholders
Parochiallism
The Laissez-Faire Style
Organizing
15. Figurehead - leader - liaison
Omnipotent view of management
Technology
Ethinicity
Interpersonal roles
16. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
The Laissez-Faire Style
The Consultative Style
Organization stakeholders
Global sourcing
17. Degree to which work is organized around team rather than individuals
Omnipotent view of management
Attention to detial
Team orientation
Management
18. Includes defining goals establishing strategy and developing plans to coordinate activites
Planning
Decisional roles
Sustainability
Organization stakeholders
19. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Omnipotent view of management
Social responsivness
Effectiveness
20. Factors forces situations and events outside the organization that affect its performance
External factors
Rights view of ethics
Ethinicity
Interpersonal skills
21. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Organizing
Joint venture
Leading
First-line managers
22. A structural arrangement for global organizations that eliminates artificial geographical barries
Team orientation
Foreign subsidary
Environmental uncertainty
Transnational (border less) organization
23. 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
Informational roles
Planning
Global corporation
Global stategic alliance
24. Entailing making decisions or choices
Decisional roles
Non managerial employees
Strong cultures
Informational roles
25. When employees are connected to satisfied with and enthusiastic about their jobs
Transnational (border less) organization
Employee Engagement
Outcome orientation
Social obligation
26. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Social responsibility (corporate social responsibility or CSR)
How organizations go global
Licensing
Employee Engagement
27. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Interpersonal roles
Small Business
Scientific management
Planning
28. The manager makes all decisions alone - with centralised authority and one-way communication.
Joint venture
The Autocratic Style
Management levels
Foreign subsidary
29. A managers ability to work with understand mentor and motivate other both individually and in groups
Technical skills
Environmental complexity
Interpersonal skills
Innovation and risk taking
30. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
People orientation
Omnipotent view of management
Global stategic alliance
31. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Symbolic view of management
Small Business
Outcome orientation
32. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Utilitarian view of ethics
The Laissez-Faire Style
Management Styles
Effectiveness
33. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Social responsivness
Managers
Efficency
34. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Omnipotent view of management
Multi domestic corporation
Managerial roles
35. Doing the right things or completing activities so that organizational goals are attained
Multi domestic corporation
Social obligation
Interpersonal skills
Effectiveness
36. Degree to which management decision take into account the effects on people in the organization
Leading
Agressiveness
People orientation
Decisional roles
37. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Management
Controlling
Social responsibility (corporate social responsibility or CSR)
38. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Management levels
Informational roles
Social obligation
The Persuasive Style
39. Part-time temporary and contract workers who are available for hire on an as-needed basis
Contingent workforce
Team orientation
Informational roles
Leading
40. Cultures in which the key values are deeply held and widely shared
Symbolic view of management
People orientation
Strong cultures
Ethics
41. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Sustainability
The Consultative Style
Outcome orientation
42. 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
Global sourcing
Components of the External Environment
Ethics
43. Degree to which organizational decisions and actions emphasize maintaining the status quo
External factors
Stability
Social responsivness
Social obligation
44. Social traits such as ones cultural background or allegiance that are shared by a human population
Workforce diveristy
Three Characteristics of Organizations
Ethinicity
Ethics
45. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Importing
Joint venture
The Participative Style
The Persuasive Style
46. Degree to which employees are expected to exhibit precision analysis and attention to detial
Organization
Attention to detial
Efficency
The Autocratic Style
47. A boundary less world where goods and services are produced and marketed worlwide
Planning
Global Village
Employee Engagement
Symbolic view of management
48. Mentor - dissemination - spokesperson
Code of ethics
Informational roles
Licensing
Decisions roles
49. 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
Political skills
Licensing
Controlling
Sustainability
50. Any type of international company that maintains operations in multiple countries
Informational roles
Race
Middle Managers
Multinational corporation (MNC)