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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. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Organization stakeholders
Strong cultures
Organizational culture
Top managers
2. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Omnipotent view of management
Management Styles
Social responsibility (corporate social responsibility or CSR)
Contingent workforce
3. Degree to which employees are aggressive and competitive rather than cooperative
Employee Engagement
People orientation
Agressiveness
Environmental uncertainty
4. 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
Contingent workforce
Organizing
Three Characteristics of Organizations
Leading
5. Includes defining goals establishing strategy and developing plans to coordinate activites
How organizations go global
Planning
Components of the External Environment
Middle Managers
6. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Innovation and risk taking
Environmental uncertainty
Race
7. 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
Parochiallism
Small Business
The Consultative Style
How organizations go global
8. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Management Styles
Middle Managers
Informational roles
9. 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
Contingent workforce
Decisions roles
Four Management Functions
10. Cultures in which the key values are deeply held and widely shared
Environmental uncertainty
The Laissez-Faire Style
Interpersonal roles
Strong cultures
11. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Non managerial employees
Social obligation
Management
Technology
12. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
External factors
Attention to detial
The Autocratic Style
13. Social traits such as ones cultural background or allegiance that are shared by a human population
Parochiallism
Four Management Functions
Ethinicity
Theory of justice view of ethics
14. 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
Management levels
Joint venture
Planning
Interpersonal roles
15. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Top managers
Environmental complexity
Symbolic view of management
Parochiallism
16. The view that managers are directly responsible for an organizations success or failure
Technical skills
Social responsibility (corporate social responsibility or CSR)
Leading
Omnipotent view of management
17. An MNC that decentralizes management and other decisions to the local country where its doing business
Three Characteristics of Organizations
Multi domestic corporation
Symbolic view of management
Social responsivness
18. A set of rules or principles that defines right and wrong conduct
Rights view of ethics
Components of the External Environment
Ethics
Managers
19. A boundary less world where goods and services are produced and marketed worlwide
Informational roles
Global Village
Managerial roles
Social responsivness
20. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Informational roles
First-line managers
Organization
21. Figurehead - leader - liaison
Interpersonal roles
Agressiveness
How organizations go global
Management
22. Involving collecting receiving and disseminating information
Informational roles
Planning
Non managerial employees
Exporting
23. Includes monitoring performance comparing it with goals and correcting any significant deviations
Innovation and risk taking
Stability
Controlling
The Participative Style
24. A managers ability to analyze and diagnose complex situations
Social responsibility (corporate social responsibility or CSR)
Importing
Conceptual skills
Global corporation
25. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Decisions roles
Dimensions of organizational culture
Franchising
26. Mentor - dissemination - spokesperson
Informational roles
First-line managers
Licensing
Small Business
27. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Global corporation
Global stategic alliance
Middle Managers
Stakeholders
28. Any type of international company that maintains operations in multiple countries
Interpersonal roles
Franchising
Multinational corporation (MNC)
Race
29. The manager makes all decisions alone - with centralised authority and one-way communication.
Workforce diveristy
External factors
Environmental uncertainty
The Autocratic Style
30. Degree to which management decision take into account the effects on people in the organization
Foreign subsidary
People orientation
Organizing
External factors
31. 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
Exporting
Planning
Organizing
The Consultative Style
32. The shared values principles traditions and ways of doing things that influence the way organizational members act
Controlling
Organizational culture
Global sourcing
Organization stakeholders
33. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Management levels
Symbolic view of management
Licensing
Foreign subsidary
34. The process of getting things done effectively efficiently through and with other people
Management
Global corporation
Environmental uncertainty
Interpersonal roles
35. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
How organizations go global
Controlling
External factors
Outcome orientation
36. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Transnational (border less) organization
External factors
Three Characteristics of Organizations
37. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Demographics
Joint venture
The Consultative Style
Organization stakeholders
38. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Management Styles
Global Village
Leading
Interpersonal roles
39. 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
Dimensions of organizational culture
Planning
External factors
Sustainability
40. Degree to which work is organized around team rather than individuals
Conceptual skills
Symbolic view of management
How organizations go global
Team orientation
41. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Joint venture
Utilitarian view of ethics
Innovation and risk taking
Management Styles
42. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Four Management Functions
The Autocratic Style
Importing
43. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Global sourcing
Social responsibility (corporate social responsibility or CSR)
Top managers
44. When employees are connected to satisfied with and enthusiastic about their jobs
Franchising
Interpersonal roles
Code of ethics
Employee Engagement
45. 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
Non managerial employees
Leading
External factors
Top managers
46. Making products domestically and selling them abroad
Decisional roles
Omnipotent view of management
Attention to detial
Exporting
47. 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
Social obligation
Family-friendly benifits
First-line managers
48. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
Agressiveness
Ethics
Organizing
49. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Managers
The Laissez-Faire Style
The Participative Style
Dimensions of organizational culture
50. 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
Three Characteristics of Organizations
Planning
Workforce diveristy
Organization