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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 biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Workforce diveristy
Environmental uncertainty
Race
Managers
2. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Social obligation
Organization stakeholders
Political skills
Organization
3. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Omnipotent view of management
Four Management Functions
Planning
How organizations go global
4. Degree to which work is organized around team rather than individuals
Team orientation
Management levels
Exporting
Non managerial employees
5. Figurehead - leader - liaison
Strong cultures
Interpersonal roles
Organization
Contingent workforce
6. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Organization stakeholders
Informational roles
Rights view of ethics
Organizing
7. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Contingent workforce
Strong cultures
Conceptual skills
Social responsibility (corporate social responsibility or CSR)
8. 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
Interpersonal roles
Management Styles
Controlling
Licensing
9. Supervisors responsible for directing the day to day activities of non managerial employees
Informational roles
External factors
Joint venture
First-line managers
10. When a business firm engages in social actions in response to some popular social need
Leading
Multi domestic corporation
Managerial roles
Social responsivness
11. The shared values principles traditions and ways of doing things that influence the way organizational members act
Social responsivness
Three Characteristics of Organizations
Organizational culture
Organization stakeholders
12. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Global Village
Innovation and risk taking
Demographics
13. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Multinational corporation (MNC)
How organizations go global
Ethics
The Consultative Style
14. Degree to which employees are aggressive and competitive rather than cooperative
Symbolic view of management
Global corporation
Agressiveness
Non managerial employees
15. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Laissez-Faire Style
Rights view of ethics
Utilitarian view of ethics
The Persuasive Style
16. Individuals in an organization who direct the activities of others
Components of the External Environment
Ethinicity
Managers
Informational roles
17. A boundary less world where goods and services are produced and marketed worlwide
Global Village
Family-friendly benifits
Informational roles
Ethics
18. 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
Attention to detial
Importing
Controlling
Multinational corporation (MNC)
19. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Decisional roles
Ethics
Utilitarian view of ethics
20. Includes defining goals establishing strategy and developing plans to coordinate activites
Social responsibility (corporate social responsibility or CSR)
Planning
Joint venture
Multi domestic corporation
21. 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
Management
Global Village
Components of the External Environment
22. Any type of international company that maintains operations in multiple countries
Employee Engagement
Multinational corporation (MNC)
Dimensions of organizational culture
External factors
23. The view that much of an organizations success or failure is due to external forces outside managers control
Stakeholders
Symbolic view of management
Strong cultures
Technical skills
24. 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
Environmental complexity
Contingent workforce
Organizing
Management
25. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Organizational culture
Global sourcing
Management Styles
26. 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
Components of the External Environment
Global sourcing
Team orientation
Leading
27. A managers ability to build a power base and establish the right connections
Conceptual skills
Planning
Political skills
Interpersonal roles
28. Mentor - dissemination - spokesperson
The Laissez-Faire Style
Informational roles
Global corporation
Non managerial employees
29. The degree of change and complexity in an organizations enviroment
Dimensions of organizational culture
Components of the External Environment
Social obligation
Environmental uncertainty
30. Making products domestically and selling them abroad
Exporting
Contingent workforce
Social responsivness
Rights view of ethics
31. When employees are connected to satisfied with and enthusiastic about their jobs
Franchising
Employee Engagement
Licensing
Effectiveness
32. A managers ability to analyze and diagnose complex situations
Conceptual skills
Management Styles
Middle Managers
Four Management Functions
33. An MNC that centralizes management and other decisions in the home country
Global corporation
People orientation
Controlling
Joint venture
34. 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.
Organization
Global stategic alliance
Managers
Ethinicity
35. Involving collecting receiving and disseminating information
Interpersonal skills
Omnipotent view of management
Informational roles
Transnational (border less) organization
36. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Three Characteristics of Organizations
The Autocratic Style
How organizations go global
Licensing
37. Entrepreneur - Disturbance handler - resource allocator - negortiator
Environmental uncertainty
Small Business
Leading
Decisions roles
38. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Interpersonal skills
Leading
Top managers
Efficency
39. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Informational roles
Conceptual skills
Foreign subsidary
Stability
40. A set of rules or principles that defines right and wrong conduct
Non managerial employees
Ethics
Theory of justice view of ethics
Global Village
41. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Scientific management
Team orientation
Family-friendly benifits
Franchising
42. A structural arrangement for global organizations that eliminates artificial geographical barries
Technology
Transnational (border less) organization
Efficency
The Persuasive Style
43. The manager makes all decisions alone - with centralised authority and one-way communication.
Effectiveness
Employee Engagement
The Autocratic Style
Environmental complexity
44. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Stability
The Consultative Style
Team orientation
Joint venture
45. Cultures in which the key values are deeply held and widely shared
Political skills
Strong cultures
Attention to detial
Ethics
46. 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
Sustainability
Joint venture
Workforce diveristy
Non managerial employees
47. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Planning
Global Village
Organization stakeholders
48. Doing things right or getting the most output from the least amount of inputs
Stakeholders
Efficency
Ethinicity
Team orientation
49. A systematic arrangement of people brought together to accomplish some specific purpose
Organization
The Persuasive Style
Technology
Sustainability
50. 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
Licensing
Components of the External Environment
Interpersonal roles