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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. Degree to which management decision take into account the effects on people in the organization
Outcome orientation
Importing
People orientation
Stakeholders
2. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Global corporation
Innovation and risk taking
Importing
How organizations go global
3. 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
Small Business
Social responsibility (corporate social responsibility or CSR)
The Autocratic Style
The Participative Style
4. The manager makes all decisions alone - with centralised authority and one-way communication.
Interpersonal roles
Multi domestic corporation
The Autocratic Style
Components of the External Environment
5. A boundary less world where goods and services are produced and marketed worlwide
The Consultative Style
Global Village
Franchising
Managerial roles
6. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Rights view of ethics
Interpersonal roles
Global corporation
Outcome orientation
7. Figurehead - leader - liaison
Race
Organization stakeholders
Organizing
Interpersonal roles
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
Licensing
Scientific management
Importing
People orientation
9. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Multi domestic corporation
Workforce diveristy
Exporting
Code of ethics
10. The characteristics of a population used for purposes of social stuidies
Exporting
Planning
Demographics
Code of ethics
11. Purchasing materials or labor from around the world wherever it is cheapest
Effectiveness
Ethics
Franchising
Global sourcing
12. An MNC that centralizes management and other decisions in the home country
Team orientation
First-line managers
External factors
Global corporation
13. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Strong cultures
Contingent workforce
Organizing
The Persuasive Style
14. Entrepreneur - Disturbance handler - resource allocator - negortiator
Symbolic view of management
Omnipotent view of management
Decisions roles
Utilitarian view of ethics
15. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Global Village
Strong cultures
Contingent workforce
16. 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
Dimensions of organizational culture
The Participative Style
Global stategic alliance
Leading
17. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Agressiveness
Interpersonal roles
Management Styles
18. Doing things right or getting the most output from the least amount of inputs
Effectiveness
Social obligation
Theory of justice view of ethics
Efficency
19. Cultures in which the key values are deeply held and widely shared
Attention to detial
Management levels
Strong cultures
Small Business
20. Degree to which employees are aggressive and competitive rather than cooperative
Decisions roles
Management levels
Agressiveness
Workforce diveristy
21. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Joint venture
Social obligation
Rights view of ethics
External factors
22. A systematic arrangement of people brought together to accomplish some specific purpose
Sustainability
Organization
Employee Engagement
Franchising
23. A managers ability to work with understand mentor and motivate other both individually and in groups
Leading
Interpersonal skills
Parochiallism
Political skills
24. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Symbolic view of management
Parochiallism
Rights view of ethics
The Laissez-Faire Style
25. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Environmental complexity
Three Characteristics of Organizations
Controlling
Social obligation
26. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Innovation and risk taking
Parochiallism
Leading
Exporting
27. 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
Environmental uncertainty
Technology
Attention to detial
28. An MNC that decentralizes management and other decisions to the local country where its doing business
The Autocratic Style
Social obligation
Parochiallism
Multi domestic corporation
29. Degree to which work is organized around team rather than individuals
Rights view of ethics
The Participative Style
Team orientation
Organizational culture
30. Doing the right things or completing activities so that organizational goals are attained
Technical skills
Transnational (border less) organization
Environmental complexity
Effectiveness
31. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Management
Global sourcing
Social responsivness
Management Styles
32. Making products domestically and selling them abroad
Leading
Theory of justice view of ethics
Exporting
The Consultative Style
33. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Controlling
Planning
Small Business
Franchising
34. Factors forces situations and events outside the organization that affect its performance
External factors
Global stategic alliance
Conceptual skills
Environmental uncertainty
35. A managers ability to build a power base and establish the right connections
Political skills
The Consultative Style
Leading
Technology
36. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Planning
Environmental complexity
Management Styles
37. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Interpersonal roles
Multinational corporation (MNC)
How organizations go global
Family-friendly benifits
38. Any type of international company that maintains operations in multiple countries
Parochiallism
Multinational corporation (MNC)
How organizations go global
Sustainability
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
Global sourcing
Sustainability
Informational roles
Organizational culture
40. The process of getting things done effectively efficiently through and with other people
Management
Employee Engagement
Global corporation
Omnipotent view of management
41. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Scientific management
The Consultative Style
Organizing
Parochiallism
42. 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
Outcome orientation
Management
Organizing
Small Business
43. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Decisional roles
Joint venture
Interpersonal roles
44. Degree to which employees are encouraged to be innovative and take risks
Employee Engagement
Transnational (border less) organization
Technology
Innovation and risk taking
45. Degree to which organizational decisions and actions emphasize maintaining the status quo
Importing
Parochiallism
Stability
Technical skills
46. A managers ability to analyze and diagnose complex situations
Stakeholders
Conceptual skills
Decisions roles
Importing
47. The degree of change and complexity in an organizations enviroment
How organizations go global
Foreign subsidary
Environmental uncertainty
Top managers
48. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Technology
Environmental complexity
Joint venture
Global stategic alliance
49. Involving collecting receiving and disseminating information
Interpersonal roles
Informational roles
Effectiveness
Employee Engagement
50. Acquiring products made abroad and selling them domestically
Multi domestic corporation
Contingent workforce
Technical skills
Importing