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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 manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
Demographics
Sustainability
Planning
2. Mentor - dissemination - spokesperson
Political skills
Workforce diveristy
Informational roles
Rights view of ethics
3. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Interpersonal roles
Middle Managers
Symbolic view of management
Small Business
4. Doing the right things or completing activities so that organizational goals are attained
Management
Top managers
Effectiveness
Contingent workforce
5. Degree to which employees are aggressive and competitive rather than cooperative
Top managers
Agressiveness
Global sourcing
Political skills
6. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Symbolic view of management
The Persuasive Style
Innovation and risk taking
7. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Informational roles
Leading
Contingent workforce
Conceptual skills
8. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Environmental complexity
The Consultative Style
How organizations go global
Interpersonal roles
9. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Global corporation
Environmental uncertainty
Social obligation
Interpersonal roles
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
Leading
Global corporation
Sustainability
Planning
11. 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.
Effectiveness
Planning
Conceptual skills
Global stategic alliance
12. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Components of the External Environment
Sustainability
Interpersonal skills
13. A systematic arrangement of people brought together to accomplish some specific purpose
Joint venture
Management Styles
Political skills
Organization
14. Entrepreneur - Disturbance handler - resource allocator - negortiator
Environmental uncertainty
Utilitarian view of ethics
The Participative Style
Decisions roles
15. The characteristics of a population used for purposes of social stuidies
External factors
Rights view of ethics
Small Business
Demographics
16. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Environmental complexity
Components of the External Environment
Managerial roles
Dimensions of organizational culture
17. An MNC that centralizes management and other decisions in the home country
Environmental complexity
Interpersonal roles
Global corporation
Conceptual skills
18. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Social responsivness
Interpersonal roles
Dimensions of organizational culture
Utilitarian view of ethics
19. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Social obligation
People orientation
Decisional roles
20. 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
Political skills
Organizing
Transnational (border less) organization
Global stategic alliance
21. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Code of ethics
Omnipotent view of management
Organizational culture
22. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Organization stakeholders
Global Village
Franchising
Parochiallism
23. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Environmental complexity
Utilitarian view of ethics
Stability
The Laissez-Faire Style
24. Entailing making decisions or choices
Decisional roles
Utilitarian view of ethics
Social responsivness
Non managerial employees
25. When a business firm engages in social actions in response to some popular social need
Joint venture
Management
Innovation and risk taking
Social responsivness
26. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Symbolic view of management
Social responsibility (corporate social responsibility or CSR)
Social obligation
27. Cultures in which the key values are deeply held and widely shared
Social responsibility (corporate social responsibility or CSR)
Race
Foreign subsidary
Strong cultures
28. The degree of change and complexity in an organizations enviroment
Social responsivness
Environmental uncertainty
Efficency
Managerial roles
29. Part-time temporary and contract workers who are available for hire on an as-needed basis
Interpersonal roles
Three Characteristics of Organizations
Interpersonal skills
Contingent workforce
30. 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
Theory of justice view of ethics
Decisional roles
Licensing
Management levels
31. Degree to which employees are encouraged to be innovative and take risks
Scientific management
Innovation and risk taking
Middle Managers
The Persuasive Style
32. A boundary less world where goods and services are produced and marketed worlwide
Joint venture
The Participative Style
Global Village
Management Styles
33. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Informational roles
Effectiveness
Ethics
Management levels
34. Includes defining goals establishing strategy and developing plans to coordinate activites
Importing
Planning
Workforce diveristy
Informational roles
35. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Social responsibility (corporate social responsibility or CSR)
Theory of justice view of ethics
The Consultative Style
Innovation and risk taking
36. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Informational roles
Utilitarian view of ethics
Importing
Social responsibility (corporate social responsibility or CSR)
37. Goals - People and Structure
Interpersonal skills
Controlling
Three Characteristics of Organizations
Workforce diveristy
38. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Employee Engagement
Social responsibility (corporate social responsibility or CSR)
Effectiveness
Informational roles
39. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Demographics
Employee Engagement
Environmental complexity
Sustainability
40. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Utilitarian view of ethics
Workforce diveristy
Multinational corporation (MNC)
41. Degree to which employees are expected to exhibit precision analysis and attention to detial
Attention to detial
Interpersonal roles
Interpersonal roles
Planning
42. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Organizing
Management Styles
The Laissez-Faire Style
43. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
The Persuasive Style
Management Styles
Theory of justice view of ethics
44. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Foreign subsidary
Multi domestic corporation
Code of ethics
45. Social traits such as ones cultural background or allegiance that are shared by a human population
Political skills
Ethinicity
Symbolic view of management
Omnipotent view of management
46. 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
Transnational (border less) organization
Ethinicity
Environmental complexity
47. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Informational roles
Organizing
Decisional roles
Scientific management
48. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Code of ethics
Team orientation
Employee Engagement
Rights view of ethics
49. A managers ability to analyze and diagnose complex situations
Top managers
The Persuasive Style
Conceptual skills
How organizations go global
50. 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
Transnational (border less) organization
Leading
Controlling
Environmental uncertainty