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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. Includes defining goals establishing strategy and developing plans to coordinate activites
Global corporation
Planning
Multi domestic corporation
Organization
2. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Non managerial employees
Foreign subsidary
How organizations go global
Code of ethics
3. A managers ability to work with understand mentor and motivate other both individually and in groups
Ethics
Interpersonal skills
Managers
Multi domestic corporation
4. Entailing making decisions or choices
Attention to detial
Decisional roles
Social obligation
Effectiveness
5. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
External factors
Stakeholders
Transnational (border less) organization
6. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Foreign subsidary
The Laissez-Faire Style
Global corporation
Global Village
7. Doing things right or getting the most output from the least amount of inputs
Global stategic alliance
Efficency
Four Management Functions
Effectiveness
8. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
People orientation
Franchising
Interpersonal skills
9. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Four Management Functions
Top managers
The Participative Style
Innovation and risk taking
10. Mentor - dissemination - spokesperson
Environmental uncertainty
Attention to detial
Global Village
Informational roles
11. The manager makes all decisions alone - with centralised authority and one-way communication.
Organizing
Management Styles
Management levels
The Autocratic Style
12. 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
Leading
Organization
Middle Managers
Social responsivness
13. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
People orientation
Three Characteristics of Organizations
Family-friendly benifits
Top managers
14. Degree to which employees are encouraged to be innovative and take risks
Employee Engagement
Innovation and risk taking
Environmental uncertainty
Agressiveness
15. Degree to which management decision take into account the effects on people in the organization
People orientation
Organization stakeholders
Race
Planning
16. The shared values principles traditions and ways of doing things that influence the way organizational members act
Planning
Organizational culture
Stakeholders
External factors
17. 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
Strong cultures
Controlling
Sustainability
Multinational corporation (MNC)
18. Supervisors responsible for directing the day to day activities of non managerial employees
Planning
Interpersonal roles
First-line managers
Attention to detial
19. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Social responsibility (corporate social responsibility or CSR)
Managerial roles
Outcome orientation
Joint venture
20. A boundary less world where goods and services are produced and marketed worlwide
Global Village
Technology
Organization stakeholders
Parochiallism
21. Figurehead - leader - liaison
Social obligation
Management
Interpersonal roles
Workforce diveristy
22. 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
Organizing
Technology
Global corporation
Components of the External Environment
23. Factors forces situations and events outside the organization that affect its performance
Workforce diveristy
Controlling
Foreign subsidary
External factors
24. Purchasing materials or labor from around the world wherever it is cheapest
Effectiveness
Global sourcing
Conceptual skills
First-line managers
25. A managers ability to build a power base and establish the right connections
Management
Foreign subsidary
Global sourcing
Political skills
26. Cultures in which the key values are deeply held and widely shared
Strong cultures
Managerial roles
Technology
Decisional roles
27. The characteristics of a population used for purposes of social stuidies
Demographics
Importing
Code of ethics
Leading
28. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
Environmental complexity
Innovation and risk taking
Multinational corporation (MNC)
29. Degree to which work is organized around team rather than individuals
Multi domestic corporation
Global sourcing
Team orientation
Stability
30. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Code of ethics
Interpersonal skills
Planning
Joint venture
31. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Scientific management
Foreign subsidary
Transnational (border less) organization
32. Degree to which organizational decisions and actions emphasize maintaining the status quo
Conceptual skills
Strong cultures
Controlling
Stability
33. 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.
Small Business
Global stategic alliance
Controlling
Family-friendly benifits
34. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Planning
Components of the External Environment
Environmental complexity
Four Management Functions
35. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Organization stakeholders
Technical skills
Political skills
Parochiallism
36. 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
Planning
Licensing
Ethics
Organizational culture
37. 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
Symbolic view of management
Importing
Strong cultures
38. Any type of international company that maintains operations in multiple countries
Transnational (border less) organization
Social responsivness
Multinational corporation (MNC)
Franchising
39. An MNC that centralizes management and other decisions in the home country
Conceptual skills
Omnipotent view of management
Global sourcing
Global corporation
40. Goals - People and Structure
Demographics
Three Characteristics of Organizations
People orientation
Technical skills
41. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Attention to detial
Managers
Four Management Functions
Managerial roles
42. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Global corporation
Joint venture
Management levels
43. 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
Interpersonal roles
Workforce diveristy
Ethics
Planning
44. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Innovation and risk taking
Decisions roles
Controlling
45. When employees are connected to satisfied with and enthusiastic about their jobs
Employee Engagement
Stakeholders
Workforce diveristy
Efficency
46. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Decisions roles
Licensing
Top managers
Middle Managers
47. The process of getting things done effectively efficiently through and with other people
Code of ethics
Decisional roles
Strong cultures
Management
48. 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
People orientation
Organizing
Planning
Informational roles
49. An MNC that decentralizes management and other decisions to the local country where its doing business
Informational roles
Multi domestic corporation
Small Business
Interpersonal roles
50. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Environmental complexity
Informational roles
Exporting
Strong cultures