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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. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Management Styles
The Laissez-Faire Style
Interpersonal skills
2. 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
Management
Planning
First-line managers
3. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Planning
Theory of justice view of ethics
Innovation and risk taking
4. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Environmental complexity
Dimensions of organizational culture
Non managerial employees
How organizations go global
5. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Race
Organizational culture
Outcome orientation
Ethics
6. Individuals in an organization who direct the activities of others
Four Management Functions
Franchising
Managers
Efficency
7. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
The Laissez-Faire Style
How organizations go global
Theory of justice view of ethics
Sustainability
8. 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
Theory of justice view of ethics
The Consultative Style
Stability
9. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Innovation and risk taking
Joint venture
Ethinicity
10. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Management
Joint venture
Stability
Ethics
11. Any equipment tools or operating methods that are designed to make work more efficient
Leading
Technology
Organizing
Management
12. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Interpersonal roles
Managerial roles
Technology
Family-friendly benifits
13. The view that much of an organizations success or failure is due to external forces outside managers control
Middle Managers
Management
Symbolic view of management
First-line managers
14. Part-time temporary and contract workers who are available for hire on an as-needed basis
Contingent workforce
Stakeholders
Organizing
Omnipotent view of management
15. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Outcome orientation
Social responsivness
Rights view of ethics
Environmental complexity
16. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
Conceptual skills
Multi domestic corporation
Controlling
17. Figurehead - leader - liaison
Outcome orientation
Interpersonal roles
Environmental complexity
Agressiveness
18. A managers ability to build a power base and establish the right connections
Management levels
Political skills
Middle Managers
External factors
19. A set of rules or principles that defines right and wrong conduct
Organization stakeholders
Multinational corporation (MNC)
Ethics
Political skills
20. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Top managers
Efficency
Utilitarian view of ethics
Attention to detial
21. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Informational roles
Foreign subsidary
Four Management Functions
Technical skills
22. Mentor - dissemination - spokesperson
People orientation
Team orientation
Informational roles
Leading
23. Degree to which management decision take into account the effects on people in the organization
Agressiveness
People orientation
Interpersonal roles
Code of ethics
24. The process of getting things done effectively efficiently through and with other people
Decisions roles
Race
Foreign subsidary
Management
25. A managers ability to work with understand mentor and motivate other both individually and in groups
Interpersonal skills
Small Business
Social responsibility (corporate social responsibility or CSR)
Franchising
26. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Scientific management
Stakeholders
Technology
Global sourcing
27. 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
The Consultative Style
Workforce diveristy
Foreign subsidary
Utilitarian view of ethics
28. Goals - People and Structure
Leading
Technical skills
Three Characteristics of Organizations
How organizations go global
29. 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
Agressiveness
Transnational (border less) organization
Organizing
Controlling
30. The manager makes all decisions alone - with centralised authority and one-way communication.
Organizing
Transnational (border less) organization
Organizational culture
The Autocratic Style
31. The view that managers are directly responsible for an organizations success or failure
Race
Omnipotent view of management
Informational roles
Planning
32. When employees are connected to satisfied with and enthusiastic about their jobs
Management Styles
Technical skills
Employee Engagement
The Participative Style
33. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
First-line managers
Social responsibility (corporate social responsibility or CSR)
The Persuasive Style
Planning
34. An MNC that centralizes management and other decisions in the home country
Planning
Environmental complexity
Global corporation
Multinational corporation (MNC)
35. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Global sourcing
Joint venture
Informational roles
Top managers
36. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Ethics
Rights view of ethics
Race
37. Degree to which employees are aggressive and competitive rather than cooperative
Controlling
Agressiveness
Transnational (border less) organization
Race
38. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Ethinicity
Decisions roles
Social responsivness
39. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Foreign subsidary
Team orientation
The Laissez-Faire Style
External factors
40. A systematic arrangement of people brought together to accomplish some specific purpose
People orientation
Organization
Organizing
Informational roles
41. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Planning
Foreign subsidary
Organizational culture
42. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
Decisions roles
Social responsivness
Ethics
43. 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
Importing
Management Styles
Organizing
The Participative Style
44. Any type of international company that maintains operations in multiple countries
Four Management Functions
Social responsivness
Managers
Multinational corporation (MNC)
45. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Decisions roles
Organization stakeholders
The Participative Style
External factors
46. Doing the right things or completing activities so that organizational goals are attained
Three Characteristics of Organizations
Organization stakeholders
How organizations go global
Effectiveness
47. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Global sourcing
Licensing
Social obligation
48. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Middle Managers
Importing
Organizational culture
Strong cultures
49. View that says ethical decisions are made in order to enforce rules fairly and impartially
Organization stakeholders
Multi domestic corporation
Ethinicity
Theory of justice view of ethics
50. 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
Non managerial employees
Controlling
The Persuasive Style
Strong cultures