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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. Making products domestically and selling them abroad
Innovation and risk taking
Exporting
Environmental uncertainty
How organizations go global
2. Includes defining goals establishing strategy and developing plans to coordinate activites
Attention to detial
Planning
Social obligation
Global corporation
3. Doing the right things or completing activities so that organizational goals are attained
Organizing
Symbolic view of management
Social responsivness
Effectiveness
4. View that says ethical decisions are made in order to enforce rules fairly and impartially
The Laissez-Faire Style
Decisions roles
Four Management Functions
Theory of justice view of ethics
5. Part-time temporary and contract workers who are available for hire on an as-needed basis
Informational roles
Contingent workforce
The Autocratic Style
Demographics
6. Supervisors responsible for directing the day to day activities of non managerial employees
Political skills
Interpersonal roles
First-line managers
Transnational (border less) organization
7. 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
Management levels
Multinational corporation (MNC)
Social obligation
Workforce diveristy
8. 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
Transnational (border less) organization
Strong cultures
How organizations go global
Planning
9. Purchasing materials or labor from around the world wherever it is cheapest
Management Styles
Global sourcing
Global corporation
People orientation
10. An MNC that decentralizes management and other decisions to the local country where its doing business
Planning
Social responsivness
Foreign subsidary
Multi domestic corporation
11. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Multinational corporation (MNC)
Multi domestic corporation
People orientation
Leading
12. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Social responsibility (corporate social responsibility or CSR)
Four Management Functions
First-line managers
How organizations go global
13. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Symbolic view of management
Global Village
Interpersonal skills
Foreign subsidary
14. Individuals in an organization who direct the activities of others
The Consultative Style
Global stategic alliance
Ethics
Managers
15. A boundary less world where goods and services are produced and marketed worlwide
Global Village
The Participative Style
Foreign subsidary
Agressiveness
16. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Informational roles
Agressiveness
Demographics
Organization stakeholders
17. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Decisions roles
Sustainability
Management levels
Team orientation
18. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
People orientation
Leading
Environmental complexity
19. 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.
Interpersonal roles
Management
Stakeholders
Global stategic alliance
20. A structural arrangement for global organizations that eliminates artificial geographical barries
Organizing
Foreign subsidary
Controlling
Transnational (border less) organization
21. Involving collecting receiving and disseminating information
Code of ethics
Ethinicity
Transnational (border less) organization
Informational roles
22. Figurehead - leader - liaison
Interpersonal roles
Stakeholders
Political skills
Global stategic alliance
23. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
The Persuasive Style
Middle Managers
Environmental complexity
24. Factors forces situations and events outside the organization that affect its performance
External factors
How organizations go global
Stakeholders
Leading
25. Degree to which work is organized around team rather than individuals
Global corporation
Team orientation
Importing
The Consultative Style
26. The characteristics of a population used for purposes of social stuidies
Controlling
Scientific management
Leading
Demographics
27. Entrepreneur - Disturbance handler - resource allocator - negortiator
Technical skills
Foreign subsidary
Decisions roles
Family-friendly benifits
28. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Licensing
Team orientation
Dimensions of organizational culture
Contingent workforce
29. The manager makes all decisions alone - with centralised authority and one-way communication.
Multi domestic corporation
Non managerial employees
Stability
The Autocratic Style
30. An MNC that centralizes management and other decisions in the home country
Small Business
Managers
The Persuasive Style
Global corporation
31. A managers ability to analyze and diagnose complex situations
Family-friendly benifits
Conceptual skills
Decisional roles
Leading
32. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Middle Managers
Multi domestic corporation
Attention to detial
Four Management Functions
33. People who work directly on a job or task and have no responsibility for overseeing the work of others
Organizing
Decisions roles
Social responsivness
Non managerial employees
34. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Management
Management levels
Contingent workforce
Outcome orientation
35. 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
Organizing
Team orientation
Dimensions of organizational culture
Utilitarian view of ethics
36. 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
The Autocratic Style
Planning
Political skills
37. When employees are connected to satisfied with and enthusiastic about their jobs
Race
Rights view of ethics
Technical skills
Employee Engagement
38. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Non managerial employees
Top managers
Franchising
Small Business
39. Degree to which management decision take into account the effects on people in the organization
Environmental complexity
Political skills
People orientation
Planning
40. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Effectiveness
Rights view of ethics
Social responsibility (corporate social responsibility or CSR)
Joint venture
41. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Components of the External Environment
Global Village
Franchising
Parochiallism
42. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Social obligation
Rights view of ethics
Management Styles
Managerial roles
43. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Code of ethics
Team orientation
Interpersonal roles
The Laissez-Faire Style
44. Degree to which employees are expected to exhibit precision analysis and attention to detial
Agressiveness
Attention to detial
Transnational (border less) organization
Organization
45. Goals - People and Structure
Utilitarian view of ethics
Non managerial employees
Three Characteristics of Organizations
Innovation and risk taking
46. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Environmental uncertainty
Management Styles
Middle Managers
Organization stakeholders
47. Entailing making decisions or choices
Decisional roles
Managers
Omnipotent view of management
Innovation and risk taking
48. A systematic arrangement of people brought together to accomplish some specific purpose
Importing
Middle Managers
Employee Engagement
Organization
49. The process of getting things done effectively efficiently through and with other people
Management
Planning
Joint venture
Small Business
50. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Ethinicity
People orientation
Top managers
Informational roles