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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. Goals - People and Structure
Team orientation
Ethics
Organizing
Three Characteristics of Organizations
2. 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
Organizing
Controlling
Three Characteristics of Organizations
Planning
3. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Leading
Workforce diveristy
Demographics
4. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
External factors
Social obligation
Parochiallism
5. 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.
Global stategic alliance
Top managers
Ethics
Joint venture
6. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Interpersonal roles
Code of ethics
Organizing
7. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
First-line managers
Planning
Family-friendly benifits
8. View that says ethical decisions are made in order to enforce rules fairly and impartially
Code of ethics
Strong cultures
Theory of justice view of ethics
The Persuasive Style
9. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Managers
Controlling
External factors
Stakeholders
10. People who work directly on a job or task and have no responsibility for overseeing the work of others
Managerial roles
Global corporation
Foreign subsidary
Non managerial employees
11. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Social obligation
Stakeholders
Four Management Functions
12. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Stakeholders
Global stategic alliance
Utilitarian view of ethics
People orientation
13. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Utilitarian view of ethics
Social responsibility (corporate social responsibility or CSR)
Planning
14. 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
Parochiallism
The Autocratic Style
Global Village
Sustainability
15. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
Management
The Participative Style
Foreign subsidary
16. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Multinational corporation (MNC)
Dimensions of organizational culture
Management Styles
Attention to detial
17. A boundary less world where goods and services are produced and marketed worlwide
Employee Engagement
Managers
People orientation
Global Village
18. Involving collecting receiving and disseminating information
Transnational (border less) organization
Sustainability
Management levels
Informational roles
19. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Interpersonal skills
Attention to detial
The Participative Style
20. 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
Dimensions of organizational culture
Four Management Functions
Organizing
Scientific management
21. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Scientific management
Stability
Stakeholders
The Participative Style
22. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Non managerial employees
Omnipotent view of management
Employee Engagement
23. Job-specific knowledge and techniques needed to perform work tasks
Interpersonal skills
Organization
Technical skills
The Participative Style
24. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Controlling
Management levels
Political skills
25. Cultures in which the key values are deeply held and widely shared
Joint venture
The Persuasive Style
Small Business
Strong cultures
26. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Stakeholders
Global corporation
Joint venture
Top managers
27. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Race
Social responsibility (corporate social responsibility or CSR)
Interpersonal roles
Innovation and risk taking
28. A managers ability to analyze and diagnose complex situations
Strong cultures
Conceptual skills
Ethinicity
Stability
29. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Organization
Components of the External Environment
Global sourcing
30. Factors forces situations and events outside the organization that affect its performance
External factors
How organizations go global
Attention to detial
Transnational (border less) organization
31. Includes defining goals establishing strategy and developing plans to coordinate activites
The Autocratic Style
Planning
Efficency
Ethics
32. 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
Top managers
Symbolic view of management
Planning
Agressiveness
33. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Code of ethics
Managers
Management Styles
34. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Multinational corporation (MNC)
Demographics
Organizational culture
Environmental complexity
35. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Innovation and risk taking
The Autocratic Style
How organizations go global
People orientation
36. An MNC that centralizes management and other decisions in the home country
Conceptual skills
Dimensions of organizational culture
Global corporation
Rights view of ethics
37. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Informational roles
Foreign subsidary
Organization stakeholders
Utilitarian view of ethics
38. Individuals in an organization who direct the activities of others
Non managerial employees
Managers
Technology
Strong cultures
39. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Conceptual skills
Informational roles
Rights view of ethics
Workforce diveristy
40. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Parochiallism
How organizations go global
Team orientation
Family-friendly benifits
41. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Three Characteristics of Organizations
Strong cultures
Workforce diveristy
42. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Multinational corporation (MNC)
The Persuasive Style
Utilitarian view of ethics
43. Making products domestically and selling them abroad
Global sourcing
Top managers
Multinational corporation (MNC)
Exporting
44. 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
Licensing
Workforce diveristy
Code of ethics
Organizing
45. 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
Multi domestic corporation
First-line managers
Controlling
Organizing
46. Doing the right things or completing activities so that organizational goals are attained
The Laissez-Faire Style
Effectiveness
Joint venture
Workforce diveristy
47. Degree to which organizational decisions and actions emphasize maintaining the status quo
Social responsibility (corporate social responsibility or CSR)
Stability
Environmental uncertainty
Technical skills
48. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Global stategic alliance
Contingent workforce
Leading
Environmental uncertainty
49. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Transnational (border less) organization
Social obligation
Family-friendly benifits
Social responsivness
50. Entailing making decisions or choices
Decisional roles
Stakeholders
Four Management Functions
Foreign subsidary