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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. Supervisors responsible for directing the day to day activities of non managerial employees
Transnational (border less) organization
Small Business
First-line managers
Organization
2. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Middle Managers
Social obligation
Managerial roles
Interpersonal roles
3. The manager makes all decisions alone - with centralised authority and one-way communication.
Three Characteristics of Organizations
People orientation
Agressiveness
The Autocratic Style
4. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Employee Engagement
Efficency
Management
5. Degree to which employees are expected to exhibit precision analysis and attention to detial
Leading
Attention to detial
The Laissez-Faire Style
Interpersonal skills
6. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Licensing
Rights view of ethics
Interpersonal skills
Demographics
7. 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
Demographics
Multi domestic corporation
The Autocratic Style
Planning
8. Entailing making decisions or choices
Ethics
Decisional roles
Foreign subsidary
Ethinicity
9. Any type of international company that maintains operations in multiple countries
Interpersonal roles
Multinational corporation (MNC)
Technology
Social responsivness
10. A set of rules or principles that defines right and wrong conduct
Technical skills
Multinational corporation (MNC)
Ethics
Social obligation
11. 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
Outcome orientation
The Consultative Style
Organizing
Global corporation
12. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Race
Contingent workforce
Global Village
Environmental complexity
13. 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
Effectiveness
The Autocratic Style
Sustainability
Strong cultures
14. Individuals in an organization who direct the activities of others
Managers
Sustainability
Organization
Ethinicity
15. 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
Leading
Stability
Workforce diveristy
Code of ethics
16. Making products domestically and selling them abroad
Ethinicity
Dimensions of organizational culture
Exporting
Global Village
17. View that says ethical decisions are made in order to enforce rules fairly and impartially
Social responsivness
Theory of justice view of ethics
Scientific management
Code of ethics
18. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Management
Joint venture
Family-friendly benifits
Top managers
19. Figurehead - leader - liaison
Decisions roles
Interpersonal roles
Political skills
The Consultative Style
20. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Decisional roles
The Consultative Style
Small Business
Management levels
21. 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
Innovation and risk taking
Leading
Utilitarian view of ethics
Licensing
22. When a business firm engages in social actions in response to some popular social need
Employee Engagement
Political skills
Importing
Social responsivness
23. Involving collecting receiving and disseminating information
Planning
Middle Managers
Informational roles
Social responsivness
24. 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
Interpersonal roles
Controlling
Employee Engagement
Interpersonal skills
25. When employees are connected to satisfied with and enthusiastic about their jobs
People orientation
Family-friendly benifits
Top managers
Employee Engagement
26. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Social responsibility (corporate social responsibility or CSR)
External factors
Small Business
The Laissez-Faire Style
27. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Technology
Joint venture
Global Village
Agressiveness
28. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Transnational (border less) organization
Middle Managers
Social responsibility (corporate social responsibility or CSR)
Importing
29. Degree to which employees are aggressive and competitive rather than cooperative
Symbolic view of management
Agressiveness
Family-friendly benifits
Demographics
30. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Organization stakeholders
Interpersonal roles
Planning
Franchising
31. 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
Technology
Global stategic alliance
Employee Engagement
32. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Importing
Decisions roles
Interpersonal roles
33. The shared values principles traditions and ways of doing things that influence the way organizational members act
First-line managers
Organizational culture
Sustainability
Exporting
34. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Utilitarian view of ethics
Workforce diveristy
Organization
35. A boundary less world where goods and services are produced and marketed worlwide
Environmental uncertainty
Global Village
Small Business
Global corporation
36. A managers ability to work with understand mentor and motivate other both individually and in groups
Parochiallism
Interpersonal skills
Dimensions of organizational culture
Four Management Functions
37. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
First-line managers
Small Business
Decisional roles
Interpersonal roles
38. 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
Organization
The Consultative Style
Middle Managers
39. Doing things right or getting the most output from the least amount of inputs
Team orientation
Organizational culture
Efficency
Ethinicity
40. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Agressiveness
Middle Managers
Stakeholders
Organizing
41. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Rights view of ethics
The Persuasive Style
Controlling
Environmental complexity
42. 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
Managers
Three Characteristics of Organizations
43. 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
Controlling
Small Business
Informational roles
Leading
44. Part-time temporary and contract workers who are available for hire on an as-needed basis
Parochiallism
Interpersonal roles
Organizing
Contingent workforce
45. The characteristics of a population used for purposes of social stuidies
Franchising
Organization
Controlling
Demographics
46. A managers ability to build a power base and establish the right connections
Environmental uncertainty
Ethinicity
Political skills
Outcome orientation
47. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Demographics
Organizational culture
Components of the External Environment
Code of ethics
48. An MNC that centralizes management and other decisions in the home country
Global corporation
Attention to detial
Stakeholders
Code of ethics
49. Entrepreneur - Disturbance handler - resource allocator - negortiator
Parochiallism
Licensing
People orientation
Decisions roles
50. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Social responsibility (corporate social responsibility or CSR)
Top managers
Managerial roles
Social responsivness