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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. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
The Participative Style
The Autocratic Style
Middle Managers
Employee Engagement
2. 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.
Race
People orientation
Omnipotent view of management
Global stategic alliance
3. The degree of change and complexity in an organizations enviroment
Innovation and risk taking
Strong cultures
Conceptual skills
Environmental uncertainty
4. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Environmental complexity
Informational roles
Multinational corporation (MNC)
Global stategic alliance
5. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Management
Global corporation
Global stategic alliance
The Persuasive Style
6. Acquiring products made abroad and selling them domestically
Interpersonal skills
Decisional roles
First-line managers
Importing
7. 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
Licensing
Interpersonal roles
Transnational (border less) organization
Exporting
8. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Controlling
Informational roles
Technology
9. Degree to which work is organized around team rather than individuals
Ethinicity
Team orientation
Strong cultures
Agressiveness
10. The view that managers are directly responsible for an organizations success or failure
Employee Engagement
Informational roles
Agressiveness
Omnipotent view of management
11. The view that much of an organizations success or failure is due to external forces outside managers control
The Autocratic Style
Decisional roles
Stability
Symbolic view of management
12. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Social responsibility (corporate social responsibility or CSR)
Conceptual skills
Stakeholders
Organizing
13. Degree to which employees are encouraged to be innovative and take risks
Stakeholders
Innovation and risk taking
Stability
Interpersonal roles
14. 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
Demographics
Employee Engagement
Social responsivness
Controlling
15. 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
Planning
Small Business
Technology
Joint venture
16. Goals - People and Structure
Stability
Theory of justice view of ethics
Three Characteristics of Organizations
Licensing
17. Individuals in an organization who direct the activities of others
Team orientation
Attention to detial
Managers
Race
18. Supervisors responsible for directing the day to day activities of non managerial employees
Race
First-line managers
Environmental complexity
Small Business
19. Includes defining goals establishing strategy and developing plans to coordinate activites
Interpersonal skills
Social responsivness
Components of the External Environment
Planning
20. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Transnational (border less) organization
Interpersonal skills
Controlling
21. The manager makes all decisions alone - with centralised authority and one-way communication.
Theory of justice view of ethics
Team orientation
The Autocratic Style
Middle Managers
22. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Interpersonal roles
The Participative Style
Conceptual skills
Franchising
23. Entrepreneur - Disturbance handler - resource allocator - negortiator
Technology
Organizing
Three Characteristics of Organizations
Decisions roles
24. Degree to which management decision take into account the effects on people in the organization
Exporting
Efficency
Political skills
People orientation
25. 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
Planning
Environmental uncertainty
Management Styles
Code of ethics
26. Any type of international company that maintains operations in multiple countries
Management Styles
Parochiallism
Multinational corporation (MNC)
Social responsivness
27. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
People orientation
Social responsivness
Top managers
Political skills
28. A managers ability to work with understand mentor and motivate other both individually and in groups
Interpersonal skills
Stability
Employee Engagement
Interpersonal roles
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
Organizing
Attention to detial
Dimensions of organizational culture
Interpersonal roles
30. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Organizing
Technical skills
Social responsibility (corporate social responsibility or CSR)
Organization
31. A boundary less world where goods and services are produced and marketed worlwide
Four Management Functions
Informational roles
Environmental uncertainty
Global Village
32. The characteristics of a population used for purposes of social stuidies
Social obligation
Planning
Demographics
Social responsivness
33. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Organizing
Global corporation
Managers
Utilitarian view of ethics
34. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Workforce diveristy
Environmental uncertainty
Theory of justice view of ethics
Management levels
35. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Joint venture
People orientation
Management
The Participative Style
36. When a business firm engages in social actions in response to some popular social need
Social responsivness
Utilitarian view of ethics
Management levels
Team orientation
37. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Agressiveness
Controlling
Technical skills
Rights view of ethics
38. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Global corporation
Global stategic alliance
Organizing
39. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Scientific management
The Laissez-Faire Style
Social responsivness
Four Management Functions
40. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Management Styles
Management
Franchising
The Autocratic Style
41. Any equipment tools or operating methods that are designed to make work more efficient
Transnational (border less) organization
Workforce diveristy
Technology
Interpersonal skills
42. An MNC that centralizes management and other decisions in the home country
Multinational corporation (MNC)
Organization
Global corporation
Family-friendly benifits
43. 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
The Consultative Style
Multi domestic corporation
Four Management Functions
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
Decisional roles
Informational roles
Multinational corporation (MNC)
Workforce diveristy
45. An MNC that decentralizes management and other decisions to the local country where its doing business
Organization stakeholders
Team orientation
Race
Multi domestic corporation
46. Social traits such as ones cultural background or allegiance that are shared by a human population
Leading
Ethinicity
Employee Engagement
Organization stakeholders
47. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Global stategic alliance
Technical skills
Social responsibility (corporate social responsibility or CSR)
Family-friendly benifits
48. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Informational roles
Strong cultures
Dimensions of organizational culture
49. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Workforce diveristy
Decisions roles
Ethics
Dimensions of organizational culture
50. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Transnational (border less) organization
Interpersonal roles
Controlling
Components of the External Environment