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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. The degree of change and complexity in an organizations enviroment
Organizational culture
Environmental uncertainty
Social responsivness
The Persuasive Style
2. People who work directly on a job or task and have no responsibility for overseeing the work of others
Management Styles
Non managerial employees
Components of the External Environment
Organizing
3. 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
Conceptual skills
Ethics
Social responsibility (corporate social responsibility or CSR)
Organizing
4. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Organizing
Managerial roles
Multi domestic corporation
Leading
5. 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
Organizing
Contingent workforce
Small Business
Franchising
6. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Planning
Dimensions of organizational culture
Attention to detial
Organizational culture
7. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Social obligation
Management
The Consultative Style
Licensing
8. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Non managerial employees
Managers
Four Management Functions
The Laissez-Faire Style
9. When a business firm engages in social actions in response to some popular social need
Social responsivness
Informational roles
Rights view of ethics
Organizing
10. 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
How organizations go global
Managerial roles
Omnipotent view of management
11. The manager makes all decisions alone - with centralised authority and one-way communication.
Employee Engagement
The Autocratic Style
Social responsivness
Ethics
12. Acquiring products made abroad and selling them domestically
Theory of justice view of ethics
Importing
Controlling
Multinational corporation (MNC)
13. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
The Laissez-Faire Style
Importing
Management levels
14. The characteristics of a population used for purposes of social stuidies
Ethics
Licensing
Strong cultures
Demographics
15. Individuals in an organization who direct the activities of others
Managers
Environmental uncertainty
Planning
Dimensions of organizational culture
16. A set of rules or principles that defines right and wrong conduct
Symbolic view of management
Managerial roles
External factors
Ethics
17. Purchasing materials or labor from around the world wherever it is cheapest
Informational roles
Global sourcing
Organizing
Foreign subsidary
18. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Ethinicity
Organization stakeholders
Utilitarian view of ethics
Interpersonal roles
19. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Parochiallism
Planning
Foreign subsidary
Sustainability
20. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Technical skills
Importing
Top managers
21. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Race
Management
Exporting
22. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Omnipotent view of management
Organizing
Managerial roles
Components of the External Environment
23. An MNC that decentralizes management and other decisions to the local country where its doing business
Effectiveness
Multi domestic corporation
Social responsibility (corporate social responsibility or CSR)
Importing
24. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Small Business
Interpersonal roles
Political skills
Leading
25. Includes monitoring performance comparing it with goals and correcting any significant deviations
Political skills
Controlling
Effectiveness
Symbolic view of management
26. Cultures in which the key values are deeply held and widely shared
Strong cultures
Exporting
Four Management Functions
Theory of justice view of ethics
27. A boundary less world where goods and services are produced and marketed worlwide
Managerial roles
Multinational corporation (MNC)
Global Village
Race
28. View that says ethical decisions are made in order to enforce rules fairly and impartially
The Autocratic Style
Agressiveness
Theory of justice view of ethics
Four Management Functions
29. A systematic arrangement of people brought together to accomplish some specific purpose
Middle Managers
Stability
Leading
Organization
30. Includes defining goals establishing strategy and developing plans to coordinate activites
Planning
Global stategic alliance
Franchising
Managerial roles
31. Involving collecting receiving and disseminating information
Planning
Managerial roles
Informational roles
Foreign subsidary
32. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Four Management Functions
People orientation
Leading
The Persuasive Style
33. Degree to which organizational decisions and actions emphasize maintaining the status quo
Race
Planning
Stability
Components of the External Environment
34. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Foreign subsidary
Environmental complexity
Franchising
Workforce diveristy
35. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Organizing
How organizations go global
Outcome orientation
36. Supervisors responsible for directing the day to day activities of non managerial employees
Social obligation
Decisional roles
Decisions roles
First-line managers
37. 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
Decisional roles
Management Styles
Importing
Leading
38. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Licensing
Family-friendly benifits
Environmental uncertainty
Organizing
39. 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
Code of ethics
Scientific management
Workforce diveristy
Organization
40. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Technology
Parochiallism
Strong cultures
41. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
How organizations go global
Leading
Global sourcing
Contingent workforce
42. 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
Organizing
First-line managers
Licensing
Employee Engagement
43. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Managers
Global stategic alliance
Demographics
Code of ethics
44. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Leading
The Persuasive Style
Organization
Transnational (border less) organization
45. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Attention to detial
Omnipotent view of management
Dimensions of organizational culture
46. Mentor - dissemination - spokesperson
First-line managers
Leading
Informational roles
Race
47. The view that managers are directly responsible for an organizations success or failure
Utilitarian view of ethics
Three Characteristics of Organizations
Rights view of ethics
Omnipotent view of management
48. Goals - People and Structure
Multi domestic corporation
Three Characteristics of Organizations
Race
Organizing
49. Degree to which employees are expected to exhibit precision analysis and attention to detial
Importing
Organizational culture
First-line managers
Attention to detial
50. Factors forces situations and events outside the organization that affect its performance
Informational roles
External factors
People orientation
Foreign subsidary