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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. Acquiring products made abroad and selling them domestically
Importing
Planning
Stakeholders
Code of ethics
2. Part-time temporary and contract workers who are available for hire on an as-needed basis
The Consultative Style
Contingent workforce
Outcome orientation
Components of the External Environment
3. Goals - People and Structure
Demographics
Three Characteristics of Organizations
Importing
Parochiallism
4. Includes monitoring performance comparing it with goals and correcting any significant deviations
Family-friendly benifits
Controlling
Theory of justice view of ethics
Four Management Functions
5. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Demographics
Agressiveness
Organization stakeholders
Strong cultures
6. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Technology
The Participative Style
Scientific management
7. Entailing making decisions or choices
Small Business
Decisional roles
Exporting
Symbolic view of management
8. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Scientific management
Utilitarian view of ethics
Technology
Team orientation
9. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Global Village
Three Characteristics of Organizations
Organizing
10. Degree to which management decision take into account the effects on people in the organization
Planning
People orientation
Controlling
Interpersonal roles
11. The shared values principles traditions and ways of doing things that influence the way organizational members act
Leading
Organizational culture
Strong cultures
Controlling
12. A structural arrangement for global organizations that eliminates artificial geographical barries
Sustainability
Organization
Transnational (border less) organization
Managers
13. Making products domestically and selling them abroad
First-line managers
Technical skills
Exporting
The Consultative Style
14. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Non managerial employees
Leading
Managers
Technical skills
15. Social traits such as ones cultural background or allegiance that are shared by a human population
Innovation and risk taking
Decisional roles
Technical skills
Ethinicity
16. Includes defining goals establishing strategy and developing plans to coordinate activites
Attention to detial
Environmental complexity
Organization stakeholders
Planning
17. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
The Participative Style
Joint venture
Dimensions of organizational culture
18. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Strong cultures
Planning
Outcome orientation
Theory of justice view of ethics
19. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Effectiveness
Planning
Non managerial employees
20. The manager makes all decisions alone - with centralised authority and one-way communication.
Social responsivness
Global Village
Ethics
The Autocratic Style
21. Degree to which organizational decisions and actions emphasize maintaining the status quo
Symbolic view of management
Stability
Political skills
Utilitarian view of ethics
22. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Social responsibility (corporate social responsibility or CSR)
Strong cultures
Efficency
Parochiallism
23. 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
Interpersonal skills
Sustainability
Technology
Decisions roles
24. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Effectiveness
Top managers
Ethics
25. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
The Laissez-Faire Style
Scientific management
The Participative Style
Social responsibility (corporate social responsibility or CSR)
26. 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
Race
Global Village
External factors
Organizing
27. Individuals in an organization who direct the activities of others
Managers
Multi domestic corporation
Sustainability
Importing
28. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Franchising
Innovation and risk taking
Utilitarian view of ethics
Multinational corporation (MNC)
29. The process of getting things done effectively efficiently through and with other people
The Laissez-Faire Style
First-line managers
Management
Political skills
30. 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
Workforce diveristy
Decisional roles
The Laissez-Faire Style
Political skills
31. A set of rules or principles that defines right and wrong conduct
Organization stakeholders
Ethinicity
Ethics
First-line managers
32. An MNC that centralizes management and other decisions in the home country
Global corporation
Ethinicity
How organizations go global
Interpersonal skills
33. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Global Village
Scientific management
Four Management Functions
34. Job-specific knowledge and techniques needed to perform work tasks
Theory of justice view of ethics
Technical skills
Exporting
Omnipotent view of management
35. Entrepreneur - Disturbance handler - resource allocator - negortiator
The Consultative Style
Code of ethics
Interpersonal roles
Decisions roles
36. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Global Village
Importing
Dimensions of organizational culture
37. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Interpersonal skills
External factors
Multinational corporation (MNC)
Race
38. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Top managers
Contingent workforce
Middle Managers
39. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Sustainability
Planning
Four Management Functions
Effectiveness
40. The view that managers are directly responsible for an organizations success or failure
Outcome orientation
Interpersonal skills
Exporting
Omnipotent view of management
41. Degree to which employees are encouraged to be innovative and take risks
Controlling
Strong cultures
Innovation and risk taking
Franchising
42. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Stability
The Consultative Style
Management levels
Informational roles
43. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Family-friendly benifits
Decisions roles
Omnipotent view of management
Contingent workforce
44. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Global corporation
Top managers
Managers
Organizing
45. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
Informational roles
Strong cultures
Scientific management
46. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Participative Style
Ethinicity
Social responsivness
The Laissez-Faire Style
47. The degree of change and complexity in an organizations enviroment
Franchising
Environmental uncertainty
Non managerial employees
Effectiveness
48. Involving collecting receiving and disseminating information
Environmental complexity
Organizing
How organizations go global
Informational roles
49. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Organization stakeholders
Licensing
Foreign subsidary
50. 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
Sustainability
Planning
Ethinicity
Controlling