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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. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Technical skills
Code of ethics
Interpersonal roles
Outcome orientation
2. A boundary less world where goods and services are produced and marketed worlwide
Joint venture
People orientation
Franchising
Global Village
3. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
The Autocratic Style
How organizations go global
Three Characteristics of Organizations
Multi domestic corporation
4. Includes monitoring performance comparing it with goals and correcting any significant deviations
Management levels
Controlling
Multi domestic corporation
The Consultative Style
5. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Scientific management
Parochiallism
Dimensions of organizational culture
Utilitarian view of ethics
6. An MNC that centralizes management and other decisions in the home country
Omnipotent view of management
Controlling
Organization
Global corporation
7. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Middle Managers
Components of the External Environment
Transnational (border less) organization
8. Degree to which work is organized around team rather than individuals
Team orientation
Exporting
Managerial roles
People orientation
9. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Four Management Functions
The Laissez-Faire Style
First-line managers
Parochiallism
10. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Global stategic alliance
External factors
The Persuasive Style
11. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Multi domestic corporation
Social responsibility (corporate social responsibility or CSR)
First-line managers
Ethinicity
12. When a business firm engages in social actions in response to some popular social need
Omnipotent view of management
Innovation and risk taking
Environmental complexity
Social responsivness
13. View that says ethical decisions are made in order to enforce rules fairly and impartially
First-line managers
Theory of justice view of ethics
Controlling
Outcome orientation
14. Degree to which employees are encouraged to be innovative and take risks
Organizational culture
Organizing
Attention to detial
Innovation and risk taking
15. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Parochiallism
Political skills
Family-friendly benifits
Code of ethics
16. Part-time temporary and contract workers who are available for hire on an as-needed basis
Contingent workforce
The Autocratic Style
Franchising
Four Management Functions
17. Includes defining goals establishing strategy and developing plans to coordinate activites
Planning
Multi domestic corporation
Organizing
People orientation
18. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Parochiallism
Dimensions of organizational culture
Controlling
19. Degree to which organizational decisions and actions emphasize maintaining the status quo
Joint venture
Race
Global corporation
Stability
20. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Sustainability
Team orientation
Decisions roles
21. A managers ability to build a power base and establish the right connections
Ethics
Political skills
Management Styles
Race
22. 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
The Persuasive Style
How organizations go global
Small Business
Rights view of ethics
23. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
External factors
Four Management Functions
How organizations go global
Code of ethics
24. Any equipment tools or operating methods that are designed to make work more efficient
Organizing
Technology
Symbolic view of management
Organizing
25. Supervisors responsible for directing the day to day activities of non managerial employees
Code of ethics
Management levels
Controlling
First-line managers
26. The degree of change and complexity in an organizations enviroment
Controlling
Multinational corporation (MNC)
Environmental uncertainty
Attention to detial
27. An MNC that decentralizes management and other decisions to the local country where its doing business
Race
Multi domestic corporation
Effectiveness
Leading
28. 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
Strong cultures
Informational roles
Informational roles
Organizing
29. A set of rules or principles that defines right and wrong conduct
Organization
Outcome orientation
Ethics
Symbolic view of management
30. The view that much of an organizations success or failure is due to external forces outside managers control
Ethics
Three Characteristics of Organizations
Team orientation
Symbolic view of management
31. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Top managers
Four Management Functions
Organization
Foreign subsidary
32. 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
Management Styles
Social responsivness
The Persuasive Style
Sustainability
33. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Technology
Organization
Franchising
34. 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
Social responsibility (corporate social responsibility or CSR)
Three Characteristics of Organizations
Organizing
Management
35. Factors forces situations and events outside the organization that affect its performance
External factors
Team orientation
First-line managers
Foreign subsidary
36. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Social responsibility (corporate social responsibility or CSR)
Management Styles
Ethinicity
Non managerial employees
37. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Interpersonal roles
Strong cultures
Scientific management
38. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
How organizations go global
Demographics
Franchising
Foreign subsidary
39. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
People orientation
Leading
Utilitarian view of ethics
Exporting
40. 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.
Family-friendly benifits
Global corporation
Global stategic alliance
Political skills
41. Any type of international company that maintains operations in multiple countries
Top managers
Leading
Multinational corporation (MNC)
Demographics
42. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Environmental uncertainty
Ethinicity
Planning
43. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
The Consultative Style
Middle Managers
Management levels
Employee Engagement
44. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Race
Stakeholders
How organizations go global
Importing
45. Doing things right or getting the most output from the least amount of inputs
Global Village
Attention to detial
Multi domestic corporation
Efficency
46. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Management levels
Social obligation
How organizations go global
The Persuasive Style
47. Acquiring products made abroad and selling them domestically
Stakeholders
Attention to detial
Organizational culture
Importing
48. A systematic arrangement of people brought together to accomplish some specific purpose
Organization
Contingent workforce
Environmental uncertainty
The Participative Style
49. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Leading
Social obligation
Global sourcing
Environmental uncertainty
50. Goals - People and Structure
Decisions roles
Three Characteristics of Organizations
Small Business
Team orientation