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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. Degree to which organizational decisions and actions emphasize maintaining the status quo
Components of the External Environment
Stability
The Consultative Style
Utilitarian view of ethics
2. Degree to which employees are encouraged to be innovative and take risks
Non managerial employees
Innovation and risk taking
The Laissez-Faire Style
Effectiveness
3. A managers ability to build a power base and establish the right connections
Effectiveness
Political skills
Social obligation
Top managers
4. Degree to which employees are expected to exhibit precision analysis and attention to detial
Global sourcing
Transnational (border less) organization
Effectiveness
Attention to detial
5. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Foreign subsidary
Omnipotent view of management
Social obligation
Dimensions of organizational culture
6. Part-time temporary and contract workers who are available for hire on an as-needed basis
Race
Environmental uncertainty
Leading
Contingent workforce
7. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Top managers
Conceptual skills
Ethinicity
8. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Strong cultures
Four Management Functions
Non managerial employees
9. The process of getting things done effectively efficiently through and with other people
Management
Planning
Organizing
The Participative Style
10. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Environmental uncertainty
Four Management Functions
Rights view of ethics
Outcome orientation
11. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Global corporation
The Participative Style
Leading
12. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Controlling
Multi domestic corporation
Political skills
Social responsibility (corporate social responsibility or CSR)
13. 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
Franchising
Organization
Organizational culture
14. 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
Ethinicity
Stability
Organizing
Employee Engagement
15. 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
Decisions roles
Managers
Licensing
Rights view of ethics
16. When a business firm engages in social actions in response to some popular social need
Social responsibility (corporate social responsibility or CSR)
Social responsivness
Top managers
Political skills
17. 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.
Global stategic alliance
Social responsibility (corporate social responsibility or CSR)
Managers
Employee Engagement
18. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Strong cultures
Licensing
Joint venture
Ethics
19. Includes defining goals establishing strategy and developing plans to coordinate activites
Scientific management
The Laissez-Faire Style
Planning
Interpersonal skills
20. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Organization
Demographics
Non managerial employees
Top managers
21. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Management Styles
The Consultative Style
Agressiveness
Effectiveness
22. 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
Management Styles
Utilitarian view of ethics
Transnational (border less) organization
23. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Leading
Rights view of ethics
How organizations go global
Interpersonal roles
24. Factors forces situations and events outside the organization that affect its performance
External factors
Components of the External Environment
Three Characteristics of Organizations
Symbolic view of management
25. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
How organizations go global
Employee Engagement
Omnipotent view of management
26. Purchasing materials or labor from around the world wherever it is cheapest
Scientific management
Global sourcing
Organizing
Small Business
27. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Agressiveness
Workforce diveristy
Foreign subsidary
28. Job-specific knowledge and techniques needed to perform work tasks
Small Business
Technical skills
Outcome orientation
Global Village
29. Degree to which management decision take into account the effects on people in the organization
Stakeholders
The Laissez-Faire Style
Utilitarian view of ethics
People orientation
30. 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
Efficency
Controlling
Interpersonal roles
Interpersonal skills
31. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Stability
Informational roles
Conceptual skills
Foreign subsidary
32. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Controlling
Planning
People orientation
33. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Agressiveness
Small Business
Non managerial employees
Race
34. 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
Organization stakeholders
Sustainability
Social responsivness
Middle Managers
35. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Theory of justice view of ethics
Decisions roles
Components of the External Environment
36. 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
Agressiveness
Theory of justice view of ethics
Organizing
Transnational (border less) organization
37. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Stability
Social responsibility (corporate social responsibility or CSR)
Effectiveness
The Consultative Style
38. Individuals in an organization who direct the activities of others
Managers
Code of ethics
Global Village
The Consultative Style
39. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Leading
Outcome orientation
Sustainability
40. The view that much of an organizations success or failure is due to external forces outside managers control
Agressiveness
Middle Managers
Parochiallism
Symbolic view of management
41. Entrepreneur - Disturbance handler - resource allocator - negortiator
Four Management Functions
Decisions roles
Planning
Theory of justice view of ethics
42. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Theory of justice view of ethics
Organization stakeholders
Franchising
Organizational culture
43. An MNC that centralizes management and other decisions in the home country
External factors
Organization
Global corporation
Top managers
44. 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
Management levels
Controlling
Transnational (border less) organization
45. Supervisors responsible for directing the day to day activities of non managerial employees
Family-friendly benifits
First-line managers
Franchising
Environmental complexity
46. Goals - People and Structure
The Consultative Style
Three Characteristics of Organizations
How organizations go global
Political skills
47. 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
Omnipotent view of management
Team orientation
Global Village
48. The degree of change and complexity in an organizations enviroment
The Participative Style
Transnational (border less) organization
Interpersonal roles
Environmental uncertainty
49. A systematic arrangement of people brought together to accomplish some specific purpose
Organization
Ethinicity
Technical skills
Three Characteristics of Organizations
50. Figurehead - leader - liaison
Scientific management
Non managerial employees
People orientation
Interpersonal roles