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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. A set of rules or principles that defines right and wrong conduct
Social obligation
Ethics
Managerial roles
Exporting
2. A managers ability to work with understand mentor and motivate other both individually and in groups
Organization
Planning
Stakeholders
Interpersonal skills
3. 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
Small Business
Managerial roles
Controlling
4. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Organizing
Informational roles
Technical skills
Social responsibility (corporate social responsibility or CSR)
5. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
How organizations go global
Workforce diveristy
Joint venture
Decisional roles
6. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Efficency
Symbolic view of management
Franchising
7. Purchasing materials or labor from around the world wherever it is cheapest
Multinational corporation (MNC)
Scientific management
Global sourcing
Importing
8. A managers ability to analyze and diagnose complex situations
Environmental uncertainty
Conceptual skills
Demographics
People orientation
9. Individuals in an organization who direct the activities of others
Management levels
The Consultative Style
Effectiveness
Managers
10. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Demographics
Management levels
Top managers
Organization stakeholders
11. View that says ethical decisions are made in order to enforce rules fairly and impartially
Informational roles
Social responsibility (corporate social responsibility or CSR)
How organizations go global
Theory of justice view of ethics
12. Making products domestically and selling them abroad
Transnational (border less) organization
Exporting
The Participative Style
Family-friendly benifits
13. Mentor - dissemination - spokesperson
First-line managers
Informational roles
The Laissez-Faire Style
Components of the External Environment
14. A boundary less world where goods and services are produced and marketed worlwide
Small Business
The Participative Style
Planning
Global Village
15. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Omnipotent view of management
Strong cultures
Franchising
Dimensions of organizational culture
16. 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
Controlling
Theory of justice view of ethics
Workforce diveristy
Small Business
17. Degree to which employees are aggressive and competitive rather than cooperative
Management levels
Technology
Agressiveness
Strong cultures
18. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Environmental uncertainty
Outcome orientation
Social responsibility (corporate social responsibility or CSR)
Interpersonal skills
19. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Agressiveness
Decisions roles
Stability
20. When employees are connected to satisfied with and enthusiastic about their jobs
Organizational culture
Agressiveness
Organizing
Employee Engagement
21. The view that much of an organizations success or failure is due to external forces outside managers control
Organizational culture
Symbolic view of management
First-line managers
Planning
22. 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
Managerial roles
Organizing
Conceptual skills
Ethics
23. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Technical skills
Parochiallism
Attention to detial
Global corporation
24. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Foreign subsidary
Race
Stakeholders
Leading
25. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Stakeholders
Political skills
Non managerial employees
26. Goals - People and Structure
Exporting
Family-friendly benifits
Three Characteristics of Organizations
Scientific management
27. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Middle Managers
Small Business
Interpersonal roles
People orientation
28. Involving collecting receiving and disseminating information
Technical skills
Ethics
Informational roles
Licensing
29. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Four Management Functions
Environmental uncertainty
Organizational culture
Workforce diveristy
30. An MNC that decentralizes management and other decisions to the local country where its doing business
Organizing
Managers
Licensing
Multi domestic corporation
31. 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
Effectiveness
Licensing
The Autocratic Style
Sustainability
32. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Organization stakeholders
Technology
Stakeholders
33. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Small Business
Management levels
The Persuasive Style
34. A systematic arrangement of people brought together to accomplish some specific purpose
Joint venture
Organization
Top managers
The Consultative Style
35. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Managers
Importing
People orientation
36. Doing things right or getting the most output from the least amount of inputs
Non managerial employees
Efficency
People orientation
Multinational corporation (MNC)
37. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Licensing
Decisions roles
Theory of justice view of ethics
Managerial roles
38. Figurehead - leader - liaison
Utilitarian view of ethics
Interpersonal roles
Franchising
Social responsivness
39. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Global corporation
Licensing
Demographics
Management levels
40. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Agressiveness
Interpersonal roles
Code of ethics
41. The view that managers are directly responsible for an organizations success or failure
Political skills
Omnipotent view of management
The Consultative Style
Ethics
42. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Social responsibility (corporate social responsibility or CSR)
Foreign subsidary
Ethics
Political skills
43. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Attention to detial
Contingent workforce
The Participative Style
Global sourcing
44. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Managers
Four Management Functions
Importing
Dimensions of organizational culture
45. Includes defining goals establishing strategy and developing plans to coordinate activites
Symbolic view of management
Rights view of ethics
Planning
Parochiallism
46. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Team orientation
Small Business
People orientation
47. Part-time temporary and contract workers who are available for hire on an as-needed basis
Contingent workforce
Non managerial employees
External factors
Planning
48. 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
Controlling
Environmental uncertainty
Technology
Environmental complexity
49. 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
Decisional roles
Ethics
Stability
50. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Environmental uncertainty
Innovation and risk taking
Organization stakeholders
The Persuasive Style