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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. 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
Controlling
Managers
Multinational corporation (MNC)
2. A set of rules or principles that defines right and wrong conduct
Scientific management
Ethics
Managers
Stability
3. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
Demographics
How organizations go global
Leading
4. 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
Stability
Organization
Controlling
Small Business
5. A boundary less world where goods and services are produced and marketed worlwide
Omnipotent view of management
Agressiveness
Global Village
Technical skills
6. People who work directly on a job or task and have no responsibility for overseeing the work of others
Leading
The Participative Style
Non managerial employees
Components of the External Environment
7. 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
Licensing
Decisional roles
Global Village
Dimensions of organizational culture
8. Figurehead - leader - liaison
Interpersonal roles
Organizational culture
First-line managers
Decisional roles
9. The view that much of an organizations success or failure is due to external forces outside managers control
Agressiveness
Top managers
Symbolic view of management
Multi domestic corporation
10. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Franchising
Political skills
People orientation
11. 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
Social responsivness
Sustainability
The Laissez-Faire Style
People orientation
12. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Management Styles
Demographics
Top managers
Leading
13. A structural arrangement for global organizations that eliminates artificial geographical barries
Contingent workforce
People orientation
Organization
Transnational (border less) organization
14. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Informational roles
Importing
The Participative Style
15. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
External factors
The Autocratic Style
First-line managers
Outcome orientation
16. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Multinational corporation (MNC)
Conceptual skills
Management Styles
Social obligation
17. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Management Styles
Family-friendly benifits
Social responsibility (corporate social responsibility or CSR)
Managerial roles
18. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Informational roles
The Consultative Style
Social obligation
Organizing
19. A managers ability to work with understand mentor and motivate other both individually and in groups
Components of the External Environment
Interpersonal roles
Interpersonal skills
Dimensions of organizational culture
20. Purchasing materials or labor from around the world wherever it is cheapest
Demographics
Global sourcing
External factors
Global stategic alliance
21. 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.
Scientific management
Managers
Global stategic alliance
First-line managers
22. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Three Characteristics of Organizations
Management levels
Exporting
23. Degree to which employees are expected to exhibit precision analysis and attention to detial
Foreign subsidary
Attention to detial
Interpersonal roles
Leading
24. 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
Race
Outcome orientation
The Autocratic Style
25. When employees are connected to satisfied with and enthusiastic about their jobs
Employee Engagement
Organizing
Strong cultures
Agressiveness
26. Degree to which management decision take into account the effects on people in the organization
Demographics
People orientation
Employee Engagement
Exporting
27. A managers ability to build a power base and establish the right connections
Political skills
Managerial roles
Leading
The Laissez-Faire Style
28. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
The Persuasive Style
Contingent workforce
Managers
29. Includes defining goals establishing strategy and developing plans to coordinate activites
Planning
Team orientation
Family-friendly benifits
Non managerial employees
30. View that says ethical decisions are made in order to enforce rules fairly and impartially
Global sourcing
Organizing
Interpersonal roles
Theory of justice view of ethics
31. Mentor - dissemination - spokesperson
Non managerial employees
Utilitarian view of ethics
Planning
Informational roles
32. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Scientific management
Theory of justice view of ethics
Franchising
33. Goals - People and Structure
Interpersonal skills
Management Styles
Race
Three Characteristics of Organizations
34. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Multinational corporation (MNC)
Non managerial employees
Scientific management
35. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Race
Contingent workforce
Organization
Environmental complexity
36. Doing the right things or completing activities so that organizational goals are attained
Agressiveness
Multinational corporation (MNC)
Effectiveness
Political skills
37. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Social responsibility (corporate social responsibility or CSR)
Managerial roles
Controlling
38. Part-time temporary and contract workers who are available for hire on an as-needed basis
Utilitarian view of ethics
Global corporation
Stability
Contingent workforce
39. Any equipment tools or operating methods that are designed to make work more efficient
Ethics
Controlling
Innovation and risk taking
Technology
40. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Non managerial employees
How organizations go global
Foreign subsidary
41. 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
Informational roles
Non managerial employees
Middle Managers
Organizing
42. The process of getting things done effectively efficiently through and with other people
Management
Franchising
Organization stakeholders
People orientation
43. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Technical skills
Scientific management
Managerial roles
Small Business
44. Entrepreneur - Disturbance handler - resource allocator - negortiator
Interpersonal skills
Technology
Decisions roles
Multi domestic corporation
45. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Franchising
Environmental complexity
Code of ethics
Symbolic view of management
46. When a business firm engages in social actions in response to some popular social need
Organization stakeholders
Social responsivness
Contingent workforce
Sustainability
47. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Technology
Global corporation
Decisions roles
Race
48. Making products domestically and selling them abroad
Strong cultures
Organizing
Global stategic alliance
Exporting
49. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
The Persuasive Style
How organizations go global
Social obligation
Stability
50. 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
Exporting
Dimensions of organizational culture
External factors
Workforce diveristy