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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 managers ability to build a power base and establish the right connections
Theory of justice view of ethics
Team orientation
Political skills
Planning
2. 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
Sustainability
Management
Environmental complexity
Conceptual skills
3. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Components of the External Environment
Four Management Functions
Management
Organization
4. An MNC that centralizes management and other decisions in the home country
Ethinicity
Organizing
Global corporation
Management
5. Involving collecting receiving and disseminating information
Management Styles
Informational roles
The Laissez-Faire Style
Family-friendly benifits
6. Making products domestically and selling them abroad
Strong cultures
The Laissez-Faire Style
Scientific management
Exporting
7. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Symbolic view of management
Multinational corporation (MNC)
Sustainability
8. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
Effectiveness
Interpersonal roles
Management Styles
9. Degree to which work is organized around team rather than individuals
Exporting
Political skills
Organizing
Team orientation
10. The characteristics of a population used for purposes of social stuidies
Innovation and risk taking
Management Styles
Social responsivness
Demographics
11. Individuals in an organization who direct the activities of others
Leading
Managers
Transnational (border less) organization
Planning
12. Degree to which employees are encouraged to be innovative and take risks
Attention to detial
Stakeholders
Innovation and risk taking
Three Characteristics of Organizations
13. The view that much of an organizations success or failure is due to external forces outside managers control
Outcome orientation
Symbolic view of management
Omnipotent view of management
Ethinicity
14. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Organizing
Social responsivness
Parochiallism
15. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
The Autocratic Style
Four Management Functions
Environmental uncertainty
16. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Management
Global stategic alliance
Multi domestic corporation
Code of ethics
17. A set of rules or principles that defines right and wrong conduct
Theory of justice view of ethics
Ethics
Effectiveness
Licensing
18. 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 complexity
Leading
Joint venture
19. 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
Organizing
Management levels
Ethics
20. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Licensing
Organizing
Components of the External Environment
Management Styles
21. Entrepreneur - Disturbance handler - resource allocator - negortiator
Organizing
Decisions roles
Code of ethics
Social responsibility (corporate social responsibility or CSR)
22. Cultures in which the key values are deeply held and widely shared
Three Characteristics of Organizations
Strong cultures
External factors
Organization stakeholders
23. Goals - People and Structure
Three Characteristics of Organizations
Managers
Omnipotent view of management
Social responsibility (corporate social responsibility or CSR)
24. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Organizational culture
Contingent workforce
Technical skills
25. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
The Consultative Style
Organizing
Multi domestic corporation
Environmental complexity
26. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
The Participative Style
Joint venture
Management
Leading
27. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Social responsibility (corporate social responsibility or CSR)
Parochiallism
Components of the External Environment
Dimensions of organizational culture
28. Degree to which employees are expected to exhibit precision analysis and attention to detial
Management levels
Utilitarian view of ethics
Attention to detial
Sustainability
29. Degree to which employees are aggressive and competitive rather than cooperative
Middle Managers
Agressiveness
Ethinicity
Foreign subsidary
30. Degree to which management decision take into account the effects on people in the organization
Organizational culture
Interpersonal roles
Managers
People orientation
31. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Managerial roles
Ethinicity
Global sourcing
Franchising
32. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Management
The Autocratic Style
Race
Environmental complexity
33. 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
Employee Engagement
Small Business
Global stategic alliance
34. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
The Participative Style
People orientation
Rights view of ethics
Team orientation
35. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Leading
Four Management Functions
Conceptual skills
Organization stakeholders
36. Entailing making decisions or choices
Conceptual skills
Importing
Decisional roles
Family-friendly benifits
37. Mentor - dissemination - spokesperson
Organization stakeholders
Informational roles
Transnational (border less) organization
Family-friendly benifits
38. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Stability
Social obligation
Transnational (border less) organization
Global Village
39. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stakeholders
The Consultative Style
Organizing
Controlling
40. Acquiring products made abroad and selling them domestically
Ethinicity
Utilitarian view of ethics
Importing
Strong cultures
41. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Code of ethics
Managerial roles
Outcome orientation
The Laissez-Faire Style
42. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Planning
Top managers
Social responsivness
43. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Informational roles
Three Characteristics of Organizations
Middle Managers
44. 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
Licensing
External factors
Global sourcing
45. 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
Small Business
Exporting
Importing
Global sourcing
46. A systematic arrangement of people brought together to accomplish some specific purpose
Interpersonal skills
First-line managers
Organization
Foreign subsidary
47. Any type of international company that maintains operations in multiple countries
Technology
Political skills
Family-friendly benifits
Multinational corporation (MNC)
48. Degree to which organizational decisions and actions emphasize maintaining the status quo
Management
Utilitarian view of ethics
External factors
Stability
49. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Technology
Global Village
Team orientation
50. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
The Participative Style
Importing
Joint venture
Informational roles