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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. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Multinational corporation (MNC)
Ethinicity
Franchising
People orientation
2. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Employee Engagement
Controlling
Multinational corporation (MNC)
3. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Stakeholders
Organizing
Small Business
4. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Social responsibility (corporate social responsibility or CSR)
Foreign subsidary
Management levels
Interpersonal roles
5. A boundary less world where goods and services are produced and marketed worlwide
The Participative Style
Organizing
Global Village
Global corporation
6. Involving collecting receiving and disseminating information
Managers
Managerial roles
Global stategic alliance
Informational roles
7. A systematic arrangement of people brought together to accomplish some specific purpose
Stability
Social responsibility (corporate social responsibility or CSR)
Three Characteristics of Organizations
Organization
8. Degree to which employees are expected to exhibit precision analysis and attention to detial
Transnational (border less) organization
Attention to detial
Ethinicity
Interpersonal roles
9. 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
Interpersonal skills
Management levels
Four Management Functions
10. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Global corporation
Effectiveness
Importing
Race
11. View that says ethical decisions are made in order to enforce rules fairly and impartially
Management Styles
Theory of justice view of ethics
Foreign subsidary
Symbolic view of management
12. An MNC that decentralizes management and other decisions to the local country where its doing business
Exporting
Multi domestic corporation
How organizations go global
Sustainability
13. Making products domestically and selling them abroad
Management levels
Top managers
Exporting
Foreign subsidary
14. Entailing making decisions or choices
Decisions roles
The Autocratic Style
Decisional roles
Components of the External Environment
15. 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
Transnational (border less) organization
Theory of justice view of ethics
Planning
The Participative Style
16. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Organization
Strong cultures
Team orientation
The Persuasive Style
17. Any equipment tools or operating methods that are designed to make work more efficient
Family-friendly benifits
Planning
Symbolic view of management
Technology
18. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
External factors
Rights view of ethics
Global sourcing
The Persuasive Style
19. The characteristics of a population used for purposes of social stuidies
Demographics
Informational roles
Franchising
Technology
20. A managers ability to build a power base and establish the right connections
Symbolic view of management
Sustainability
Family-friendly benifits
Political skills
21. Mentor - dissemination - spokesperson
Franchising
Informational roles
Contingent workforce
First-line managers
22. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Stability
Managers
Organization stakeholders
23. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Transnational (border less) organization
Efficency
Social obligation
The Laissez-Faire Style
24. Acquiring products made abroad and selling them domestically
Organization
Conceptual skills
Effectiveness
Importing
25. The view that much of an organizations success or failure is due to external forces outside managers control
Foreign subsidary
Symbolic view of management
Utilitarian view of ethics
Global stategic alliance
26. A set of rules or principles that defines right and wrong conduct
Leading
Strong cultures
Innovation and risk taking
Ethics
27. Job-specific knowledge and techniques needed to perform work tasks
Organizational culture
Three Characteristics of Organizations
Decisional roles
Technical skills
28. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Importing
Managerial roles
Innovation and risk taking
How organizations go global
29. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
First-line managers
Middle Managers
Top managers
30. The degree of change and complexity in an organizations enviroment
Global stategic alliance
Political skills
Environmental uncertainty
Stability
31. Entrepreneur - Disturbance handler - resource allocator - negortiator
Efficency
Global stategic alliance
Decisions roles
Symbolic view of management
32. Supervisors responsible for directing the day to day activities of non managerial employees
Managerial roles
Agressiveness
First-line managers
Outcome orientation
33. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Global corporation
Race
Top managers
34. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Organizing
Three Characteristics of Organizations
Social responsibility (corporate social responsibility or CSR)
35. The manager makes all decisions alone - with centralised authority and one-way communication.
Outcome orientation
Environmental complexity
Managers
The Autocratic Style
36. The process of getting things done effectively efficiently through and with other people
Family-friendly benifits
Global corporation
Management
Stakeholders
37. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Middle Managers
Organizing
Social obligation
Social responsivness
38. 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
Decisions roles
Outcome orientation
The Laissez-Faire Style
Organizing
39. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Managerial roles
Three Characteristics of Organizations
Utilitarian view of ethics
Leading
40. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Family-friendly benifits
Workforce diveristy
Interpersonal roles
Informational roles
41. The degree to which managers are concerned with increasing employee job satisfaction - What leadership styles are appropriate - Whether all disagreements--even constructive ones--should be eliminated
Political skills
Leading
Management Styles
Technical skills
42. When a business firm engages in social actions in response to some popular social need
Efficency
Global Village
Social responsivness
Innovation and risk taking
43. A managers ability to work with understand mentor and motivate other both individually and in groups
How organizations go global
Global Village
Management Styles
Interpersonal skills
44. Degree to which management decision take into account the effects on people in the organization
People orientation
Middle Managers
Technology
Demographics
45. Includes defining goals establishing strategy and developing plans to coordinate activites
Planning
Stability
Decisional roles
Theory of justice view of ethics
46. Degree to which organizational decisions and actions emphasize maintaining the status quo
Small Business
Environmental complexity
Stability
Innovation and risk taking
47. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Organization stakeholders
The Consultative Style
Effectiveness
Scientific management
48. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Social responsibility (corporate social responsibility or CSR)
Interpersonal roles
Technology
Employee Engagement
49. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Race
Four Management Functions
Demographics
Global Village
50. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Conceptual skills
The Participative Style
Organization stakeholders
Three Characteristics of Organizations