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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. 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
Stakeholders
Omnipotent view of management
Outcome orientation
2. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Political skills
Multinational corporation (MNC)
Race
3. A boundary less world where goods and services are produced and marketed worlwide
Multi domestic corporation
Social responsivness
Social responsibility (corporate social responsibility or CSR)
Global Village
4. An MNC that centralizes management and other decisions in the home country
Global corporation
Management levels
Small Business
Social obligation
5. 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
Four Management Functions
Joint venture
Three Characteristics of Organizations
6. Includes monitoring performance comparing it with goals and correcting any significant deviations
Multinational corporation (MNC)
Small Business
Controlling
Interpersonal roles
7. Entailing making decisions or choices
Strong cultures
Decisional roles
Stability
Organization
8. Any type of international company that maintains operations in multiple countries
Rights view of ethics
Outcome orientation
Planning
Multinational corporation (MNC)
9. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Environmental complexity
Controlling
Organizational culture
Non managerial employees
10. People who work directly on a job or task and have no responsibility for overseeing the work of others
People orientation
Social obligation
Non managerial employees
Franchising
11. Factors forces situations and events outside the organization that affect its performance
Three Characteristics of Organizations
External factors
Interpersonal skills
Conceptual skills
12. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Multinational corporation (MNC)
Stakeholders
Attention to detial
13. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Conceptual skills
Management Styles
Scientific management
Attention to detial
14. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Workforce diveristy
First-line managers
Non managerial employees
15. Doing the right things or completing activities so that organizational goals are attained
Small Business
Stability
Effectiveness
Code of ethics
16. Degree to which work is organized around team rather than individuals
Theory of justice view of ethics
Multinational corporation (MNC)
Team orientation
Interpersonal skills
17. Degree to which organizational decisions and actions emphasize maintaining the status quo
Components of the External Environment
Stability
Rights view of ethics
Social responsivness
18. 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
Transnational (border less) organization
Race
Management
19. 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
Parochiallism
Symbolic view of management
Controlling
20. Cultures in which the key values are deeply held and widely shared
Political skills
Stability
Interpersonal roles
Strong cultures
21. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Small Business
Rights view of ethics
Planning
Multi domestic corporation
22. Part-time temporary and contract workers who are available for hire on an as-needed basis
Small Business
Contingent workforce
Employee Engagement
Interpersonal skills
23. An MNC that decentralizes management and other decisions to the local country where its doing business
Workforce diveristy
Organization stakeholders
Ethinicity
Multi domestic corporation
24. A managers ability to work with understand mentor and motivate other both individually and in groups
Planning
Planning
Efficency
Interpersonal skills
25. 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
Middle Managers
Small Business
Ethics
How organizations go global
26. 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
Importing
Agressiveness
Sustainability
Theory of justice view of ethics
27. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
External factors
Components of the External Environment
Conceptual skills
Management levels
28. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
Environmental uncertainty
Political skills
Social responsibility (corporate social responsibility or CSR)
29. Includes defining goals establishing strategy and developing plans to coordinate activites
Race
Agressiveness
Planning
Decisions roles
30. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Ethics
Management Styles
Family-friendly benifits
31. The view that managers are directly responsible for an organizations success or failure
Utilitarian view of ethics
Omnipotent view of management
Dimensions of organizational culture
Foreign subsidary
32. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Race
Joint venture
Transnational (border less) organization
33. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
The Participative Style
Licensing
Middle Managers
34. Job-specific knowledge and techniques needed to perform work tasks
Franchising
Small Business
Innovation and risk taking
Technical skills
35. The characteristics of a population used for purposes of social stuidies
The Consultative Style
Rights view of ethics
Code of ethics
Demographics
36. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Workforce diveristy
Organization stakeholders
Importing
37. 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
Non managerial employees
Global Village
Decisional roles
38. When employees are connected to satisfied with and enthusiastic about their jobs
Social responsivness
Employee Engagement
Global stategic alliance
Omnipotent view of management
39. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Technical skills
Organization
Organization stakeholders
Workforce diveristy
40. Supervisors responsible for directing the day to day activities of non managerial employees
Code of ethics
First-line managers
Management
Team orientation
41. Purchasing materials or labor from around the world wherever it is cheapest
Attention to detial
Global Village
Planning
Global sourcing
42. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
How organizations go global
Interpersonal roles
Omnipotent view of management
Management levels
43. A structural arrangement for global organizations that eliminates artificial geographical barries
Informational roles
Theory of justice view of ethics
Parochiallism
Transnational (border less) organization
44. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
The Participative Style
Social obligation
Social responsibility (corporate social responsibility or CSR)
Workforce diveristy
45. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Environmental uncertainty
Global sourcing
Global stategic alliance
Middle Managers
46. Doing things right or getting the most output from the least amount of inputs
Non managerial employees
The Laissez-Faire Style
Efficency
The Persuasive Style
47. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Employee Engagement
Multinational corporation (MNC)
People orientation
Franchising
48. Acquiring products made abroad and selling them domestically
Informational roles
Organizing
Importing
Parochiallism
49. Degree to which employees are encouraged to be innovative and take risks
Attention to detial
Leading
Outcome orientation
Innovation and risk taking
50. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
The Participative Style
Controlling
Four Management Functions
Social responsibility (corporate social responsibility or CSR)