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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. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Social obligation
Components of the External Environment
Multi domestic corporation
Decisional roles
2. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Franchising
Interpersonal roles
Planning
3. Involving collecting receiving and disseminating information
Sustainability
Informational roles
Innovation and risk taking
Attention to detial
4. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Management levels
Importing
Foreign subsidary
Efficency
5. Entailing making decisions or choices
Contingent workforce
People orientation
Decisional roles
Leading
6. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Family-friendly benifits
Workforce diveristy
Management levels
Stability
7. A managers ability to analyze and diagnose complex situations
Leading
Conceptual skills
Controlling
Effectiveness
8. Degree to which employees are expected to exhibit precision analysis and attention to detial
External factors
Global stategic alliance
Attention to detial
The Participative Style
9. Factors forces situations and events outside the organization that affect its performance
Effectiveness
Scientific management
Multinational corporation (MNC)
External factors
10. The degree of change and complexity in an organizations enviroment
Effectiveness
Symbolic view of management
Environmental uncertainty
Family-friendly benifits
11. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Dimensions of organizational culture
The Participative Style
Organizing
Four Management Functions
12. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Conceptual skills
External factors
The Consultative Style
First-line managers
13. When employees are connected to satisfied with and enthusiastic about their jobs
Interpersonal roles
The Autocratic Style
Informational roles
Employee Engagement
14. Figurehead - leader - liaison
The Consultative Style
Interpersonal roles
Organizational culture
Ethinicity
15. People who work directly on a job or task and have no responsibility for overseeing the work of others
Code of ethics
Non managerial employees
Top managers
Employee Engagement
16. 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
Transnational (border less) organization
Importing
Sustainability
Omnipotent view of management
17. 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
Planning
Decisional roles
Middle Managers
Non managerial employees
18. Individuals in an organization who direct the activities of others
Management Styles
Dimensions of organizational culture
Parochiallism
Managers
19. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
First-line managers
Management Styles
Race
20. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Organizational culture
Managerial roles
Demographics
Environmental complexity
21. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Components of the External Environment
The Laissez-Faire Style
Demographics
Global corporation
22. A set of rules or principles that defines right and wrong conduct
Organizing
Ethics
Stability
The Persuasive Style
23. Mentor - dissemination - spokesperson
Management
Informational roles
Organizational culture
Social responsibility (corporate social responsibility or CSR)
24. 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.
The Persuasive Style
Global stategic alliance
Importing
Organizational culture
25. A structural arrangement for global organizations that eliminates artificial geographical barries
Code of ethics
Technology
Effectiveness
Transnational (border less) organization
26. When a business firm engages in social actions in response to some popular social need
Contingent workforce
The Autocratic Style
Social responsivness
How organizations go global
27. Job-specific knowledge and techniques needed to perform work tasks
Global sourcing
Technical skills
Interpersonal roles
Stability
28. A managers ability to work with understand mentor and motivate other both individually and in groups
Components of the External Environment
Management levels
Interpersonal skills
Family-friendly benifits
29. Part-time temporary and contract workers who are available for hire on an as-needed basis
Dimensions of organizational culture
Environmental complexity
Contingent workforce
Multinational corporation (MNC)
30. Purchasing materials or labor from around the world wherever it is cheapest
Rights view of ethics
Planning
Global sourcing
Importing
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
Employee Engagement
Theory of justice view of ethics
First-line managers
Licensing
32. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Joint venture
Social obligation
Technology
Middle Managers
33. View that says ethical decisions are made in order to enforce rules fairly and impartially
Agressiveness
Global sourcing
Attention to detial
Theory of justice view of ethics
34. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
The Participative Style
Multi domestic corporation
Code of ethics
35. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Decisional roles
Interpersonal roles
Leading
Components of the External Environment
36. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Workforce diveristy
The Laissez-Faire Style
Management Styles
Licensing
37. Includes defining goals establishing strategy and developing plans to coordinate activites
Planning
Management Styles
Political skills
Social responsivness
38. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Social obligation
Top managers
Employee Engagement
Small Business
39. 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
Organization stakeholders
Team orientation
Decisional roles
40. 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
Team orientation
Interpersonal roles
Workforce diveristy
41. A boundary less world where goods and services are produced and marketed worlwide
The Participative Style
Global Village
Scientific management
Managers
42. Doing the right things or completing activities so that organizational goals are attained
The Laissez-Faire Style
Parochiallism
Effectiveness
Omnipotent view of management
43. 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
Effectiveness
Organizing
Conceptual skills
Transnational (border less) organization
44. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Interpersonal skills
Three Characteristics of Organizations
Team orientation
Outcome orientation
45. Any equipment tools or operating methods that are designed to make work more efficient
Dimensions of organizational culture
Importing
Technology
Attention to detial
46. 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
Interpersonal roles
Scientific management
Workforce diveristy
Management Styles
47. Degree to which work is organized around team rather than individuals
Foreign subsidary
Decisions roles
Team orientation
Social responsibility (corporate social responsibility or CSR)
48. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Rights view of ethics
Global corporation
Utilitarian view of ethics
Innovation and risk taking
49. Degree to which organizational decisions and actions emphasize maintaining the status quo
Social obligation
Team orientation
Stability
Workforce diveristy
50. Cultures in which the key values are deeply held and widely shared
Family-friendly benifits
Middle Managers
Organizing
Strong cultures