Test your basic knowledge |

Management

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. 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






2. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.






3. A managers ability to build a power base and establish the right connections






4. A managers ability to analyze and diagnose complex situations






5. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.






6. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment






7. The shared values principles traditions and ways of doing things that influence the way organizational members act






8. Individuals in an organization who direct the activities of others






9. Figurehead - leader - liaison






10. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.






11. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities






12. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts






13. Making products domestically and selling them abroad






14. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components






15. When a business firm engages in social actions in response to some popular social need






16. Includes monitoring performance comparing it with goals and correcting any significant deviations






17. A systematic arrangement of people brought together to accomplish some specific purpose






18. Social traits such as ones cultural background or allegiance that are shared by a human population






19. Part-time temporary and contract workers who are available for hire on an as-needed basis






20. Entailing making decisions or choices






21. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.






22. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`






23. 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.






24. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.






25. A set of rules or principles that defines right and wrong conduct






26. A boundary less world where goods and services are produced and marketed worlwide






27. Any type of international company that maintains operations in multiple countries






28. People who work directly on a job or task and have no responsibility for overseeing the work of others






29. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods






30. Any equipment tools or operating methods that are designed to make work more efficient






31. A managers ability to work with understand mentor and motivate other both individually and in groups






32. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.






33. Acquiring products made abroad and selling them domestically






34. Doing things right or getting the most output from the least amount of inputs






35. A structural arrangement for global organizations that eliminates artificial geographical barries






36. Degree to which work is organized around team rather than individuals






37. Doing the right things or completing activities so that organizational goals are attained






38. The degree of change and complexity in an organizations enviroment






39. Cultures in which the key values are deeply held and widely shared






40. 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






41. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire






42. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done






43. 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






44. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.






45. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature






46. 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






47. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.






48. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves






49. Degree to which employees are aggressive and competitive rather than cooperative






50. The view that managers are directly responsible for an organizations success or failure