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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. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Small Business
Strong cultures
Organization stakeholders
2. Making products domestically and selling them abroad
Exporting
Importing
Ethics
Joint venture
3. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Organization stakeholders
Small Business
Managerial roles
4. A managers ability to work with understand mentor and motivate other both individually and in groups
The Consultative Style
Parochiallism
Dimensions of organizational culture
Interpersonal skills
5. 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
Organization
Parochiallism
Small Business
Race
6. Degree to which employees are expected to exhibit precision analysis and attention to detial
Utilitarian view of ethics
Political skills
Attention to detial
The Persuasive Style
7. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Attention to detial
First-line managers
Planning
8. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
The Consultative Style
Organizational culture
Top managers
The Persuasive Style
9. A managers ability to analyze and diagnose complex situations
Organizational culture
Conceptual skills
Sustainability
Global stategic alliance
10. Entailing making decisions or choices
How organizations go global
Decisional roles
Interpersonal roles
Leading
11. When employees are connected to satisfied with and enthusiastic about their jobs
Scientific management
Employee Engagement
Effectiveness
Global Village
12. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Managers
Ethics
Outcome orientation
Code of ethics
13. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Environmental uncertainty
Middle Managers
Family-friendly benifits
14. Factors forces situations and events outside the organization that affect its performance
Importing
External factors
People orientation
Efficency
15. The view that managers are directly responsible for an organizations success or failure
Components of the External Environment
Transnational (border less) organization
Omnipotent view of management
Informational roles
16. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Informational roles
Political skills
Stakeholders
The Persuasive Style
17. Involving collecting receiving and disseminating information
Management Styles
Decisional roles
Stakeholders
Informational roles
18. 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
Attention to detial
Management
Multinational corporation (MNC)
19. Includes defining goals establishing strategy and developing plans to coordinate activites
Four Management Functions
Omnipotent view of management
Leading
Planning
20. 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
Demographics
Agressiveness
Outcome orientation
Sustainability
21. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Importing
Omnipotent view of management
Management Styles
22. The degree of change and complexity in an organizations enviroment
Licensing
Technology
Environmental uncertainty
Social obligation
23. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Family-friendly benifits
Environmental uncertainty
Dimensions of organizational culture
24. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Components of the External Environment
Informational roles
Franchising
Political skills
25. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Political skills
Agressiveness
Planning
26. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Organization stakeholders
Multi domestic corporation
Dimensions of organizational culture
Demographics
27. 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
Top managers
Environmental uncertainty
Licensing
Scientific management
28. Part-time temporary and contract workers who are available for hire on an as-needed basis
Theory of justice view of ethics
Contingent workforce
Planning
Top managers
29. 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
Utilitarian view of ethics
Workforce diveristy
Environmental complexity
Informational roles
30. Includes monitoring performance comparing it with goals and correcting any significant deviations
Decisions roles
Controlling
Organizational culture
Managerial roles
31. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Global sourcing
Team orientation
Organization stakeholders
Four Management Functions
32. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Managers
Components of the External Environment
Social obligation
Management levels
33. The characteristics of a population used for purposes of social stuidies
Team orientation
Demographics
Interpersonal roles
Controlling
34. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Efficency
Technical skills
Theory of justice view of ethics
35. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Informational roles
Parochiallism
Family-friendly benifits
Management levels
36. Figurehead - leader - liaison
Decisions roles
Foreign subsidary
Interpersonal roles
Conceptual skills
37. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
The Participative Style
Workforce diveristy
Non managerial employees
38. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Joint venture
The Autocratic Style
Managers
Technical skills
39. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Decisions roles
Innovation and risk taking
The Participative Style
Managers
40. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Multinational corporation (MNC)
Franchising
Social responsibility (corporate social responsibility or CSR)
Social obligation
41. Degree to which management decision take into account the effects on people in the organization
Importing
People orientation
Interpersonal roles
Interpersonal skills
42. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Political skills
Theory of justice view of ethics
Employee Engagement
Rights view of ethics
43. The manager makes all decisions alone - with centralised authority and one-way communication.
Omnipotent view of management
Joint venture
Controlling
The Autocratic Style
44. Cultures in which the key values are deeply held and widely shared
How organizations go global
Multinational corporation (MNC)
Strong cultures
Interpersonal skills
45. 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.
Social responsivness
Global Village
Attention to detial
Global stategic alliance
46. 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
Multinational corporation (MNC)
Controlling
Social responsibility (corporate social responsibility or CSR)
Importing
47. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Dimensions of organizational culture
Leading
Management Styles
Parochiallism
48. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Theory of justice view of ethics
Efficency
Organization stakeholders
The Persuasive Style
49. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Utilitarian view of ethics
Organizational culture
Management levels
How organizations go global
50. A systematic arrangement of people brought together to accomplish some specific purpose
Informational roles
Organization
Organizing
Management levels