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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. 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
Sustainability
The Consultative Style
Management
The Persuasive Style
2. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Omnipotent view of management
Interpersonal roles
Outcome orientation
Organizational culture
3. Goals - People and Structure
Planning
Controlling
Interpersonal roles
Three Characteristics of Organizations
4. Acquiring products made abroad and selling them domestically
Theory of justice view of ethics
Planning
Importing
Non managerial employees
5. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Ethinicity
Stakeholders
Workforce diveristy
6. 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
Informational roles
Interpersonal skills
Strong cultures
7. An MNC that decentralizes management and other decisions to the local country where its doing business
Outcome orientation
Global corporation
Multi domestic corporation
Organization
8. A managers ability to analyze and diagnose complex situations
Rights view of ethics
Scientific management
Conceptual skills
Technology
9. 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
Joint venture
Workforce diveristy
Global Village
Transnational (border less) organization
10. 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
People orientation
Managers
Technology
11. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Social obligation
Scientific management
Organizing
Code of ethics
12. Doing things right or getting the most output from the least amount of inputs
Efficency
Employee Engagement
Agressiveness
Interpersonal roles
13. 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.
Planning
Informational roles
Global stategic alliance
The Laissez-Faire Style
14. Includes determining what tasks are to be done who is to do them how the tasks are to be grouped whop reports to whom and who will make decisions
Organizing
Management levels
Organizational culture
Leading
15. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
External factors
Franchising
Informational roles
Workforce diveristy
16. Making products domestically and selling them abroad
Team orientation
Non managerial employees
Exporting
Organization
17. Part-time temporary and contract workers who are available for hire on an as-needed basis
Three Characteristics of Organizations
Global corporation
Contingent workforce
Stability
18. When employees are connected to satisfied with and enthusiastic about their jobs
Employee Engagement
Dimensions of organizational culture
Outcome orientation
Managerial roles
19. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Joint venture
Strong cultures
External factors
Informational roles
20. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Global Village
Organizational culture
Management Styles
Managers
21. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
The Laissez-Faire Style
Dimensions of organizational culture
Planning
The Participative Style
22. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Organization
The Laissez-Faire Style
Management levels
23. Mentor - dissemination - spokesperson
Sustainability
Utilitarian view of ethics
Informational roles
Global corporation
24. Doing the right things or completing activities so that organizational goals are attained
Global sourcing
Leading
Effectiveness
Organization
25. An MNC that centralizes management and other decisions in the home country
Scientific management
People orientation
Controlling
Global corporation
26. The degree of change and complexity in an organizations enviroment
Exporting
Environmental uncertainty
Multi domestic corporation
Franchising
27. Job-specific knowledge and techniques needed to perform work tasks
Conceptual skills
Attention to detial
Technical skills
Employee Engagement
28. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Three Characteristics of Organizations
Technical skills
Theory of justice view of ethics
Environmental complexity
29. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Sustainability
Strong cultures
Franchising
The Participative Style
30. A structural arrangement for global organizations that eliminates artificial geographical barries
Leading
Workforce diveristy
The Consultative Style
Transnational (border less) organization
31. Supervisors responsible for directing the day to day activities of non managerial employees
Joint venture
Licensing
First-line managers
Efficency
32. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Innovation and risk taking
Utilitarian view of ethics
External factors
33. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Stability
Outcome orientation
Social responsibility (corporate social responsibility or CSR)
Parochiallism
34. Involving collecting receiving and disseminating information
Four Management Functions
Informational roles
Code of ethics
Global stategic alliance
35. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Consultative Style
The Laissez-Faire Style
Planning
Multinational corporation (MNC)
36. Entrepreneur - Disturbance handler - resource allocator - negortiator
Leading
Decisions roles
Controlling
Global Village
37. Degree to which employees are expected to exhibit precision analysis and attention to detial
Ethics
Strong cultures
Global Village
Attention to detial
38. Degree to which employees are encouraged to be innovative and take risks
Organizing
Innovation and risk taking
Dimensions of organizational culture
Leading
39. The process of getting things done effectively efficiently through and with other people
Utilitarian view of ethics
Social responsibility (corporate social responsibility or CSR)
Management
Effectiveness
40. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Family-friendly benifits
Parochiallism
Contingent workforce
Decisional roles
41. The manager makes all decisions alone - with centralised authority and one-way communication.
Ethics
The Autocratic Style
Technology
Utilitarian view of ethics
42. The characteristics of a population used for purposes of social stuidies
Innovation and risk taking
Stakeholders
Demographics
Global sourcing
43. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Team orientation
Outcome orientation
Social responsivness
Licensing
44. Individuals in an organization who direct the activities of others
Managers
Three Characteristics of Organizations
Ethinicity
Interpersonal skills
45. Includes monitoring performance comparing it with goals and correcting any significant deviations
Conceptual skills
Ethinicity
Managers
Controlling
46. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Decisional roles
Employee Engagement
Planning
47. A systematic arrangement of people brought together to accomplish some specific purpose
The Persuasive Style
Technical skills
Organization
Franchising
48. Degree to which management decision take into account the effects on people in the organization
People orientation
Multinational corporation (MNC)
Franchising
Interpersonal skills
49. 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
Political skills
Small Business
Decisional roles
Global Village
50. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Controlling
Workforce diveristy
Leading
Management levels