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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 biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Rights view of ethics
Effectiveness
Race
Scientific management
2. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
The Participative Style
Four Management Functions
Decisional roles
Conceptual skills
3. A managers ability to work with understand mentor and motivate other both individually and in groups
Multi domestic corporation
Technical skills
Interpersonal skills
Controlling
4. Degree to which management decision take into account the effects on people in the organization
Theory of justice view of ethics
Employee Engagement
People orientation
The Laissez-Faire Style
5. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
First-line managers
Global corporation
Interpersonal roles
6. Degree to which employees are aggressive and competitive rather than cooperative
Decisions roles
Agressiveness
The Persuasive Style
Social responsivness
7. Figurehead - leader - liaison
Symbolic view of management
Planning
Interpersonal roles
The Consultative Style
8. 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
Informational roles
Managers
Ethinicity
Planning
9. Doing the right things or completing activities so that organizational goals are attained
Stability
Effectiveness
Symbolic view of management
Dimensions of organizational culture
10. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
People orientation
Interpersonal roles
Four Management Functions
How organizations go global
11. Degree to which employees are expected to exhibit precision analysis and attention to detial
Attention to detial
Sustainability
Exporting
Small Business
12. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
People orientation
Planning
Top managers
Employee Engagement
13. 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
Conceptual skills
Leading
Dimensions of organizational culture
People orientation
14. When a business firm engages in social actions in response to some popular social need
Small Business
Social responsivness
Efficency
Technical skills
15. 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
Symbolic view of management
Workforce diveristy
Components of the External Environment
Interpersonal roles
16. Involving collecting receiving and disseminating information
Planning
Team orientation
Informational roles
Social responsivness
17. Doing things right or getting the most output from the least amount of inputs
Efficency
Rights view of ethics
Planning
Joint venture
18. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Global corporation
Rights view of ethics
Environmental uncertainty
19. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Environmental uncertainty
Interpersonal roles
Outcome orientation
Non managerial employees
20. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Social obligation
Attention to detial
Race
Leading
21. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Contingent workforce
Stakeholders
Social responsibility (corporate social responsibility or CSR)
Leading
22. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Decisions roles
Sustainability
Environmental complexity
23. Any equipment tools or operating methods that are designed to make work more efficient
Components of the External Environment
Political skills
Technology
Scientific management
24. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Code of ethics
Decisions roles
Organization
Middle Managers
25. Mentor - dissemination - spokesperson
Race
Stakeholders
Decisional roles
Informational roles
26. Includes defining goals establishing strategy and developing plans to coordinate activites
Omnipotent view of management
Political skills
Planning
Small Business
27. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Organization
Code of ethics
Foreign subsidary
28. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Leading
Workforce diveristy
Agressiveness
Dimensions of organizational culture
29. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Theory of justice view of ethics
Rights view of ethics
Management levels
Management
30. Making products domestically and selling them abroad
Controlling
Exporting
Management
Symbolic view of management
31. Entrepreneur - Disturbance handler - resource allocator - negortiator
Attention to detial
Stakeholders
Decisions roles
External factors
32. Part-time temporary and contract workers who are available for hire on an as-needed basis
Interpersonal roles
Contingent workforce
Global corporation
Environmental complexity
33. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Omnipotent view of management
Franchising
Theory of justice view of ethics
Dimensions of organizational culture
34. 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
Social responsibility (corporate social responsibility or CSR)
Non managerial employees
Technology
Small Business
35. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Small Business
Management
Attention to detial
Social obligation
36. 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
Interpersonal roles
Environmental complexity
The Autocratic Style
Licensing
37. View that says ethical decisions are made in order to enforce rules fairly and impartially
Organizational culture
Theory of justice view of ethics
Team orientation
Technical skills
38. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Political skills
Social obligation
The Autocratic Style
Organization stakeholders
39. People who work directly on a job or task and have no responsibility for overseeing the work of others
External factors
First-line managers
Political skills
Non managerial employees
40. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Code of ethics
Team orientation
Conceptual skills
The Persuasive Style
41. A systematic arrangement of people brought together to accomplish some specific purpose
Organization
Interpersonal skills
Three Characteristics of Organizations
Environmental uncertainty
42. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organization stakeholders
Family-friendly benifits
The Laissez-Faire Style
Organizational culture
43. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Omnipotent view of management
Political skills
Utilitarian view of ethics
44. Includes monitoring performance comparing it with goals and correcting any significant deviations
Sustainability
Controlling
Management levels
External factors
45. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Decisions roles
Ethics
Workforce diveristy
46. 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.
Global stategic alliance
Organizational culture
Four Management Functions
Parochiallism
47. A boundary less world where goods and services are produced and marketed worlwide
Planning
Global Village
Omnipotent view of management
Environmental complexity
48. The view that much of an organizations success or failure is due to external forces outside managers control
Top managers
Planning
Symbolic view of management
Strong cultures
49. Degree to which organizational decisions and actions emphasize maintaining the status quo
Employee Engagement
Multi domestic corporation
Stability
Symbolic view of management
50. 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
Planning
Middle Managers
Technology