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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. Acquiring products made abroad and selling them domestically
Small Business
Multinational corporation (MNC)
Importing
Contingent workforce
2. A managers ability to analyze and diagnose complex situations
Joint venture
Top managers
Conceptual skills
Attention to detial
3. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Joint venture
Theory of justice view of ethics
Managerial roles
Ethics
4. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
People orientation
Multinational corporation (MNC)
Environmental complexity
The Consultative Style
5. A boundary less world where goods and services are produced and marketed worlwide
Technical skills
Outcome orientation
Global Village
Franchising
6. The view that much of an organizations success or failure is due to external forces outside managers control
Scientific management
Parochiallism
Symbolic view of management
Family-friendly benifits
7. Supervisors responsible for directing the day to day activities of non managerial employees
Sustainability
Efficency
Controlling
First-line managers
8. Degree to which organizational decisions and actions emphasize maintaining the status quo
Demographics
Organization stakeholders
External factors
Stability
9. Goals - People and Structure
Three Characteristics of Organizations
Rights view of ethics
Interpersonal roles
Stakeholders
10. Includes monitoring performance comparing it with goals and correcting any significant deviations
Utilitarian view of ethics
Controlling
Franchising
Four Management Functions
11. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Middle Managers
Global stategic alliance
Employee Engagement
Rights view of ethics
12. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Importing
Global corporation
Management Styles
Informational roles
13. When employees are connected to satisfied with and enthusiastic about their jobs
Employee Engagement
Scientific management
Controlling
People orientation
14. The shared values principles traditions and ways of doing things that influence the way organizational members act
Social obligation
Technical skills
Organizational culture
Planning
15. 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
Management levels
Political skills
Planning
Sustainability
16. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Organization stakeholders
Middle Managers
Decisional roles
Interpersonal roles
17. Social traits such as ones cultural background or allegiance that are shared by a human population
Global corporation
Symbolic view of management
Global sourcing
Ethinicity
18. A set of rules or principles that defines right and wrong conduct
Organization stakeholders
Four Management Functions
Ethics
The Autocratic Style
19. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
Theory of justice view of ethics
Outcome orientation
Management Styles
20. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Family-friendly benifits
The Participative Style
Agressiveness
Components of the External Environment
21. The degree of change and complexity in an organizations enviroment
Organizing
Conceptual skills
Decisions roles
Environmental uncertainty
22. 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
Conceptual skills
Controlling
People orientation
Ethinicity
23. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
The Consultative Style
Ethics
Social obligation
24. Degree to which management decision take into account the effects on people in the organization
Decisions roles
The Laissez-Faire Style
People orientation
Importing
25. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Innovation and risk taking
Controlling
Ethinicity
The Participative Style
26. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
People orientation
Components of the External Environment
Decisions roles
The Persuasive Style
27. 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
Strong cultures
Importing
Managerial roles
28. Doing the right things or completing activities so that organizational goals are attained
How organizations go global
Informational roles
The Persuasive Style
Effectiveness
29. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Ethics
Demographics
Race
Transnational (border less) organization
30. A managers ability to build a power base and establish the right connections
Political skills
Leading
How organizations go global
Strong cultures
31. 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
Transnational (border less) organization
Controlling
External factors
Leading
32. Degree to which employees are expected to exhibit precision analysis and attention to detial
Theory of justice view of ethics
Technology
Family-friendly benifits
Attention to detial
33. Involving collecting receiving and disseminating information
Organizing
Rights view of ethics
Informational roles
Management Styles
34. Figurehead - leader - liaison
Political skills
Three Characteristics of Organizations
Management
Interpersonal roles
35. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
People orientation
Leading
Interpersonal roles
Strong cultures
36. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Social obligation
Controlling
Managerial roles
Four Management Functions
37. Doing things right or getting the most output from the least amount of inputs
Efficency
Multi domestic corporation
Importing
Parochiallism
38. 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
Global sourcing
Small Business
Strong cultures
Attention to detial
39. 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.
People orientation
Global stategic alliance
Workforce diveristy
Organization
40. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Omnipotent view of management
Parochiallism
Interpersonal skills
Organizing
41. Includes defining goals establishing strategy and developing plans to coordinate activites
Planning
Social responsivness
Licensing
Global Village
42. Degree to which work is organized around team rather than individuals
Team orientation
External factors
Top managers
Rights view of ethics
43. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Technical skills
Scientific management
The Laissez-Faire Style
Managerial roles
44. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Attention to detial
Outcome orientation
Stability
45. Factors forces situations and events outside the organization that affect its performance
External factors
Omnipotent view of management
Multinational corporation (MNC)
Managerial roles
46. The view that managers are directly responsible for an organizations success or failure
Family-friendly benifits
Omnipotent view of management
External factors
Middle Managers
47. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Global stategic alliance
Strong cultures
How organizations go global
First-line managers
48. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
The Consultative Style
Dimensions of organizational culture
Multinational corporation (MNC)
How organizations go global
49. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Informational roles
Stakeholders
Exporting
The Consultative Style
50. 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
Global stategic alliance
Organizing
The Autocratic Style
Workforce diveristy