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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. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Organization stakeholders
Foreign subsidary
Stakeholders
2. Any type of international company that maintains operations in multiple countries
Franchising
Rights view of ethics
Multinational corporation (MNC)
Informational roles
3. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Planning
First-line managers
Utilitarian view of ethics
4. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
The Persuasive Style
Organizing
Dimensions of organizational culture
Exporting
5. 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
Leading
Social obligation
Organizational culture
Components of the External Environment
6. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Importing
Symbolic view of management
Joint venture
Scientific management
7. A managers ability to analyze and diagnose complex situations
Conceptual skills
Demographics
Symbolic view of management
Small Business
8. Cultures in which the key values are deeply held and widely shared
Global stategic alliance
Stakeholders
Strong cultures
Exporting
9. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Foreign subsidary
Technology
Decisions roles
Managerial roles
10. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Rights view of ethics
Omnipotent view of management
Informational roles
Components of the External Environment
11. Goals - People and Structure
Organizational culture
Middle Managers
Three Characteristics of Organizations
Licensing
12. 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
Franchising
Scientific management
Dimensions of organizational culture
13. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Organization
Importing
Workforce diveristy
14. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Global stategic alliance
How organizations go global
Omnipotent view of management
Franchising
15. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Planning
Outcome orientation
Team orientation
16. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Social obligation
Sustainability
The Autocratic Style
17. 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
Transnational (border less) organization
Top managers
Non managerial employees
18. 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
Interpersonal roles
Organizing
Organization stakeholders
Symbolic view of management
19. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Decisions roles
Franchising
Top managers
Ethics
20. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Management Styles
Global corporation
Top managers
21. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Management Styles
First-line managers
Global corporation
Stakeholders
22. Purchasing materials or labor from around the world wherever it is cheapest
Controlling
Global sourcing
Leading
Contingent workforce
23. Degree to which management decision take into account the effects on people in the organization
People orientation
Global corporation
Technical skills
Omnipotent view of management
24. 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
Sustainability
Interpersonal roles
Foreign subsidary
Planning
25. Entailing making decisions or choices
Omnipotent view of management
Decisional roles
Dimensions of organizational culture
Stability
26. A managers ability to work with understand mentor and motivate other both individually and in groups
Importing
Social obligation
Interpersonal skills
The Autocratic Style
27. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Components of the External Environment
Environmental complexity
Multi domestic corporation
Code of ethics
28. Doing things right or getting the most output from the least amount of inputs
Efficency
Middle Managers
Code of ethics
Environmental uncertainty
29. Individuals in an organization who direct the activities of others
Interpersonal skills
Transnational (border less) organization
Managers
Outcome orientation
30. The manager makes all decisions alone - with centralised authority and one-way communication.
Technical skills
The Autocratic Style
Agressiveness
Interpersonal roles
31. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Planning
Team orientation
How organizations go global
32. Social traits such as ones cultural background or allegiance that are shared by a human population
Organization
Ethinicity
Non managerial employees
Rights view of ethics
33. Degree to which employees are encouraged to be innovative and take risks
Team orientation
Controlling
Innovation and risk taking
Social responsivness
34. The characteristics of a population used for purposes of social stuidies
Ethics
Workforce diveristy
Four Management Functions
Demographics
35. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Middle Managers
The Participative Style
Social obligation
The Persuasive Style
36. The view that much of an organizations success or failure is due to external forces outside managers control
Agressiveness
Symbolic view of management
Foreign subsidary
Components of the External Environment
37. 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
Workforce diveristy
Stakeholders
Code of ethics
Organizing
38. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Planning
The Laissez-Faire Style
Environmental uncertainty
Parochiallism
39. Degree to which employees are expected to exhibit precision analysis and attention to detial
External factors
Attention to detial
Political skills
Foreign subsidary
40. 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
Multinational corporation (MNC)
Demographics
Strong cultures
41. Job-specific knowledge and techniques needed to perform work tasks
Decisional roles
Technical skills
Technology
Four Management Functions
42. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Exporting
Decisions roles
Parochiallism
Innovation and risk taking
43. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stakeholders
Parochiallism
Importing
Controlling
44. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Licensing
Leading
External factors
Informational roles
45. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Interpersonal roles
The Persuasive Style
Ethics
The Consultative Style
46. View that says ethical decisions are made solely on the basis of their outcomes or consequences
The Autocratic Style
Utilitarian view of ethics
Leading
Decisions roles
47. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Management
Management Styles
Global stategic alliance
48. The shared values principles traditions and ways of doing things that influence the way organizational members act
Interpersonal roles
Organizational culture
Race
Effectiveness
49. The process of getting things done effectively efficiently through and with other people
Stability
Demographics
Management
Conceptual skills
50. 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
Informational roles
Code of ethics
Small Business
Management levels