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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. Involving collecting receiving and disseminating information
People orientation
Informational roles
Organizing
Dimensions of organizational culture
2. 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
Controlling
Team orientation
Employee Engagement
Informational roles
3. A systematic arrangement of people brought together to accomplish some specific purpose
Non managerial employees
Organization
Decisions roles
Rights view of ethics
4. Entailing making decisions or choices
Importing
Decisional roles
Exporting
Top managers
5. 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
Three Characteristics of Organizations
Employee Engagement
Social responsibility (corporate social responsibility or CSR)
Licensing
6. Degree to which work is organized around team rather than individuals
Non managerial employees
Three Characteristics of Organizations
Management Styles
Team orientation
7. Degree to which employees are expected to exhibit precision analysis and attention to detial
Managerial roles
Controlling
Attention to detial
Dimensions of organizational culture
8. Includes monitoring performance comparing it with goals and correcting any significant deviations
Code of ethics
Exporting
Controlling
Ethinicity
9. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Environmental complexity
Scientific management
Organization stakeholders
The Consultative Style
10. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Foreign subsidary
Theory of justice view of ethics
Planning
11. A managers ability to analyze and diagnose complex situations
Informational roles
Management Styles
Conceptual skills
Dimensions of organizational culture
12. Includes defining goals establishing strategy and developing plans to coordinate activites
Planning
Team orientation
Interpersonal skills
Exporting
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
Team orientation
Leading
Utilitarian view of ethics
Global corporation
14. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Management levels
Social obligation
Leading
Informational roles
15. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Joint venture
The Persuasive Style
Theory of justice view of ethics
Utilitarian view of ethics
16. Individuals in an organization who direct the activities of others
Managers
Planning
Informational roles
Transnational (border less) organization
17. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Contingent workforce
Theory of justice view of ethics
The Persuasive Style
Scientific management
18. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Utilitarian view of ethics
Strong cultures
Ethinicity
19. Cultures in which the key values are deeply held and widely shared
Conceptual skills
Strong cultures
Rights view of ethics
Social responsivness
20. Factors forces situations and events outside the organization that affect its performance
Importing
External factors
Utilitarian view of ethics
Environmental uncertainty
21. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Theory of justice view of ethics
Race
Strong cultures
Global sourcing
22. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Stability
Scientific management
Transnational (border less) organization
Workforce diveristy
23. Making products domestically and selling them abroad
Decisional roles
Controlling
Exporting
The Consultative Style
24. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Joint venture
Multi domestic corporation
Decisions roles
Interpersonal roles
25. 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
Multi domestic corporation
Rights view of ethics
26. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Foreign subsidary
Environmental uncertainty
Middle Managers
Components of the External Environment
27. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Informational roles
Foreign subsidary
Franchising
28. A managers ability to work with understand mentor and motivate other both individually and in groups
Organization
Interpersonal skills
Symbolic view of management
The Autocratic Style
29. Degree to which employees are aggressive and competitive rather than cooperative
The Consultative Style
Interpersonal roles
Agressiveness
Omnipotent view of management
30. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Technology
Employee Engagement
Effectiveness
31. Degree to which employees are encouraged to be innovative and take risks
Sustainability
Utilitarian view of ethics
Importing
Innovation and risk taking
32. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Rights view of ethics
Code of ethics
Management
33. Mentor - dissemination - spokesperson
First-line managers
Informational roles
Decisions roles
The Laissez-Faire Style
34. A set of rules or principles that defines right and wrong conduct
Contingent workforce
Organization stakeholders
Licensing
Ethics
35. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Joint venture
Interpersonal roles
Transnational (border less) organization
Sustainability
36. Degree to which management decision take into account the effects on people in the organization
Social responsivness
How organizations go global
People orientation
Omnipotent view of management
37. The shared values principles traditions and ways of doing things that influence the way organizational members act
Transnational (border less) organization
Organizational culture
Global corporation
Informational roles
38. 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
External factors
Workforce diveristy
Dimensions of organizational culture
Organization
39. When employees are connected to satisfied with and enthusiastic about their jobs
Multi domestic corporation
Employee Engagement
Leading
Attention to detial
40. An MNC that centralizes management and other decisions in the home country
Interpersonal skills
Rights view of ethics
Global Village
Global corporation
41. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Four Management Functions
Management Styles
Transnational (border less) organization
42. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Code of ethics
Efficency
Social obligation
43. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Social responsivness
Stability
The Consultative Style
44. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Three Characteristics of Organizations
Ethinicity
Demographics
Foreign subsidary
45. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Agressiveness
Outcome orientation
The Laissez-Faire Style
Social responsivness
46. Figurehead - leader - liaison
Licensing
Interpersonal roles
Workforce diveristy
Four Management Functions
47. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
The Participative Style
Informational roles
Top managers
Technical skills
48. 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
Social responsibility (corporate social responsibility or CSR)
Efficency
Organizing
Strong cultures
49. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Transnational (border less) organization
Management levels
Scientific management
Race
50. Purchasing materials or labor from around the world wherever it is cheapest
Conceptual skills
Rights view of ethics
Environmental uncertainty
Global sourcing