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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. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Race
Exporting
Dimensions of organizational culture
Managerial roles
2. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Managerial roles
Informational roles
Technology
3. When a business firm engages in social actions in response to some popular social need
Stakeholders
Social responsivness
Ethics
Organization
4. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Ethics
Organization stakeholders
Management Styles
Franchising
5. Degree to which organizational decisions and actions emphasize maintaining the status quo
Management Styles
Franchising
Stability
Efficency
6. 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
Environmental complexity
Management levels
Conceptual skills
Controlling
7. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Importing
Transnational (border less) organization
The Laissez-Faire Style
External factors
8. 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
The Autocratic Style
Team orientation
Decisional roles
Leading
9. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Interpersonal roles
The Participative Style
Outcome orientation
Controlling
10. 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
People orientation
Employee Engagement
Organizing
Components of the External Environment
11. The process of getting things done effectively efficiently through and with other people
Scientific management
Management
Leading
Global stategic alliance
12. A managers ability to analyze and diagnose complex situations
Conceptual skills
Rights view of ethics
Multinational corporation (MNC)
Innovation and risk taking
13. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Organizational culture
Contingent workforce
Employee Engagement
14. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Managerial roles
Licensing
Workforce diveristy
Family-friendly benifits
15. People who work directly on a job or task and have no responsibility for overseeing the work of others
Leading
Non managerial employees
Social responsibility (corporate social responsibility or CSR)
Ethics
16. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
How organizations go global
People orientation
Organizing
17. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Transnational (border less) organization
Stakeholders
Management
Workforce diveristy
18. When employees are connected to satisfied with and enthusiastic about their jobs
Informational roles
Race
Dimensions of organizational culture
Employee Engagement
19. Job-specific knowledge and techniques needed to perform work tasks
Global stategic alliance
Technical skills
Agressiveness
Outcome orientation
20. Degree to which employees are expected to exhibit precision analysis and attention to detial
Attention to detial
Planning
Symbolic view of management
Ethics
21. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Interpersonal roles
Political skills
Franchising
Components of the External Environment
22. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
Political skills
Symbolic view of management
Multi domestic corporation
23. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Joint venture
Innovation and risk taking
Planning
Demographics
24. 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
Managers
How organizations go global
Organizing
Multi domestic corporation
25. A structural arrangement for global organizations that eliminates artificial geographical barries
Informational roles
Ethinicity
Planning
Transnational (border less) organization
26. The degree of change and complexity in an organizations enviroment
Code of ethics
The Laissez-Faire Style
Environmental uncertainty
Utilitarian view of ethics
27. Factors forces situations and events outside the organization that affect its performance
Omnipotent view of management
External factors
Environmental complexity
First-line managers
28. 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
Interpersonal skills
Planning
Leading
29. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Social responsibility (corporate social responsibility or CSR)
Contingent workforce
Innovation and risk taking
Stability
30. 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
Omnipotent view of management
Sustainability
Organizational culture
Foreign subsidary
31. View that says ethical decisions are made in order to enforce rules fairly and impartially
Family-friendly benifits
Informational roles
Management levels
Theory of justice view of ethics
32. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Global Village
Technical skills
Parochiallism
Organizing
33. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Technology
Leading
Technical skills
Ethics
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
Leading
Small Business
Attention to detial
Political skills
35. Includes defining goals establishing strategy and developing plans to coordinate activites
People orientation
Controlling
Planning
Technology
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
Licensing
First-line managers
Interpersonal roles
Technology
37. A managers ability to build a power base and establish the right connections
Political skills
Interpersonal roles
Agressiveness
Interpersonal roles
38. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Sustainability
Social obligation
The Participative Style
39. Degree to which employees are aggressive and competitive rather than cooperative
Controlling
Environmental complexity
The Laissez-Faire Style
Agressiveness
40. Doing things right or getting the most output from the least amount of inputs
Outcome orientation
Efficency
Social responsibility (corporate social responsibility or CSR)
Dimensions of organizational culture
41. Individuals in an organization who direct the activities of others
Interpersonal roles
First-line managers
Managers
Four Management Functions
42. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Exporting
Global sourcing
Global stategic alliance
43. Purchasing materials or labor from around the world wherever it is cheapest
Leading
Global sourcing
Components of the External Environment
Managers
44. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Sustainability
Leading
Stakeholders
Foreign subsidary
45. Involving collecting receiving and disseminating information
Informational roles
People orientation
Dimensions of organizational culture
Global sourcing
46. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
First-line managers
The Persuasive Style
Attention to detial
How organizations go global
47. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Global stategic alliance
Attention to detial
Global Village
Four Management Functions
48. A managers ability to work with understand mentor and motivate other both individually and in groups
Social responsibility (corporate social responsibility or CSR)
Conceptual skills
Interpersonal skills
Symbolic view of management
49. A set of rules or principles that defines right and wrong conduct
Contingent workforce
Ethics
Importing
Management
50. Entrepreneur - Disturbance handler - resource allocator - negortiator
Planning
Decisions roles
Non managerial employees
Technology