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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. When a business firm engages in social actions in response to some popular social need
Social obligation
Planning
Global Village
Social responsivness
2. Making products domestically and selling them abroad
The Consultative Style
First-line managers
Agressiveness
Exporting
3. Doing the right things or completing activities so that organizational goals are attained
Sustainability
The Participative Style
Family-friendly benifits
Effectiveness
4. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Symbolic view of management
Innovation and risk taking
The Consultative Style
Utilitarian view of ethics
5. Degree to which employees are expected to exhibit precision analysis and attention to detial
Political skills
Attention to detial
Organization
The Laissez-Faire Style
6. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Middle Managers
Environmental uncertainty
Decisional roles
7. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
How organizations go global
Planning
Employee Engagement
8. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Team orientation
Four Management Functions
Planning
Three Characteristics of Organizations
9. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Controlling
Middle Managers
Organizing
Interpersonal roles
10. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Strong cultures
Race
Dimensions of organizational culture
11. Involving collecting receiving and disseminating information
Informational roles
Omnipotent view of management
Leading
Multi domestic corporation
12. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Management Styles
Sustainability
Workforce diveristy
13. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
Technical skills
Informational roles
Franchising
14. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Informational roles
The Laissez-Faire Style
Franchising
First-line managers
15. 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
Interpersonal roles
Social obligation
Controlling
Symbolic view of management
16. Individuals in an organization who direct the activities of others
Informational roles
People orientation
Leading
Managers
17. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Dimensions of organizational culture
Three Characteristics of Organizations
Organization stakeholders
Family-friendly benifits
18. When employees are connected to satisfied with and enthusiastic about their jobs
Employee Engagement
The Laissez-Faire Style
Small Business
Race
19. Entailing making decisions or choices
Decisional roles
Middle Managers
Attention to detial
Stakeholders
20. Doing things right or getting the most output from the least amount of inputs
Team orientation
Small Business
Efficency
Global corporation
21. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Planning
Informational roles
Joint venture
Parochiallism
22. 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
Organization
Planning
Utilitarian view of ethics
Technology
23. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Parochiallism
Technology
Foreign subsidary
24. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
The Persuasive Style
Code of ethics
Management levels
25. Figurehead - leader - liaison
Controlling
Interpersonal roles
Decisional roles
Licensing
26. 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
Parochiallism
Managers
Conceptual skills
27. Cultures in which the key values are deeply held and widely shared
Demographics
Strong cultures
Employee Engagement
Stakeholders
28. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Stakeholders
Global corporation
The Participative Style
Leading
29. 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
Theory of justice view of ethics
Contingent workforce
Four Management Functions
30. A managers ability to work with understand mentor and motivate other both individually and in groups
Workforce diveristy
Management Styles
Interpersonal skills
Social obligation
31. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Global sourcing
Foreign subsidary
Management levels
The Consultative Style
32. 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
Symbolic view of management
Organizing
Omnipotent view of management
Top managers
33. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Managers
The Autocratic Style
The Persuasive Style
Agressiveness
34. Supervisors responsible for directing the day to day activities of non managerial employees
Organizational culture
Parochiallism
First-line managers
Effectiveness
35. A set of rules or principles that defines right and wrong conduct
Importing
Workforce diveristy
Social responsibility (corporate social responsibility or CSR)
Ethics
36. Any type of international company that maintains operations in multiple countries
Franchising
Demographics
Non managerial employees
Multinational corporation (MNC)
37. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Interpersonal roles
People orientation
Stakeholders
Non managerial employees
38. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Efficency
The Laissez-Faire Style
Team orientation
Management levels
39. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Management Styles
Licensing
Importing
Four Management Functions
40. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Omnipotent view of management
Social obligation
Global corporation
Ethinicity
41. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Contingent workforce
Stability
First-line managers
42. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Informational roles
Joint venture
Political skills
Middle Managers
43. A systematic arrangement of people brought together to accomplish some specific purpose
Organization
Middle Managers
Global stategic alliance
Innovation and risk taking
44. Any equipment tools or operating methods that are designed to make work more efficient
Agressiveness
The Laissez-Faire Style
Technology
Global stategic alliance
45. Factors forces situations and events outside the organization that affect its performance
Omnipotent view of management
External factors
Foreign subsidary
Environmental uncertainty
46. Includes monitoring performance comparing it with goals and correcting any significant deviations
Social obligation
Ethics
Controlling
Employee Engagement
47. Part-time temporary and contract workers who are available for hire on an as-needed basis
Licensing
Management levels
Contingent workforce
Management
48. A structural arrangement for global organizations that eliminates artificial geographical barries
Scientific management
Transnational (border less) organization
Conceptual skills
The Participative Style
49. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
Managerial roles
Global stategic alliance
Top managers
50. Acquiring products made abroad and selling them domestically
Environmental uncertainty
Importing
Decisions roles
Managerial roles