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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. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Technical skills
Interpersonal roles
Joint venture
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
Dimensions of organizational culture
Interpersonal skills
First-line managers
3. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Multinational corporation (MNC)
Strong cultures
Management Styles
Stability
4. Figurehead - leader - liaison
Four Management Functions
The Participative Style
Interpersonal roles
Organizational culture
5. 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
Four Management Functions
Controlling
Management
6. The process of getting things done effectively efficiently through and with other people
People orientation
Management
Ethinicity
Code of ethics
7. Doing the right things or completing activities so that organizational goals are attained
Controlling
Middle Managers
Environmental uncertainty
Effectiveness
8. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
Transnational (border less) organization
The Autocratic Style
Decisional roles
9. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Organization
Innovation and risk taking
Dimensions of organizational culture
Components of the External Environment
10. Entailing making decisions or choices
Technology
Joint venture
Decisional roles
Innovation and risk taking
11. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Family-friendly benifits
Global corporation
Organization
12. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Workforce diveristy
Small Business
The Persuasive Style
Code of ethics
13. Includes defining goals establishing strategy and developing plans to coordinate activites
Management Styles
Management
Planning
Dimensions of organizational culture
14. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Innovation and risk taking
Outcome orientation
Parochiallism
How organizations go global
15. 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
Effectiveness
Multi domestic corporation
Organizing
The Persuasive Style
16. 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
Demographics
Organizing
Leading
Informational roles
17. Degree to which organizational decisions and actions emphasize maintaining the status quo
Conceptual skills
Social obligation
Organizational culture
Stability
18. Making products domestically and selling them abroad
Managerial roles
Exporting
Organizing
Small Business
19. Cultures in which the key values are deeply held and widely shared
Code of ethics
Strong cultures
Organizing
Organization stakeholders
20. Degree to which work is organized around team rather than individuals
Team orientation
Environmental uncertainty
Transnational (border less) organization
Symbolic view of management
21. Part-time temporary and contract workers who are available for hire on an as-needed basis
Three Characteristics of Organizations
Contingent workforce
Utilitarian view of ethics
Sustainability
22. Degree to which employees are expected to exhibit precision analysis and attention to detial
Informational roles
Attention to detial
Global sourcing
Small Business
23. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Parochiallism
Stakeholders
First-line managers
Demographics
24. A set of rules or principles that defines right and wrong conduct
Ethics
Rights view of ethics
Management levels
Controlling
25. A managers ability to build a power base and establish the right connections
Political skills
Sustainability
The Persuasive Style
Managerial roles
26. Degree to which management decision take into account the effects on people in the organization
Joint venture
People orientation
Parochiallism
Controlling
27. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Rights view of ethics
Technology
Race
28. Mentor - dissemination - spokesperson
Small Business
Informational roles
Controlling
Ethinicity
29. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Licensing
Foreign subsidary
Multi domestic corporation
Contingent workforce
30. 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
Stakeholders
The Laissez-Faire Style
Licensing
Organizing
31. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Code of ethics
Social obligation
Multinational corporation (MNC)
Joint venture
32. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Management levels
Social obligation
Contingent workforce
Family-friendly benifits
33. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Joint venture
The Autocratic Style
Rights view of ethics
34. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Licensing
Informational roles
The Persuasive Style
Leading
35. Acquiring products made abroad and selling them domestically
The Laissez-Faire Style
Environmental uncertainty
Importing
Agressiveness
36. Includes monitoring performance comparing it with goals and correcting any significant deviations
Managerial roles
Decisional roles
Controlling
Agressiveness
37. The characteristics of a population used for purposes of social stuidies
Decisional roles
Multi domestic corporation
Demographics
Contingent workforce
38. People who work directly on a job or task and have no responsibility for overseeing the work of others
Multinational corporation (MNC)
Theory of justice view of ethics
Non managerial employees
Management levels
39. Involving collecting receiving and disseminating information
Informational roles
Scientific management
Conceptual skills
Controlling
40. View that says ethical decisions are made in order to enforce rules fairly and impartially
Innovation and risk taking
Race
Theory of justice view of ethics
Code of ethics
41. A structural arrangement for global organizations that eliminates artificial geographical barries
Rights view of ethics
Transnational (border less) organization
Effectiveness
Workforce diveristy
42. A managers ability to analyze and diagnose complex situations
Decisions roles
Leading
Conceptual skills
Transnational (border less) organization
43. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Leading
Organizing
How organizations go global
Social obligation
44. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Non managerial employees
First-line managers
Theory of justice view of ethics
45. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
Scientific management
Stability
Three Characteristics of Organizations
46. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Multinational corporation (MNC)
Demographics
Management
The Consultative Style
47. Purchasing materials or labor from around the world wherever it is cheapest
Leading
Controlling
Global sourcing
Exporting
48. Supervisors responsible for directing the day to day activities of non managerial employees
How organizations go global
First-line managers
Rights view of ethics
Management Styles
49. Social traits such as ones cultural background or allegiance that are shared by a human population
Political skills
Ethinicity
Management levels
Transnational (border less) organization
50. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Multi domestic corporation
Parochiallism
Theory of justice view of ethics
Importing