SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. Part-time temporary and contract workers who are available for hire on an as-needed basis
Ethics
Contingent workforce
Stability
Organizing
2. 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
Management
Global stategic alliance
Conceptual skills
3. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Joint venture
Franchising
Small Business
Organization stakeholders
4. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Family-friendly benifits
Exporting
The Persuasive Style
Environmental complexity
5. Degree to which employees are expected to exhibit precision analysis and attention to detial
Attention to detial
Strong cultures
Scientific management
Decisions roles
6. The degree of change and complexity in an organizations enviroment
Stakeholders
Technology
Political skills
Environmental uncertainty
7. Supervisors responsible for directing the day to day activities of non managerial employees
Organizing
First-line managers
Workforce diveristy
Theory of justice view of ethics
8. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stakeholders
Managerial roles
Social responsivness
Strong cultures
9. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Global corporation
Leading
Efficency
Exporting
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
Management levels
Organizing
Components of the External Environment
Foreign subsidary
11. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Four Management Functions
Political skills
Middle Managers
Controlling
12. Any equipment tools or operating methods that are designed to make work more efficient
Decisions roles
How organizations go global
Technology
Technical skills
13. An MNC that decentralizes management and other decisions to the local country where its doing business
Dimensions of organizational culture
Multi domestic corporation
Race
The Participative Style
14. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Controlling
Management
Top managers
Family-friendly benifits
15. Doing things right or getting the most output from the least amount of inputs
Informational roles
The Autocratic Style
Efficency
Management Styles
16. The manager makes all decisions alone - with centralised authority and one-way communication.
Attention to detial
The Autocratic Style
Exporting
Social responsivness
17. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Efficency
Joint venture
Ethics
Conceptual skills
18. When employees are connected to satisfied with and enthusiastic about their jobs
The Consultative Style
Workforce diveristy
Management Styles
Employee Engagement
19. Making products domestically and selling them abroad
The Persuasive Style
Social responsibility (corporate social responsibility or CSR)
Social responsivness
Exporting
20. Purchasing materials or labor from around the world wherever it is cheapest
Agressiveness
Sustainability
Managerial roles
Global sourcing
21. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Omnipotent view of management
Managers
Organization stakeholders
Controlling
22. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
External factors
The Persuasive Style
Utilitarian view of ethics
Global sourcing
23. A managers ability to analyze and diagnose complex situations
Conceptual skills
Symbolic view of management
Global sourcing
Stakeholders
24. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Interpersonal roles
Top managers
Social responsivness
Management Styles
25. The process of getting things done effectively efficiently through and with other people
Middle Managers
Management
Organization
The Consultative Style
26. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Importing
Outcome orientation
The Participative Style
Demographics
27. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
The Consultative Style
Family-friendly benifits
First-line managers
Leading
28. The view that much of an organizations success or failure is due to external forces outside managers control
External factors
Symbolic view of management
The Participative Style
Demographics
29. A systematic arrangement of people brought together to accomplish some specific purpose
Interpersonal skills
Franchising
Organization
Stakeholders
30. Goals - People and Structure
Joint venture
Multi domestic corporation
Effectiveness
Three Characteristics of Organizations
31. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Leading
Dimensions of organizational culture
Outcome orientation
Family-friendly benifits
32. 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
Small Business
Importing
Stakeholders
Foreign subsidary
33. Degree to which employees are encouraged to be innovative and take risks
Management
Organizing
Innovation and risk taking
Decisional roles
34. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Scientific management
Attention to detial
First-line managers
35. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Utilitarian view of ethics
Political skills
Non managerial employees
36. Factors forces situations and events outside the organization that affect its performance
Utilitarian view of ethics
Controlling
External factors
Exporting
37. Includes defining goals establishing strategy and developing plans to coordinate activites
Organizational culture
Planning
The Consultative Style
Global sourcing
38. Acquiring products made abroad and selling them domestically
Employee Engagement
Innovation and risk taking
Exporting
Importing
39. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Small Business
Global corporation
External factors
40. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Contingent workforce
Environmental uncertainty
Components of the External Environment
Organizing
41. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Interpersonal skills
Stability
The Consultative Style
42. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Rights view of ethics
Management Styles
The Consultative Style
Social responsibility (corporate social responsibility or CSR)
43. An MNC that centralizes management and other decisions in the home country
Global corporation
Social responsivness
Social responsibility (corporate social responsibility or CSR)
Political skills
44. 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
Global Village
Licensing
Social responsibility (corporate social responsibility or CSR)
Controlling
45. When a business firm engages in social actions in response to some popular social need
Social responsivness
Conceptual skills
Managers
Planning
46. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Middle Managers
Non managerial employees
Environmental uncertainty
Scientific management
47. Social traits such as ones cultural background or allegiance that are shared by a human population
Rights view of ethics
The Consultative Style
Ethinicity
Global corporation
48. A managers ability to build a power base and establish the right connections
Political skills
Demographics
Employee Engagement
Ethics
49. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Environmental complexity
Code of ethics
Organizational culture
Informational roles
50. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Workforce diveristy
Utilitarian view of ethics
Foreign subsidary
First-line managers