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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. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Components of the External Environment
Technical skills
Four Management Functions
How organizations go global
2. An MNC that centralizes management and other decisions in the home country
Organizing
The Laissez-Faire Style
Organizing
Global corporation
3. Includes defining goals establishing strategy and developing plans to coordinate activites
Ethics
Attention to detial
Planning
Agressiveness
4. A managers ability to work with understand mentor and motivate other both individually and in groups
Interpersonal skills
Management levels
Organizing
Scientific management
5. Acquiring products made abroad and selling them domestically
Multinational corporation (MNC)
Multi domestic corporation
Importing
Decisional roles
6. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Omnipotent view of management
Informational roles
Environmental uncertainty
7. A managers ability to build a power base and establish the right connections
Social responsibility (corporate social responsibility or CSR)
Demographics
Management
Political skills
8. A partnership between an organization and a foreign company partners in which both share resources and knowledge in developing new products of building production facilities.
Conceptual skills
Informational roles
Components of the External Environment
Global stategic alliance
9. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
The Autocratic Style
Scientific management
Utilitarian view of ethics
Informational roles
10. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Management
Interpersonal roles
Stakeholders
Four Management Functions
11. 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
Organizing
Small Business
Leading
Decisional roles
12. 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
Four Management Functions
Planning
Importing
13. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Workforce diveristy
Components of the External Environment
The Autocratic Style
14. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Controlling
Effectiveness
Contingent workforce
The Participative Style
15. The manager makes all decisions alone - with centralised authority and one-way communication.
Multi domestic corporation
The Autocratic Style
Exporting
Scientific management
16. The characteristics of a population used for purposes of social stuidies
Informational roles
Demographics
The Autocratic Style
Management
17. 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
Informational roles
Planning
The Consultative Style
Organizing
18. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Political skills
Organization stakeholders
Social obligation
Licensing
19. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Effectiveness
Decisions roles
Licensing
20. The degree of change and complexity in an organizations enviroment
First-line managers
Effectiveness
Environmental uncertainty
Managerial roles
21. A set of rules or principles that defines right and wrong conduct
Strong cultures
Components of the External Environment
Scientific management
Ethics
22. 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
Agressiveness
Sustainability
Management
Interpersonal skills
23. Supervisors responsible for directing the day to day activities of non managerial employees
Leading
First-line managers
Social obligation
Organization stakeholders
24. 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
Strong cultures
Controlling
Agressiveness
Workforce diveristy
25. Cultures in which the key values are deeply held and widely shared
Strong cultures
Utilitarian view of ethics
Joint venture
Sustainability
26. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Technology
Utilitarian view of ethics
Four Management Functions
Foreign subsidary
27. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Interpersonal roles
Contingent workforce
Outcome orientation
Middle Managers
28. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Leading
Dimensions of organizational culture
Interpersonal roles
Managerial roles
29. Degree to which work is organized around team rather than individuals
Informational roles
Team orientation
Global sourcing
Omnipotent view of management
30. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Three Characteristics of Organizations
Management Styles
Code of ethics
Strong cultures
31. The process of getting things done effectively efficiently through and with other people
Global stategic alliance
Innovation and risk taking
Management
Omnipotent view of management
32. Any equipment tools or operating methods that are designed to make work more efficient
Managerial roles
Employee Engagement
Conceptual skills
Technology
33. Mentor - dissemination - spokesperson
Global corporation
Parochiallism
Informational roles
Theory of justice view of ethics
34. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Managerial roles
The Participative Style
Utilitarian view of ethics
First-line managers
35. Degree to which management decision take into account the effects on people in the organization
People orientation
Leading
Innovation and risk taking
Code of ethics
36. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Employee Engagement
Foreign subsidary
Top managers
The Laissez-Faire Style
37. When employees are connected to satisfied with and enthusiastic about their jobs
Parochiallism
Environmental complexity
Employee Engagement
Code of ethics
38. Degree to which employees are aggressive and competitive rather than cooperative
Outcome orientation
The Consultative Style
Global stategic alliance
Agressiveness
39. Entailing making decisions or choices
Leading
Stability
Decisional roles
Demographics
40. Any type of international company that maintains operations in multiple countries
Ethics
Importing
Multinational corporation (MNC)
Interpersonal skills
41. A managers ability to analyze and diagnose complex situations
Outcome orientation
The Participative Style
Team orientation
Conceptual skills
42. A boundary less world where goods and services are produced and marketed worlwide
Leading
Rights view of ethics
Global Village
First-line managers
43. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Team orientation
Interpersonal roles
Code of ethics
44. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Effectiveness
Strong cultures
Ethinicity
Management levels
45. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Four Management Functions
How organizations go global
Franchising
Management
46. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Technical skills
Strong cultures
Decisional roles
Franchising
47. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Outcome orientation
External factors
The Laissez-Faire Style
Symbolic view of management
48. Individuals in an organization who direct the activities of others
Rights view of ethics
Managers
Conceptual skills
Management
49. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
Strong cultures
Code of ethics
Family-friendly benifits
50. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Outcome orientation
Interpersonal skills
Ethics