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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. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Controlling
Multi domestic corporation
Conceptual skills
The Consultative Style
2. An MNC that centralizes management and other decisions in the home country
Global corporation
External factors
Global sourcing
Components of the External Environment
3. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Dimensions of organizational culture
Symbolic view of management
The Persuasive Style
Stakeholders
4. 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
Non managerial employees
Leading
Code of ethics
Organizing
5. A managers ability to work with understand mentor and motivate other both individually and in groups
Stability
Global corporation
Organization stakeholders
Interpersonal skills
6. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
The Autocratic Style
How organizations go global
Effectiveness
7. A structural arrangement for global organizations that eliminates artificial geographical barries
Planning
Transnational (border less) organization
Social responsibility (corporate social responsibility or CSR)
Code of ethics
8. Goals - People and Structure
Franchising
Three Characteristics of Organizations
Interpersonal skills
Foreign subsidary
9. The shared values principles traditions and ways of doing things that influence the way organizational members act
Demographics
Organizational culture
Planning
Importing
10. Degree to which organizational decisions and actions emphasize maintaining the status quo
Social responsivness
Theory of justice view of ethics
The Laissez-Faire Style
Stability
11. Any type of international company that maintains operations in multiple countries
Rights view of ethics
Environmental uncertainty
Multinational corporation (MNC)
Demographics
12. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Theory of justice view of ethics
Managers
Controlling
13. Part-time temporary and contract workers who are available for hire on an as-needed basis
External factors
Management levels
Contingent workforce
Sustainability
14. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Social obligation
Dimensions of organizational culture
Effectiveness
Three Characteristics of Organizations
15. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Social obligation
Multi domestic corporation
Attention to detial
16. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Scientific management
How organizations go global
Social responsivness
Code of ethics
17. Degree to which work is organized around team rather than individuals
Sustainability
Team orientation
Omnipotent view of management
How organizations go global
18. Mentor - dissemination - spokesperson
Sustainability
Attention to detial
Organization stakeholders
Informational roles
19. Acquiring products made abroad and selling them domestically
Ethinicity
Foreign subsidary
Importing
External factors
20. A managers ability to analyze and diagnose complex situations
Organization
Management
Conceptual skills
Environmental uncertainty
21. 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
External factors
Team orientation
Controlling
Demographics
22. Any equipment tools or operating methods that are designed to make work more efficient
Efficency
Organizing
Licensing
Technology
23. A systematic arrangement of people brought together to accomplish some specific purpose
Middle Managers
Team orientation
Organizing
Organization
24. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Informational roles
Four Management Functions
Management Styles
Theory of justice view of ethics
25. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Multi domestic corporation
Joint venture
Franchising
Middle Managers
26. The degree of change and complexity in an organizations enviroment
Efficency
Parochiallism
Environmental uncertainty
Planning
27. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Planning
Managerial roles
Importing
Rights view of ethics
28. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Environmental uncertainty
Global stategic alliance
Components of the External Environment
Management Styles
29. Purchasing materials or labor from around the world wherever it is cheapest
Management levels
Symbolic view of management
Global sourcing
Organization stakeholders
30. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
First-line managers
Ethics
Employee Engagement
Top managers
31. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Omnipotent view of management
First-line managers
How organizations go global
Organizing
32. People who work directly on a job or task and have no responsibility for overseeing the work of others
The Persuasive Style
Non managerial employees
Informational roles
Leading
33. Entailing making decisions or choices
Omnipotent view of management
Decisional roles
Scientific management
Social obligation
34. 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
Team orientation
External factors
Organizing
Stability
35. Degree to which management decision take into account the effects on people in the organization
People orientation
Four Management Functions
Rights view of ethics
Foreign subsidary
36. 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
Multi domestic corporation
Innovation and risk taking
Sustainability
Dimensions of organizational culture
37. Includes defining goals establishing strategy and developing plans to coordinate activites
Effectiveness
Omnipotent view of management
Planning
Theory of justice view of ethics
38. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Small Business
Efficency
External factors
39. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Components of the External Environment
Innovation and risk taking
Organizing
The Laissez-Faire Style
40. Doing the right things or completing activities so that organizational goals are attained
Controlling
Strong cultures
Effectiveness
Controlling
41. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Transnational (border less) organization
Theory of justice view of ethics
Social responsibility (corporate social responsibility or CSR)
Workforce diveristy
42. Making products domestically and selling them abroad
Exporting
Leading
Controlling
Attention to detial
43. 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
Controlling
Environmental uncertainty
Management levels
Workforce diveristy
44. Doing things right or getting the most output from the least amount of inputs
Controlling
Parochiallism
Efficency
Organization stakeholders
45. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Small Business
Organizing
Management levels
Global Village
46. Social traits such as ones cultural background or allegiance that are shared by a human population
Components of the External Environment
Social responsivness
Foreign subsidary
Ethinicity
47. Supervisors responsible for directing the day to day activities of non managerial employees
The Persuasive Style
Leading
Planning
First-line managers
48. Degree to which employees are expected to exhibit precision analysis and attention to detial
Stakeholders
Attention to detial
Organizational culture
First-line managers
49. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Management Styles
Foreign subsidary
Management
50. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Global stategic alliance
Organization stakeholders
Informational roles
Organizational culture