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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. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Social responsibility (corporate social responsibility or CSR)
Rights view of ethics
Management
Licensing
2. Degree to which work is organized around team rather than individuals
Organization stakeholders
Team orientation
Global corporation
People orientation
3. Goals - People and Structure
Four Management Functions
Family-friendly benifits
Three Characteristics of Organizations
Management Styles
4. 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
Planning
Omnipotent view of management
Organizational culture
Scientific management
5. 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
Scientific management
Transnational (border less) organization
Leading
Innovation and risk taking
6. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Organizing
Outcome orientation
The Participative Style
How organizations go global
7. A systematic arrangement of people brought together to accomplish some specific purpose
External factors
Organization
Global corporation
Controlling
8. The view that much of an organizations success or failure is due to external forces outside managers control
Strong cultures
Multi domestic corporation
Foreign subsidary
Symbolic view of management
9. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Employee Engagement
Top managers
Sustainability
Joint venture
10. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Four Management Functions
Rights view of ethics
Innovation and risk taking
Informational roles
11. A managers ability to analyze and diagnose complex situations
Three Characteristics of Organizations
Conceptual skills
Race
First-line managers
12. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Attention to detial
Global sourcing
Ethics
13. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Organization
Foreign subsidary
Joint venture
People orientation
14. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Attention to detial
Agressiveness
Organization stakeholders
First-line managers
15. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Social obligation
Management Styles
Interpersonal roles
16. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Contingent workforce
Dimensions of organizational culture
The Participative Style
17. Figurehead - leader - liaison
Foreign subsidary
Rights view of ethics
Three Characteristics of Organizations
Interpersonal roles
18. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Decisions roles
Franchising
The Persuasive Style
19. Entailing making decisions or choices
Decisional roles
Social obligation
Demographics
Attention to detial
20. 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
Efficency
Social responsivness
Global Village
Sustainability
21. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
How organizations go global
Controlling
Decisional roles
22. Entrepreneur - Disturbance handler - resource allocator - negortiator
Leading
Planning
Stability
Decisions roles
23. 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
Interpersonal roles
The Persuasive Style
Decisions roles
Small Business
24. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Decisional roles
The Laissez-Faire Style
Joint venture
Management Styles
25. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Outcome orientation
Interpersonal roles
Race
Ethinicity
26. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Planning
Conceptual skills
How organizations go global
Leading
27. Making products domestically and selling them abroad
Environmental complexity
Organization stakeholders
Exporting
Social obligation
28. Involving collecting receiving and disseminating information
Planning
How organizations go global
Effectiveness
Informational roles
29. Individuals in an organization who direct the activities of others
Theory of justice view of ethics
Managers
Interpersonal roles
Effectiveness
30. Social traits such as ones cultural background or allegiance that are shared by a human population
The Autocratic Style
Management Styles
Ethinicity
Utilitarian view of ethics
31. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Franchising
Parochiallism
Planning
Stakeholders
32. Purchasing materials or labor from around the world wherever it is cheapest
The Autocratic Style
Managerial roles
Technical skills
Global sourcing
33. Degree to which employees are expected to exhibit precision analysis and attention to detial
Multinational corporation (MNC)
Franchising
Attention to detial
Leading
34. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Decisions roles
Planning
People orientation
Social responsibility (corporate social responsibility or CSR)
35. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
The Autocratic Style
Theory of justice view of ethics
Global Village
Dimensions of organizational culture
36. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Conceptual skills
Environmental uncertainty
Scientific management
Licensing
37. A managers ability to build a power base and establish the right connections
Strong cultures
Franchising
Multinational corporation (MNC)
Political skills
38. Degree to which organizational decisions and actions emphasize maintaining the status quo
Multinational corporation (MNC)
Informational roles
Stability
Interpersonal skills
39. The degree of change and complexity in an organizations enviroment
Informational roles
Attention to detial
Organizing
Environmental uncertainty
40. 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
Demographics
Organization
Workforce diveristy
41. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Symbolic view of management
Management levels
Interpersonal roles
Workforce diveristy
42. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Three Characteristics of Organizations
Sustainability
Non managerial employees
Interpersonal roles
43. Cultures in which the key values are deeply held and widely shared
Leading
Management
Strong cultures
The Consultative Style
44. Acquiring products made abroad and selling them domestically
Importing
Informational roles
Stability
Middle Managers
45. Part-time temporary and contract workers who are available for hire on an as-needed basis
Contingent workforce
The Laissez-Faire Style
Interpersonal roles
Controlling
46. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Conceptual skills
Management
Controlling
47. The view that managers are directly responsible for an organizations success or failure
How organizations go global
Planning
Technical skills
Omnipotent view of management
48. When employees are connected to satisfied with and enthusiastic about their jobs
Ethinicity
Employee Engagement
Technical skills
Workforce diveristy
49. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Importing
Technology
Agressiveness
The Persuasive Style
50. View that says ethical decisions are made in order to enforce rules fairly and impartially
Organizing
Theory of justice view of ethics
Social responsibility (corporate social responsibility or CSR)
Social responsivness