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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. Any equipment tools or operating methods that are designed to make work more efficient
Interpersonal skills
Technology
Conceptual skills
Managerial roles
2. Job-specific knowledge and techniques needed to perform work tasks
Demographics
Technical skills
The Consultative Style
Workforce diveristy
3. 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
Three Characteristics of Organizations
Contingent workforce
Multi domestic corporation
4. 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
Non managerial employees
Workforce diveristy
Conceptual skills
Parochiallism
5. Figurehead - leader - liaison
Social responsivness
Interpersonal roles
Stability
Environmental uncertainty
6. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Middle Managers
Stakeholders
The Participative Style
Interpersonal roles
7. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Agressiveness
Social responsibility (corporate social responsibility or CSR)
How organizations go global
Informational roles
8. Cultures in which the key values are deeply held and widely shared
Organizational culture
Strong cultures
The Laissez-Faire Style
Demographics
9. When a business firm engages in social actions in response to some popular social need
Parochiallism
Social responsivness
Organizing
Sustainability
10. Social traits such as ones cultural background or allegiance that are shared by a human population
Interpersonal roles
Ethinicity
Effectiveness
Decisions roles
11. Factors forces situations and events outside the organization that affect its performance
Stakeholders
External factors
Ethinicity
Parochiallism
12. A systematic arrangement of people brought together to accomplish some specific purpose
First-line managers
Organization
Symbolic view of management
Organizing
13. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
Contingent workforce
People orientation
Social responsivness
14. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Management
Interpersonal roles
The Consultative Style
People orientation
15. Degree to which employees are aggressive and competitive rather than cooperative
Informational roles
Agressiveness
Foreign subsidary
The Participative Style
16. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Sustainability
Social responsivness
Interpersonal roles
Organization stakeholders
17. A structural arrangement for global organizations that eliminates artificial geographical barries
Global stategic alliance
Strong cultures
The Participative Style
Transnational (border less) organization
18. Degree to which management decision take into account the effects on people in the organization
Outcome orientation
The Persuasive Style
People orientation
Controlling
19. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Transnational (border less) organization
Scientific management
Managers
The Participative Style
20. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Management levels
Social obligation
Global sourcing
Leading
21. Mentor - dissemination - spokesperson
Informational roles
Rights view of ethics
The Persuasive Style
Interpersonal skills
22. 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
Global sourcing
Contingent workforce
Decisions roles
23. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Exporting
The Laissez-Faire Style
Foreign subsidary
Organization stakeholders
24. 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
Organizing
Planning
Theory of justice view of ethics
Technology
25. The view that much of an organizations success or failure is due to external forces outside managers control
External factors
Symbolic view of management
Agressiveness
Organizing
26. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Environmental complexity
Utilitarian view of ethics
Informational roles
Social responsibility (corporate social responsibility or CSR)
27. The manager makes all decisions alone - with centralised authority and one-way communication.
Contingent workforce
The Autocratic Style
Demographics
Global sourcing
28. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Multi domestic corporation
The Consultative Style
Small Business
Attention to detial
29. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Strong cultures
Organizing
Outcome orientation
Exporting
30. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Four Management Functions
Managers
Code of ethics
Organization stakeholders
31. 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
Technology
The Participative Style
Parochiallism
Controlling
32. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
Importing
Employee Engagement
Stability
33. Supervisors responsible for directing the day to day activities of non managerial employees
Contingent workforce
Race
First-line managers
How organizations go global
34. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Demographics
Controlling
Franchising
35. View that says ethical decisions are made in order to enforce rules fairly and impartially
Technology
Theory of justice view of ethics
Three Characteristics of Organizations
Managers
36. 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
Exporting
Four Management Functions
Innovation and risk taking
Planning
37. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Employee Engagement
Dimensions of organizational culture
Franchising
Transnational (border less) organization
38. A managers ability to build a power base and establish the right connections
Global Village
Political skills
Controlling
Components of the External Environment
39. A managers ability to analyze and diagnose complex situations
Environmental complexity
Social responsivness
Controlling
Conceptual skills
40. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Leading
Licensing
First-line managers
41. Includes monitoring performance comparing it with goals and correcting any significant deviations
Joint venture
Agressiveness
Organization stakeholders
Controlling
42. Entailing making decisions or choices
Technical skills
Decisional roles
Organizing
Symbolic view of management
43. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Social obligation
Four Management Functions
Dimensions of organizational culture
44. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Organizing
Joint venture
Managerial roles
Global sourcing
45. Degree to which work is organized around team rather than individuals
Rights view of ethics
Management Styles
Sustainability
Team orientation
46. Degree to which employees are encouraged to be innovative and take risks
Multinational corporation (MNC)
Efficency
Management
Innovation and risk taking
47. 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.
Importing
Global stategic alliance
Social responsibility (corporate social responsibility or CSR)
Controlling
48. A boundary less world where goods and services are produced and marketed worlwide
Global Village
Innovation and risk taking
Decisional roles
Ethics
49. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Top managers
Managerial roles
Family-friendly benifits
Planning
50. Individuals in an organization who direct the activities of others
Managers
The Autocratic Style
People orientation
Decisional roles