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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. Involving collecting receiving and disseminating information
Licensing
Informational roles
Environmental uncertainty
Interpersonal skills
2. Degree to which employees are expected to exhibit precision analysis and attention to detial
Global Village
Code of ethics
Attention to detial
Managerial roles
3. Making products domestically and selling them abroad
Exporting
Interpersonal roles
Race
Global sourcing
4. 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
Theory of justice view of ethics
People orientation
Informational roles
5. Degree to which organizational decisions and actions emphasize maintaining the status quo
Efficency
How organizations go global
Global sourcing
Stability
6. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
External factors
Management Styles
Multinational corporation (MNC)
Family-friendly benifits
7. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Interpersonal skills
Social obligation
Global Village
Environmental complexity
8. 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
The Participative Style
Planning
Decisional roles
External factors
9. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Race
Family-friendly benifits
Planning
Social obligation
10. The characteristics of a population used for purposes of social stuidies
Innovation and risk taking
Demographics
Global sourcing
The Consultative Style
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
Environmental uncertainty
Omnipotent view of management
Family-friendly benifits
Leading
12. People who work directly on a job or task and have no responsibility for overseeing the work of others
Ethics
Global Village
Non managerial employees
Employee Engagement
13. Factors forces situations and events outside the organization that affect its performance
Parochiallism
Workforce diveristy
External factors
Managers
14. Degree to which work is organized around team rather than individuals
Team orientation
Efficency
How organizations go global
Management levels
15. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Global stategic alliance
Leading
Rights view of ethics
Ethics
16. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Non managerial employees
Environmental complexity
The Laissez-Faire Style
Franchising
17. The degree of change and complexity in an organizations enviroment
Sustainability
Race
Environmental uncertainty
Organizing
18. 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
Interpersonal roles
Dimensions of organizational culture
Licensing
The Participative Style
19. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Controlling
Workforce diveristy
Four Management Functions
Technical skills
20. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Joint venture
Organizational culture
Managers
Omnipotent view of management
21. Degree to which employees are encouraged to be innovative and take risks
Parochiallism
Innovation and risk taking
The Participative Style
Technical skills
22. The process of getting things done effectively efficiently through and with other people
Small Business
Management
Political skills
Decisional roles
23. Purchasing materials or labor from around the world wherever it is cheapest
Small Business
Technology
Joint venture
Global sourcing
24. A structural arrangement for global organizations that eliminates artificial geographical barries
Informational roles
Contingent workforce
Leading
Transnational (border less) organization
25. 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
Components of the External Environment
The Participative Style
Controlling
Symbolic view of management
26. Part-time temporary and contract workers who are available for hire on an as-needed basis
Sustainability
The Consultative Style
Strong cultures
Contingent workforce
27. The view that managers are directly responsible for an organizations success or failure
Controlling
Omnipotent view of management
First-line managers
Ethinicity
28. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Organization stakeholders
Dimensions of organizational culture
Franchising
29. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Stakeholders
Team orientation
Utilitarian view of ethics
30. A set of rules or principles that defines right and wrong conduct
Interpersonal skills
Dimensions of organizational culture
Utilitarian view of ethics
Ethics
31. Cultures in which the key values are deeply held and widely shared
Informational roles
Strong cultures
Workforce diveristy
Organizational culture
32. 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
Organization
Global Village
Workforce diveristy
Agressiveness
33. A systematic arrangement of people brought together to accomplish some specific purpose
Utilitarian view of ethics
Ethics
Team orientation
Organization
34. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Managers
Small Business
Stakeholders
The Autocratic Style
35. Includes defining goals establishing strategy and developing plans to coordinate activites
Symbolic view of management
Organizing
Franchising
Planning
36. 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.
External factors
Global stategic alliance
The Autocratic Style
Social obligation
37. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Employee Engagement
Informational roles
Social responsibility (corporate social responsibility or CSR)
38. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Controlling
Code of ethics
Joint venture
Informational roles
39. 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
Effectiveness
Decisional roles
Symbolic view of management
Sustainability
40. Goals - People and Structure
Conceptual skills
Joint venture
Three Characteristics of Organizations
Strong cultures
41. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Ethics
Informational roles
Utilitarian view of ethics
Outcome orientation
42. Acquiring products made abroad and selling them domestically
Importing
Social responsibility (corporate social responsibility or CSR)
Foreign subsidary
Rights view of ethics
43. Doing things right or getting the most output from the least amount of inputs
Symbolic view of management
Interpersonal skills
Efficency
Global Village
44. 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
Attention to detial
Global stategic alliance
Organizing
Strong cultures
45. 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
Leading
Planning
Ethinicity
46. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Multi domestic corporation
Middle Managers
Interpersonal roles
Controlling
47. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Global corporation
Organizational culture
Social responsibility (corporate social responsibility or CSR)
Managers
48. A managers ability to work with understand mentor and motivate other both individually and in groups
Environmental uncertainty
Informational roles
The Autocratic Style
Interpersonal skills
49. Supervisors responsible for directing the day to day activities of non managerial employees
People orientation
First-line managers
Non managerial employees
How organizations go global
50. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Interpersonal roles
Outcome orientation
Four Management Functions
Foreign subsidary