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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. A boundary less world where goods and services are produced and marketed worlwide
The Autocratic Style
The Consultative Style
Global Village
Franchising
2. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Team orientation
Multi domestic corporation
Exporting
3. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Contingent workforce
Middle Managers
Outcome orientation
How organizations go global
4. A narrow focus in which managers see thing only through their own eyes and from their own perspective
The Participative Style
Parochiallism
Innovation and risk taking
Technology
5. Purchasing materials or labor from around the world wherever it is cheapest
Race
External factors
Management Styles
Global sourcing
6. Degree to which employees are expected to exhibit precision analysis and attention to detial
The Participative Style
Technical skills
Attention to detial
Controlling
7. 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
Management Styles
Parochiallism
The Consultative Style
Organizing
8. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Social obligation
Multi domestic corporation
Environmental complexity
Workforce diveristy
9. Entailing making decisions or choices
Organizing
Decisional roles
Organizing
Social obligation
10. A managers ability to build a power base and establish the right connections
Political skills
Social obligation
The Consultative Style
Interpersonal roles
11. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Strong cultures
The Consultative Style
Agressiveness
12. Degree to which work is organized around team rather than individuals
Team orientation
Social responsivness
Dimensions of organizational culture
The Laissez-Faire Style
13. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Parochiallism
Race
Franchising
Middle Managers
14. The process of getting things done effectively efficiently through and with other people
Organizing
Management
Symbolic view of management
Agressiveness
15. Entrepreneur - Disturbance handler - resource allocator - negortiator
First-line managers
Informational roles
Leading
Decisions roles
16. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Ethinicity
External factors
Global sourcing
17. A managers ability to analyze and diagnose complex situations
Agressiveness
Transnational (border less) organization
Conceptual skills
Interpersonal skills
18. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Interpersonal roles
Scientific management
Strong cultures
People orientation
19. Factors forces situations and events outside the organization that affect its performance
Innovation and risk taking
External factors
Environmental uncertainty
Management
20. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Importing
The Consultative Style
Planning
Top managers
21. When a business firm engages in social actions in response to some popular social need
Management levels
Three Characteristics of Organizations
Social responsivness
Exporting
22. The characteristics of a population used for purposes of social stuidies
Race
The Consultative Style
Demographics
Management Styles
23. Making products domestically and selling them abroad
Small Business
Franchising
Exporting
Workforce diveristy
24. Individuals in an organization who direct the activities of others
Social obligation
Rights view of ethics
Managers
Informational roles
25. Figurehead - leader - liaison
The Laissez-Faire Style
Organization
Interpersonal roles
Conceptual skills
26. 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
Agressiveness
Workforce diveristy
Decisions roles
Employee Engagement
27. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
Exporting
Organization
Leading
28. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Transnational (border less) organization
Family-friendly benifits
Licensing
Decisions roles
29. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Top managers
Managerial roles
Informational roles
Exporting
30. Degree to which organizational decisions and actions emphasize maintaining the status quo
Workforce diveristy
Effectiveness
Stability
Decisions roles
31. A set of rules or principles that defines right and wrong conduct
Agressiveness
Demographics
Interpersonal skills
Ethics
32. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Innovation and risk taking
Management Styles
People orientation
Utilitarian view of ethics
33. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Contingent workforce
Decisional roles
The Participative Style
Foreign subsidary
34. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Organizing
Top managers
Stability
35. 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
Race
Agressiveness
Four Management Functions
36. Goals - People and Structure
Employee Engagement
Social responsivness
Team orientation
Three Characteristics of Organizations
37. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Managers
Leading
Planning
Technology
38. A systematic arrangement of people brought together to accomplish some specific purpose
Controlling
Symbolic view of management
Strong cultures
Organization
39. 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.
Efficency
Controlling
Ethinicity
Global stategic alliance
40. Any equipment tools or operating methods that are designed to make work more efficient
The Persuasive Style
Small Business
Interpersonal skills
Technology
41. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
The Participative Style
The Autocratic Style
Organization stakeholders
The Laissez-Faire Style
42. 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
Omnipotent view of management
The Laissez-Faire Style
Sustainability
Innovation and risk taking
43. An MNC that centralizes management and other decisions in the home country
Transnational (border less) organization
How organizations go global
Conceptual skills
Global corporation
44. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
Joint venture
Demographics
Global stategic alliance
45. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Agressiveness
Sustainability
Social responsibility (corporate social responsibility or CSR)
Leading
46. The view that managers are directly responsible for an organizations success or failure
Small Business
Stakeholders
Omnipotent view of management
Four Management Functions
47. 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
Management levels
Leading
Omnipotent view of management
Social responsibility (corporate social responsibility or CSR)
48. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Innovation and risk taking
Organizing
The Persuasive Style
Leading
49. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Organizing
Dimensions of organizational culture
Rights view of ethics
Agressiveness
50. Includes monitoring performance comparing it with goals and correcting any significant deviations
Licensing
Joint venture
Controlling
Workforce diveristy