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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 set of rules or principles that defines right and wrong conduct
Sustainability
Ethics
Omnipotent view of management
Informational roles
2. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
The Consultative Style
Stakeholders
Innovation and risk taking
Symbolic view of management
3. Making products domestically and selling them abroad
Global stategic alliance
Outcome orientation
Exporting
Organizing
4. Degree to which employees are encouraged to be innovative and take risks
Omnipotent view of management
Innovation and risk taking
The Autocratic Style
Efficency
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
Global stategic alliance
Transnational (border less) organization
Leading
Ethinicity
6. The characteristics of a population used for purposes of social stuidies
Demographics
Employee Engagement
Organizing
Exporting
7. A structural arrangement for global organizations that eliminates artificial geographical barries
Effectiveness
Technical skills
People orientation
Transnational (border less) organization
8. A systematic arrangement of people brought together to accomplish some specific purpose
Social responsivness
Outcome orientation
Multi domestic corporation
Organization
9. When a business firm engages in social actions in response to some popular social need
Social responsibility (corporate social responsibility or CSR)
Global corporation
Social responsivness
Global sourcing
10. The view that much of an organizations success or failure is due to external forces outside managers control
Small Business
Symbolic view of management
Family-friendly benifits
Social obligation
11. View that says ethical decisions are made in order to enforce rules fairly and impartially
Small Business
Organization
Theory of justice view of ethics
Non managerial employees
12. Goals - People and Structure
Three Characteristics of Organizations
Organization stakeholders
Middle Managers
Planning
13. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Planning
First-line managers
Scientific management
14. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Top managers
Conceptual skills
The Persuasive Style
Efficency
15. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Organizational culture
Planning
Efficency
16. 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
Rights view of ethics
Contingent workforce
Small Business
Race
17. 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.
Global stategic alliance
Social responsibility (corporate social responsibility or CSR)
Utilitarian view of ethics
Importing
18. Factors forces situations and events outside the organization that affect its performance
Utilitarian view of ethics
External factors
The Laissez-Faire Style
Team orientation
19. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Social responsivness
Management levels
Scientific management
Agressiveness
20. Purchasing materials or labor from around the world wherever it is cheapest
The Participative Style
Middle Managers
Global sourcing
Interpersonal roles
21. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Technical skills
Top managers
Code of ethics
22. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Transnational (border less) organization
Franchising
Exporting
Environmental uncertainty
23. A managers ability to work with understand mentor and motivate other both individually and in groups
The Laissez-Faire Style
Stability
Interpersonal skills
Organizing
24. 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
Interpersonal roles
Sustainability
The Laissez-Faire Style
Organizing
25. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Organization stakeholders
Joint venture
External factors
Contingent workforce
26. Job-specific knowledge and techniques needed to perform work tasks
Rights view of ethics
Technical skills
Global sourcing
Decisional roles
27. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Controlling
Informational roles
Social responsivness
28. Includes defining goals establishing strategy and developing plans to coordinate activites
Controlling
Agressiveness
Ethinicity
Planning
29. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Controlling
Utilitarian view of ethics
Management
Stakeholders
30. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Foreign subsidary
Global sourcing
Organization
Middle Managers
31. Involving collecting receiving and disseminating information
Omnipotent view of management
Importing
Scientific management
Informational roles
32. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Franchising
Interpersonal roles
Race
Organization
33. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Dimensions of organizational culture
Global sourcing
Environmental uncertainty
Environmental complexity
34. Degree to which organizational decisions and actions emphasize maintaining the status quo
Omnipotent view of management
Stability
Planning
Employee Engagement
35. 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
Global Village
Licensing
Four Management Functions
Family-friendly benifits
36. A boundary less world where goods and services are produced and marketed worlwide
Global Village
Non managerial employees
Technology
Organizational culture
37. 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
Interpersonal skills
Technical skills
Managerial roles
Planning
38. When employees are connected to satisfied with and enthusiastic about their jobs
Joint venture
Rights view of ethics
Managers
Employee Engagement
39. Degree to which work is organized around team rather than individuals
Team orientation
The Laissez-Faire Style
Global corporation
The Participative Style
40. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Licensing
Components of the External Environment
Political skills
Rights view of ethics
41. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Omnipotent view of management
Social obligation
Efficency
Management
42. The process of getting things done effectively efficiently through and with other people
Management
Environmental uncertainty
Attention to detial
Organization stakeholders
43. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Ethics
Organizing
Code of ethics
Stability
44. Degree to which employees are aggressive and competitive rather than cooperative
Franchising
Utilitarian view of ethics
Family-friendly benifits
Agressiveness
45. Acquiring products made abroad and selling them domestically
Importing
Informational roles
Interpersonal roles
Rights view of ethics
46. 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
Management Styles
Controlling
Organizing
Transnational (border less) organization
47. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Organizing
Leading
Employee Engagement
48. Doing the right things or completing activities so that organizational goals are attained
Technology
Effectiveness
Employee Engagement
Global corporation
49. Figurehead - leader - liaison
Attention to detial
Organization stakeholders
Interpersonal roles
Controlling
50. Doing things right or getting the most output from the least amount of inputs
Interpersonal roles
Exporting
Interpersonal skills
Efficency