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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. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Three Characteristics of Organizations
Interpersonal skills
Effectiveness
2. A structural arrangement for global organizations that eliminates artificial geographical barries
Global Village
Transnational (border less) organization
Team orientation
Demographics
3. 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.
Management Styles
Organizing
Demographics
Global stategic alliance
4. An MNC that centralizes management and other decisions in the home country
Global corporation
Exporting
Innovation and risk taking
Managers
5. An MNC that decentralizes management and other decisions to the local country where its doing business
Leading
Multi domestic corporation
Planning
Foreign subsidary
6. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Exporting
Innovation and risk taking
Social responsibility (corporate social responsibility or CSR)
Interpersonal roles
7. Any equipment tools or operating methods that are designed to make work more efficient
Environmental uncertainty
Technology
Interpersonal roles
Foreign subsidary
8. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Interpersonal roles
Employee Engagement
Code of ethics
Management Styles
9. A managers ability to analyze and diagnose complex situations
Top managers
Symbolic view of management
Conceptual skills
The Persuasive Style
10. The degree of change and complexity in an organizations enviroment
Environmental complexity
Environmental uncertainty
Three Characteristics of Organizations
Controlling
11. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Joint venture
Global Village
Leading
The Laissez-Faire Style
12. Doing the right things or completing activities so that organizational goals are attained
Non managerial employees
Stakeholders
Effectiveness
Management levels
13. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Leading
People orientation
Four Management Functions
Global sourcing
14. A set of rules or principles that defines right and wrong conduct
Multinational corporation (MNC)
Managerial roles
Ethics
Global stategic alliance
15. A managers ability to build a power base and establish the right connections
Political skills
Stability
The Participative Style
Efficency
16. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Team orientation
Stakeholders
Strong cultures
Political skills
17. When a business firm engages in social actions in response to some popular social need
Social responsivness
Ethinicity
How organizations go global
Innovation and risk taking
18. 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
Outcome orientation
Leading
Utilitarian view of ethics
Decisions roles
19. View that says ethical decisions are made in order to enforce rules fairly and impartially
Components of the External Environment
Team orientation
Theory of justice view of ethics
Parochiallism
20. When employees are connected to satisfied with and enthusiastic about their jobs
Omnipotent view of management
Social responsivness
Innovation and risk taking
Employee Engagement
21. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Leading
Environmental uncertainty
Outcome orientation
How organizations go global
22. Degree to which employees are encouraged to be innovative and take risks
External factors
Innovation and risk taking
Controlling
Political skills
23. Includes defining goals establishing strategy and developing plans to coordinate activites
Planning
People orientation
Technology
Political skills
24. Entailing making decisions or choices
Non managerial employees
Theory of justice view of ethics
Conceptual skills
Decisional roles
25. Acquiring products made abroad and selling them domestically
Components of the External Environment
Top managers
Stability
Importing
26. A boundary less world where goods and services are produced and marketed worlwide
Code of ethics
The Consultative Style
Management Styles
Global Village
27. The shared values principles traditions and ways of doing things that influence the way organizational members act
Global corporation
Organizational culture
Contingent workforce
Decisional roles
28. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
Strong cultures
Planning
Environmental uncertainty
29. Job-specific knowledge and techniques needed to perform work tasks
Franchising
The Laissez-Faire Style
Decisional roles
Technical skills
30. 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
Sustainability
Importing
Agressiveness
Non managerial employees
31. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Social responsivness
Components of the External Environment
Omnipotent view of management
Organization stakeholders
32. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
The Consultative Style
Controlling
Top managers
Foreign subsidary
33. Individuals in an organization who direct the activities of others
Employee Engagement
Managers
Managerial roles
Race
34. The characteristics of a population used for purposes of social stuidies
Omnipotent view of management
Organization stakeholders
Demographics
Global Village
35. 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
The Autocratic Style
Controlling
Leading
Management
36. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Multi domestic corporation
Theory of justice view of ethics
The Laissez-Faire Style
37. A systematic arrangement of people brought together to accomplish some specific purpose
Omnipotent view of management
Organization
Global sourcing
Utilitarian view of ethics
38. Doing things right or getting the most output from the least amount of inputs
Dimensions of organizational culture
Efficency
Foreign subsidary
Stakeholders
39. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Licensing
The Persuasive Style
Political skills
Middle Managers
40. Mentor - dissemination - spokesperson
Interpersonal roles
Multinational corporation (MNC)
Informational roles
Joint venture
41. Involving collecting receiving and disseminating information
Organization
Global corporation
Informational roles
The Laissez-Faire Style
42. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Organization stakeholders
The Persuasive Style
The Laissez-Faire Style
Ethics
43. The view that managers are directly responsible for an organizations success or failure
The Persuasive Style
Omnipotent view of management
Managerial roles
Organization
44. Includes monitoring performance comparing it with goals and correcting any significant deviations
Environmental complexity
Controlling
The Autocratic Style
Management levels
45. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Stakeholders
Dimensions of organizational culture
Code of ethics
How organizations go global
46. Factors forces situations and events outside the organization that affect its performance
Stability
How organizations go global
External factors
Organization
47. A managers ability to work with understand mentor and motivate other both individually and in groups
Interpersonal skills
Controlling
Attention to detial
Omnipotent view of management
48. People who work directly on a job or task and have no responsibility for overseeing the work of others
Organization stakeholders
Political skills
Non managerial employees
The Persuasive Style
49. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Environmental complexity
Importing
Four Management Functions
Theory of justice view of ethics
50. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Ethics
Family-friendly benifits
Joint venture
Conceptual skills