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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. View that says ethical decisions are made in order to enforce rules fairly and impartially
Environmental uncertainty
Planning
First-line managers
Theory of justice view of ethics
2. Entrepreneur - Disturbance handler - resource allocator - negortiator
Stability
The Laissez-Faire Style
Innovation and risk taking
Decisions roles
3. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Global corporation
Scientific management
Managers
Licensing
4. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Middle Managers
Foreign subsidary
Innovation and risk taking
Workforce diveristy
5. Individuals in an organization who direct the activities of others
Organization
The Autocratic Style
Managers
Social responsivness
6. Figurehead - leader - liaison
Managerial roles
Franchising
The Persuasive Style
Interpersonal roles
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
Planning
Outcome orientation
Organizing
Controlling
8. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Managerial roles
Licensing
Technical skills
Management Styles
9. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
Planning
Social responsivness
Interpersonal skills
10. 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
Employee Engagement
The Autocratic Style
Conceptual skills
11. A systematic arrangement of people brought together to accomplish some specific purpose
People orientation
Stability
Dimensions of organizational culture
Organization
12. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
How organizations go global
Race
The Laissez-Faire Style
First-line managers
13. Includes monitoring performance comparing it with goals and correcting any significant deviations
Foreign subsidary
Controlling
Decisions roles
Middle Managers
14. 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
Organizing
Efficency
Controlling
Small Business
15. Entailing making decisions or choices
Political skills
Leading
Decisional roles
Outcome orientation
16. Any equipment tools or operating methods that are designed to make work more efficient
Technology
The Laissez-Faire Style
The Autocratic Style
Informational roles
17. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Organization
Parochiallism
Leading
Omnipotent view of management
18. Factors forces situations and events outside the organization that affect its performance
Licensing
Environmental uncertainty
External factors
Conceptual skills
19. The view that much of an organizations success or failure is due to external forces outside managers control
Environmental complexity
Symbolic view of management
Environmental uncertainty
The Laissez-Faire Style
20. Degree to which management decision take into account the effects on people in the organization
Utilitarian view of ethics
Interpersonal roles
People orientation
Global stategic alliance
21. Making products domestically and selling them abroad
Top managers
Global corporation
Exporting
Decisional roles
22. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
Code of ethics
Demographics
Managerial roles
23. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Organization stakeholders
Management levels
Multi domestic corporation
Controlling
24. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Management levels
Components of the External Environment
Strong cultures
Ethics
25. Purchasing materials or labor from around the world wherever it is cheapest
Theory of justice view of ethics
Global sourcing
Technology
Global corporation
26. Job-specific knowledge and techniques needed to perform work tasks
Four Management Functions
Innovation and risk taking
Technical skills
Organizational culture
27. When employees are connected to satisfied with and enthusiastic about their jobs
Outcome orientation
Employee Engagement
Interpersonal skills
The Autocratic Style
28. People who work directly on a job or task and have no responsibility for overseeing the work of others
Dimensions of organizational culture
Non managerial employees
Three Characteristics of Organizations
Conceptual skills
29. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Foreign subsidary
Decisional roles
Rights view of ethics
Attention to detial
30. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
The Autocratic Style
Attention to detial
Interpersonal roles
Planning
31. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Family-friendly benifits
Effectiveness
Dimensions of organizational culture
Organization stakeholders
32. The characteristics of a population used for purposes of social stuidies
Family-friendly benifits
Demographics
The Persuasive Style
First-line managers
33. A structural arrangement for global organizations that eliminates artificial geographical barries
Family-friendly benifits
Exporting
Transnational (border less) organization
Interpersonal roles
34. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Dimensions of organizational culture
Symbolic view of management
Social obligation
Management Styles
35. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Social responsibility (corporate social responsibility or CSR)
Outcome orientation
Attention to detial
Joint venture
36. A managers ability to analyze and diagnose complex situations
Conceptual skills
The Participative Style
External factors
Environmental uncertainty
37. The process of getting things done effectively efficiently through and with other people
Managers
Global corporation
Management
Race
38. Goals - People and Structure
Three Characteristics of Organizations
Planning
Components of the External Environment
Efficency
39. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Four Management Functions
Franchising
Decisional roles
40. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Interpersonal roles
Planning
Organizational culture
41. 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
The Participative Style
Agressiveness
Licensing
Contingent workforce
42. Acquiring products made abroad and selling them domestically
Conceptual skills
Importing
Top managers
Employee Engagement
43. Any type of international company that maintains operations in multiple countries
Employee Engagement
The Participative Style
Multinational corporation (MNC)
Planning
44. A managers ability to work with understand mentor and motivate other both individually and in groups
Utilitarian view of ethics
Middle Managers
Interpersonal skills
Licensing
45. Degree to which employees are expected to exhibit precision analysis and attention to detial
Technology
Attention to detial
Managerial roles
Global corporation
46. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Informational roles
Social responsivness
External factors
Outcome orientation
47. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Global stategic alliance
How organizations go global
The Autocratic Style
48. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Leading
Global sourcing
Planning
The Consultative Style
49. Includes defining goals establishing strategy and developing plans to coordinate activites
Workforce diveristy
Technical skills
Strong cultures
Planning
50. Doing the right things or completing activities so that organizational goals are attained
Decisions roles
Contingent workforce
Effectiveness
Ethics