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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. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Strong cultures
The Participative Style
Informational roles
2. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Management levels
Attention to detial
Contingent workforce
3. The view that much of an organizations success or failure is due to external forces outside managers control
Workforce diveristy
External factors
Symbolic view of management
Planning
4. Figurehead - leader - liaison
Conceptual skills
Interpersonal roles
Innovation and risk taking
Utilitarian view of ethics
5. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
First-line managers
Race
Management Styles
6. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Stability
Informational roles
Dimensions of organizational culture
Foreign subsidary
7. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Organizational culture
Parochiallism
Planning
Utilitarian view of ethics
8. Entrepreneur - Disturbance handler - resource allocator - negortiator
Race
Global Village
The Participative Style
Decisions roles
9. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Four Management Functions
Code of ethics
Leading
Family-friendly benifits
10. When employees are connected to satisfied with and enthusiastic about their jobs
Interpersonal roles
Ethics
Three Characteristics of Organizations
Employee Engagement
11. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
Technology
Efficency
Stakeholders
12. A boundary less world where goods and services are produced and marketed worlwide
Symbolic view of management
Stakeholders
Global Village
Top managers
13. 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
Organizing
Effectiveness
Outcome orientation
How organizations go global
14. 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
Ethinicity
Outcome orientation
Symbolic view of management
Workforce diveristy
15. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Sustainability
Social responsibility (corporate social responsibility or CSR)
The Laissez-Faire Style
Omnipotent view of management
16. 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
Efficency
Organizing
Attention to detial
Sustainability
17. When a business firm engages in social actions in response to some popular social need
Stability
Global Village
Social responsivness
Conceptual skills
18. A managers ability to build a power base and establish the right connections
Political skills
The Laissez-Faire Style
The Autocratic Style
Ethinicity
19. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Omnipotent view of management
Contingent workforce
Foreign subsidary
Managerial roles
20. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Stakeholders
Organization stakeholders
Management Styles
21. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Effectiveness
Race
The Persuasive Style
Ethinicity
22. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Organizing
Ethics
Code of ethics
Technical skills
23. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Efficency
Organization
The Participative Style
Innovation and risk taking
24. A set of rules or principles that defines right and wrong conduct
Ethics
Social responsibility (corporate social responsibility or CSR)
Rights view of ethics
Global Village
25. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
People orientation
Four Management Functions
Family-friendly benifits
The Consultative Style
26. Degree to which employees are aggressive and competitive rather than cooperative
Parochiallism
Exporting
Organization stakeholders
Agressiveness
27. 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
Global corporation
Social responsibility (corporate social responsibility or CSR)
Small Business
Transnational (border less) organization
28. 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
Contingent workforce
Innovation and risk taking
Social obligation
Planning
29. View that says ethical decisions are made in order to enforce rules fairly and impartially
Technical skills
Stability
Theory of justice view of ethics
Interpersonal roles
30. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Controlling
Organization stakeholders
The Consultative Style
Ethinicity
31. Factors forces situations and events outside the organization that affect its performance
Symbolic view of management
External factors
Interpersonal skills
The Consultative Style
32. Supervisors responsible for directing the day to day activities of non managerial employees
Importing
Joint venture
Efficency
First-line managers
33. 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
People orientation
The Consultative Style
Licensing
Agressiveness
34. 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
Controlling
Franchising
Technical skills
Theory of justice view of ethics
35. Doing things right or getting the most output from the least amount of inputs
Planning
Code of ethics
Organizational culture
Efficency
36. Mentor - dissemination - spokesperson
Management
Informational roles
Managerial roles
Efficency
37. Doing the right things or completing activities so that organizational goals are attained
Non managerial employees
Multinational corporation (MNC)
Effectiveness
Rights view of ethics
38. Individuals in an organization who direct the activities of others
Race
Managers
Global sourcing
Importing
39. A systematic arrangement of people brought together to accomplish some specific purpose
Components of the External Environment
Workforce diveristy
Outcome orientation
Organization
40. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Global sourcing
Interpersonal roles
Transnational (border less) organization
Joint venture
41. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Theory of justice view of ethics
The Persuasive Style
The Consultative Style
Interpersonal roles
42. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
The Consultative Style
Non managerial employees
Social responsivness
Rights view of ethics
43. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Management levels
Ethics
Interpersonal roles
The Laissez-Faire Style
44. The view that managers are directly responsible for an organizations success or failure
The Consultative Style
Contingent workforce
Omnipotent view of management
Informational roles
45. A managers ability to work with understand mentor and motivate other both individually and in groups
Interpersonal skills
Global corporation
The Laissez-Faire Style
Utilitarian view of ethics
46. An MNC that decentralizes management and other decisions to the local country where its doing business
Global sourcing
Non managerial employees
Multi domestic corporation
Components of the External Environment
47. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Innovation and risk taking
Importing
The Laissez-Faire Style
48. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Symbolic view of management
Theory of justice view of ethics
Informational roles
Components of the External Environment
49. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Rights view of ethics
Organization stakeholders
Stability
How organizations go global
50. The characteristics of a population used for purposes of social stuidies
Demographics
Effectiveness
Technical skills
The Participative Style