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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. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Exporting
Global Village
Family-friendly benifits
2. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Ethics
Global sourcing
Parochiallism
Planning
3. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Code of ethics
Multi domestic corporation
Attention to detial
Global stategic alliance
4. View that says ethical decisions are made in order to enforce rules fairly and impartially
Technical skills
Theory of justice view of ethics
Multi domestic corporation
Non managerial employees
5. When a business firm engages in social actions in response to some popular social need
Technology
Social responsivness
Rights view of ethics
Dimensions of organizational culture
6. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Exporting
Organization stakeholders
Global stategic alliance
Management Styles
7. 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
Controlling
Global Village
Outcome orientation
Workforce diveristy
8. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
Workforce diveristy
Leading
Environmental uncertainty
9. Figurehead - leader - liaison
First-line managers
Decisional roles
Interpersonal roles
Exporting
10. Includes monitoring performance comparing it with goals and correcting any significant deviations
Omnipotent view of management
People orientation
Strong cultures
Controlling
11. 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
Joint venture
Organizing
Technical skills
Organization
12. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Stakeholders
Interpersonal roles
Small Business
13. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Small Business
Interpersonal roles
Leading
Components of the External Environment
14. People who work directly on a job or task and have no responsibility for overseeing the work of others
The Persuasive Style
Four Management Functions
Non managerial employees
Middle Managers
15. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Management levels
Ethics
Rights view of ethics
Middle Managers
16. Degree to which employees are aggressive and competitive rather than cooperative
Global stategic alliance
Three Characteristics of Organizations
Planning
Agressiveness
17. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Non managerial employees
Code of ethics
Organization
Race
18. 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
Race
Middle Managers
Small Business
Informational roles
19. A managers ability to analyze and diagnose complex situations
Conceptual skills
Components of the External Environment
Social responsibility (corporate social responsibility or CSR)
Global corporation
20. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Exporting
Attention to detial
The Persuasive Style
21. A managers ability to work with understand mentor and motivate other both individually and in groups
Outcome orientation
Environmental uncertainty
Interpersonal skills
Importing
22. Cultures in which the key values are deeply held and widely shared
Leading
Agressiveness
Efficency
Strong cultures
23. A boundary less world where goods and services are produced and marketed worlwide
Contingent workforce
Rights view of ethics
Management
Global Village
24. A set of rules or principles that defines right and wrong conduct
Ethics
Environmental complexity
Rights view of ethics
Managerial roles
25. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Transnational (border less) organization
Symbolic view of management
Leading
Ethinicity
26. 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
Leading
Sustainability
Three Characteristics of Organizations
Demographics
27. The degree of change and complexity in an organizations enviroment
Global sourcing
Environmental uncertainty
Leading
Political skills
28. The process of getting things done effectively efficiently through and with other people
Environmental complexity
Management levels
Management
Managerial roles
29. An MNC that centralizes management and other decisions in the home country
Utilitarian view of ethics
Social responsivness
Global corporation
Theory of justice view of ethics
30. Supervisors responsible for directing the day to day activities of non managerial employees
Multi domestic corporation
Technology
Joint venture
First-line managers
31. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Contingent workforce
Social obligation
Organization
32. Individuals in an organization who direct the activities of others
First-line managers
Theory of justice view of ethics
Managers
Workforce diveristy
33. Degree to which organizational decisions and actions emphasize maintaining the status quo
Environmental complexity
Contingent workforce
Stability
Family-friendly benifits
34. Degree to which employees are expected to exhibit precision analysis and attention to detial
Attention to detial
How organizations go global
Exporting
Decisional roles
35. Factors forces situations and events outside the organization that affect its performance
Parochiallism
External factors
Managers
Code of ethics
36. The view that managers are directly responsible for an organizations success or failure
Team orientation
Omnipotent view of management
Scientific management
Four Management Functions
37. Includes defining goals establishing strategy and developing plans to coordinate activites
Technical skills
Middle Managers
How organizations go global
Planning
38. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Three Characteristics of Organizations
Transnational (border less) organization
Innovation and risk taking
Top managers
39. Degree to which management decision take into account the effects on people in the organization
People orientation
Planning
First-line managers
Ethinicity
40. Doing things right or getting the most output from the least amount of inputs
Multinational corporation (MNC)
First-line managers
Efficency
Contingent workforce
41. Doing the right things or completing activities so that organizational goals are attained
Employee Engagement
Effectiveness
Dimensions of organizational culture
Interpersonal roles
42. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Social responsivness
Scientific management
Management levels
43. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Omnipotent view of management
Social responsibility (corporate social responsibility or CSR)
Utilitarian view of ethics
Middle Managers
44. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Four Management Functions
Outcome orientation
Interpersonal skills
Multinational corporation (MNC)
45. Involving collecting receiving and disseminating information
Informational roles
Decisional roles
Workforce diveristy
Stability
46. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
The Autocratic Style
The Consultative Style
Technology
Organization
47. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Social responsivness
Global corporation
The Participative Style
Four Management Functions
48. Acquiring products made abroad and selling them domestically
Licensing
Four Management Functions
Organizing
Importing
49. Degree to which work is organized around team rather than individuals
Theory of justice view of ethics
External factors
Transnational (border less) organization
Team orientation
50. 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
Sustainability
Stability
Utilitarian view of ethics