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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. Degree to which organizational decisions and actions emphasize maintaining the status quo
Organizational culture
Outcome orientation
Stability
Symbolic view of management
2. The manager makes all decisions alone - with centralised authority and one-way communication.
Team orientation
Four Management Functions
Management Styles
The Autocratic Style
3. Any equipment tools or operating methods that are designed to make work more efficient
Social obligation
Technology
External factors
People orientation
4. Supervisors responsible for directing the day to day activities of non managerial employees
Organization stakeholders
Interpersonal roles
Components of the External Environment
First-line managers
5. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
The Consultative Style
Controlling
Four Management Functions
6. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Strong cultures
The Participative Style
Managerial roles
Technical skills
7. Includes defining goals establishing strategy and developing plans to coordinate activites
Controlling
Planning
Top managers
Code of ethics
8. Mentor - dissemination - spokesperson
Stability
Components of the External Environment
Informational roles
Efficency
9. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Controlling
Multinational corporation (MNC)
Decisions roles
10. When a business firm engages in social actions in response to some popular social need
The Consultative Style
Planning
Social responsivness
Race
11. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Dimensions of organizational culture
Management Styles
The Persuasive Style
The Laissez-Faire Style
12. A systematic arrangement of people brought together to accomplish some specific purpose
Ethics
Symbolic view of management
Decisions roles
Organization
13. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Environmental uncertainty
The Laissez-Faire Style
Ethinicity
Social responsibility (corporate social responsibility or CSR)
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
Social obligation
Controlling
Attention to detial
Effectiveness
15. 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
Attention to detial
Agressiveness
Transnational (border less) organization
16. Any type of international company that maintains operations in multiple countries
Managerial roles
Global stategic alliance
Planning
Multinational corporation (MNC)
17. 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
Transnational (border less) organization
The Laissez-Faire Style
Small Business
Stability
18. A managers ability to analyze and diagnose complex situations
Conceptual skills
Franchising
Global corporation
Managers
19. A managers ability to work with understand mentor and motivate other both individually and in groups
Non managerial employees
Licensing
Interpersonal skills
Informational roles
20. 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
Stability
Organizing
Planning
Managerial roles
21. View that says ethical decisions are made in order to enforce rules fairly and impartially
Innovation and risk taking
The Consultative Style
Organizing
Theory of justice view of ethics
22. Cultures in which the key values are deeply held and widely shared
Organization stakeholders
Strong cultures
Global sourcing
Organizing
23. Part-time temporary and contract workers who are available for hire on an as-needed basis
Contingent workforce
Organization
Social responsibility (corporate social responsibility or CSR)
Multinational corporation (MNC)
24. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Social responsivness
Leading
Managers
25. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Ethics
Planning
Middle Managers
Conceptual skills
26. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Multinational corporation (MNC)
The Participative Style
Organizational culture
Utilitarian view of ethics
27. Degree to which management decision take into account the effects on people in the organization
Managers
Management Styles
People orientation
Management levels
28. A set of rules or principles that defines right and wrong conduct
People orientation
Technology
Ethics
Utilitarian view of ethics
29. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Technology
Agressiveness
Environmental complexity
The Persuasive Style
30. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Stability
Leading
The Laissez-Faire Style
31. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Code of ethics
Controlling
Political skills
Components of the External Environment
32. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
How organizations go global
Management
Leading
Social responsivness
33. 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
Agressiveness
Outcome orientation
Management levels
Sustainability
34. Individuals in an organization who direct the activities of others
Managers
First-line managers
Global stategic alliance
The Participative Style
35. 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
Planning
Workforce diveristy
Non managerial employees
Four Management Functions
36. When employees are connected to satisfied with and enthusiastic about their jobs
The Laissez-Faire Style
Effectiveness
Ethinicity
Employee Engagement
37. The process of getting things done effectively efficiently through and with other people
Global Village
Decisions roles
Management
Stakeholders
38. Degree to which employees are aggressive and competitive rather than cooperative
Organizational culture
Interpersonal roles
Agressiveness
People orientation
39. An MNC that decentralizes management and other decisions to the local country where its doing business
Planning
Multi domestic corporation
Middle Managers
Components of the External Environment
40. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Planning
Workforce diveristy
Joint venture
Top managers
41. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Global Village
Organization
Interpersonal roles
Organizational culture
42. An MNC that centralizes management and other decisions in the home country
Global corporation
Organizing
Top managers
Rights view of ethics
43. The characteristics of a population used for purposes of social stuidies
Strong cultures
Demographics
Management
Stakeholders
44. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Conceptual skills
Family-friendly benifits
Symbolic view of management
Social obligation
45. 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
Management Styles
Dimensions of organizational culture
External factors
46. 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
Top managers
Scientific management
47. Job-specific knowledge and techniques needed to perform work tasks
Small Business
Technical skills
Leading
Planning
48. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Decisions roles
Utilitarian view of ethics
Management
Social responsibility (corporate social responsibility or CSR)
49. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Contingent workforce
People orientation
Dimensions of organizational culture
Global corporation
50. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Race
Symbolic view of management
The Autocratic Style
How organizations go global