Test your basic knowledge |

Management

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. A direct investment in a foreign country that involves setting up a separate and independent facility or office






2. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`






3. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.






4. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.






5. Social traits such as ones cultural background or allegiance that are shared by a human population






6. A managers ability to work with understand mentor and motivate other both individually and in groups






7. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities






8. View that says ethical decisions are made solely on the basis of their outcomes or consequences






9. 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.






10. View that says ethical decisions are made in order to enforce rules fairly and impartially






11. 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






12. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.






13. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers






14. Job-specific knowledge and techniques needed to perform work tasks






15. Figurehead - leader - liaison






16. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society






17. 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






18. Includes defining goals establishing strategy and developing plans to coordinate activites






19. An MNC that centralizes management and other decisions in the home country






20. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.






21. Entailing making decisions or choices






22. Any constituencies in an organizations environment that are affected by that organizations decisions and actions






23. View that says ethical decisions are made in order to respect and protect individual liberties and privileges






24. Involving collecting receiving and disseminating information






25. Doing the right things or completing activities so that organizational goals are attained






26. Making products domestically and selling them abroad






27. A managers ability to analyze and diagnose complex situations






28. 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






29. Acquiring products made abroad and selling them domestically






30. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.






31. 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






32. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components






33. When employees are connected to satisfied with and enthusiastic about their jobs






34. Goals - People and Structure






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






36. Mentor - dissemination - spokesperson






37. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making






38. Cultures in which the key values are deeply held and widely shared






39. Factors forces situations and events outside the organization that affect its performance






40. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.






41. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.






42. 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






43. The characteristics of a population used for purposes of social stuidies






44. Any type of international company that maintains operations in multiple countries






45. Supervisors responsible for directing the day to day activities of non managerial employees






46. A structural arrangement for global organizations that eliminates artificial geographical barries






47. The view that much of an organizations success or failure is due to external forces outside managers control






48. An MNC that decentralizes management and other decisions to the local country where its doing business






49. Entrepreneur - Disturbance handler - resource allocator - negortiator






50. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts