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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. 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.
Middle Managers
Small Business
Global stategic alliance
Leading
2. Any equipment tools or operating methods that are designed to make work more efficient
Multinational corporation (MNC)
The Consultative Style
Management
Technology
3. Includes monitoring performance comparing it with goals and correcting any significant deviations
Management Styles
Controlling
Planning
Stakeholders
4. 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
Interpersonal roles
Franchising
Organizing
Team orientation
5. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Organizing
Three Characteristics of Organizations
Technical skills
Management Styles
6. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Theory of justice view of ethics
Workforce diveristy
Interpersonal roles
7. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Organizing
Multinational corporation (MNC)
Demographics
Parochiallism
8. Figurehead - leader - liaison
Interpersonal roles
Effectiveness
Multinational corporation (MNC)
Race
9. Goals - People and Structure
Ethics
Three Characteristics of Organizations
Parochiallism
Effectiveness
10. The manager makes all decisions alone - with centralised authority and one-way communication.
Organizational culture
Global sourcing
Joint venture
The Autocratic Style
11. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Joint venture
Top managers
Political skills
Organizational culture
12. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
Innovation and risk taking
Efficency
How organizations go global
13. Purchasing materials or labor from around the world wherever it is cheapest
Leading
Importing
Global sourcing
Social obligation
14. Doing the right things or completing activities so that organizational goals are attained
Scientific management
Top managers
Team orientation
Effectiveness
15. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Team orientation
Conceptual skills
Global Village
16. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Exporting
Four Management Functions
Environmental complexity
Parochiallism
17. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Controlling
Stakeholders
First-line managers
Contingent workforce
18. A managers ability to work with understand mentor and motivate other both individually and in groups
Non managerial employees
Interpersonal skills
Management Styles
Joint venture
19. Entailing making decisions or choices
Components of the External Environment
Organization
Demographics
Decisional roles
20. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Four Management Functions
Scientific management
Controlling
The Consultative Style
21. Doing things right or getting the most output from the least amount of inputs
Technology
Social responsibility (corporate social responsibility or CSR)
Efficency
Organizing
22. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Social responsibility (corporate social responsibility or CSR)
Franchising
Organizing
Omnipotent view of management
23. The degree of change and complexity in an organizations enviroment
Workforce diveristy
Environmental uncertainty
Efficency
Organization stakeholders
24. People who work directly on a job or task and have no responsibility for overseeing the work of others
Demographics
Importing
The Laissez-Faire Style
Non managerial employees
25. Degree to which organizational decisions and actions emphasize maintaining the status quo
Omnipotent view of management
Dimensions of organizational culture
Stability
Multinational corporation (MNC)
26. A systematic arrangement of people brought together to accomplish some specific purpose
Symbolic view of management
The Persuasive Style
Middle Managers
Organization
27. The process of getting things done effectively efficiently through and with other people
Management
Transnational (border less) organization
Non managerial employees
The Autocratic Style
28. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Management Styles
Top managers
Transnational (border less) organization
Franchising
29. An MNC that decentralizes management and other decisions to the local country where its doing business
Non managerial employees
Multi domestic corporation
Scientific management
Organization
30. A boundary less world where goods and services are produced and marketed worlwide
Global Village
First-line managers
Franchising
Informational roles
31. View that says ethical decisions are made in order to enforce rules fairly and impartially
Managers
Utilitarian view of ethics
Theory of justice view of ethics
Ethinicity
32. The view that much of an organizations success or failure is due to external forces outside managers control
Small Business
Symbolic view of management
The Persuasive Style
Licensing
33. The view that managers are directly responsible for an organizations success or failure
Importing
Global corporation
Race
Omnipotent view of management
34. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Licensing
Family-friendly benifits
Managers
Outcome orientation
35. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Symbolic view of management
Foreign subsidary
Code of ethics
The Laissez-Faire Style
36. Part-time temporary and contract workers who are available for hire on an as-needed basis
Three Characteristics of Organizations
Contingent workforce
Components of the External Environment
Controlling
37. Making products domestically and selling them abroad
Utilitarian view of ethics
Components of the External Environment
Family-friendly benifits
Exporting
38. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Attention to detial
Dimensions of organizational culture
The Persuasive Style
Informational roles
39. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
The Consultative Style
Franchising
Organization stakeholders
Global stategic alliance
40. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Stakeholders
Race
Organizing
Foreign subsidary
41. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Social obligation
Multinational corporation (MNC)
Transnational (border less) organization
42. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Decisions roles
Code of ethics
Organization stakeholders
43. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Global sourcing
How organizations go global
Leading
Utilitarian view of ethics
44. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Exporting
Social responsibility (corporate social responsibility or CSR)
Strong cultures
Four Management Functions
45. Individuals in an organization who direct the activities of others
Political skills
Top managers
Managers
Environmental uncertainty
46. Factors forces situations and events outside the organization that affect its performance
Sustainability
External factors
Organizing
Global stategic alliance
47. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Social responsivness
Global sourcing
Stability
Dimensions of organizational culture
48. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Middle Managers
Joint venture
The Laissez-Faire Style
Managerial roles
49. 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
Utilitarian view of ethics
Decisional roles
Planning
The Autocratic Style
50. Includes defining goals establishing strategy and developing plans to coordinate activites
Franchising
Managerial roles
Management Styles
Planning