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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. Supervisors responsible for directing the day to day activities of non managerial employees
Effectiveness
Interpersonal roles
Decisions roles
First-line managers
2. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
External factors
Leading
Multi domestic corporation
3. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Four Management Functions
Management Styles
Organizational culture
Social responsibility (corporate social responsibility or CSR)
4. The degree of change and complexity in an organizations enviroment
Parochiallism
Environmental uncertainty
First-line managers
Agressiveness
5. The characteristics of a population used for purposes of social stuidies
Interpersonal skills
Planning
Effectiveness
Demographics
6. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Social obligation
Rights view of ethics
Utilitarian view of ethics
Decisional roles
7. 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
Multinational corporation (MNC)
Organizing
First-line managers
Global sourcing
8. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Environmental complexity
Joint venture
Attention to detial
9. 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
Attention to detial
Environmental uncertainty
Organizing
Decisional roles
10. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Decisions roles
Race
How organizations go global
11. Includes defining goals establishing strategy and developing plans to coordinate activites
Planning
Race
Technical skills
Symbolic view of management
12. 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
Sustainability
Organizing
Informational roles
Controlling
13. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
Informational roles
Attention to detial
Utilitarian view of ethics
14. Mentor - dissemination - spokesperson
Organizational culture
Multi domestic corporation
Strong cultures
Informational roles
15. Entrepreneur - Disturbance handler - resource allocator - negortiator
Exporting
Global Village
Environmental complexity
Decisions roles
16. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Agressiveness
Code of ethics
Components of the External Environment
Organization
17. 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
Decisional roles
Family-friendly benifits
Social obligation
Planning
18. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
First-line managers
The Autocratic Style
Organization
Dimensions of organizational culture
19. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Environmental complexity
Family-friendly benifits
Importing
Outcome orientation
20. Includes monitoring performance comparing it with goals and correcting any significant deviations
Foreign subsidary
Political skills
Controlling
Technology
21. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Leading
Symbolic view of management
Decisional roles
Management Styles
22. 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
Components of the External Environment
Social obligation
Controlling
Workforce diveristy
23. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Planning
Social responsivness
Technical skills
24. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
The Participative Style
Stability
Middle Managers
Dimensions of organizational culture
25. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Interpersonal skills
Informational roles
Social responsibility (corporate social responsibility or CSR)
Multi domestic corporation
26. A set of rules or principles that defines right and wrong conduct
Controlling
Ethics
Effectiveness
Ethinicity
27. Degree to which employees are aggressive and competitive rather than cooperative
Three Characteristics of Organizations
Social responsivness
Agressiveness
Global corporation
28. 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
Managerial roles
Planning
Workforce diveristy
Family-friendly benifits
29. People who work directly on a job or task and have no responsibility for overseeing the work of others
Planning
Non managerial employees
Joint venture
Three Characteristics of Organizations
30. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Technology
Joint venture
Family-friendly benifits
31. Involving collecting receiving and disseminating information
Managerial roles
Multinational corporation (MNC)
Informational roles
Scientific management
32. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
First-line managers
Race
Small Business
Importing
33. A managers ability to analyze and diagnose complex situations
Components of the External Environment
Stakeholders
Leading
Conceptual skills
34. Degree to which management decision take into account the effects on people in the organization
Innovation and risk taking
People orientation
Environmental complexity
Scientific management
35. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
The Persuasive Style
Interpersonal roles
Efficency
Social responsivness
36. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Franchising
Sustainability
The Consultative Style
Managerial roles
37. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Middle Managers
Management
Environmental complexity
Team orientation
38. When employees are connected to satisfied with and enthusiastic about their jobs
Attention to detial
Planning
Employee Engagement
Political skills
39. A systematic arrangement of people brought together to accomplish some specific purpose
Multi domestic corporation
Utilitarian view of ethics
Organization
Four Management Functions
40. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Joint venture
Informational roles
Interpersonal skills
41. The process of getting things done effectively efficiently through and with other people
Team orientation
Controlling
Management
Parochiallism
42. Individuals in an organization who direct the activities of others
Code of ethics
Stakeholders
Outcome orientation
Managers
43. A managers ability to build a power base and establish the right connections
The Consultative Style
Political skills
Utilitarian view of ethics
Family-friendly benifits
44. Doing the right things or completing activities so that organizational goals are attained
Planning
Effectiveness
Informational roles
Omnipotent view of management
45. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Environmental uncertainty
Utilitarian view of ethics
Decisional roles
46. Factors forces situations and events outside the organization that affect its performance
Organizing
Environmental complexity
External factors
Informational roles
47. View that says ethical decisions are made in order to enforce rules fairly and impartially
Code of ethics
Symbolic view of management
Theory of justice view of ethics
Managers
48. A structural arrangement for global organizations that eliminates artificial geographical barries
Global corporation
Multinational corporation (MNC)
Transnational (border less) organization
Multi domestic corporation
49. The view that managers are directly responsible for an organizations success or failure
Conceptual skills
Environmental uncertainty
Omnipotent view of management
Multinational corporation (MNC)
50. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Rights view of ethics
Scientific management
Efficency
Transnational (border less) organization