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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 systematic arrangement of people brought together to accomplish some specific purpose
Organization stakeholders
Organization
Strong cultures
Global corporation
2. 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
Importing
The Autocratic Style
Code of ethics
Small Business
3. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Attention to detial
Global corporation
Interpersonal roles
Dimensions of organizational culture
4. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Conceptual skills
Rights view of ethics
Joint venture
The Persuasive Style
5. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Management
Interpersonal roles
Symbolic view of management
Ethinicity
6. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Management levels
The Participative Style
Controlling
Middle Managers
7. Degree to which employees are encouraged to be innovative and take risks
Four Management Functions
Interpersonal roles
Innovation and risk taking
Dimensions of organizational culture
8. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
First-line managers
Management Styles
Race
Technical skills
9. 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
Planning
Race
Parochiallism
Family-friendly benifits
10. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Managerial roles
Theory of justice view of ethics
Parochiallism
Top managers
11. Figurehead - leader - liaison
Global Village
Sustainability
Transnational (border less) organization
Interpersonal roles
12. A managers ability to build a power base and establish the right connections
Political skills
Family-friendly benifits
Licensing
Environmental complexity
13. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Franchising
Three Characteristics of Organizations
Team orientation
14. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Environmental complexity
The Participative Style
First-line managers
Middle Managers
15. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Foreign subsidary
Leading
Interpersonal roles
Global stategic alliance
16. 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
Agressiveness
Leading
Omnipotent view of management
Licensing
17. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Controlling
Race
Symbolic view of management
Utilitarian view of ethics
18. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Social responsibility (corporate social responsibility or CSR)
Components of the External Environment
Stakeholders
19. A managers ability to analyze and diagnose complex situations
Licensing
Conceptual skills
Management levels
The Consultative Style
20. Individuals in an organization who direct the activities of others
Middle Managers
Interpersonal roles
Managers
Licensing
21. 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
Conceptual skills
Code of ethics
Organizing
Team orientation
22. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Licensing
Joint venture
Global stategic alliance
Family-friendly benifits
23. Supervisors responsible for directing the day to day activities of non managerial employees
Employee Engagement
Franchising
Top managers
First-line managers
24. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Importing
Conceptual skills
Stakeholders
Top managers
25. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Employee Engagement
Management levels
Innovation and risk taking
Contingent workforce
26. 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
Leading
Technical skills
Scientific management
27. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Global stategic alliance
Scientific management
Global Village
28. 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
Global Village
Joint venture
Workforce diveristy
Sustainability
29. The view that much of an organizations success or failure is due to external forces outside managers control
The Consultative Style
Symbolic view of management
Global Village
Organizational culture
30. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Employee Engagement
Leading
Social responsibility (corporate social responsibility or CSR)
Social obligation
31. A boundary less world where goods and services are produced and marketed worlwide
Organizing
Three Characteristics of Organizations
Global Village
Dimensions of organizational culture
32. When a business firm engages in social actions in response to some popular social need
Social responsivness
Importing
Stakeholders
Non managerial employees
33. Degree to which work is organized around team rather than individuals
Global stategic alliance
Management levels
Team orientation
Strong cultures
34. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Technology
Omnipotent view of management
Management
Foreign subsidary
35. Factors forces situations and events outside the organization that affect its performance
Social responsivness
External factors
Planning
Organization stakeholders
36. An MNC that centralizes management and other decisions in the home country
Interpersonal roles
Licensing
Global corporation
Controlling
37. Degree to which employees are expected to exhibit precision analysis and attention to detial
Efficency
Attention to detial
Theory of justice view of ethics
Interpersonal skills
38. The degree of change and complexity in an organizations enviroment
Organizational culture
Employee Engagement
Three Characteristics of Organizations
Environmental uncertainty
39. Degree to which employees are aggressive and competitive rather than cooperative
Joint venture
Agressiveness
The Autocratic Style
Planning
40. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Foreign subsidary
Ethinicity
Social obligation
Stakeholders
41. An MNC that decentralizes management and other decisions to the local country where its doing business
First-line managers
Ethinicity
Multi domestic corporation
Exporting
42. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
People orientation
Employee Engagement
Global stategic alliance
The Persuasive Style
43. The manager makes all decisions alone - with centralised authority and one-way communication.
Organization stakeholders
Global stategic alliance
Three Characteristics of Organizations
The Autocratic Style
44. Includes defining goals establishing strategy and developing plans to coordinate activites
Top managers
Family-friendly benifits
Planning
Management levels
45. Entailing making decisions or choices
Innovation and risk taking
Global stategic alliance
Decisional roles
Managers
46. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Conceptual skills
Effectiveness
Small Business
Code of ethics
47. When employees are connected to satisfied with and enthusiastic about their jobs
Employee Engagement
Global stategic alliance
Components of the External Environment
How organizations go global
48. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Family-friendly benifits
Social obligation
Joint venture
Technical skills
49. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Technical skills
Team orientation
Conceptual skills
The Laissez-Faire Style
50. View that says ethical decisions are made in order to enforce rules fairly and impartially
Rights view of ethics
Outcome orientation
Race
Theory of justice view of ethics