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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. The degree of change and complexity in an organizations enviroment
Dimensions of organizational culture
Joint venture
Family-friendly benifits
Environmental uncertainty
2. The process of getting things done effectively efficiently through and with other people
Demographics
Interpersonal roles
The Autocratic Style
Management
3. Figurehead - leader - liaison
Importing
Three Characteristics of Organizations
Interpersonal roles
Multi domestic corporation
4. Making products domestically and selling them abroad
Scientific management
Management
Global Village
Exporting
5. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Three Characteristics of Organizations
Middle Managers
Organization
The Laissez-Faire Style
6. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Dimensions of organizational culture
Organization stakeholders
Social obligation
Managerial roles
7. Doing the right things or completing activities so that organizational goals are attained
Interpersonal roles
Effectiveness
Organizing
Informational roles
8. A set of rules or principles that defines right and wrong conduct
The Participative Style
Ethics
Decisional roles
Joint venture
9. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Workforce diveristy
Environmental complexity
Code of ethics
Controlling
10. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Ethics
Social responsivness
Components of the External Environment
Joint venture
11. When employees are connected to satisfied with and enthusiastic about their jobs
Symbolic view of management
The Autocratic Style
Leading
Employee Engagement
12. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Multinational corporation (MNC)
Top managers
How organizations go global
Controlling
13. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Family-friendly benifits
Agressiveness
Management levels
Organizing
14. 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
Controlling
Ethics
Political skills
Organizing
15. A managers ability to work with understand mentor and motivate other both individually and in groups
Franchising
Interpersonal skills
Controlling
Organizational culture
16. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Four Management Functions
Global sourcing
Efficency
Code of ethics
17. Entailing making decisions or choices
Three Characteristics of Organizations
Exporting
Decisional roles
Environmental complexity
18. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Technical skills
Three Characteristics of Organizations
Technology
Franchising
19. Degree to which management decision take into account the effects on people in the organization
Decisions roles
Social obligation
Managers
People orientation
20. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Informational roles
People orientation
Ethinicity
Rights view of ethics
21. Degree to which employees are expected to exhibit precision analysis and attention to detial
Attention to detial
Code of ethics
How organizations go global
Theory of justice view of ethics
22. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Attention to detial
Multi domestic corporation
Managers
23. Entrepreneur - Disturbance handler - resource allocator - negortiator
Symbolic view of management
Four Management Functions
Informational roles
Decisions roles
24. The manager makes all decisions alone - with centralised authority and one-way communication.
Employee Engagement
Dimensions of organizational culture
The Participative Style
The Autocratic Style
25. Degree to which employees are encouraged to be innovative and take risks
Interpersonal skills
Race
Multi domestic corporation
Innovation and risk taking
26. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
Ethinicity
Team orientation
Planning
27. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
The Persuasive Style
Stakeholders
The Autocratic Style
Social obligation
28. A managers ability to build a power base and establish the right connections
People orientation
Political skills
Strong cultures
Leading
29. Degree to which employees are aggressive and competitive rather than cooperative
Environmental complexity
Technical skills
Family-friendly benifits
Agressiveness
30. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Innovation and risk taking
Outcome orientation
The Consultative Style
Planning
31. Acquiring products made abroad and selling them domestically
Multi domestic corporation
Informational roles
Importing
Four Management Functions
32. An MNC that centralizes management and other decisions in the home country
Organizing
Political skills
Global corporation
Top managers
33. Involving collecting receiving and disseminating information
Strong cultures
Informational roles
The Persuasive Style
Transnational (border less) organization
34. 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
People orientation
Leading
Race
Exporting
35. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Ethics
Utilitarian view of ethics
Workforce diveristy
36. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Importing
Strong cultures
Management Styles
Franchising
37. Cultures in which the key values are deeply held and widely shared
Technology
Sustainability
Strong cultures
Management levels
38. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Middle Managers
Conceptual skills
The Laissez-Faire Style
The Participative Style
39. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Controlling
Transnational (border less) organization
Three Characteristics of Organizations
40. An agreement in which an organization gives another the right for a fee to make or sell its products using its technology or product specifications
Effectiveness
Licensing
Code of ethics
The Consultative Style
41. View that says ethical decisions are made in order to enforce rules fairly and impartially
Decisions roles
Outcome orientation
Social responsibility (corporate social responsibility or CSR)
Theory of justice view of ethics
42. People who work directly on a job or task and have no responsibility for overseeing the work of others
Informational roles
Non managerial employees
Stability
Leading
43. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Controlling
Social responsibility (corporate social responsibility or CSR)
Theory of justice view of ethics
Sustainability
44. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Licensing
The Participative Style
Ethinicity
Social responsivness
45. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Attention to detial
Organizing
Utilitarian view of ethics
Non managerial employees
46. Individuals in an organization who direct the activities of others
Organizational culture
Organization
Managers
Employee Engagement
47. 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.
Non managerial employees
Global stategic alliance
Interpersonal roles
Environmental complexity
48. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Licensing
Interpersonal skills
Multi domestic corporation
49. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Small Business
Foreign subsidary
Controlling
50. Part-time temporary and contract workers who are available for hire on an as-needed basis
Decisions roles
Contingent workforce
Innovation and risk taking
Employee Engagement