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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. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Omnipotent view of management
Stakeholders
The Participative Style
Small Business
2. Doing things right or getting the most output from the least amount of inputs
Efficency
Environmental complexity
Controlling
Environmental uncertainty
3. A systematic arrangement of people brought together to accomplish some specific purpose
Parochiallism
Interpersonal roles
Organization
Agressiveness
4. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Small Business
Employee Engagement
Family-friendly benifits
5. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Political skills
Franchising
Middle Managers
Dimensions of organizational culture
6. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Omnipotent view of management
Importing
The Laissez-Faire Style
Team orientation
7. 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
Leading
Decisional roles
Global Village
The Persuasive Style
8. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Agressiveness
The Consultative Style
Interpersonal roles
Controlling
9. The process of getting things done effectively efficiently through and with other people
The Consultative Style
Workforce diveristy
Management
Team orientation
10. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Middle Managers
Social obligation
Importing
Franchising
11. Part-time temporary and contract workers who are available for hire on an as-needed basis
Multi domestic corporation
Non managerial employees
Interpersonal roles
Contingent workforce
12. Factors forces situations and events outside the organization that affect its performance
Dimensions of organizational culture
External factors
Decisional roles
Omnipotent view of management
13. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Transnational (border less) organization
The Persuasive Style
Middle Managers
Management Styles
14. 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
Innovation and risk taking
The Laissez-Faire Style
Licensing
How organizations go global
15. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Organizational culture
Managerial roles
Middle Managers
Outcome orientation
16. Individuals in an organization who direct the activities of others
Technical skills
Managers
Organizing
Scientific management
17. The view that managers are directly responsible for an organizations success or failure
Franchising
The Laissez-Faire Style
Utilitarian view of ethics
Omnipotent view of management
18. Purchasing materials or labor from around the world wherever it is cheapest
Technical skills
Employee Engagement
External factors
Global sourcing
19. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Foreign subsidary
Strong cultures
Informational roles
20. Making products domestically and selling them abroad
Exporting
Political skills
Three Characteristics of Organizations
Informational roles
21. 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
Demographics
Agressiveness
Strong cultures
Organizing
22. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Leading
Race
Scientific management
23. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Global corporation
Social responsibility (corporate social responsibility or CSR)
Utilitarian view of ethics
24. The manager makes all decisions alone - with centralised authority and one-way communication.
Leading
Middle Managers
The Autocratic Style
Organizational culture
25. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Multi domestic corporation
People orientation
Organization stakeholders
Omnipotent view of management
26. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
External factors
Leading
Top managers
Conceptual skills
27. 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.
Employee Engagement
Demographics
Omnipotent view of management
Global stategic alliance
28. Degree to which management decision take into account the effects on people in the organization
Global Village
Franchising
People orientation
Controlling
29. Figurehead - leader - liaison
Interpersonal roles
Organizing
External factors
Organizational culture
30. 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
Scientific management
Top managers
Team orientation
Organizing
31. 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
Contingent workforce
Workforce diveristy
Innovation and risk taking
Ethinicity
32. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
Social obligation
The Laissez-Faire Style
The Consultative Style
33. View that says ethical decisions are made in order to enforce rules fairly and impartially
Dimensions of organizational culture
The Persuasive Style
Theory of justice view of ethics
Organizing
34. An MNC that centralizes management and other decisions in the home country
Code of ethics
Management levels
Global corporation
First-line managers
35. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Planning
Team orientation
Global Village
36. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Informational roles
Managerial roles
Joint venture
Organization
37. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Sustainability
Managerial roles
The Participative Style
Rights view of ethics
38. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Outcome orientation
Social responsivness
Transnational (border less) organization
Interpersonal roles
39. 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
Importing
Controlling
Organizational culture
Dimensions of organizational culture
40. Degree to which employees are encouraged to be innovative and take risks
Multinational corporation (MNC)
Innovation and risk taking
Multi domestic corporation
Licensing
41. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Parochiallism
Leading
The Laissez-Faire Style
Family-friendly benifits
42. People who work directly on a job or task and have no responsibility for overseeing the work of others
Controlling
Non managerial employees
Planning
Three Characteristics of Organizations
43. Supervisors responsible for directing the day to day activities of non managerial employees
Planning
Symbolic view of management
Contingent workforce
First-line managers
44. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Managers
Ethinicity
The Participative Style
The Laissez-Faire Style
45. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Middle Managers
Informational roles
Stability
46. 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)
Sustainability
Innovation and risk taking
Planning
47. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Conceptual skills
Global sourcing
Management levels
Organizational culture
48. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Decisional roles
Interpersonal roles
Scientific management
Ethics
49. Entrepreneur - Disturbance handler - resource allocator - negortiator
Stakeholders
Decisions roles
Workforce diveristy
Multi domestic corporation
50. Acquiring products made abroad and selling them domestically
Organizing
Importing
Controlling
Four Management Functions