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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. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Management Styles
Multi domestic corporation
Social obligation
2. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Stability
How organizations go global
Interpersonal skills
Race
3. The shared values principles traditions and ways of doing things that influence the way organizational members act
Technology
The Persuasive Style
Organizational culture
Informational roles
4. Goals - People and Structure
Ethics
Three Characteristics of Organizations
Decisions roles
Top managers
5. When employees are connected to satisfied with and enthusiastic about their jobs
Political skills
Managerial roles
Stakeholders
Employee Engagement
6. Individuals in an organization who direct the activities of others
Global corporation
Managers
Planning
Omnipotent view of management
7. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Omnipotent view of management
Foreign subsidary
Non managerial employees
Political skills
8. A managers ability to build a power base and establish the right connections
The Autocratic Style
Organizing
Organization
Political skills
9. Doing things right or getting the most output from the least amount of inputs
Efficency
Non managerial employees
Organizing
Utilitarian view of ethics
10. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Ethics
Technical skills
The Laissez-Faire Style
Global Village
11. Mentor - dissemination - spokesperson
Contingent workforce
Social responsibility (corporate social responsibility or CSR)
Informational roles
Ethinicity
12. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Franchising
Social responsibility (corporate social responsibility or CSR)
Omnipotent view of management
Planning
13. The degree of change and complexity in an organizations enviroment
Political skills
Code of ethics
First-line managers
Environmental uncertainty
14. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Omnipotent view of management
Controlling
Organization stakeholders
Utilitarian view of ethics
15. 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
Demographics
Small Business
First-line managers
Controlling
16. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Team orientation
Informational roles
Interpersonal roles
Technology
17. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Middle Managers
Scientific management
Organizational culture
Efficency
18. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Ethics
Family-friendly benifits
Importing
19. A set of rules or principles that defines right and wrong conduct
Ethics
Scientific management
Team orientation
Foreign subsidary
20. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Organizing
Management levels
Organizational culture
Leading
21. Degree to which management decision take into account the effects on people in the organization
Franchising
People orientation
The Autocratic Style
Social responsibility (corporate social responsibility or CSR)
22. Degree to which employees are expected to exhibit precision analysis and attention to detial
Global stategic alliance
Attention to detial
Team orientation
Interpersonal skills
23. The view that much of an organizations success or failure is due to external forces outside managers control
First-line managers
Decisions roles
Effectiveness
Symbolic view of management
24. 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
Technical skills
Utilitarian view of ethics
Organizing
25. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Foreign subsidary
Family-friendly benifits
Global sourcing
26. A systematic arrangement of people brought together to accomplish some specific purpose
Outcome orientation
Technology
Organization
Foreign subsidary
27. Part-time temporary and contract workers who are available for hire on an as-needed basis
Contingent workforce
Multi domestic corporation
Planning
The Laissez-Faire Style
28. When a business firm engages in social actions in response to some popular social need
Social responsivness
Franchising
Contingent workforce
Planning
29. Doing the right things or completing activities so that organizational goals are attained
Informational roles
The Participative Style
Effectiveness
Technology
30. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Workforce diveristy
Global sourcing
The Participative Style
Dimensions of organizational culture
31. The manager makes all decisions alone - with centralised authority and one-way communication.
Small Business
Parochiallism
Licensing
The Autocratic Style
32. Acquiring products made abroad and selling them domestically
Ethics
Stability
Importing
Employee Engagement
33. 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
The Laissez-Faire Style
Workforce diveristy
Social responsibility (corporate social responsibility or CSR)
Organizing
34. Making products domestically and selling them abroad
Global Village
Controlling
Global stategic alliance
Exporting
35. Factors forces situations and events outside the organization that affect its performance
External factors
Rights view of ethics
Environmental uncertainty
The Laissez-Faire Style
36. Cultures in which the key values are deeply held and widely shared
Strong cultures
Workforce diveristy
Effectiveness
Agressiveness
37. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Multinational corporation (MNC)
Stability
Franchising
38. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Technical skills
Controlling
Planning
39. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Omnipotent view of management
Effectiveness
Managers
40. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Environmental complexity
Political skills
Dimensions of organizational culture
41. Any type of international company that maintains operations in multiple countries
Decisional roles
Non managerial employees
Multinational corporation (MNC)
Management levels
42. 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.
How organizations go global
The Laissez-Faire Style
Global stategic alliance
Ethics
43. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Top managers
The Consultative Style
Global corporation
Three Characteristics of Organizations
44. A managers ability to work with understand mentor and motivate other both individually and in groups
Organizing
Informational roles
Interpersonal skills
External factors
45. The view that managers are directly responsible for an organizations success or failure
Licensing
Omnipotent view of management
Technology
Four Management Functions
46. Involving collecting receiving and disseminating information
Informational roles
Organizing
Leading
The Laissez-Faire Style
47. A managers ability to analyze and diagnose complex situations
The Consultative Style
Conceptual skills
Interpersonal skills
Global sourcing
48. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Exporting
Social responsibility (corporate social responsibility or CSR)
Conceptual skills
Joint venture
49. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Outcome orientation
Decisional roles
Three Characteristics of Organizations
50. 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
Dimensions of organizational culture
Stakeholders
Licensing
Informational roles