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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 set of rules or principles that defines right and wrong conduct
Global sourcing
Utilitarian view of ethics
Ethics
Symbolic view of management
2. 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.
Family-friendly benifits
Global stategic alliance
Ethinicity
Sustainability
3. 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
Planning
Social obligation
Workforce diveristy
Employee Engagement
4. 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
Organizing
Conceptual skills
The Consultative Style
Race
5. 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
Organizing
Importing
Managerial roles
Leading
6. The manager makes all decisions alone - with centralised authority and one-way communication.
Technical skills
The Autocratic Style
Management
Race
7. Degree to which work is organized around team rather than individuals
Team orientation
Decisions roles
Controlling
Planning
8. Goals - People and Structure
Organization
The Autocratic Style
Three Characteristics of Organizations
Managerial roles
9. 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
Workforce diveristy
Controlling
Management
10. Individuals in an organization who direct the activities of others
The Autocratic Style
Rights view of ethics
Social responsivness
Managers
11. Any type of international company that maintains operations in multiple countries
Contingent workforce
Global sourcing
Leading
Multinational corporation (MNC)
12. Job-specific knowledge and techniques needed to perform work tasks
Outcome orientation
Technical skills
Race
Ethics
13. An MNC that decentralizes management and other decisions to the local country where its doing business
Workforce diveristy
Environmental uncertainty
Global corporation
Multi domestic corporation
14. A managers ability to work with understand mentor and motivate other both individually and in groups
Contingent workforce
Planning
Interpersonal skills
Management
15. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
Organization
Managers
Team orientation
16. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Stability
Franchising
Importing
Demographics
17. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
Conceptual skills
Theory of justice view of ethics
Social responsivness
18. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Interpersonal roles
Management
Foreign subsidary
The Participative Style
19. The degree of change and complexity in an organizations enviroment
Decisions roles
Joint venture
Environmental uncertainty
Interpersonal roles
20. A managers ability to analyze and diagnose complex situations
Four Management Functions
Conceptual skills
Exporting
Global Village
21. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Environmental uncertainty
Multi domestic corporation
Managerial roles
Technical skills
22. A managers ability to build a power base and establish the right connections
Political skills
People orientation
Middle Managers
Management Styles
23. 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
Outcome orientation
Importing
Dimensions of organizational culture
Organizing
24. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Attention to detial
The Consultative Style
Managers
Components of the External Environment
25. The characteristics of a population used for purposes of social stuidies
Organizing
Social responsivness
Demographics
Organization stakeholders
26. Purchasing materials or labor from around the world wherever it is cheapest
Interpersonal roles
Decisions roles
Global sourcing
Technology
27. Entrepreneur - Disturbance handler - resource allocator - negortiator
Outcome orientation
Ethics
Decisions roles
Attention to detial
28. When employees are connected to satisfied with and enthusiastic about their jobs
Transnational (border less) organization
Agressiveness
The Participative Style
Employee Engagement
29. Part-time temporary and contract workers who are available for hire on an as-needed basis
Omnipotent view of management
The Autocratic Style
Three Characteristics of Organizations
Contingent workforce
30. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
The Participative Style
Symbolic view of management
Stability
Planning
31. 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
Licensing
Contingent workforce
Management levels
Multinational corporation (MNC)
32. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Components of the External Environment
Social obligation
Importing
Leading
33. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Controlling
Management Styles
The Persuasive Style
Political skills
34. View that says ethical decisions are made in order to enforce rules fairly and impartially
Management levels
Utilitarian view of ethics
Theory of justice view of ethics
How organizations go global
35. A systematic arrangement of people brought together to accomplish some specific purpose
Franchising
Four Management Functions
Organization
Strong cultures
36. Mentor - dissemination - spokesperson
Exporting
Conceptual skills
Social responsibility (corporate social responsibility or CSR)
Informational roles
37. An MNC that centralizes management and other decisions in the home country
Global corporation
Foreign subsidary
Utilitarian view of ethics
Leading
38. Doing things right or getting the most output from the least amount of inputs
Efficency
Global Village
Family-friendly benifits
Managers
39. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
External factors
First-line managers
Code of ethics
Management levels
40. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Management Styles
Ethics
Joint venture
Environmental uncertainty
41. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
The Consultative Style
Race
Social responsibility (corporate social responsibility or CSR)
Parochiallism
42. Acquiring products made abroad and selling them domestically
Interpersonal roles
Importing
Global stategic alliance
Scientific management
43. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
First-line managers
Managers
Small Business
Scientific management
44. The view that managers are directly responsible for an organizations success or failure
Environmental complexity
Contingent workforce
Omnipotent view of management
Global corporation
45. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Transnational (border less) organization
The Consultative Style
Management levels
Outcome orientation
46. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Global Village
Rights view of ethics
Family-friendly benifits
Non managerial employees
47. A boundary less world where goods and services are produced and marketed worlwide
Rights view of ethics
Political skills
Non managerial employees
Global Village
48. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Top managers
Technical skills
Multinational corporation (MNC)
Family-friendly benifits
49. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Strong cultures
Interpersonal roles
Organization stakeholders
The Laissez-Faire Style
50. Includes defining goals establishing strategy and developing plans to coordinate activites
Global stategic alliance
Decisional roles
Organization
Planning