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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. 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
The Participative Style
Dimensions of organizational culture
Effectiveness
Organizing
2. Acquiring products made abroad and selling them domestically
Global corporation
Importing
Controlling
Four Management Functions
3. Job-specific knowledge and techniques needed to perform work tasks
Franchising
Race
Technical skills
Managerial roles
4. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Stakeholders
Planning
Interpersonal roles
Middle Managers
5. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Informational roles
Team orientation
Agressiveness
Joint venture
6. The characteristics of a population used for purposes of social stuidies
Family-friendly benifits
Licensing
Organizing
Demographics
7. The shared values principles traditions and ways of doing things that influence the way organizational members act
Utilitarian view of ethics
Outcome orientation
Organizational culture
Attention to detial
8. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
Organization stakeholders
Decisions roles
Global sourcing
9. Doing the right things or completing activities so that organizational goals are attained
Joint venture
Effectiveness
Interpersonal roles
Sustainability
10. 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
Demographics
The Consultative Style
Interpersonal skills
Planning
11. Includes monitoring performance comparing it with goals and correcting any significant deviations
Multinational corporation (MNC)
Theory of justice view of ethics
Controlling
Social responsivness
12. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Informational roles
Management levels
Informational roles
Parochiallism
13. 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
Organization
Social responsivness
Effectiveness
Sustainability
14. Degree to which organizational decisions and actions emphasize maintaining the status quo
Global Village
Stability
Parochiallism
Agressiveness
15. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Importing
Stability
Global corporation
16. Degree to which management decision take into account the effects on people in the organization
Attention to detial
Decisional roles
People orientation
Race
17. 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
Importing
Interpersonal skills
Organizing
Innovation and risk taking
18. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Controlling
Conceptual skills
The Autocratic Style
19. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
People orientation
Controlling
Managerial roles
Employee Engagement
20. A structural arrangement for global organizations that eliminates artificial geographical barries
The Persuasive Style
Four Management Functions
Three Characteristics of Organizations
Transnational (border less) organization
21. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Management levels
Exporting
Top managers
Global corporation
22. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
Exporting
Managers
Team orientation
23. People who work directly on a job or task and have no responsibility for overseeing the work of others
Outcome orientation
Importing
Non managerial employees
Interpersonal roles
24. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Three Characteristics of Organizations
Managers
Global corporation
25. Figurehead - leader - liaison
Multinational corporation (MNC)
Interpersonal roles
The Persuasive Style
Stability
26. The process of getting things done effectively efficiently through and with other people
Three Characteristics of Organizations
Employee Engagement
The Laissez-Faire Style
Management
27. A managers ability to analyze and diagnose complex situations
Conceptual skills
Management Styles
Decisional roles
Demographics
28. Any equipment tools or operating methods that are designed to make work more efficient
Managers
Top managers
Technology
Controlling
29. Supervisors responsible for directing the day to day activities of non managerial employees
Organization
Theory of justice view of ethics
Components of the External Environment
First-line managers
30. Entailing making decisions or choices
Decisional roles
The Autocratic Style
Leading
First-line managers
31. A managers ability to build a power base and establish the right connections
Top managers
Political skills
Global sourcing
Small Business
32. 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
Technology
Management
Joint venture
33. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
People orientation
Decisional roles
Managers
34. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
Technical skills
Controlling
Parochiallism
35. Making products domestically and selling them abroad
Exporting
Transnational (border less) organization
Social responsibility (corporate social responsibility or CSR)
Rights view of ethics
36. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Global corporation
Rights view of ethics
Leading
Technology
37. Part-time temporary and contract workers who are available for hire on an as-needed basis
Controlling
Scientific management
Multi domestic corporation
Contingent workforce
38. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Technical skills
Social obligation
The Participative Style
Controlling
39. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Management
People orientation
How organizations go global
Agressiveness
40. When employees are connected to satisfied with and enthusiastic about their jobs
Importing
Interpersonal skills
Global sourcing
Employee Engagement
41. Degree to which employees are expected to exhibit precision analysis and attention to detial
Components of the External Environment
Social obligation
Dimensions of organizational culture
Attention to detial
42. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
First-line managers
Franchising
Organizational culture
Code of ethics
43. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Interpersonal roles
The Persuasive Style
Franchising
Informational roles
44. Any type of international company that maintains operations in multiple countries
Transnational (border less) organization
Employee Engagement
Parochiallism
Multinational corporation (MNC)
45. Involving collecting receiving and disseminating information
Informational roles
Attention to detial
Social responsivness
Organization
46. Includes defining goals establishing strategy and developing plans to coordinate activites
Components of the External Environment
Global sourcing
Planning
Parochiallism
47. The degree of change and complexity in an organizations enviroment
Team orientation
Environmental uncertainty
People orientation
Social responsivness
48. 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
Workforce diveristy
Social obligation
Management Styles
Effectiveness
49. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Organizational culture
Informational roles
Dimensions of organizational culture
Social responsivness
50. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
The Consultative Style
Environmental uncertainty
Attention to detial
Scientific management