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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 motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Three Characteristics of Organizations
How organizations go global
Components of the External Environment
Leading
2. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
External factors
Small Business
Middle Managers
3. Degree to which management decision take into account the effects on people in the organization
People orientation
The Autocratic Style
Management levels
Transnational (border less) organization
4. The degree of change and complexity in an organizations enviroment
First-line managers
Environmental uncertainty
Race
Planning
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
Exporting
Leading
Environmental complexity
Ethinicity
6. Degree to which employees are aggressive and competitive rather than cooperative
Outcome orientation
Agressiveness
Race
Code of ethics
7. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Organizing
The Laissez-Faire Style
Parochiallism
Contingent workforce
8. Doing things right or getting the most output from the least amount of inputs
Rights view of ethics
Efficency
How organizations go global
Workforce diveristy
9. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Interpersonal roles
The Participative Style
Franchising
Interpersonal roles
10. Entrepreneur - Disturbance handler - resource allocator - negortiator
Attention to detial
How organizations go global
Four Management Functions
Decisions roles
11. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Global stategic alliance
Interpersonal roles
The Laissez-Faire Style
External factors
12. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Team orientation
Code of ethics
Efficency
Contingent workforce
13. The view that much of an organizations success or failure is due to external forces outside managers control
Social responsibility (corporate social responsibility or CSR)
Social obligation
Symbolic view of management
Franchising
14. Entailing making decisions or choices
Organization
Management
Social responsivness
Decisional roles
15. The characteristics of a population used for purposes of social stuidies
Demographics
Joint venture
Outcome orientation
Attention to detial
16. Making products domestically and selling them abroad
Exporting
Multi domestic corporation
The Participative Style
How organizations go global
17. Part-time temporary and contract workers who are available for hire on an as-needed basis
Environmental complexity
The Autocratic Style
Contingent workforce
Theory of justice view of ethics
18. 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
Controlling
Importing
Stability
19. Supervisors responsible for directing the day to day activities of non managerial employees
People orientation
First-line managers
Three Characteristics of Organizations
Organizational culture
20. A systematic arrangement of people brought together to accomplish some specific purpose
Symbolic view of management
Global Village
Decisional roles
Organization
21. Mentor - dissemination - spokesperson
Management Styles
Social responsivness
Three Characteristics of Organizations
Informational roles
22. Degree to which employees are expected to exhibit precision analysis and attention to detial
Exporting
Attention to detial
Social responsivness
Managerial roles
23. Degree to which work is organized around team rather than individuals
Family-friendly benifits
Team orientation
Conceptual skills
Management levels
24. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Environmental uncertainty
Top managers
Management
The Laissez-Faire Style
25. An MNC that decentralizes management and other decisions to the local country where its doing business
Effectiveness
Multi domestic corporation
Demographics
Interpersonal roles
26. Any type of international company that maintains operations in multiple countries
Interpersonal roles
Social obligation
Multinational corporation (MNC)
The Autocratic Style
27. 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
Importing
Organizing
Environmental uncertainty
Environmental complexity
28. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stakeholders
Family-friendly benifits
Workforce diveristy
Strong cultures
29. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Outcome orientation
Social responsivness
Social responsibility (corporate social responsibility or CSR)
Sustainability
30. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Efficency
The Participative Style
Ethinicity
Outcome orientation
31. Figurehead - leader - liaison
Small Business
Environmental complexity
Interpersonal roles
Exporting
32. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organization
Components of the External Environment
Organizational culture
Theory of justice view of ethics
33. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Political skills
Sustainability
The Persuasive Style
34. 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
Decisional roles
Management Styles
Social responsibility (corporate social responsibility or CSR)
35. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Licensing
Innovation and risk taking
Family-friendly benifits
Technology
36. A managers ability to analyze and diagnose complex situations
Multinational corporation (MNC)
Conceptual skills
Scientific management
Global Village
37. Acquiring products made abroad and selling them domestically
Stability
Stakeholders
Social responsibility (corporate social responsibility or CSR)
Importing
38. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Conceptual skills
Organizing
Global stategic alliance
Middle Managers
39. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Rights view of ethics
Middle Managers
Components of the External Environment
Controlling
40. 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
Interpersonal roles
Sustainability
Strong cultures
Importing
41. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Global sourcing
Organizing
Franchising
Management
42. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Multinational corporation (MNC)
Race
Omnipotent view of management
Innovation and risk taking
43. An independent business having fewer than 500 employees that doesn't necessarily engage in any new or innovative practices and has relatively little impact on its industry
Contingent workforce
Team orientation
External factors
Small Business
44. Involving collecting receiving and disseminating information
Environmental complexity
Informational roles
Stability
Dimensions of organizational culture
45. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Four Management Functions
Strong cultures
Joint venture
Components of the External Environment
46. A managers ability to build a power base and establish the right connections
Stability
Efficency
Political skills
Global Village
47. The view that managers are directly responsible for an organizations success or failure
Sustainability
Multi domestic corporation
Workforce diveristy
Omnipotent view of management
48. Any equipment tools or operating methods that are designed to make work more efficient
The Consultative Style
Stability
Technology
The Laissez-Faire Style
49. An MNC that centralizes management and other decisions in the home country
Global corporation
Social responsivness
Environmental uncertainty
Parochiallism
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
Managers
Licensing
Contingent workforce
The Participative Style