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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 companys ability to achieve its business goals and increase long-term shareholder value by integrating economic - environmental and social opportunities into its business strategies
Planning
How organizations go global
Sustainability
Contingent workforce
2. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Ethics
Demographics
Organizational culture
3. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Interpersonal roles
Dimensions of organizational culture
Employee Engagement
Rights view of ethics
4. Includes monitoring performance comparing it with goals and correcting any significant deviations
Foreign subsidary
Race
Management levels
Controlling
5. Degree to which employees are expected to exhibit precision analysis and attention to detial
Social responsibility (corporate social responsibility or CSR)
Sustainability
Attention to detial
Management levels
6. An MNC that decentralizes management and other decisions to the local country where its doing business
The Consultative Style
Multi domestic corporation
Components of the External Environment
Stability
7. When employees are connected to satisfied with and enthusiastic about their jobs
Organization
Planning
Efficency
Employee Engagement
8. A systematic arrangement of people brought together to accomplish some specific purpose
Managers
Code of ethics
Organization
The Laissez-Faire Style
9. A direct investment in a foreign country that involves setting up a separate and independent facility or office
How organizations go global
Employee Engagement
Components of the External Environment
Foreign subsidary
10. Involving collecting receiving and disseminating information
The Laissez-Faire Style
Organizing
Interpersonal roles
Informational roles
11. Includes defining goals establishing strategy and developing plans to coordinate activites
Organization stakeholders
Planning
Team orientation
Middle Managers
12. 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
The Participative Style
Planning
Ethinicity
Family-friendly benifits
13. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Dimensions of organizational culture
Symbolic view of management
Workforce diveristy
Management Styles
14. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Global corporation
The Laissez-Faire Style
Social responsivness
15. A managers ability to build a power base and establish the right connections
Political skills
Contingent workforce
Global stategic alliance
Ethinicity
16. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Political skills
First-line managers
Controlling
17. Entailing making decisions or choices
Decisional roles
Transnational (border less) organization
Stability
Importing
18. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Management Styles
Environmental complexity
Foreign subsidary
Ethics
19. 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
Non managerial employees
Licensing
Symbolic view of management
Team orientation
20. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Three Characteristics of Organizations
Stability
Franchising
Importing
21. Degree to which employees are encouraged to be innovative and take risks
Ethinicity
Innovation and risk taking
Workforce diveristy
Components of the External Environment
22. Any type of international company that maintains operations in multiple countries
Managers
Global corporation
Multinational corporation (MNC)
Organizational culture
23. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Technical skills
Decisions roles
Global Village
Stakeholders
24. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Agressiveness
Informational roles
Outcome orientation
25. Figurehead - leader - liaison
Top managers
Interpersonal roles
Organization stakeholders
Team orientation
26. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Rights view of ethics
People orientation
Four Management Functions
Informational roles
27. Acquiring products made abroad and selling them domestically
Foreign subsidary
Management
Ethics
Importing
28. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Race
Global stategic alliance
Social responsibility (corporate social responsibility or CSR)
Managers
29. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Exporting
Multi domestic corporation
Demographics
30. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
The Persuasive Style
Contingent workforce
Social obligation
Code of ethics
31. Supervisors responsible for directing the day to day activities of non managerial employees
Stability
First-line managers
Environmental uncertainty
Outcome orientation
32. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Effectiveness
Organizing
Parochiallism
Management Styles
33. Factors forces situations and events outside the organization that affect its performance
Social obligation
External factors
Ethics
Foreign subsidary
34. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Conceptual skills
Exporting
Code of ethics
35. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Decisions roles
Code of ethics
Interpersonal roles
Parochiallism
36. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
The Consultative Style
Importing
Organizing
37. A boundary less world where goods and services are produced and marketed worlwide
Conceptual skills
Scientific management
Effectiveness
Global Village
38. The process of getting things done effectively efficiently through and with other people
Dimensions of organizational culture
Management
Symbolic view of management
Technology
39. 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
Conceptual skills
Foreign subsidary
Middle Managers
Workforce diveristy
40. Individuals in an organization who direct the activities of others
Rights view of ethics
Organization
The Persuasive Style
Managers
41. Cultures in which the key values are deeply held and widely shared
Strong cultures
Social obligation
Interpersonal roles
People orientation
42. The shared values principles traditions and ways of doing things that influence the way organizational members act
Social responsivness
Contingent workforce
Organizational culture
Planning
43. Making products domestically and selling them abroad
Exporting
The Persuasive Style
Interpersonal skills
Stakeholders
44. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Four Management Functions
The Laissez-Faire Style
Managerial roles
Organization
45. 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
Small Business
Organization
Non managerial employees
Global corporation
46. 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.
Code of ethics
Global Village
The Consultative Style
Global stategic alliance
47. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Three Characteristics of Organizations
Components of the External Environment
Exporting
Sustainability
48. The characteristics of a population used for purposes of social stuidies
Workforce diveristy
Multi domestic corporation
Demographics
Small Business
49. Any equipment tools or operating methods that are designed to make work more efficient
Controlling
Middle Managers
Family-friendly benifits
Technology
50. A managers ability to analyze and diagnose complex situations
Management Styles
Organization
Decisional roles
Conceptual skills