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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 managers ability to build a power base and establish the right connections
Ethics
The Participative Style
Political skills
External factors
2. 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
Social obligation
Contingent workforce
Leading
Global Village
3. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Outcome orientation
Race
Licensing
Demographics
4. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Symbolic view of management
Top managers
Effectiveness
The Autocratic Style
5. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Team orientation
Managerial roles
Dimensions of organizational culture
Small Business
6. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Informational roles
Informational roles
Ethics
7. Supervisors responsible for directing the day to day activities of non managerial employees
Small Business
Dimensions of organizational culture
Sustainability
First-line managers
8. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Exporting
Managerial roles
Scientific management
Organizational culture
9. Mentor - dissemination - spokesperson
Informational roles
People orientation
Managers
Race
10. Degree to which employees are encouraged to be innovative and take risks
How organizations go global
Parochiallism
Joint venture
Innovation and risk taking
11. Includes monitoring performance comparing it with goals and correcting any significant deviations
Ethics
Multinational corporation (MNC)
Controlling
Conceptual skills
12. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Multi domestic corporation
Social responsivness
Outcome orientation
Components of the External Environment
13. The view that managers are directly responsible for an organizations success or failure
Attention to detial
Omnipotent view of management
Interpersonal roles
Innovation and risk taking
14. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
People orientation
Planning
Organization
15. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Licensing
Symbolic view of management
Interpersonal roles
Small Business
16. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Planning
Workforce diveristy
Multi domestic corporation
17. Factors forces situations and events outside the organization that affect its performance
External factors
Team orientation
Outcome orientation
People orientation
18. Degree to which management decision take into account the effects on people in the organization
Decisions roles
Managerial roles
People orientation
Multi domestic corporation
19. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
The Laissez-Faire Style
Licensing
Outcome orientation
Franchising
20. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Planning
Interpersonal skills
Middle Managers
Interpersonal roles
21. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Sustainability
Global Village
Social responsibility (corporate social responsibility or CSR)
22. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizing
Organization stakeholders
Organizational culture
Demographics
23. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Organizing
Rights view of ethics
Family-friendly benifits
Global Village
24. Social traits such as ones cultural background or allegiance that are shared by a human population
Management Styles
Management levels
Ethinicity
Organizing
25. When employees are connected to satisfied with and enthusiastic about their jobs
Components of the External Environment
Sustainability
Employee Engagement
Multi domestic corporation
26. Doing things right or getting the most output from the least amount of inputs
Multinational corporation (MNC)
How organizations go global
Environmental uncertainty
Efficency
27. 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
Organizing
Small Business
First-line managers
Managerial roles
28. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stakeholders
Efficency
Decisional roles
Social obligation
29. 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
Contingent workforce
External factors
Non managerial employees
Workforce diveristy
30. Figurehead - leader - liaison
Demographics
First-line managers
Organizational culture
Interpersonal roles
31. Degree to which organizational decisions and actions emphasize maintaining the status quo
The Autocratic Style
Stability
Interpersonal roles
Theory of justice view of ethics
32. Entailing making decisions or choices
Innovation and risk taking
Decisional roles
Joint venture
Attention to detial
33. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Foreign subsidary
Outcome orientation
Rights view of ethics
Parochiallism
34. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Theory of justice view of ethics
Utilitarian view of ethics
Multi domestic corporation
35. Any type of international company that maintains operations in multiple countries
Code of ethics
Top managers
Multinational corporation (MNC)
Organization stakeholders
36. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Environmental complexity
Transnational (border less) organization
Management levels
Team orientation
37. A boundary less world where goods and services are produced and marketed worlwide
Global Village
Theory of justice view of ethics
Controlling
Foreign subsidary
38. When a business firm engages in social actions in response to some popular social need
Middle Managers
Environmental uncertainty
Attention to detial
Social responsivness
39. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Foreign subsidary
Management levels
The Participative Style
Environmental complexity
40. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Global sourcing
Organizing
Ethinicity
41. The view that much of an organizations success or failure is due to external forces outside managers control
Leading
Symbolic view of management
Code of ethics
Strong cultures
42. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Code of ethics
Race
Small Business
43. Making products domestically and selling them abroad
Exporting
Leading
Dimensions of organizational culture
Effectiveness
44. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Omnipotent view of management
Managerial roles
Organization stakeholders
First-line managers
45. Cultures in which the key values are deeply held and widely shared
The Participative Style
Strong cultures
Contingent workforce
Agressiveness
46. Goals - People and Structure
Employee Engagement
Three Characteristics of Organizations
Dimensions of organizational culture
Joint venture
47. Degree to which employees are expected to exhibit precision analysis and attention to detial
Transnational (border less) organization
Scientific management
Attention to detial
How organizations go global
48. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Franchising
Licensing
First-line managers
Four Management Functions
49. 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
Code of ethics
Controlling
Strong cultures
Multinational corporation (MNC)
50. The characteristics of a population used for purposes of social stuidies
Team orientation
Technology
Demographics
Innovation and risk taking