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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. The shared values principles traditions and ways of doing things that influence the way organizational members act
Interpersonal roles
Organizational culture
Informational roles
Agressiveness
2. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Planning
Family-friendly benifits
The Persuasive Style
Management Styles
3. Job-specific knowledge and techniques needed to perform work tasks
Theory of justice view of ethics
Code of ethics
Team orientation
Technical skills
4. When a business firm engages in social actions in response to some popular social need
Contingent workforce
The Autocratic Style
Top managers
Social responsivness
5. A set of rules or principles that defines right and wrong conduct
Global sourcing
Transnational (border less) organization
Ethics
How organizations go global
6. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Social responsibility (corporate social responsibility or CSR)
Transnational (border less) organization
Stability
Middle Managers
7. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
Controlling
Managers
Organizational culture
8. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Franchising
Informational roles
Planning
9. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Ethinicity
Informational roles
Interpersonal roles
Four Management Functions
10. Doing things right or getting the most output from the least amount of inputs
Family-friendly benifits
Organizing
The Laissez-Faire Style
Efficency
11. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Interpersonal roles
Environmental complexity
Efficency
Omnipotent view of management
12. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Foreign subsidary
Social obligation
People orientation
First-line managers
13. An MNC that decentralizes management and other decisions to the local country where its doing business
Controlling
Environmental uncertainty
Organizing
Multi domestic corporation
14. Degree to which employees are aggressive and competitive rather than cooperative
Licensing
Organizing
External factors
Agressiveness
15. Acquiring products made abroad and selling them domestically
Importing
Omnipotent view of management
Four Management Functions
Middle Managers
16. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Controlling
Licensing
Decisions roles
17. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Management Styles
Parochiallism
Rights view of ethics
Exporting
18. 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
Organizing
Effectiveness
Planning
Foreign subsidary
19. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Global corporation
Decisional roles
Licensing
Management levels
20. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Managerial roles
Stakeholders
Four Management Functions
Top managers
21. 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
Multi domestic corporation
Controlling
Foreign subsidary
Planning
22. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Organizational culture
Leading
Family-friendly benifits
Innovation and risk taking
23. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Stakeholders
Interpersonal roles
People orientation
Code of ethics
24. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Exporting
Conceptual skills
Small Business
25. 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
Omnipotent view of management
Licensing
The Consultative Style
How organizations go global
26. Factors forces situations and events outside the organization that affect its performance
Efficency
Parochiallism
Informational roles
External factors
27. A managers ability to build a power base and establish the right connections
Importing
Technology
Race
Political skills
28. 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 responsibility (corporate social responsibility or CSR)
Leading
Social responsivness
Agressiveness
29. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Social responsibility (corporate social responsibility or CSR)
Team orientation
Franchising
Managers
30. 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
Management levels
Management Styles
Small Business
The Participative Style
31. A boundary less world where goods and services are produced and marketed worlwide
The Laissez-Faire Style
Workforce diveristy
Planning
Global Village
32. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Employee Engagement
Leading
The Persuasive Style
33. Includes defining goals establishing strategy and developing plans to coordinate activites
Management
Planning
Family-friendly benifits
Technical skills
34. Doing the right things or completing activities so that organizational goals are attained
Social responsibility (corporate social responsibility or CSR)
Three Characteristics of Organizations
Innovation and risk taking
Effectiveness
35. Supervisors responsible for directing the day to day activities of non managerial employees
Organizing
First-line managers
Social obligation
Multinational corporation (MNC)
36. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Stability
Strong cultures
Leading
37. A managers ability to analyze and diagnose complex situations
Conceptual skills
Technical skills
Contingent workforce
Strong cultures
38. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Management Styles
Interpersonal skills
Code of ethics
39. 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
Employee Engagement
Planning
Utilitarian view of ethics
Organizing
40. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Foreign subsidary
Leading
Code of ethics
Managerial roles
41. Part-time temporary and contract workers who are available for hire on an as-needed basis
Contingent workforce
Top managers
Efficency
Rights view of ethics
42. Involving collecting receiving and disseminating information
Social responsivness
Informational roles
Demographics
Global stategic alliance
43. Degree to which organizational decisions and actions emphasize maintaining the status quo
Political skills
Stability
Joint venture
Attention to detial
44. The characteristics of a population used for purposes of social stuidies
Conceptual skills
Demographics
Rights view of ethics
Employee Engagement
45. The process of getting things done effectively efficiently through and with other people
Political skills
Components of the External Environment
Management
Strong cultures
46. An MNC that centralizes management and other decisions in the home country
Interpersonal skills
Environmental complexity
Global corporation
Decisional roles
47. A systematic arrangement of people brought together to accomplish some specific purpose
Organization stakeholders
Organization
Parochiallism
Informational roles
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
Innovation and risk taking
Foreign subsidary
Workforce diveristy
Symbolic view of management
49. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Strong cultures
Global sourcing
Foreign subsidary
Ethinicity
50. Figurehead - leader - liaison
Decisional roles
Omnipotent view of management
Leading
Interpersonal roles