SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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 partnership between an organization and a foreign company partners in which both share resources and knowledge in developing new products of building production facilities.
Environmental uncertainty
Global stategic alliance
Sustainability
Environmental complexity
2. Making products domestically and selling them abroad
Social responsibility (corporate social responsibility or CSR)
Organizational culture
Exporting
Innovation and risk taking
3. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Controlling
Management Styles
Stability
Management levels
4. Degree to which employees are expected to exhibit precision analysis and attention to detial
Effectiveness
Attention to detial
Demographics
Interpersonal skills
5. Degree to which employees are aggressive and competitive rather than cooperative
The Autocratic Style
The Consultative Style
Agressiveness
Political skills
6. A systematic arrangement of people brought together to accomplish some specific purpose
Symbolic view of management
Planning
Interpersonal roles
Organization
7. Any equipment tools or operating methods that are designed to make work more efficient
Efficency
Technology
Interpersonal skills
Environmental uncertainty
8. The manager makes all decisions alone - with centralised authority and one-way communication.
The Persuasive Style
The Autocratic Style
Decisional roles
People orientation
9. Includes monitoring performance comparing it with goals and correcting any significant deviations
Foreign subsidary
Controlling
Multinational corporation (MNC)
Dimensions of organizational culture
10. The view that much of an organizations success or failure is due to external forces outside managers control
Non managerial employees
Transnational (border less) organization
Symbolic view of management
Social responsivness
11. The process of getting things done effectively efficiently through and with other people
Management
Stability
Small Business
Managerial roles
12. The shared values principles traditions and ways of doing things that influence the way organizational members act
Social responsivness
Organizational culture
Contingent workforce
First-line managers
13. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Non managerial employees
Joint venture
Management
Franchising
14. Degree to which work is organized around team rather than individuals
Environmental complexity
Organizational culture
Non managerial employees
Team orientation
15. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stakeholders
Management
The Autocratic Style
Efficency
16. 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
Organizing
Demographics
Licensing
Conceptual skills
17. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Scientific management
Sustainability
Non managerial employees
18. 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
Multi domestic corporation
Rights view of ethics
Organizing
The Persuasive Style
19. The view that managers are directly responsible for an organizations success or failure
Exporting
Ethinicity
Omnipotent view of management
Licensing
20. Job-specific knowledge and techniques needed to perform work tasks
Organizational culture
Technical skills
Strong cultures
Middle Managers
21. View that says ethical decisions are made in order to enforce rules fairly and impartially
Family-friendly benifits
Global Village
Theory of justice view of ethics
Exporting
22. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Organizational culture
Franchising
Controlling
Transnational (border less) organization
23. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
Social obligation
Stability
Organizing
24. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
First-line managers
Parochiallism
External factors
Organization stakeholders
25. 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
Management
Organization stakeholders
Planning
26. Goals - People and Structure
Three Characteristics of Organizations
Foreign subsidary
Interpersonal skills
Components of the External Environment
27. Individuals in an organization who direct the activities of others
Attention to detial
First-line managers
Innovation and risk taking
Managers
28. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
Stability
Strong cultures
Environmental uncertainty
29. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Ethinicity
Theory of justice view of ethics
Efficency
30. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Managerial roles
Organizing
The Autocratic Style
31. Involving collecting receiving and disseminating information
Symbolic view of management
Political skills
Theory of justice view of ethics
Informational roles
32. A structural arrangement for global organizations that eliminates artificial geographical barries
Global Village
Organizational culture
Decisional roles
Transnational (border less) organization
33. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Global corporation
The Persuasive Style
The Consultative Style
Attention to detial
34. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Interpersonal roles
Utilitarian view of ethics
Joint venture
Technical skills
35. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Utilitarian view of ethics
Management Styles
Managerial roles
Theory of justice view of ethics
36. An MNC that centralizes management and other decisions in the home country
Code of ethics
Global corporation
Organization
Controlling
37. A boundary less world where goods and services are produced and marketed worlwide
Team orientation
Employee Engagement
Stakeholders
Global Village
38. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Parochiallism
Social responsibility (corporate social responsibility or CSR)
The Laissez-Faire Style
Organizational culture
39. 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
Social responsivness
Managers
Controlling
Code of ethics
40. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Ethinicity
Managerial roles
The Participative Style
Environmental complexity
41. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Components of the External Environment
Interpersonal roles
Controlling
42. Entrepreneur - Disturbance handler - resource allocator - negortiator
Multinational corporation (MNC)
Multi domestic corporation
Decisions roles
Interpersonal skills
43. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Management Styles
Employee Engagement
The Consultative Style
Joint venture
44. An MNC that decentralizes management and other decisions to the local country where its doing business
Team orientation
Innovation and risk taking
Ethics
Multi domestic corporation
45. Mentor - dissemination - spokesperson
Informational roles
Franchising
Ethinicity
First-line managers
46. Degree to which management decision take into account the effects on people in the organization
People orientation
Sustainability
Conceptual skills
How organizations go global
47. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Parochiallism
Team orientation
Demographics
How organizations go global
48. 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
Utilitarian view of ethics
Sustainability
Interpersonal roles
Decisions roles
49. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Global sourcing
Top managers
Small Business
Social obligation
50. Entailing making decisions or choices
Technical skills
Decisional roles
Demographics
Social responsivness