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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 characteristics of a population used for purposes of social stuidies
Middle Managers
Demographics
Environmental complexity
Team orientation
2. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Three Characteristics of Organizations
Transnational (border less) organization
The Participative Style
3. Degree to which work is organized around team rather than individuals
Team orientation
People orientation
Workforce diveristy
Informational roles
4. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Franchising
Race
Social obligation
5. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Strong cultures
Theory of justice view of ethics
Demographics
Parochiallism
6. Degree to which employees are aggressive and competitive rather than cooperative
Organization
Organizing
Agressiveness
Environmental complexity
7. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Franchising
The Laissez-Faire Style
Conceptual skills
Rights view of ethics
8. 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
Parochiallism
Workforce diveristy
Social responsivness
Code of ethics
9. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Middle Managers
Dimensions of organizational culture
Agressiveness
10. 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
Parochiallism
Middle Managers
Workforce diveristy
11. 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
Stakeholders
Planning
The Persuasive Style
Environmental uncertainty
12. Figurehead - leader - liaison
Stability
Interpersonal roles
Race
Workforce diveristy
13. When a business firm engages in social actions in response to some popular social need
Transnational (border less) organization
Technical skills
Social responsivness
Multi domestic corporation
14. Factors forces situations and events outside the organization that affect its performance
Organizational culture
Workforce diveristy
External factors
Team orientation
15. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Race
Political skills
Four Management Functions
Technology
16. Includes defining goals establishing strategy and developing plans to coordinate activites
Effectiveness
The Autocratic Style
Planning
Middle Managers
17. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Dimensions of organizational culture
Managerial roles
Middle Managers
Social responsibility (corporate social responsibility or CSR)
18. Degree to which employees are expected to exhibit precision analysis and attention to detial
Organization
Technology
Management levels
Attention to detial
19. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Small Business
Strong cultures
The Participative Style
Interpersonal roles
20. Doing the right things or completing activities so that organizational goals are attained
Franchising
Leading
People orientation
Effectiveness
21. Goals - People and Structure
Strong cultures
Ethinicity
First-line managers
Three Characteristics of Organizations
22. Part-time temporary and contract workers who are available for hire on an as-needed basis
Components of the External Environment
Contingent workforce
Four Management Functions
Leading
23. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Franchising
Planning
Organization
24. 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
Workforce diveristy
Top managers
Leading
The Participative Style
25. Mentor - dissemination - spokesperson
Agressiveness
Informational roles
The Autocratic Style
Joint venture
26. The degree of change and complexity in an organizations enviroment
Multinational corporation (MNC)
Environmental uncertainty
People orientation
Social responsibility (corporate social responsibility or CSR)
27. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Social responsivness
Components of the External Environment
Demographics
Middle Managers
28. Supervisors responsible for directing the day to day activities of non managerial employees
Organization stakeholders
People orientation
First-line managers
Managers
29. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Family-friendly benifits
Scientific management
Social obligation
Small Business
30. Purchasing materials or labor from around the world wherever it is cheapest
Non managerial employees
Controlling
Interpersonal skills
Global sourcing
31. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Planning
Utilitarian view of ethics
The Consultative Style
Environmental complexity
32. The view that much of an organizations success or failure is due to external forces outside managers control
Top managers
The Laissez-Faire Style
Symbolic view of management
Conceptual skills
33. A managers ability to build a power base and establish the right connections
Licensing
Organizing
Political skills
The Consultative Style
34. A set of rules or principles that defines right and wrong conduct
Ethics
Demographics
Organization stakeholders
Multinational corporation (MNC)
35. A systematic arrangement of people brought together to accomplish some specific purpose
Franchising
Technical skills
Management Styles
Organization
36. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Symbolic view of management
Global stategic alliance
Foreign subsidary
Outcome orientation
37. Entailing making decisions or choices
Ethics
The Participative Style
Management Styles
Decisional roles
38. Social traits such as ones cultural background or allegiance that are shared by a human population
Outcome orientation
Four Management Functions
Ethinicity
Managerial roles
39. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Environmental uncertainty
Strong cultures
Agressiveness
Managerial roles
40. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
Ethinicity
Rights view of ethics
Technical skills
41. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Top managers
Stakeholders
Outcome orientation
The Participative Style
42. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Management Styles
Social responsibility (corporate social responsibility or CSR)
Components of the External Environment
Organization
43. Degree to which organizational decisions and actions emphasize maintaining the status quo
How organizations go global
Management Styles
Stability
Decisions roles
44. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Three Characteristics of Organizations
Leading
Family-friendly benifits
Four Management Functions
45. Acquiring products made abroad and selling them domestically
Importing
Decisions roles
Managerial roles
Managers
46. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Small Business
Global Village
The Persuasive Style
47. Cultures in which the key values are deeply held and widely shared
The Autocratic Style
Scientific management
Strong cultures
Management levels
48. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
The Participative Style
Scientific management
Race
Top managers
49. 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
Multinational corporation (MNC)
Social responsibility (corporate social responsibility or CSR)
Sustainability
Demographics
50. A managers ability to analyze and diagnose complex situations
Multi domestic corporation
Global Village
Small Business
Conceptual skills