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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. 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
Foreign subsidary
Organizing
How organizations go global
Utilitarian view of ethics
2. Degree to which employees are encouraged to be innovative and take risks
Technical skills
Innovation and risk taking
Scientific management
Components of the External Environment
3. Goals - People and Structure
Joint venture
Three Characteristics of Organizations
The Autocratic Style
The Laissez-Faire Style
4. Acquiring products made abroad and selling them domestically
Team orientation
Stakeholders
Importing
Managers
5. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
The Consultative Style
Demographics
Organization stakeholders
Management Styles
6. Figurehead - leader - liaison
Parochiallism
Interpersonal roles
Race
Leading
7. An MNC that centralizes management and other decisions in the home country
Agressiveness
Organizing
Global corporation
Social responsibility (corporate social responsibility or CSR)
8. Includes monitoring performance comparing it with goals and correcting any significant deviations
Omnipotent view of management
Controlling
Organizing
Global stategic alliance
9. Includes defining goals establishing strategy and developing plans to coordinate activites
Managers
Planning
The Persuasive Style
Decisions roles
10. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Transnational (border less) organization
Employee Engagement
Race
Political skills
11. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Workforce diveristy
Multi domestic corporation
Stability
12. Supervisors responsible for directing the day to day activities of non managerial employees
Joint venture
Planning
First-line managers
People orientation
13. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Franchising
Planning
Management levels
Management Styles
14. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Organizing
Scientific management
Managerial roles
Controlling
15. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Utilitarian view of ethics
Strong cultures
Rights view of ethics
Parochiallism
16. A managers ability to work with understand mentor and motivate other both individually and in groups
Organizational culture
Small Business
Workforce diveristy
Interpersonal skills
17. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Technical skills
Licensing
Rights view of ethics
Demographics
18. Doing the right things or completing activities so that organizational goals are attained
Organizational culture
Effectiveness
Scientific management
Outcome orientation
19. Factors forces situations and events outside the organization that affect its performance
Organizing
Franchising
Transnational (border less) organization
External factors
20. Any equipment tools or operating methods that are designed to make work more efficient
Organization stakeholders
Technology
Theory of justice view of ethics
Importing
21. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stakeholders
Joint venture
Strong cultures
External factors
22. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
The Laissez-Faire Style
Foreign subsidary
Interpersonal roles
Organization stakeholders
23. 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
Innovation and risk taking
The Participative Style
Organizing
Importing
24. 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
Race
Global Village
Strong cultures
Planning
25. Mentor - dissemination - spokesperson
Organizational culture
Family-friendly benifits
Global stategic alliance
Informational roles
26. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Agressiveness
Social responsibility (corporate social responsibility or CSR)
Environmental complexity
Demographics
27. A set of rules or principles that defines right and wrong conduct
Organizational culture
Ethics
Global sourcing
Franchising
28. Degree to which management decision take into account the effects on people in the organization
Agressiveness
The Autocratic Style
Employee Engagement
People orientation
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
Leading
Informational roles
Workforce diveristy
Three Characteristics of Organizations
30. 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
Multinational corporation (MNC)
Licensing
Importing
Global corporation
31. 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
Theory of justice view of ethics
Exporting
Controlling
Management levels
32. A managers ability to analyze and diagnose complex situations
Four Management Functions
Strong cultures
Ethinicity
Conceptual skills
33. Degree to which employees are expected to exhibit precision analysis and attention to detial
Code of ethics
Attention to detial
External factors
Innovation and risk taking
34. 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.
Global stategic alliance
Utilitarian view of ethics
Outcome orientation
Three Characteristics of Organizations
35. 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
Managers
Leading
Contingent workforce
Workforce diveristy
36. Involving collecting receiving and disseminating information
Informational roles
Controlling
Sustainability
Organizational culture
37. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
How organizations go global
Conceptual skills
Stability
Code of ethics
38. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Social responsivness
Technology
Franchising
Controlling
39. 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
Organization stakeholders
People orientation
Licensing
40. The manager makes all decisions alone - with centralised authority and one-way communication.
Dimensions of organizational culture
The Autocratic Style
Management Styles
Global sourcing
41. Any type of international company that maintains operations in multiple countries
Interpersonal skills
Social obligation
Multinational corporation (MNC)
Workforce diveristy
42. A boundary less world where goods and services are produced and marketed worlwide
Code of ethics
Non managerial employees
Global stategic alliance
Global Village
43. The shared values principles traditions and ways of doing things that influence the way organizational members act
Interpersonal roles
Stakeholders
Organizational culture
Attention to detial
44. Entailing making decisions or choices
Global stategic alliance
Non managerial employees
Decisional roles
Parochiallism
45. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Interpersonal roles
Management
Theory of justice view of ethics
46. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Efficency
Social responsivness
Outcome orientation
People orientation
47. A systematic arrangement of people brought together to accomplish some specific purpose
Organization
Multi domestic corporation
Efficency
The Autocratic Style
48. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
The Consultative Style
Transnational (border less) organization
Scientific management
The Participative Style
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
Three Characteristics of Organizations
Sustainability
Family-friendly benifits
Organization stakeholders
50. The process of getting things done effectively efficiently through and with other people
Components of the External Environment
Decisions roles
Management
Multi domestic corporation