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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 manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Importing
The Participative Style
Agressiveness
Theory of justice view of ethics
2. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Race
Franchising
The Laissez-Faire Style
3. An MNC that centralizes management and other decisions in the home country
Efficency
Informational roles
Global corporation
Decisional roles
4. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Controlling
Interpersonal skills
Management levels
Joint venture
5. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Global Village
Management
Outcome orientation
6. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Family-friendly benifits
Management Styles
Code of ethics
Global Village
7. Involving collecting receiving and disseminating information
People orientation
Demographics
Efficency
Informational roles
8. 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.
Stakeholders
Transnational (border less) organization
Global stategic alliance
Organizing
9. 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
Dimensions of organizational culture
Multinational corporation (MNC)
Controlling
Planning
10. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Race
Organizing
Code of ethics
Management Styles
11. The manager makes all decisions alone - with centralised authority and one-way communication.
Demographics
Contingent workforce
The Autocratic Style
Small Business
12. The process of getting things done effectively efficiently through and with other people
Omnipotent view of management
Global Village
Scientific management
Management
13. A set of rules or principles that defines right and wrong conduct
Attention to detial
Ethics
Decisional roles
Family-friendly benifits
14. Any type of international company that maintains operations in multiple countries
Foreign subsidary
How organizations go global
Multinational corporation (MNC)
Stakeholders
15. Individuals in an organization who direct the activities of others
Managers
Dimensions of organizational culture
People orientation
Parochiallism
16. Doing things right or getting the most output from the least amount of inputs
Omnipotent view of management
Efficency
Theory of justice view of ethics
Code of ethics
17. Purchasing materials or labor from around the world wherever it is cheapest
Organizing
Planning
Global sourcing
Management Styles
18. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Management
Small Business
The Consultative Style
Team orientation
19. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Joint venture
Code of ethics
Environmental uncertainty
20. 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
Utilitarian view of ethics
Informational roles
Small Business
Workforce diveristy
21. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Franchising
The Autocratic Style
Dimensions of organizational culture
22. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Technology
Organization stakeholders
Franchising
Transnational (border less) organization
23. 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
The Participative Style
Organizing
Global sourcing
Workforce diveristy
24. An MNC that decentralizes management and other decisions to the local country where its doing business
Employee Engagement
Multi domestic corporation
Informational roles
Leading
25. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
How organizations go global
Interpersonal roles
Organization stakeholders
26. 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
Innovation and risk taking
Organizing
Sustainability
Controlling
27. Entrepreneur - Disturbance handler - resource allocator - negortiator
Transnational (border less) organization
Decisions roles
Managerial roles
Leading
28. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Top managers
The Persuasive Style
Outcome orientation
Interpersonal roles
29. Degree to which management decision take into account the effects on people in the organization
Contingent workforce
People orientation
Management
External factors
30. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
The Consultative Style
Top managers
Management Styles
Attention to detial
31. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Leading
Efficency
External factors
Middle Managers
32. Figurehead - leader - liaison
Non managerial employees
Controlling
Interpersonal roles
Global corporation
33. The view that much of an organizations success or failure is due to external forces outside managers control
Stakeholders
Symbolic view of management
People orientation
Franchising
34. The degree of change and complexity in an organizations enviroment
Race
Management Styles
Organization
Environmental uncertainty
35. Degree to which employees are encouraged to be innovative and take risks
Organizing
Franchising
Workforce diveristy
Innovation and risk taking
36. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Technical skills
The Persuasive Style
Informational roles
37. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Sustainability
Symbolic view of management
How organizations go global
Interpersonal roles
38. Doing the right things or completing activities so that organizational goals are attained
The Persuasive Style
Omnipotent view of management
Foreign subsidary
Effectiveness
39. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Race
Team orientation
Family-friendly benifits
Managers
40. 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
Global corporation
Organizing
Organizational culture
Political skills
41. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Middle Managers
Four Management Functions
The Laissez-Faire Style
Licensing
42. When a business firm engages in social actions in response to some popular social need
Social responsivness
Management levels
Components of the External Environment
Licensing
43. The shared values principles traditions and ways of doing things that influence the way organizational members act
Decisional roles
Organizational culture
Social obligation
Technical skills
44. A managers ability to work with understand mentor and motivate other both individually and in groups
Interpersonal skills
Agressiveness
Efficency
Management levels
45. Part-time temporary and contract workers who are available for hire on an as-needed basis
Contingent workforce
Innovation and risk taking
The Participative Style
Efficency
46. A boundary less world where goods and services are produced and marketed worlwide
Importing
Ethics
Parochiallism
Global Village
47. Factors forces situations and events outside the organization that affect its performance
External factors
Decisional roles
Political skills
Outcome orientation
48. Goals - People and Structure
Management Styles
The Participative Style
Informational roles
Three Characteristics of Organizations
49. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Management Styles
External factors
Dimensions of organizational culture
Joint venture
50. 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
Four Management Functions
Outcome orientation
Planning
Team orientation