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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. Degree to which employees are aggressive and competitive rather than cooperative
The Consultative Style
Agressiveness
Environmental uncertainty
Strong cultures
2. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Interpersonal skills
Managerial roles
Stability
Leading
3. 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
Controlling
How organizations go global
Theory of justice view of ethics
Environmental uncertainty
4. 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
Foreign subsidary
Scientific management
Workforce diveristy
5. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Technical skills
Informational roles
Rights view of ethics
6. An MNC that decentralizes management and other decisions to the local country where its doing business
The Consultative Style
Team orientation
Multi domestic corporation
Political skills
7. Degree to which employees are encouraged to be innovative and take risks
Organizational culture
Innovation and risk taking
The Participative Style
Joint venture
8. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Planning
Innovation and risk taking
Franchising
Organization
9. Degree to which employees are expected to exhibit precision analysis and attention to detial
Attention to detial
First-line managers
Global Village
Ethinicity
10. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Global sourcing
Parochiallism
Contingent workforce
Technical skills
11. The process of getting things done effectively efficiently through and with other people
Dimensions of organizational culture
The Laissez-Faire Style
Management
Multinational corporation (MNC)
12. 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
Management levels
Conceptual skills
Organizing
Transnational (border less) organization
13. 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
Utilitarian view of ethics
How organizations go global
Organizing
Licensing
14. Doing things right or getting the most output from the least amount of inputs
Technology
Transnational (border less) organization
Conceptual skills
Efficency
15. Goals - People and Structure
Three Characteristics of Organizations
Demographics
Agressiveness
Social responsivness
16. When a business firm engages in social actions in response to some popular social need
Leading
Social responsivness
Innovation and risk taking
Ethinicity
17. A managers ability to work with understand mentor and motivate other both individually and in groups
First-line managers
Code of ethics
Parochiallism
Interpersonal skills
18. Acquiring products made abroad and selling them domestically
Organizational culture
Theory of justice view of ethics
Importing
External factors
19. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Management
Licensing
Ethinicity
20. 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
Planning
Social responsivness
Organizing
Small Business
21. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Outcome orientation
Management levels
First-line managers
Organization stakeholders
22. 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
Parochiallism
Technical skills
Organizing
The Laissez-Faire Style
23. Figurehead - leader - liaison
Attention to detial
Symbolic view of management
Interpersonal roles
Global Village
24. The degree of change and complexity in an organizations enviroment
Team orientation
Environmental uncertainty
Informational roles
Interpersonal skills
25. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Controlling
Multi domestic corporation
The Participative Style
Environmental complexity
26. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
The Autocratic Style
Technology
The Consultative Style
Stakeholders
27. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Four Management Functions
Symbolic view of management
Ethics
28. Any type of international company that maintains operations in multiple countries
Interpersonal roles
Middle Managers
Multinational corporation (MNC)
Informational roles
29. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
The Consultative Style
How organizations go global
Attention to detial
Controlling
30. 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
Managers
Parochiallism
Sustainability
31. A set of rules or principles that defines right and wrong conduct
Efficency
Ethinicity
Importing
Ethics
32. Part-time temporary and contract workers who are available for hire on an as-needed basis
Sustainability
The Laissez-Faire Style
Contingent workforce
Global Village
33. An MNC that centralizes management and other decisions in the home country
Three Characteristics of Organizations
The Persuasive Style
Global corporation
Environmental uncertainty
34. A systematic arrangement of people brought together to accomplish some specific purpose
Management levels
Components of the External Environment
Organization
People orientation
35. Mentor - dissemination - spokesperson
Controlling
Informational roles
Global corporation
The Participative Style
36. A boundary less world where goods and services are produced and marketed worlwide
Social responsivness
Global Village
The Participative Style
Environmental uncertainty
37. Degree to which management decision take into account the effects on people in the organization
First-line managers
Global stategic alliance
People orientation
Social obligation
38. The characteristics of a population used for purposes of social stuidies
Demographics
Foreign subsidary
The Autocratic Style
Organizational culture
39. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Dimensions of organizational culture
Top managers
Transnational (border less) organization
Organization stakeholders
40. Job-specific knowledge and techniques needed to perform work tasks
Utilitarian view of ethics
Ethics
Joint venture
Technical skills
41. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Franchising
Team orientation
Social obligation
The Participative Style
42. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Ethics
Stability
Top managers
Parochiallism
43. When employees are connected to satisfied with and enthusiastic about their jobs
Effectiveness
Controlling
Importing
Employee Engagement
44. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Importing
Symbolic view of management
Interpersonal roles
The Laissez-Faire Style
45. Any equipment tools or operating methods that are designed to make work more efficient
Controlling
Global sourcing
Technology
Management Styles
46. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Importing
Stakeholders
Four Management Functions
Leading
47. 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
Efficency
Three Characteristics of Organizations
Planning
Small Business
48. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Leading
Workforce diveristy
Four Management Functions
49. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Leading
Organization
Foreign subsidary
Interpersonal roles
50. Making products domestically and selling them abroad
Interpersonal skills
Exporting
How organizations go global
Four Management Functions