SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
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. Individuals in an organization who direct the activities of others
Demographics
Managers
Sustainability
Global sourcing
2. Supervisors responsible for directing the day to day activities of non managerial employees
Race
Small Business
First-line managers
Global stategic alliance
3. Doing things right or getting the most output from the least amount of inputs
Interpersonal skills
Demographics
Four Management Functions
Efficency
4. Figurehead - leader - liaison
Outcome orientation
Interpersonal roles
Non managerial employees
Environmental uncertainty
5. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Scientific management
Symbolic view of management
Workforce diveristy
Interpersonal roles
6. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Multi domestic corporation
Global corporation
Demographics
7. 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
Organizing
The Participative Style
Family-friendly benifits
Global stategic alliance
8. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Global stategic alliance
Informational roles
The Consultative Style
Top managers
9. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Interpersonal skills
Organizing
Stakeholders
Agressiveness
10. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Theory of justice view of ethics
Joint venture
Exporting
11. Degree to which work is organized around team rather than individuals
Employee Engagement
Utilitarian view of ethics
Team orientation
Technology
12. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Employee Engagement
Scientific management
Environmental complexity
Components of the External Environment
13. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Agressiveness
Management Styles
Technology
Decisional roles
14. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Global stategic alliance
Rights view of ethics
Four Management Functions
Family-friendly benifits
15. A boundary less world where goods and services are produced and marketed worlwide
Leading
Managerial roles
Global Village
Management levels
16. A managers ability to build a power base and establish the right connections
Scientific management
Political skills
Leading
Environmental uncertainty
17. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Dimensions of organizational culture
Interpersonal roles
Utilitarian view of ethics
Global corporation
18. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Middle Managers
How organizations go global
Dimensions of organizational culture
Transnational (border less) organization
19. 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
Interpersonal roles
People orientation
Workforce diveristy
Small Business
20. 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
Planning
Symbolic view of management
Decisional roles
People orientation
21. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Rights view of ethics
Middle Managers
The Consultative Style
22. 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
Licensing
Multinational corporation (MNC)
Agressiveness
The Laissez-Faire Style
23. The degree of change and complexity in an organizations enviroment
People orientation
Theory of justice view of ethics
Technical skills
Environmental uncertainty
24. Degree to which management decision take into account the effects on people in the organization
People orientation
Technical skills
The Consultative Style
Conceptual skills
25. Job-specific knowledge and techniques needed to perform work tasks
Decisional roles
Global sourcing
Technical skills
Managerial roles
26. Includes defining goals establishing strategy and developing plans to coordinate activites
Leading
Global corporation
Informational roles
Planning
27. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Controlling
External factors
Importing
28. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
Dimensions of organizational culture
Management Styles
Social responsivness
29. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Organization stakeholders
Leading
Scientific management
Interpersonal skills
30. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Organization stakeholders
Interpersonal skills
Innovation and risk taking
31. When a business firm engages in social actions in response to some popular social need
Joint venture
Interpersonal skills
Importing
Social responsivness
32. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Non managerial employees
Controlling
Employee Engagement
33. People who work directly on a job or task and have no responsibility for overseeing the work of others
Interpersonal skills
Non managerial employees
Environmental uncertainty
Symbolic view of management
34. Degree to which employees are expected to exhibit precision analysis and attention to detial
Attention to detial
Four Management Functions
Global corporation
Social responsibility (corporate social responsibility or CSR)
35. The process of getting things done effectively efficiently through and with other people
Three Characteristics of Organizations
Ethinicity
External factors
Management
36. Entailing making decisions or choices
Managerial roles
Environmental uncertainty
Middle Managers
Decisional roles
37. A managers ability to work with understand mentor and motivate other both individually and in groups
Joint venture
Exporting
Efficency
Interpersonal skills
38. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Employee Engagement
Rights view of ethics
Management
Interpersonal roles
39. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Workforce diveristy
Joint venture
Stakeholders
Four Management Functions
40. An MNC that decentralizes management and other decisions to the local country where its doing business
Stakeholders
External factors
Parochiallism
Multi domestic corporation
41. 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
Non managerial employees
Leading
The Persuasive Style
Interpersonal roles
42. Includes monitoring performance comparing it with goals and correcting any significant deviations
Components of the External Environment
Code of ethics
Controlling
The Laissez-Faire Style
43. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Organization stakeholders
Planning
Global corporation
Managerial roles
44. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
People orientation
Political skills
Agressiveness
45. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
The Participative Style
Social responsivness
Rights view of ethics
Leading
46. Goals - People and Structure
Technical skills
Effectiveness
Four Management Functions
Three Characteristics of Organizations
47. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Foreign subsidary
Organizing
Omnipotent view of management
Middle Managers
48. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Leading
Decisional roles
Demographics
How organizations go global
49. Factors forces situations and events outside the organization that affect its performance
Organizational culture
Interpersonal roles
Decisional roles
External factors
50. A structural arrangement for global organizations that eliminates artificial geographical barries
Licensing
Transnational (border less) organization
People orientation
The Consultative Style