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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
The Consultative Style
Demographics
Innovation and risk taking
Ethinicity
2. An MNC that decentralizes management and other decisions to the local country where its doing business
Components of the External Environment
Efficency
Multi domestic corporation
Ethics
3. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Theory of justice view of ethics
Global Village
Interpersonal roles
4. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Decisional roles
Organization
Strong cultures
5. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
The Consultative Style
First-line managers
External factors
6. Includes defining goals establishing strategy and developing plans to coordinate activites
Four Management Functions
Innovation and risk taking
Planning
Organizing
7. 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
How organizations go global
Attention to detial
Employee Engagement
8. View that says ethical decisions are made in order to enforce rules fairly and impartially
Three Characteristics of Organizations
Theory of justice view of ethics
Workforce diveristy
Omnipotent view of management
9. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Multinational corporation (MNC)
Interpersonal roles
Importing
Family-friendly benifits
10. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
The Autocratic Style
Franchising
Social obligation
Effectiveness
11. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Planning
Top managers
Planning
12. Acquiring products made abroad and selling them domestically
Strong cultures
Leading
Importing
Licensing
13. Any type of international company that maintains operations in multiple countries
How organizations go global
Franchising
Planning
Multinational corporation (MNC)
14. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Code of ethics
Top managers
Organizational culture
Global corporation
15. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Middle Managers
Stakeholders
Technology
Interpersonal roles
16. Figurehead - leader - liaison
The Consultative Style
Franchising
Interpersonal roles
Innovation and risk taking
17. 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
Non managerial employees
Small Business
Decisions roles
Four Management Functions
18. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Decisional roles
Dimensions of organizational culture
Organizing
Ethics
19. Entailing making decisions or choices
Managers
Parochiallism
Franchising
Decisional roles
20. 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
Technical skills
Licensing
Four Management Functions
Team orientation
21. When a business firm engages in social actions in response to some popular social need
Controlling
Social responsivness
Licensing
Ethics
22. A boundary less world where goods and services are produced and marketed worlwide
The Laissez-Faire Style
Global Village
Components of the External Environment
Scientific management
23. Degree to which management decision take into account the effects on people in the organization
Environmental uncertainty
Technical skills
People orientation
Social responsibility (corporate social responsibility or CSR)
24. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Sustainability
Stakeholders
Family-friendly benifits
Demographics
25. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Four Management Functions
Management Styles
Ethinicity
Informational roles
26. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Controlling
Code of ethics
Importing
Race
27. Degree to which work is organized around team rather than individuals
Interpersonal roles
Effectiveness
Team orientation
Decisional roles
28. A managers ability to work with understand mentor and motivate other both individually and in groups
Transnational (border less) organization
Dimensions of organizational culture
Interpersonal skills
Decisional roles
29. Factors forces situations and events outside the organization that affect its performance
Management
Stakeholders
Attention to detial
External factors
30. 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.
Conceptual skills
Utilitarian view of ethics
Top managers
Global stategic alliance
31. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
The Participative Style
Exporting
Decisions roles
Organization stakeholders
32. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Planning
The Laissez-Faire Style
Managers
Controlling
33. Supervisors responsible for directing the day to day activities of non managerial employees
Innovation and risk taking
The Laissez-Faire Style
Environmental uncertainty
First-line managers
34. The process of getting things done effectively efficiently through and with other people
Organization
Management
Demographics
The Participative Style
35. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Leading
The Consultative Style
Technology
Organization stakeholders
36. Any equipment tools or operating methods that are designed to make work more efficient
Conceptual skills
Management levels
Technology
Exporting
37. Mentor - dissemination - spokesperson
Multinational corporation (MNC)
Informational roles
Environmental uncertainty
Political skills
38. Goals - People and Structure
Exporting
Attention to detial
Three Characteristics of Organizations
Leading
39. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Technical skills
Utilitarian view of ethics
Environmental uncertainty
Sustainability
40. Degree to which employees are expected to exhibit precision analysis and attention to detial
Top managers
Parochiallism
Planning
Attention to detial
41. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Transnational (border less) organization
Decisional roles
Global corporation
Outcome orientation
42. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Innovation and risk taking
Environmental uncertainty
Managerial roles
Technology
43. A managers ability to build a power base and establish the right connections
Leading
Four Management Functions
Political skills
Importing
44. 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
Utilitarian view of ethics
Social responsibility (corporate social responsibility or CSR)
Environmental uncertainty
45. Includes monitoring performance comparing it with goals and correcting any significant deviations
Family-friendly benifits
Strong cultures
Controlling
Social responsivness
46. Cultures in which the key values are deeply held and widely shared
Code of ethics
Strong cultures
Efficency
Omnipotent view of management
47. Part-time temporary and contract workers who are available for hire on an as-needed basis
How organizations go global
Global stategic alliance
Non managerial employees
Contingent workforce
48. Individuals in an organization who direct the activities of others
Managers
Theory of justice view of ethics
Controlling
Utilitarian view of ethics
49. A systematic arrangement of people brought together to accomplish some specific purpose
Decisional roles
Franchising
Organization
Theory of justice view of ethics
50. Entrepreneur - Disturbance handler - resource allocator - negortiator
Social responsibility (corporate social responsibility or CSR)
Race
Dimensions of organizational culture
Decisions roles