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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 work is organized around team rather than individuals
Team orientation
Theory of justice view of ethics
Non managerial employees
Management levels
2. Any type of international company that maintains operations in multiple countries
Controlling
Licensing
Multinational corporation (MNC)
Global stategic alliance
3. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Conceptual skills
Rights view of ethics
Workforce diveristy
Multi domestic corporation
4. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Team orientation
Social responsibility (corporate social responsibility or CSR)
Interpersonal skills
Social obligation
5. Job-specific knowledge and techniques needed to perform work tasks
How organizations go global
Franchising
Organization stakeholders
Technical skills
6. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Stakeholders
Utilitarian view of ethics
Family-friendly benifits
Informational roles
7. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Leading
Environmental uncertainty
Licensing
8. Factors forces situations and events outside the organization that affect its performance
Management
Stability
Informational roles
External factors
9. The degree of change and complexity in an organizations enviroment
Family-friendly benifits
Conceptual skills
Environmental uncertainty
Utilitarian view of ethics
10. A managers ability to build a power base and establish the right connections
Small Business
Political skills
Controlling
Exporting
11. Part-time temporary and contract workers who are available for hire on an as-needed basis
Stability
Top managers
Organizing
Contingent workforce
12. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Social responsivness
Workforce diveristy
Effectiveness
13. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
People orientation
The Persuasive Style
Organizing
Management
14. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Licensing
Joint venture
Top managers
Leading
15. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Global stategic alliance
Sustainability
Interpersonal roles
Outcome orientation
16. Purchasing materials or labor from around the world wherever it is cheapest
Leading
Global sourcing
How organizations go global
Non managerial employees
17. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Ethinicity
Four Management Functions
Leading
Stability
18. Cultures in which the key values are deeply held and widely shared
Code of ethics
Transnational (border less) organization
Strong cultures
Organization stakeholders
19. 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
The Consultative Style
Political skills
Global Village
Controlling
20. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Family-friendly benifits
Stakeholders
Parochiallism
Multinational corporation (MNC)
21. Degree to which employees are encouraged to be innovative and take risks
Interpersonal roles
Innovation and risk taking
Controlling
Team orientation
22. 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
Outcome orientation
Management Styles
First-line managers
Organizing
23. The view that managers are directly responsible for an organizations success or failure
Technical skills
Decisions roles
The Laissez-Faire Style
Omnipotent view of management
24. Mentor - dissemination - spokesperson
Controlling
Informational roles
Social responsivness
Attention to detial
25. Degree to which employees are expected to exhibit precision analysis and attention to detial
Social obligation
Stability
Attention to detial
Social responsivness
26. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Top managers
Transnational (border less) organization
Stakeholders
Omnipotent view of management
27. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Employee Engagement
Foreign subsidary
Joint venture
Workforce diveristy
28. 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
People orientation
Small Business
Sustainability
Race
29. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Participative Style
Technical skills
The Laissez-Faire Style
Dimensions of organizational culture
30. A managers ability to analyze and diagnose complex situations
Dimensions of organizational culture
Ethinicity
Conceptual skills
Non managerial employees
31. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
The Consultative Style
Family-friendly benifits
How organizations go global
Scientific management
32. The view that much of an organizations success or failure is due to external forces outside managers control
Interpersonal skills
Symbolic view of management
Workforce diveristy
Components of the External Environment
33. Individuals in an organization who direct the activities of others
Four Management Functions
Organization stakeholders
Managers
The Laissez-Faire Style
34. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Global Village
The Participative Style
How organizations go global
Strong cultures
35. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Contingent workforce
Social responsibility (corporate social responsibility or CSR)
Interpersonal roles
36. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Licensing
Technology
Symbolic view of management
37. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Family-friendly benifits
Ethinicity
Management levels
Contingent workforce
38. Any equipment tools or operating methods that are designed to make work more efficient
Contingent workforce
Organization
Omnipotent view of management
Technology
39. 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
Management
Management levels
Planning
Non managerial employees
40. The process of getting things done effectively efficiently through and with other people
Management
Foreign subsidary
Strong cultures
Non managerial employees
41. 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
Middle Managers
Small Business
Multinational corporation (MNC)
Franchising
42. Social traits such as ones cultural background or allegiance that are shared by a human population
Environmental uncertainty
Ethinicity
Demographics
Technology
43. A managers ability to work with understand mentor and motivate other both individually and in groups
How organizations go global
Top managers
Omnipotent view of management
Interpersonal skills
44. 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.
Rights view of ethics
The Participative Style
Organizing
Global stategic alliance
45. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Employee Engagement
Organizational culture
Controlling
46. A structural arrangement for global organizations that eliminates artificial geographical barries
The Autocratic Style
Transnational (border less) organization
Licensing
Stability
47. 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
Efficency
Licensing
Strong cultures
Contingent workforce
48. The shared values principles traditions and ways of doing things that influence the way organizational members act
Innovation and risk taking
Multi domestic corporation
Environmental uncertainty
Organizational culture
49. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Transnational (border less) organization
Stakeholders
Family-friendly benifits
50. Goals - People and Structure
Three Characteristics of Organizations
The Autocratic Style
Race
Informational roles