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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. Doing the right things or completing activities so that organizational goals are attained
Components of the External Environment
Effectiveness
First-line managers
Three Characteristics of Organizations
2. Entrepreneur - Disturbance handler - resource allocator - negortiator
Organizational culture
Informational roles
Global corporation
Decisions roles
3. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Effectiveness
Workforce diveristy
Ethics
4. A structural arrangement for global organizations that eliminates artificial geographical barries
Environmental complexity
Transnational (border less) organization
Global Village
Dimensions of organizational culture
5. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Licensing
Joint venture
Components of the External Environment
Stability
6. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Code of ethics
Franchising
Middle Managers
The Consultative Style
7. The process of getting things done effectively efficiently through and with other people
Management
Controlling
Family-friendly benifits
Top managers
8. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Organizing
Foreign subsidary
Workforce diveristy
Global stategic alliance
9. Part-time temporary and contract workers who are available for hire on an as-needed basis
How organizations go global
Global stategic alliance
Dimensions of organizational culture
Contingent workforce
10. 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
Sustainability
Organizing
Innovation and risk taking
Rights view of ethics
11. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Transnational (border less) organization
Stakeholders
Innovation and risk taking
Workforce diveristy
12. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Three Characteristics of Organizations
Environmental complexity
Parochiallism
People orientation
13. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Outcome orientation
Importing
Stakeholders
14. Mentor - dissemination - spokesperson
Multi domestic corporation
Dimensions of organizational culture
Omnipotent view of management
Informational roles
15. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
Environmental complexity
Efficency
The Autocratic Style
16. Goals - People and Structure
External factors
Efficency
Three Characteristics of Organizations
Four Management Functions
17. Social traits such as ones cultural background or allegiance that are shared by a human population
Managers
Non managerial employees
How organizations go global
Ethinicity
18. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Three Characteristics of Organizations
Middle Managers
Exporting
Scientific management
19. Any equipment tools or operating methods that are designed to make work more efficient
Organization stakeholders
Employee Engagement
Technology
Global stategic alliance
20. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
The Autocratic Style
Omnipotent view of management
Management
21. Doing things right or getting the most output from the least amount of inputs
Efficency
Joint venture
Code of ethics
Team orientation
22. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Management Styles
Parochiallism
Code of ethics
Non managerial employees
23. A systematic arrangement of people brought together to accomplish some specific purpose
Organizational culture
Organization
Race
Environmental complexity
24. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
Three Characteristics of Organizations
Four Management Functions
The Autocratic Style
25. Any type of international company that maintains operations in multiple countries
Strong cultures
Multinational corporation (MNC)
Employee Engagement
Non managerial employees
26. Cultures in which the key values are deeply held and widely shared
Management
Team orientation
Top managers
Strong cultures
27. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Controlling
The Autocratic Style
Middle Managers
The Participative Style
28. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Social responsivness
Scientific management
Non managerial employees
Middle Managers
29. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Social responsibility (corporate social responsibility or CSR)
Outcome orientation
Leading
Three Characteristics of Organizations
30. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Planning
Decisional roles
Managerial roles
31. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Environmental uncertainty
Organizing
Ethics
Environmental complexity
32. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Organizing
External factors
Workforce diveristy
Family-friendly benifits
33. Degree to which employees are expected to exhibit precision analysis and attention to detial
Multinational corporation (MNC)
Three Characteristics of Organizations
Management levels
Attention to detial
34. 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 levels
Managers
Planning
Multi domestic corporation
35. When a business firm engages in social actions in response to some popular social need
Dimensions of organizational culture
Importing
Social responsivness
Global corporation
36. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
The Laissez-Faire Style
Joint venture
Organizing
37. Entailing making decisions or choices
Decisional roles
Organization stakeholders
Sustainability
Social responsibility (corporate social responsibility or CSR)
38. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Management Styles
Planning
Symbolic view of management
Three Characteristics of Organizations
39. 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
Top managers
Global Village
Controlling
40. An MNC that centralizes management and other decisions in the home country
Global corporation
Interpersonal roles
Social responsibility (corporate social responsibility or CSR)
Managerial roles
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
Organizational culture
Interpersonal skills
Effectiveness
Small Business
42. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Organizing
Theory of justice view of ethics
Informational roles
43. Degree to which management decision take into account the effects on people in the organization
Symbolic view of management
Sustainability
People orientation
The Participative Style
44. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Licensing
Social responsibility (corporate social responsibility or CSR)
Agressiveness
The Laissez-Faire Style
45. View that says ethical decisions are made in order to enforce rules fairly and impartially
Scientific management
Theory of justice view of ethics
Global sourcing
Family-friendly benifits
46. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
How organizations go global
Four Management Functions
Joint venture
Informational roles
47. A set of rules or principles that defines right and wrong conduct
Non managerial employees
Interpersonal skills
Ethics
How organizations go global
48. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Four Management Functions
External factors
Organizing
Organization stakeholders
49. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Informational roles
Joint venture
The Participative Style
50. 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
Stability
Four Management Functions
Controlling
Rights view of ethics