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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 encouraged to be innovative and take risks
Organizational culture
Innovation and risk taking
Attention to detial
Components of the External Environment
2. Degree to which work is organized around team rather than individuals
Team orientation
Multi domestic corporation
Global sourcing
Decisional roles
3. A managers ability to analyze and diagnose complex situations
Conceptual skills
Employee Engagement
How organizations go global
Stakeholders
4. Any equipment tools or operating methods that are designed to make work more efficient
Organizing
Technology
Non managerial employees
Race
5. 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
Social responsibility (corporate social responsibility or CSR)
Exporting
External factors
6. Doing things right or getting the most output from the least amount of inputs
Informational roles
Foreign subsidary
Efficency
The Consultative Style
7. Degree to which employees are expected to exhibit precision analysis and attention to detial
Interpersonal skills
Franchising
People orientation
Attention to detial
8. Figurehead - leader - liaison
The Participative Style
Interpersonal roles
Four Management Functions
Management Styles
9. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stakeholders
Middle Managers
Parochiallism
Strong cultures
10. Includes monitoring performance comparing it with goals and correcting any significant deviations
Management Styles
Four Management Functions
Controlling
Organization stakeholders
11. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Multinational corporation (MNC)
Decisions roles
The Persuasive Style
Attention to detial
12. Degree to which management decision take into account the effects on people in the organization
People orientation
Global corporation
Licensing
Dimensions of organizational culture
13. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Small Business
Controlling
Scientific management
Environmental uncertainty
14. Ways in which people in a workforce are similar and different from one another in terms of gender age race sexual orientation ethnicity cultural background and physical abilities and dissablities
Global corporation
Management
Workforce diveristy
Scientific management
15. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Exporting
Top managers
Interpersonal roles
The Persuasive Style
16. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Multinational corporation (MNC)
Social obligation
Management
Planning
17. Entailing making decisions or choices
Joint venture
Contingent workforce
Managerial roles
Decisional roles
18. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Middle Managers
Managerial roles
Decisions roles
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
Multi domestic corporation
Technical skills
Controlling
Components of the External Environment
20. View that says ethical decisions are made in order to enforce rules fairly and impartially
Managers
Organizational culture
Managerial roles
Theory of justice view of ethics
21. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Global Village
Exporting
Organizational culture
The Consultative Style
22. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Environmental complexity
Multinational corporation (MNC)
Demographics
Leading
23. Purchasing materials or labor from around the world wherever it is cheapest
Global corporation
Ethinicity
Global sourcing
Technology
24. Job-specific knowledge and techniques needed to perform work tasks
Family-friendly benifits
Technical skills
Interpersonal skills
Organizational culture
25. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Ethinicity
Rights view of ethics
Interpersonal roles
Sustainability
26. A managers ability to build a power base and establish the right connections
Conceptual skills
Global sourcing
Political skills
Management Styles
27. 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
Components of the External Environment
Licensing
The Laissez-Faire Style
Management
28. Making products domestically and selling them abroad
Agressiveness
Exporting
Outcome orientation
Technology
29. 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
Decisions roles
Innovation and risk taking
Workforce diveristy
Organizing
30. A structural arrangement for global organizations that eliminates artificial geographical barries
Utilitarian view of ethics
Planning
Transnational (border less) organization
Political skills
31. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Joint venture
Workforce diveristy
Foreign subsidary
32. An MNC that centralizes management and other decisions in the home country
Components of the External Environment
Global corporation
Workforce diveristy
Top managers
33. Cultures in which the key values are deeply held and widely shared
Strong cultures
Multi domestic corporation
Technology
Social obligation
34. Individuals in an organization who direct the activities of others
Managers
Licensing
Code of ethics
Transnational (border less) organization
35. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Family-friendly benifits
Planning
The Participative Style
Demographics
36. Factors forces situations and events outside the organization that affect its performance
Environmental uncertainty
Management Styles
The Consultative Style
External factors
37. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Management levels
Informational roles
Organizational culture
Race
38. 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
Global corporation
Leading
Political skills
Attention to detial
39. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Employee Engagement
Franchising
Rights view of ethics
Joint venture
40. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Management levels
Sustainability
Social responsivness
Joint venture
41. 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
Rights view of ethics
Sustainability
Technology
Technical skills
42. Any type of international company that maintains operations in multiple countries
The Persuasive Style
Informational roles
Efficency
Multinational corporation (MNC)
43. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Social responsibility (corporate social responsibility or CSR)
Political skills
Stakeholders
Four Management Functions
44. The characteristics of a population used for purposes of social stuidies
Four Management Functions
Strong cultures
The Participative Style
Demographics
45. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Non managerial employees
Theory of justice view of ethics
Effectiveness
Outcome orientation
46. People who work directly on a job or task and have no responsibility for overseeing the work of others
Joint venture
Non managerial employees
Team orientation
External factors
47. The process of getting things done effectively efficiently through and with other people
Rights view of ethics
Leading
Controlling
Management
48. Goals - People and Structure
Three Characteristics of Organizations
Organization stakeholders
Transnational (border less) organization
Multi domestic corporation
49. When a business firm engages in social actions in response to some popular social need
Social responsivness
Environmental uncertainty
Components of the External Environment
Scientific management
50. Involving collecting receiving and disseminating information
Global Village
Political skills
Informational roles
Components of the External Environment