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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. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Contingent workforce
Social obligation
Decisional roles
Small Business
2. Social traits such as ones cultural background or allegiance that are shared by a human population
Environmental uncertainty
Ethinicity
Political skills
Sustainability
3. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Organizing
Decisions roles
Parochiallism
First-line managers
4. The view that managers are directly responsible for an organizations success or failure
Code of ethics
Global Village
Omnipotent view of management
Demographics
5. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
The Consultative Style
Social responsivness
Importing
6. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Technical skills
Management Styles
Top managers
Controlling
7. People who work directly on a job or task and have no responsibility for overseeing the work of others
People orientation
Global Village
Controlling
Non managerial employees
8. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Small Business
Family-friendly benifits
Foreign subsidary
Components of the External Environment
9. Entailing making decisions or choices
Decisional roles
Political skills
Management levels
Team orientation
10. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Leading
Code of ethics
Attention to detial
Social responsivness
11. Any type of international company that maintains operations in multiple countries
Exporting
Controlling
Technology
Multinational corporation (MNC)
12. Mentor - dissemination - spokesperson
Informational roles
Management
How organizations go global
The Laissez-Faire Style
13. Involving collecting receiving and disseminating information
Informational roles
Interpersonal roles
Attention to detial
Efficency
14. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Licensing
Ethics
Four Management Functions
15. Figurehead - leader - liaison
First-line managers
Theory of justice view of ethics
Interpersonal roles
Joint venture
16. 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
Transnational (border less) organization
Employee Engagement
Small Business
The Autocratic Style
17. Cultures in which the key values are deeply held and widely shared
Contingent workforce
Strong cultures
Organization stakeholders
Effectiveness
18. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Race
Exporting
Scientific management
The Participative Style
19. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Interpersonal roles
Multinational corporation (MNC)
Global stategic alliance
The Laissez-Faire Style
20. Entrepreneur - Disturbance handler - resource allocator - negortiator
Environmental uncertainty
Global stategic alliance
Theory of justice view of ethics
Decisions roles
21. A systematic arrangement of people brought together to accomplish some specific purpose
Organizing
Informational roles
Organization
The Laissez-Faire Style
22. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Workforce diveristy
Global corporation
Interpersonal roles
The Autocratic Style
23. The process of getting things done effectively efficiently through and with other people
Stakeholders
Family-friendly benifits
Non managerial employees
Management
24. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Managers
Four Management Functions
Demographics
Planning
25. 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
Conceptual skills
Management
The Laissez-Faire Style
Organizing
26. Acquiring products made abroad and selling them domestically
Controlling
Importing
How organizations go global
Four Management Functions
27. 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 sourcing
Global corporation
Innovation and risk taking
Leading
28. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Stakeholders
Top managers
Planning
Global stategic alliance
29. Includes defining goals establishing strategy and developing plans to coordinate activites
Technology
Employee Engagement
Planning
Social responsibility (corporate social responsibility or CSR)
30. Supervisors responsible for directing the day to day activities of non managerial employees
Franchising
First-line managers
Technical skills
Symbolic view of management
31. Degree to which organizational decisions and actions emphasize maintaining the status quo
Leading
Decisions roles
Stability
Scientific management
32. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Planning
Multinational corporation (MNC)
Interpersonal roles
33. 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
Joint venture
Utilitarian view of ethics
Franchising
Organizing
34. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Management
How organizations go global
Management Styles
Joint venture
35. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Attention to detial
Components of the External Environment
Code of ethics
36. Doing things right or getting the most output from the least amount of inputs
Importing
Efficency
Interpersonal roles
Multinational corporation (MNC)
37. 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
Transnational (border less) organization
Organizational culture
Workforce diveristy
Multi domestic corporation
38. The view that much of an organizations success or failure is due to external forces outside managers control
Multi domestic corporation
Joint venture
Three Characteristics of Organizations
Symbolic view of management
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.
Controlling
Strong cultures
Global stategic alliance
Licensing
40. An MNC that decentralizes management and other decisions to the local country where its doing business
Ethinicity
Stakeholders
Multi domestic corporation
Social responsivness
41. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Environmental uncertainty
Middle Managers
Decisional roles
Workforce diveristy
42. Part-time temporary and contract workers who are available for hire on an as-needed basis
Controlling
Contingent workforce
Global sourcing
External factors
43. Goals - People and Structure
Global stategic alliance
Stakeholders
Franchising
Three Characteristics of Organizations
44. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Managerial roles
Importing
Decisions roles
Franchising
45. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Global corporation
Leading
Organization stakeholders
Exporting
46. Degree to which employees are expected to exhibit precision analysis and attention to detial
Licensing
Managerial roles
Global sourcing
Attention to detial
47. 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
Multinational corporation (MNC)
Decisions roles
Management
Controlling
48. A managers ability to build a power base and establish the right connections
Utilitarian view of ethics
Leading
Technical skills
Political skills
49. A managers ability to work with understand mentor and motivate other both individually and in groups
Conceptual skills
Interpersonal skills
Family-friendly benifits
The Participative Style
50. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Exporting
Three Characteristics of Organizations
Demographics
Utilitarian view of ethics