Test your basic knowledge |

Management

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. Factors forces situations and events outside the organization that affect its performance






2. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire






3. View that says ethical decisions are made in order to enforce rules fairly and impartially






4. Supervisors responsible for directing the day to day activities of non managerial employees






5. Includes monitoring performance comparing it with goals and correcting any significant deviations






6. The manager makes all decisions alone - with centralised authority and one-way communication.






7. Mentor - dissemination - spokesperson






8. Entailing making decisions or choices






9. 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






10. 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






11. Entrepreneur - Disturbance handler - resource allocator - negortiator






12. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done






13. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment






14. Involving collecting receiving and disseminating information






15. Degree to which employees are expected to exhibit precision analysis and attention to detial






16. Any equipment tools or operating methods that are designed to make work more efficient






17. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making






18. When a business firm engages in social actions in response to some popular social need






19. A boundary less world where goods and services are produced and marketed worlwide






20. The view that managers are directly responsible for an organizations success or failure






21. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`






22. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.






23. Any constituencies in an organizations environment that are affected by that organizations decisions and actions






24. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.






25. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.






26. When employees are connected to satisfied with and enthusiastic about their jobs






27. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities






28. 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






29. Cultures in which the key values are deeply held and widely shared






30. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.






31. A systematic arrangement of people brought together to accomplish some specific purpose






32. 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






33. 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






34. Degree to which organizational decisions and actions emphasize maintaining the status quo






35. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts






36. Part-time temporary and contract workers who are available for hire on an as-needed basis






37. A direct investment in a foreign country that involves setting up a separate and independent facility or office






38. 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.






39. Degree to which employees are encouraged to be innovative and take risks






40. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.






41. Doing things right or getting the most output from the least amount of inputs






42. A structural arrangement for global organizations that eliminates artificial geographical barries






43. Degree to which management decision take into account the effects on people in the organization






44. The view that much of an organizations success or failure is due to external forces outside managers control






45. An MNC that decentralizes management and other decisions to the local country where its doing business






46. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.






47. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.






48. 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






49. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.






50. 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