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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. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Leading
Importing
Global Village
Management levels
2. 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
Franchising
Scientific management
Licensing
Theory of justice view of ethics
3. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Informational roles
Social obligation
Managerial roles
Environmental uncertainty
4. Degree to which employees are encouraged to be innovative and take risks
Interpersonal skills
Innovation and risk taking
Informational roles
Transnational (border less) organization
5. A structural arrangement for global organizations that eliminates artificial geographical barries
Effectiveness
The Persuasive Style
Transnational (border less) organization
Ethinicity
6. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Leading
Global Village
Franchising
Joint venture
7. Individuals in an organization who direct the activities of others
Planning
Managers
Components of the External Environment
Leading
8. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Informational roles
The Laissez-Faire Style
Outcome orientation
Decisions roles
9. Includes monitoring performance comparing it with goals and correcting any significant deviations
Stakeholders
First-line managers
Ethinicity
Controlling
10. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Stakeholders
Top managers
Code of ethics
The Consultative Style
11. 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
The Persuasive Style
Foreign subsidary
Small Business
Efficency
12. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Sustainability
Leading
Contingent workforce
Middle Managers
13. Part-time temporary and contract workers who are available for hire on an as-needed basis
Global sourcing
Contingent workforce
Conceptual skills
Interpersonal roles
14. Degree to which employees are expected to exhibit precision analysis and attention to detial
External factors
Importing
Attention to detial
Small Business
15. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Political skills
Licensing
Informational roles
16. Degree to which work is organized around team rather than individuals
Utilitarian view of ethics
External factors
Organizing
Team orientation
17. A set of rules or principles that defines right and wrong conduct
Ethics
Top managers
Organizing
Importing
18. An MNC that centralizes management and other decisions in the home country
Global corporation
Organizing
Organization stakeholders
Efficency
19. The manager makes all decisions alone - with centralised authority and one-way communication.
First-line managers
Decisions roles
The Autocratic Style
Family-friendly benifits
20. When a business firm engages in social actions in response to some popular social need
Multi domestic corporation
Social responsivness
Contingent workforce
Three Characteristics of Organizations
21. When employees are connected to satisfied with and enthusiastic about their jobs
Innovation and risk taking
Team orientation
Employee Engagement
Scientific management
22. Involving collecting receiving and disseminating information
Parochiallism
Rights view of ethics
Non managerial employees
Informational roles
23. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Sustainability
Global stategic alliance
Top managers
Political skills
24. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
The Participative Style
Environmental complexity
Non managerial employees
Ethics
25. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Middle Managers
Sustainability
Outcome orientation
Social obligation
26. 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
Controlling
Innovation and risk taking
How organizations go global
Organization
27. Entailing making decisions or choices
Management
Ethics
Attention to detial
Decisional roles
28. The process of getting things done effectively efficiently through and with other people
Management
Organizing
Effectiveness
Organization
29. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Controlling
Social responsibility (corporate social responsibility or CSR)
Four Management Functions
Controlling
30. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Effectiveness
The Persuasive Style
Utilitarian view of ethics
31. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Leading
Joint venture
Components of the External Environment
Foreign subsidary
32. A managers ability to work with understand mentor and motivate other both individually and in groups
Leading
Managers
Four Management Functions
Interpersonal skills
33. Mentor - dissemination - spokesperson
Franchising
Multi domestic corporation
Informational roles
Political skills
34. 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
Sustainability
Global stategic alliance
Top managers
Licensing
35. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Technical skills
Environmental uncertainty
Symbolic view of management
36. 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
Workforce diveristy
The Participative Style
Team orientation
Interpersonal roles
37. 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
Stability
Foreign subsidary
Global Village
Organizing
38. Any type of international company that maintains operations in multiple countries
Controlling
Multinational corporation (MNC)
Effectiveness
Social responsibility (corporate social responsibility or CSR)
39. The view that much of an organizations success or failure is due to external forces outside managers control
Components of the External Environment
Symbolic view of management
Interpersonal roles
Technology
40. Any equipment tools or operating methods that are designed to make work more efficient
Leading
Sustainability
Technology
Importing
41. Making products domestically and selling them abroad
Social responsibility (corporate social responsibility or CSR)
Exporting
Outcome orientation
Three Characteristics of Organizations
42. A boundary less world where goods and services are produced and marketed worlwide
Global Village
Managers
Controlling
Informational roles
43. Acquiring products made abroad and selling them domestically
Environmental complexity
Parochiallism
Rights view of ethics
Importing
44. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Workforce diveristy
Management
Race
The Persuasive Style
45. Cultures in which the key values are deeply held and widely shared
Scientific management
Importing
Strong cultures
Organizing
46. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Managers
Management Styles
Omnipotent view of management
Scientific management
47. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stakeholders
Planning
Interpersonal roles
The Autocratic Style
48. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Political skills
Global Village
Licensing
49. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Code of ethics
Importing
Management Styles
Top managers
50. The characteristics of a population used for purposes of social stuidies
Demographics
Rights view of ethics
Environmental complexity
Technical skills