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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. The characteristics of a population used for purposes of social stuidies
Demographics
Managers
Effectiveness
Global Village
2. The manager makes all decisions alone - with centralised authority and one-way communication.
Workforce diveristy
Innovation and risk taking
Decisions roles
The Autocratic Style
3. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Technology
Code of ethics
Managerial roles
How organizations go global
4. 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
Interpersonal roles
Organizing
Workforce diveristy
Technical skills
5. 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
Planning
Sustainability
Planning
Dimensions of organizational culture
6. Degree to which employees are encouraged to be innovative and take risks
Political skills
Exporting
Innovation and risk taking
External factors
7. 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
Four Management Functions
Organizing
Outcome orientation
Controlling
8. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Technology
Foreign subsidary
The Laissez-Faire Style
Multinational corporation (MNC)
9. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Outcome orientation
Effectiveness
The Persuasive Style
Management levels
10. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Interpersonal roles
Social obligation
External factors
Small Business
11. Acquiring products made abroad and selling them domestically
Importing
Ethinicity
Race
External factors
12. The process of getting things done effectively efficiently through and with other people
Managers
Organizational culture
Components of the External Environment
Management
13. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
The Laissez-Faire Style
Components of the External Environment
Decisional roles
14. Degree to which management decision take into account the effects on people in the organization
Social responsivness
Transnational (border less) organization
Organization stakeholders
People orientation
15. Individuals in an organization who direct the activities of others
Licensing
Organizing
Managers
Agressiveness
16. Mentor - dissemination - spokesperson
Non managerial employees
Informational roles
Franchising
Joint venture
17. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Social responsibility (corporate social responsibility or CSR)
Scientific management
Technology
Joint venture
18. A managers ability to analyze and diagnose complex situations
Conceptual skills
Leading
Four Management Functions
Innovation and risk taking
19. 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
Organizational culture
Race
Planning
Joint venture
20. A systematic arrangement of people brought together to accomplish some specific purpose
Organization
Global corporation
Employee Engagement
Management Styles
21. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Interpersonal skills
Organizing
Organizational culture
The Participative Style
22. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Non managerial employees
Organization stakeholders
Technical skills
Franchising
23. The view that much of an organizations success or failure is due to external forces outside managers control
Attention to detial
Symbolic view of management
Transnational (border less) organization
Stakeholders
24. Involving collecting receiving and disseminating information
Demographics
Organizing
Informational roles
Multi domestic corporation
25. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Four Management Functions
Race
Controlling
26. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Global stategic alliance
Environmental uncertainty
Strong cultures
Organization stakeholders
27. 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
Interpersonal skills
Small Business
Management
Multi domestic corporation
28. An MNC that centralizes management and other decisions in the home country
Global corporation
Rights view of ethics
Parochiallism
Agressiveness
29. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stakeholders
Utilitarian view of ethics
Decisions roles
Controlling
30. The view that managers are directly responsible for an organizations success or failure
Importing
Code of ethics
Omnipotent view of management
Top managers
31. Figurehead - leader - liaison
Attention to detial
Organization stakeholders
Management levels
Interpersonal roles
32. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Transnational (border less) organization
Managers
Social obligation
Joint venture
33. 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
Importing
Controlling
Managerial roles
Transnational (border less) organization
34. Degree to which organizational decisions and actions emphasize maintaining the status quo
Three Characteristics of Organizations
Stability
Innovation and risk taking
Family-friendly benifits
35. 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.
Innovation and risk taking
Family-friendly benifits
Global stategic alliance
Management
36. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Ethics
Dimensions of organizational culture
External factors
Management
37. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Omnipotent view of management
Stakeholders
Controlling
38. Doing the right things or completing activities so that organizational goals are attained
Importing
Decisions roles
Technology
Effectiveness
39. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Ethinicity
Agressiveness
Transnational (border less) organization
40. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Stakeholders
Political skills
The Persuasive Style
41. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Innovation and risk taking
Scientific management
Components of the External Environment
Social responsibility (corporate social responsibility or CSR)
42. The shared values principles traditions and ways of doing things that influence the way organizational members act
Middle Managers
Organizational culture
Contingent workforce
Efficency
43. A managers ability to build a power base and establish the right connections
The Autocratic Style
Planning
Political skills
Parochiallism
44. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
Controlling
Non managerial employees
Leading
45. When a business firm engages in social actions in response to some popular social need
Exporting
Ethinicity
Employee Engagement
Social responsivness
46. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Management
How organizations go global
Managerial roles
Interpersonal roles
47. A managers ability to work with understand mentor and motivate other both individually and in groups
Interpersonal roles
Code of ethics
Interpersonal skills
Conceptual skills
48. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Importing
Family-friendly benifits
Controlling
49. Includes defining goals establishing strategy and developing plans to coordinate activites
Effectiveness
Team orientation
Organization
Planning
50. 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
Licensing
Conceptual skills
Non managerial employees
Transnational (border less) organization