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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. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Controlling
Organization stakeholders
Social obligation
2. When a business firm engages in social actions in response to some popular social need
Non managerial employees
Ethinicity
Social responsivness
Management
3. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Outcome orientation
Political skills
Code of ethics
Franchising
4. Degree to which work is organized around team rather than individuals
Decisions roles
Symbolic view of management
Team orientation
Leading
5. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Strong cultures
Environmental complexity
Social responsibility (corporate social responsibility or CSR)
6. View that says ethical decisions are made in order to enforce rules fairly and impartially
Licensing
Decisional roles
Theory of justice view of ethics
Employee Engagement
7. 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
The Persuasive Style
Non managerial employees
Licensing
How organizations go global
8. Factors forces situations and events outside the organization that affect its performance
Importing
Planning
Middle Managers
External factors
9. Purchasing materials or labor from around the world wherever it is cheapest
Planning
Global sourcing
Contingent workforce
Non managerial employees
10. Degree to which employees are expected to exhibit precision analysis and attention to detial
Transnational (border less) organization
Technology
Exporting
Attention to detial
11. Acquiring products made abroad and selling them domestically
Middle Managers
Social obligation
Interpersonal skills
Importing
12. The view that managers are directly responsible for an organizations success or failure
Employee Engagement
Small Business
Omnipotent view of management
Dimensions of organizational culture
13. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Planning
Demographics
Top managers
Joint venture
14. Degree to which employees are aggressive and competitive rather than cooperative
Omnipotent view of management
Agressiveness
Decisional roles
Managerial roles
15. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Workforce diveristy
Middle Managers
The Consultative Style
Organization stakeholders
16. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Attention to detial
Non managerial employees
Management Styles
Multi domestic corporation
17. The shared values principles traditions and ways of doing things that influence the way organizational members act
Stakeholders
Conceptual skills
Organizational culture
Decisional roles
18. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
Joint venture
The Consultative Style
Four Management Functions
19. Goals - People and Structure
Three Characteristics of Organizations
Social responsivness
Social responsibility (corporate social responsibility or CSR)
Interpersonal roles
20. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Stability
Four Management Functions
Theory of justice view of ethics
Middle Managers
21. 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
Outcome orientation
Workforce diveristy
Organizational culture
Licensing
22. Part-time temporary and contract workers who are available for hire on an as-needed basis
Technical skills
Contingent workforce
Leading
Conceptual skills
23. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Interpersonal roles
Stakeholders
Theory of justice view of ethics
Global Village
24. Any type of international company that maintains operations in multiple countries
The Persuasive Style
Importing
Multinational corporation (MNC)
Family-friendly benifits
25. A structural arrangement for global organizations that eliminates artificial geographical barries
Decisions roles
Outcome orientation
Transnational (border less) organization
Four Management Functions
26. Individuals in an organization who direct the activities of others
Managers
Dimensions of organizational culture
Strong cultures
Planning
27. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Demographics
The Participative Style
Management
Theory of justice view of ethics
28. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Stakeholders
Top managers
The Consultative Style
Management Styles
29. 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
Ethinicity
Interpersonal skills
Workforce diveristy
30. Doing the right things or completing activities so that organizational goals are attained
Planning
Agressiveness
Parochiallism
Effectiveness
31. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
People orientation
Dimensions of organizational culture
Joint venture
Managerial roles
32. Figurehead - leader - liaison
Interpersonal roles
The Laissez-Faire Style
Stakeholders
Controlling
33. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Interpersonal skills
Environmental complexity
Utilitarian view of ethics
Organizing
34. The process of getting things done effectively efficiently through and with other people
Management
Outcome orientation
Four Management Functions
Planning
35. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Organizational culture
Foreign subsidary
Race
Management levels
36. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
The Autocratic Style
Team orientation
Importing
37. Any equipment tools or operating methods that are designed to make work more efficient
The Consultative Style
Social responsivness
Informational roles
Technology
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
Management
Leading
Managerial roles
Decisional roles
39. Includes defining goals establishing strategy and developing plans to coordinate activites
Family-friendly benifits
Organizational culture
Four Management Functions
Planning
40. A systematic arrangement of people brought together to accomplish some specific purpose
Attention to detial
Organization
Organizational culture
Controlling
41. Degree to which employees are encouraged to be innovative and take risks
Effectiveness
Innovation and risk taking
Middle Managers
Ethics
42. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Planning
Global corporation
Scientific management
Managers
43. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Scientific management
Interpersonal roles
Social responsibility (corporate social responsibility or CSR)
Multinational corporation (MNC)
44. Making products domestically and selling them abroad
Exporting
Franchising
Omnipotent view of management
Controlling
45. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
Organization stakeholders
Scientific management
Managerial roles
46. An MNC that decentralizes management and other decisions to the local country where its doing business
Effectiveness
Multi domestic corporation
Race
Planning
47. A managers ability to work with understand mentor and motivate other both individually and in groups
Joint venture
Scientific management
Interpersonal skills
Environmental complexity
48. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Workforce diveristy
Parochiallism
Leading
49. Entailing making decisions or choices
Decisional roles
Controlling
Agressiveness
Utilitarian view of ethics
50. 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
Innovation and risk taking
Sustainability
Franchising
Race