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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. 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.
Dimensions of organizational culture
Informational roles
Global stategic alliance
Planning
2. 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
Efficency
Informational roles
Social obligation
3. The process of getting things done effectively efficiently through and with other people
Social obligation
Management levels
Licensing
Management
4. Mentor - dissemination - spokesperson
Three Characteristics of Organizations
Innovation and risk taking
External factors
Informational roles
5. Purchasing materials or labor from around the world wherever it is cheapest
Interpersonal skills
Efficency
Management levels
Global sourcing
6. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
How organizations go global
Utilitarian view of ethics
Joint venture
People orientation
7. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
The Participative Style
Middle Managers
Interpersonal roles
Management levels
8. Acquiring products made abroad and selling them domestically
Rights view of ethics
Organizing
Importing
Organizational culture
9. An MNC that centralizes management and other decisions in the home country
How organizations go global
Scientific management
Planning
Global corporation
10. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Stakeholders
The Persuasive Style
Planning
Joint venture
11. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Ethics
Social obligation
Code of ethics
Licensing
12. People who work directly on a job or task and have no responsibility for overseeing the work of others
Political skills
Non managerial employees
Strong cultures
Ethics
13. Any type of international company that maintains operations in multiple countries
Global corporation
Organizing
Controlling
Multinational corporation (MNC)
14. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Attention to detial
Interpersonal skills
Decisions roles
Family-friendly benifits
15. A systematic arrangement of people brought together to accomplish some specific purpose
Global corporation
Organization
Interpersonal skills
Multi domestic corporation
16. Includes monitoring performance comparing it with goals and correcting any significant deviations
Technology
Controlling
Managers
Ethics
17. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Family-friendly benifits
Contingent workforce
Foreign subsidary
People orientation
18. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
First-line managers
Three Characteristics of Organizations
Components of the External Environment
Environmental complexity
19. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Efficency
Workforce diveristy
Dimensions of organizational culture
20. Individuals in an organization who direct the activities of others
Global stategic alliance
Managers
Organization
Informational roles
21. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Controlling
Technology
The Laissez-Faire Style
22. 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
Attention to detial
Organizing
Symbolic view of management
Organizational culture
23. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Leading
Joint venture
Social obligation
Managers
24. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Managers
Interpersonal roles
The Consultative Style
25. The manager makes all decisions alone - with centralised authority and one-way communication.
The Participative Style
The Autocratic Style
Decisional roles
External factors
26. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Global Village
Outcome orientation
Informational roles
Organization stakeholders
27. Degree to which work is organized around team rather than individuals
Informational roles
Team orientation
Management
Effectiveness
28. Doing things right or getting the most output from the least amount of inputs
Global corporation
Leading
Social responsivness
Efficency
29. 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
Planning
Management Styles
Global stategic alliance
Leading
30. When a business firm engages in social actions in response to some popular social need
Attention to detial
Social responsivness
Innovation and risk taking
Joint venture
31. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Three Characteristics of Organizations
Technology
Outcome orientation
The Persuasive Style
32. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Rights view of ethics
Strong cultures
Franchising
The Persuasive Style
33. Cultures in which the key values are deeply held and widely shared
Parochiallism
First-line managers
Strong cultures
Non managerial employees
34. Doing the right things or completing activities so that organizational goals are attained
The Autocratic Style
Effectiveness
Theory of justice view of ethics
Strong cultures
35. The characteristics of a population used for purposes of social stuidies
Non managerial employees
Organization stakeholders
Interpersonal skills
Demographics
36. Entrepreneur - Disturbance handler - resource allocator - negortiator
The Participative Style
Top managers
Agressiveness
Decisions roles
37. A managers ability to build a power base and establish the right connections
Social responsibility (corporate social responsibility or CSR)
Race
Political skills
Symbolic view of management
38. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Transnational (border less) organization
Three Characteristics of Organizations
Multinational corporation (MNC)
39. Making products domestically and selling them abroad
Technical skills
Exporting
External factors
Leading
40. A managers ability to work with understand mentor and motivate other both individually and in groups
Interpersonal skills
Innovation and risk taking
Utilitarian view of ethics
Four Management Functions
41. The degree of change and complexity in an organizations enviroment
Global stategic alliance
Global corporation
Environmental uncertainty
Efficency
42. Degree to which management decision take into account the effects on people in the organization
Agressiveness
Decisions roles
Management
People orientation
43. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Organizing
People orientation
Demographics
44. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Workforce diveristy
Effectiveness
Top managers
Organizing
45. View that says ethical decisions are made in order to enforce rules fairly and impartially
Ethics
People orientation
Theory of justice view of ethics
Social responsibility (corporate social responsibility or CSR)
46. An MNC that decentralizes management and other decisions to the local country where its doing business
Ethinicity
Multi domestic corporation
Team orientation
External factors
47. 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
Foreign subsidary
Management levels
Organizing
Contingent workforce
48. Any equipment tools or operating methods that are designed to make work more efficient
Demographics
Controlling
Technology
Exporting
49. Entailing making decisions or choices
Three Characteristics of Organizations
Informational roles
Decisional roles
Dimensions of organizational culture
50. Involving collecting receiving and disseminating information
Informational roles
Non managerial employees
Theory of justice view of ethics
Four Management Functions