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Test your basic knowledge |
Management
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Study First
Subject
:
business-skills
Instructions:
Answer 50 questions in 15 minutes.
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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. Any equipment tools or operating methods that are designed to make work more efficient
Global corporation
Managers
Code of ethics
Technology
2. Degree to which management decision take into account the effects on people in the organization
Global stategic alliance
Interpersonal skills
Foreign subsidary
People orientation
3. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Importing
Technical skills
Components of the External Environment
Controlling
4. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Multinational corporation (MNC)
Foreign subsidary
Team orientation
The Persuasive Style
5. Social traits such as ones cultural background or allegiance that are shared by a human population
Planning
Management
Ethinicity
Organization
6. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Organization stakeholders
Organizing
Outcome orientation
The Laissez-Faire Style
7. The degree of change and complexity in an organizations enviroment
Stability
Environmental uncertainty
Foreign subsidary
Scientific management
8. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Global sourcing
Technical skills
Middle Managers
The Autocratic Style
9. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Social obligation
Demographics
Four Management Functions
Transnational (border less) organization
10. Factors forces situations and events outside the organization that affect its performance
Top managers
Demographics
External factors
Technology
11. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Franchising
Licensing
Leading
Management
12. 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
The Persuasive Style
Organizational culture
Effectiveness
Controlling
13. A managers ability to work with understand mentor and motivate other both individually and in groups
Environmental complexity
Importing
Interpersonal skills
Management levels
14. When employees are connected to satisfied with and enthusiastic about their jobs
Interpersonal roles
Ethinicity
Top managers
Employee Engagement
15. 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
Team orientation
Informational roles
Organizing
Parochiallism
16. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Global sourcing
Demographics
Controlling
Stakeholders
17. Doing things right or getting the most output from the least amount of inputs
Stability
Agressiveness
Interpersonal roles
Efficency
18. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Leading
Effectiveness
Efficency
19. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Attention to detial
The Participative Style
Managers
Exporting
20. A set of rules or principles that defines right and wrong conduct
Ethics
Symbolic view of management
Strong cultures
Environmental uncertainty
21. A boundary less world where goods and services are produced and marketed worlwide
Global Village
Management Styles
Team orientation
Components of the External Environment
22. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Agressiveness
The Persuasive Style
Global sourcing
23. The shared values principles traditions and ways of doing things that influence the way organizational members act
Controlling
Organizational culture
External factors
Interpersonal roles
24. Entrepreneur - Disturbance handler - resource allocator - negortiator
Informational roles
Omnipotent view of management
Decisions roles
Code of ethics
25. Acquiring products made abroad and selling them domestically
Importing
How organizations go global
Leading
Utilitarian view of ethics
26. The manager makes all decisions alone - with centralised authority and one-way communication.
Strong cultures
Environmental complexity
The Autocratic Style
Management levels
27. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Ethics
Sustainability
Global sourcing
28. Degree to which work is organized around team rather than individuals
Management
Team orientation
People orientation
The Laissez-Faire Style
29. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Global corporation
Transnational (border less) organization
Interpersonal roles
30. An MNC that centralizes management and other decisions in the home country
Political skills
Workforce diveristy
Effectiveness
Global corporation
31. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
People orientation
Race
Social responsivness
Foreign subsidary
32. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Decisions roles
Parochiallism
The Laissez-Faire Style
Interpersonal skills
33. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Attention to detial
Interpersonal roles
People orientation
34. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
External factors
Global sourcing
Environmental complexity
Rights view of ethics
35. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Race
The Laissez-Faire Style
Managers
Joint venture
36. Making products domestically and selling them abroad
Dimensions of organizational culture
Code of ethics
Exporting
Employee Engagement
37. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Family-friendly benifits
Utilitarian view of ethics
Ethinicity
38. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
The Persuasive Style
Joint venture
Scientific management
39. When a business firm engages in social actions in response to some popular social need
The Consultative Style
Social responsivness
Organizational culture
Organization stakeholders
40. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Parochiallism
Multinational corporation (MNC)
Family-friendly benifits
Demographics
41. 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
Ethinicity
The Laissez-Faire Style
Agressiveness
42. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
How organizations go global
Managerial roles
Theory of justice view of ethics
Controlling
43. Cultures in which the key values are deeply held and widely shared
Interpersonal skills
Exporting
First-line managers
Strong cultures
44. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Three Characteristics of Organizations
Planning
Code of ethics
Informational roles
45. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Global corporation
Organization stakeholders
Effectiveness
Social responsibility (corporate social responsibility or CSR)
46. 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
Four Management Functions
Organizing
Race
Leading
47. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Political skills
Environmental complexity
Strong cultures
The Consultative Style
48. People who work directly on a job or task and have no responsibility for overseeing the work of others
Symbolic view of management
Organization stakeholders
Non managerial employees
External factors
49. 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
Global Village
Planning
Ethics
Small Business
50. Degree to which employees are expected to exhibit precision analysis and attention to detial
Global corporation
The Persuasive Style
Attention to detial
Sustainability
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