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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. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Parochiallism
Symbolic view of management
Four Management Functions
Interpersonal roles
2. The manager makes all decisions alone - with centralised authority and one-way communication.
Non managerial employees
Managers
The Autocratic Style
Informational roles
3. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Efficency
Informational roles
Ethics
4. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Family-friendly benifits
Management levels
Scientific management
5. Job-specific knowledge and techniques needed to perform work tasks
Franchising
Technical skills
Stability
Management levels
6. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Agressiveness
Stability
Innovation and risk taking
7. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Workforce diveristy
Family-friendly benifits
Parochiallism
Sustainability
8. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Effectiveness
Leading
First-line managers
Outcome orientation
9. Cultures in which the key values are deeply held and widely shared
People orientation
Strong cultures
Management Styles
Interpersonal skills
10. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Race
Agressiveness
Utilitarian view of ethics
11. Part-time temporary and contract workers who are available for hire on an as-needed basis
Strong cultures
Social obligation
Efficency
Contingent workforce
12. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Four Management Functions
Management
Scientific management
Global corporation
13. The characteristics of a population used for purposes of social stuidies
The Laissez-Faire Style
Scientific management
Demographics
Technology
14. 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
Technical skills
Interpersonal roles
Family-friendly benifits
Planning
15. Goals - People and Structure
Three Characteristics of Organizations
Outcome orientation
Management
The Consultative Style
16. Degree to which employees are aggressive and competitive rather than cooperative
Non managerial employees
Decisional roles
Decisions roles
Agressiveness
17. Entailing making decisions or choices
Decisional roles
Informational roles
The Participative Style
Attention to detial
18. An MNC that decentralizes management and other decisions to the local country where its doing business
Stability
Multi domestic corporation
Attention to detial
Management
19. 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
Rights view of ethics
Interpersonal roles
Planning
Small Business
20. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Planning
The Persuasive Style
Joint venture
Employee Engagement
21. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Top managers
Family-friendly benifits
Global Village
Technical skills
22. 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
Franchising
External factors
Controlling
Strong cultures
23. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Utilitarian view of ethics
Agressiveness
Dimensions of organizational culture
The Consultative Style
24. Degree to which work is organized around team rather than individuals
Team orientation
Utilitarian view of ethics
People orientation
Foreign subsidary
25. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
External factors
Management levels
Social obligation
26. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
Three Characteristics of Organizations
Outcome orientation
Family-friendly benifits
27. A managers ability to build a power base and establish the right connections
Utilitarian view of ethics
Political skills
Global stategic alliance
Organizing
28. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Efficency
Environmental uncertainty
Race
Decisions roles
29. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Foreign subsidary
Three Characteristics of Organizations
Leading
Workforce diveristy
30. The process of getting things done effectively efficiently through and with other people
Organizational culture
Top managers
Management
Management Styles
31. People who work directly on a job or task and have no responsibility for overseeing the work of others
Strong cultures
Non managerial employees
Rights view of ethics
Ethinicity
32. A boundary less world where goods and services are produced and marketed worlwide
The Persuasive Style
Global Village
The Autocratic Style
Utilitarian view of ethics
33. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Environmental uncertainty
Non managerial employees
Franchising
Agressiveness
34. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Code of ethics
Small Business
Global sourcing
Planning
35. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Environmental uncertainty
Workforce diveristy
Controlling
36. Factors forces situations and events outside the organization that affect its performance
Small Business
Importing
Workforce diveristy
External factors
37. Doing things right or getting the most output from the least amount of inputs
People orientation
Middle Managers
Efficency
Strong cultures
38. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Stakeholders
Managerial roles
Demographics
Interpersonal roles
39. The view that managers are directly responsible for an organizations success or failure
Multi domestic corporation
Political skills
Three Characteristics of Organizations
Omnipotent view of management
40. Acquiring products made abroad and selling them domestically
Leading
Agressiveness
Interpersonal roles
Importing
41. Figurehead - leader - liaison
The Consultative Style
Theory of justice view of ethics
Sustainability
Interpersonal roles
42. View that says ethical decisions are made in order to enforce rules fairly and impartially
Strong cultures
First-line managers
Decisional roles
Theory of justice view of ethics
43. The shared values principles traditions and ways of doing things that influence the way organizational members act
Environmental complexity
The Consultative Style
Family-friendly benifits
Organizational culture
44. A managers ability to analyze and diagnose complex situations
People orientation
Code of ethics
Conceptual skills
The Participative Style
45. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Four Management Functions
Innovation and risk taking
Environmental uncertainty
The Persuasive Style
46. 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
Decisional roles
Workforce diveristy
Contingent workforce
Components of the External Environment
47. Includes defining goals establishing strategy and developing plans to coordinate activites
Strong cultures
Technical skills
Foreign subsidary
Planning
48. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Decisional roles
Non managerial employees
Technology
Utilitarian view of ethics
49. Entrepreneur - Disturbance handler - resource allocator - negortiator
Importing
Strong cultures
Managerial roles
Decisions roles
50. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Demographics
Stakeholders
Controlling