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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 structural arrangement for global organizations that eliminates artificial geographical barries
Political skills
External factors
Transnational (border less) organization
Informational roles
2. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Management levels
Organizational culture
Management Styles
Dimensions of organizational culture
3. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Licensing
Top managers
Utilitarian view of ethics
4. 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
Employee Engagement
Components of the External Environment
Leading
People orientation
5. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
How organizations go global
Family-friendly benifits
Race
Organization stakeholders
6. Individuals in an organization who direct the activities of others
Planning
Managerial roles
Dimensions of organizational culture
Managers
7. 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
Dimensions of organizational culture
Controlling
Agressiveness
Political skills
8. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Planning
Top managers
Strong cultures
Rights view of ethics
9. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Leading
Management levels
Effectiveness
Joint venture
10. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Social obligation
Contingent workforce
Four Management Functions
Decisions roles
11. Degree to which employees are expected to exhibit precision analysis and attention to detial
Management levels
External factors
The Laissez-Faire Style
Attention to detial
12. 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
Small Business
Technical skills
Components of the External Environment
13. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Efficency
Franchising
Interpersonal skills
The Persuasive Style
14. Mentor - dissemination - spokesperson
Symbolic view of management
Dimensions of organizational culture
Informational roles
Omnipotent view of management
15. Supervisors responsible for directing the day to day activities of non managerial employees
Organization stakeholders
Management Styles
First-line managers
Environmental complexity
16. A systematic arrangement of people brought together to accomplish some specific purpose
Contingent workforce
Organization
Employee Engagement
Demographics
17. Social traits such as ones cultural background or allegiance that are shared by a human population
Rights view of ethics
Conceptual skills
Ethinicity
The Consultative Style
18. Involving collecting receiving and disseminating information
Informational roles
Outcome orientation
The Laissez-Faire Style
Omnipotent view of management
19. Acquiring products made abroad and selling them domestically
Importing
The Autocratic Style
Planning
Ethinicity
20. 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
Three Characteristics of Organizations
Workforce diveristy
Outcome orientation
First-line managers
21. Any equipment tools or operating methods that are designed to make work more efficient
Foreign subsidary
Theory of justice view of ethics
Technology
Top managers
22. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Rights view of ethics
Controlling
Small Business
Utilitarian view of ethics
23. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Four Management Functions
Foreign subsidary
External factors
Managerial roles
24. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Exporting
Small Business
Informational roles
The Consultative Style
25. The view that managers are directly responsible for an organizations success or failure
Ethinicity
Omnipotent view of management
Stakeholders
Organizing
26. Figurehead - leader - liaison
Global Village
Interpersonal roles
Political skills
The Autocratic Style
27. People who work directly on a job or task and have no responsibility for overseeing the work of others
Attention to detial
Scientific management
Three Characteristics of Organizations
Non managerial employees
28. 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
Theory of justice view of ethics
Licensing
Global stategic alliance
Omnipotent view of management
29. Includes monitoring performance comparing it with goals and correcting any significant deviations
Interpersonal roles
Technical skills
Controlling
Environmental complexity
30. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Middle Managers
External factors
Social obligation
Organizational culture
31. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Informational roles
Organizational culture
Transnational (border less) organization
Scientific management
32. An MNC that centralizes management and other decisions in the home country
Global corporation
Sustainability
Global Village
Organizing
33. A boundary less world where goods and services are produced and marketed worlwide
Middle Managers
The Persuasive Style
Global Village
Strong cultures
34. A set of rules or principles that defines right and wrong conduct
Political skills
Planning
Foreign subsidary
Ethics
35. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stakeholders
Non managerial employees
Management Styles
Global sourcing
36. 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
Innovation and risk taking
Exporting
Global corporation
Organizing
37. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Informational roles
Joint venture
Ethinicity
Interpersonal roles
38. A managers ability to analyze and diagnose complex situations
Conceptual skills
Stakeholders
Innovation and risk taking
Code of ethics
39. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Strong cultures
Theory of justice view of ethics
Leading
Environmental complexity
40. Doing things right or getting the most output from the least amount of inputs
Controlling
Efficency
Agressiveness
People orientation
41. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
People orientation
Efficency
Attention to detial
42. The degree of change and complexity in an organizations enviroment
The Laissez-Faire Style
Environmental uncertainty
Franchising
Political skills
43. Goals - People and Structure
Franchising
Three Characteristics of Organizations
The Consultative Style
Environmental complexity
44. Degree to which management decision take into account the effects on people in the organization
People orientation
Employee Engagement
External factors
Sustainability
45. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Organization
Top managers
Importing
Global sourcing
46. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Multinational corporation (MNC)
Planning
Stakeholders
Social responsibility (corporate social responsibility or CSR)
47. Any type of international company that maintains operations in multiple countries
Social obligation
Multinational corporation (MNC)
Theory of justice view of ethics
Small Business
48. The characteristics of a population used for purposes of social stuidies
Demographics
Four Management Functions
How organizations go global
Employee Engagement
49. Making products domestically and selling them abroad
Exporting
Effectiveness
Code of ethics
Planning
50. An MNC that decentralizes management and other decisions to the local country where its doing business
Planning
Leading
Managerial roles
Multi domestic corporation