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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. When employees are connected to satisfied with and enthusiastic about their jobs
Leading
Employee Engagement
People orientation
Non managerial employees
2. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Four Management Functions
The Laissez-Faire Style
Managerial roles
Effectiveness
3. Entailing making decisions or choices
Outcome orientation
Decisional roles
Effectiveness
Organizational culture
4. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
The Persuasive Style
Family-friendly benifits
Licensing
Political skills
5. Supervisors responsible for directing the day to day activities of non managerial employees
Leading
First-line managers
Demographics
Utilitarian view of ethics
6. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Innovation and risk taking
Components of the External Environment
Importing
Scientific management
7. Doing the right things or completing activities so that organizational goals are attained
Ethics
Informational roles
Dimensions of organizational culture
Effectiveness
8. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
The Autocratic Style
Sustainability
Workforce diveristy
The Participative Style
9. 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
External factors
Management
Workforce diveristy
Multinational corporation (MNC)
10. 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
Environmental uncertainty
Outcome orientation
Agressiveness
11. Includes defining goals establishing strategy and developing plans to coordinate activites
Management Styles
Planning
Licensing
The Laissez-Faire Style
12. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Environmental complexity
Managers
The Persuasive Style
Social responsibility (corporate social responsibility or CSR)
13. Part-time temporary and contract workers who are available for hire on an as-needed basis
Organization
Four Management Functions
Global stategic alliance
Contingent workforce
14. Individuals in an organization who direct the activities of others
How organizations go global
Social obligation
Stakeholders
Managers
15. 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.
Workforce diveristy
Organization
Three Characteristics of Organizations
Global stategic alliance
16. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Technology
Top managers
Agressiveness
Rights view of ethics
17. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Social responsivness
Four Management Functions
Small Business
18. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Parochiallism
Stakeholders
Contingent workforce
19. Making products domestically and selling them abroad
Components of the External Environment
Exporting
Global stategic alliance
Ethics
20. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Environmental uncertainty
Scientific management
Management levels
The Persuasive Style
21. 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
Utilitarian view of ethics
Decisional roles
Leading
Controlling
22. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Scientific management
Decisional roles
Stability
23. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Global stategic alliance
Parochiallism
Conceptual skills
Effectiveness
24. A managers ability to build a power base and establish the right connections
Informational roles
Political skills
First-line managers
Employee Engagement
25. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Informational roles
Social responsibility (corporate social responsibility or CSR)
Effectiveness
Code of ethics
26. A boundary less world where goods and services are produced and marketed worlwide
Social responsivness
Global Village
Parochiallism
Multinational corporation (MNC)
27. Any type of international company that maintains operations in multiple countries
Interpersonal skills
Stability
Multinational corporation (MNC)
Organizational culture
28. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Social responsivness
Franchising
Stakeholders
Interpersonal skills
29. 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
Small Business
Workforce diveristy
Planning
Omnipotent view of management
30. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
The Participative Style
Components of the External Environment
Environmental uncertainty
Workforce diveristy
31. 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
Organizing
Political skills
Outcome orientation
Environmental uncertainty
32. Mentor - dissemination - spokesperson
Informational roles
Social responsivness
Innovation and risk taking
Utilitarian view of ethics
33. Involving collecting receiving and disseminating information
Decisional roles
Informational roles
Social responsibility (corporate social responsibility or CSR)
Parochiallism
34. 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
Planning
Multi domestic corporation
Symbolic view of management
Organizing
35. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Joint venture
Non managerial employees
Scientific management
36. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Multi domestic corporation
Organization stakeholders
Family-friendly benifits
37. Entrepreneur - Disturbance handler - resource allocator - negortiator
Technology
Organization stakeholders
Decisions roles
Four Management Functions
38. Includes monitoring performance comparing it with goals and correcting any significant deviations
Multi domestic corporation
Innovation and risk taking
Organization
Controlling
39. Job-specific knowledge and techniques needed to perform work tasks
Transnational (border less) organization
Planning
Technical skills
Code of ethics
40. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Transnational (border less) organization
Agressiveness
Rights view of ethics
Foreign subsidary
41. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
The Consultative Style
Employee Engagement
Attention to detial
Managers
42. Cultures in which the key values are deeply held and widely shared
Social responsivness
Management levels
Dimensions of organizational culture
Strong cultures
43. 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
Small Business
Employee Engagement
Controlling
Rights view of ethics
44. 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
Joint venture
Rights view of ethics
Sustainability
Ethics
45. Degree to which management decision take into account the effects on people in the organization
Ethics
Utilitarian view of ethics
Management
People orientation
46. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Effectiveness
Four Management Functions
Foreign subsidary
47. When a business firm engages in social actions in response to some popular social need
Social responsivness
The Persuasive Style
Four Management Functions
Innovation and risk taking
48. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Effectiveness
Controlling
Middle Managers
Multinational corporation (MNC)
49. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Interpersonal roles
Attention to detial
The Consultative Style
50. 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
Global Village
Planning
Organizing
Joint venture