SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. Goals - People and Structure
Three Characteristics of Organizations
Organizational culture
Omnipotent view of management
Code of ethics
2. Includes defining goals establishing strategy and developing plans to coordinate activites
Small Business
The Laissez-Faire Style
Organizing
Planning
3. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Global stategic alliance
Informational roles
Race
Four Management Functions
4. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
The Participative Style
Management levels
Omnipotent view of management
Social obligation
5. When a business firm engages in social actions in response to some popular social need
The Autocratic Style
Scientific management
How organizations go global
Social responsivness
6. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
First-line managers
Effectiveness
Joint venture
Licensing
7. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Attention to detial
Parochiallism
Three Characteristics of Organizations
Organizing
8. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
External factors
Three Characteristics of Organizations
Ethics
9. Doing things right or getting the most output from the least amount of inputs
Race
Efficency
Global stategic alliance
Innovation and risk taking
10. Making products domestically and selling them abroad
Management levels
Family-friendly benifits
Exporting
Managers
11. An MNC that centralizes management and other decisions in the home country
Strong cultures
Technical skills
Stakeholders
Global corporation
12. Acquiring products made abroad and selling them domestically
Global corporation
Team orientation
Importing
Rights view of ethics
13. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Management Styles
Social obligation
Ethinicity
Theory of justice view of ethics
14. Degree to which organizational decisions and actions emphasize maintaining the status quo
Global sourcing
Outcome orientation
Small Business
Stability
15. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Interpersonal roles
Controlling
Social responsibility (corporate social responsibility or CSR)
Demographics
16. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Sustainability
Interpersonal skills
Foreign subsidary
17. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Three Characteristics of Organizations
Utilitarian view of ethics
Organization stakeholders
Controlling
18. Part-time temporary and contract workers who are available for hire on an as-needed basis
Global Village
Contingent workforce
Efficency
Technology
19. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Technology
Interpersonal roles
Multi domestic corporation
20. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Interpersonal roles
Interpersonal roles
Workforce diveristy
Franchising
21. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Management
Technology
Social responsivness
22. Cultures in which the key values are deeply held and widely shared
Planning
Interpersonal roles
Stability
Strong cultures
23. A boundary less world where goods and services are produced and marketed worlwide
Scientific management
Global Village
Foreign subsidary
Ethics
24. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
Ethics
Managerial roles
Foreign subsidary
25. A set of rules or principles that defines right and wrong conduct
Decisions roles
Licensing
Global Village
Ethics
26. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Family-friendly benifits
Stability
Interpersonal roles
The Consultative Style
27. The characteristics of a population used for purposes of social stuidies
Rights view of ethics
Race
Stakeholders
Demographics
28. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Technical skills
Ethics
Global corporation
29. Degree to which employees are aggressive and competitive rather than cooperative
Management
Leading
Technology
Agressiveness
30. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Scientific management
Stakeholders
Organization
Code of ethics
31. 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
The Persuasive Style
Workforce diveristy
Franchising
Four Management Functions
32. Involving collecting receiving and disseminating information
Importing
Informational roles
Contingent workforce
Team orientation
33. Mentor - dissemination - spokesperson
Leading
Family-friendly benifits
Transnational (border less) organization
Informational roles
34. 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
Utilitarian view of ethics
Importing
Three Characteristics of Organizations
35. The process of getting things done effectively efficiently through and with other people
Top managers
How organizations go global
Management
Family-friendly benifits
36. View that says ethical decisions are made in order to enforce rules fairly and impartially
Four Management Functions
Management Styles
Theory of justice view of ethics
Workforce diveristy
37. 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
The Persuasive Style
Organizing
Demographics
Parochiallism
38. 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
Effectiveness
Small Business
Contingent workforce
Scientific management
39. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Global sourcing
Foreign subsidary
Organization
Outcome orientation
40. Any type of international company that maintains operations in multiple countries
Effectiveness
Utilitarian view of ethics
Multinational corporation (MNC)
Theory of justice view of ethics
41. Includes monitoring performance comparing it with goals and correcting any significant deviations
Management Styles
Controlling
Interpersonal skills
Non managerial employees
42. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Non managerial employees
People orientation
Interpersonal roles
Top managers
43. 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
Organizing
Scientific management
Non managerial employees
Planning
44. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
External factors
Team orientation
Organization stakeholders
45. People who work directly on a job or task and have no responsibility for overseeing the work of others
Stakeholders
Organizing
Non managerial employees
Parochiallism
46. The shared values principles traditions and ways of doing things that influence the way organizational members act
Decisional roles
Organizational culture
Code of ethics
Employee Engagement
47. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Outcome orientation
Multinational corporation (MNC)
Licensing
48. 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
Controlling
Symbolic view of management
Multi domestic corporation
Interpersonal roles
49. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Team orientation
Scientific management
Technology
Conceptual skills
50. Degree to which management decision take into account the effects on people in the organization
Sustainability
People orientation
Top managers
Agressiveness