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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. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
Stakeholders
Decisions roles
Outcome orientation
2. Degree to which employees are encouraged to be innovative and take risks
Scientific management
Interpersonal roles
Small Business
Innovation and risk taking
3. Factors forces situations and events outside the organization that affect its performance
Multinational corporation (MNC)
Attention to detial
External factors
Licensing
4. Job-specific knowledge and techniques needed to perform work tasks
Transnational (border less) organization
Organization stakeholders
Technical skills
Scientific management
5. The shared values principles traditions and ways of doing things that influence the way organizational members act
The Participative Style
Managerial roles
Organizational culture
External factors
6. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Employee Engagement
Global stategic alliance
Effectiveness
Four Management Functions
7. A managers ability to build a power base and establish the right connections
Foreign subsidary
Political skills
Management Styles
Environmental complexity
8. Entailing making decisions or choices
Decisional roles
Managerial roles
Managers
Non managerial employees
9. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Managers
Outcome orientation
Code of ethics
External factors
10. Cultures in which the key values are deeply held and widely shared
Strong cultures
Licensing
Managerial roles
The Autocratic Style
11. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Omnipotent view of management
Decisional roles
Strong cultures
12. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
External factors
Effectiveness
Interpersonal skills
13. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
How organizations go global
The Consultative Style
Parochiallism
Multinational corporation (MNC)
14. Degree to which employees are expected to exhibit precision analysis and attention to detial
Global sourcing
The Consultative Style
Attention to detial
Management levels
15. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Parochiallism
Family-friendly benifits
Social responsivness
16. 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.
Global stategic alliance
Licensing
The Consultative Style
Innovation and risk taking
17. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Agressiveness
Joint venture
Code of ethics
Franchising
18. Making products domestically and selling them abroad
Family-friendly benifits
Technical skills
Stakeholders
Exporting
19. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Social responsibility (corporate social responsibility or CSR)
Technical skills
Components of the External Environment
Importing
20. Any type of international company that maintains operations in multiple countries
Interpersonal roles
Importing
Decisional roles
Multinational corporation (MNC)
21. Social traits such as ones cultural background or allegiance that are shared by a human population
Scientific management
Outcome orientation
Ethinicity
Stability
22. Figurehead - leader - liaison
Interpersonal roles
Conceptual skills
People orientation
The Participative Style
23. An MNC that decentralizes management and other decisions to the local country where its doing business
Team orientation
Multi domestic corporation
The Persuasive Style
Ethinicity
24. Acquiring products made abroad and selling them domestically
The Autocratic Style
Importing
Interpersonal skills
Organizing
25. 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
Small Business
Stakeholders
Planning
People orientation
26. Purchasing materials or labor from around the world wherever it is cheapest
Team orientation
Global sourcing
Outcome orientation
Theory of justice view of ethics
27. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Decisions roles
Stability
Code of ethics
Transnational (border less) organization
28. Individuals in an organization who direct the activities of others
Conceptual skills
Managers
Technical skills
Global corporation
29. Goals - People and Structure
Stability
Managers
Dimensions of organizational culture
Three Characteristics of Organizations
30. 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
Multi domestic corporation
Environmental uncertainty
Controlling
Importing
31. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Social responsibility (corporate social responsibility or CSR)
Organization
Rights view of ethics
32. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Foreign subsidary
The Consultative Style
Managers
Dimensions of organizational culture
33. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
Planning
Efficency
Informational roles
34. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
The Consultative Style
Management
Decisional roles
Top managers
35. 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
Environmental complexity
Informational roles
Small Business
Organizing
36. People who work directly on a job or task and have no responsibility for overseeing the work of others
Family-friendly benifits
Non managerial employees
The Consultative Style
The Persuasive Style
37. Part-time temporary and contract workers who are available for hire on an as-needed basis
External factors
Informational roles
Contingent workforce
Ethinicity
38. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Interpersonal roles
Joint venture
Organizing
Outcome orientation
39. A managers ability to work with understand mentor and motivate other both individually and in groups
Dimensions of organizational culture
Interpersonal skills
Scientific management
The Autocratic Style
40. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Global Village
Management levels
Components of the External Environment
People orientation
41. Doing the right things or completing activities so that organizational goals are attained
Rights view of ethics
Informational roles
Environmental complexity
Effectiveness
42. When a business firm engages in social actions in response to some popular social need
Organizational culture
Franchising
Transnational (border less) organization
Social responsivness
43. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Global sourcing
Top managers
Dimensions of organizational culture
Family-friendly benifits
44. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
The Laissez-Faire Style
Stakeholders
Theory of justice view of ethics
Social obligation
45. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Interpersonal skills
Parochiallism
Strong cultures
Rights view of ethics
46. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Global Village
Dimensions of organizational culture
Controlling
Management Styles
47. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Social responsivness
Managerial roles
Interpersonal skills
Interpersonal roles
48. The view that managers are directly responsible for an organizations success or failure
Importing
Organizational culture
Leading
Omnipotent view of management
49. Involving collecting receiving and disseminating information
Informational roles
Symbolic view of management
People orientation
Planning
50. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Importing
Environmental complexity
Effectiveness
Exporting