Test your basic knowledge |

Management

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 business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society






2. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature






3. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making






4. Involving collecting receiving and disseminating information






5. Mentor - dissemination - spokesperson






6. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities






7. Part-time temporary and contract workers who are available for hire on an as-needed basis






8. Making products domestically and selling them abroad






9. Entailing making decisions or choices






10. 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






11. Doing things right or getting the most output from the least amount of inputs






12. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done






13. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.






14. Doing the right things or completing activities so that organizational goals are attained






15. When a business firm engages in social actions in response to some popular social need






16. The shared values principles traditions and ways of doing things that influence the way organizational members act






17. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance






18. Cultures in which the key values are deeply held and widely shared






19. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived






20. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.






21. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.






22. 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






23. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.






24. A managers ability to analyze and diagnose complex situations






25. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.






26. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.






27. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves






28. Any constituencies in an organizations environment that are affected by that organizations decisions and actions






29. The view that managers are directly responsible for an organizations success or failure






30. 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.






31. Degree to which employees are aggressive and competitive rather than cooperative






32. 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






33. Supervisors responsible for directing the day to day activities of non managerial employees






34. Degree to which employees are encouraged to be innovative and take risks






35. 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






36. A narrow focus in which managers see thing only through their own eyes and from their own perspective






37. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers






38. People who work directly on a job or task and have no responsibility for overseeing the work of others






39. View that says ethical decisions are made solely on the basis of their outcomes or consequences






40. Includes monitoring performance comparing it with goals and correcting any significant deviations






41. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.






42. Goals - People and Structure






43. The degree of change and complexity in an organizations enviroment






44. The process of getting things done effectively efficiently through and with other people






45. A boundary less world where goods and services are produced and marketed worlwide






46. Acquiring products made abroad and selling them domestically






47. Factors forces situations and events outside the organization that affect its performance






48. Includes defining goals establishing strategy and developing plans to coordinate activites






49. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.






50. The manager makes all decisions alone - with centralised authority and one-way communication.