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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. Includes monitoring performance comparing it with goals and correcting any significant deviations
Top managers
Informational roles
Controlling
Management
2. Involving collecting receiving and disseminating information
Informational roles
Ethics
Transnational (border less) organization
The Laissez-Faire Style
3. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Planning
Joint venture
Theory of justice view of ethics
First-line managers
4. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Demographics
Foreign subsidary
Licensing
Managerial roles
5. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Scientific management
Top managers
Organizational culture
Middle Managers
6. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Omnipotent view of management
Organization
The Persuasive Style
Outcome orientation
7. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Controlling
The Persuasive Style
Franchising
8. Doing things right or getting the most output from the least amount of inputs
Interpersonal roles
Efficency
Sustainability
The Laissez-Faire Style
9. Purchasing materials or labor from around the world wherever it is cheapest
Family-friendly benifits
Components of the External Environment
Global sourcing
Global corporation
10. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Family-friendly benifits
Organizational culture
Environmental complexity
How organizations go global
11. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Ethics
Informational roles
Organization
12. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Global Village
Rights view of ethics
Social obligation
13. Degree to which work is organized around team rather than individuals
Conceptual skills
Social responsivness
Small Business
Team orientation
14. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
Social obligation
The Participative Style
Code of ethics
15. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Global corporation
Parochiallism
Ethinicity
The Consultative Style
16. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
How organizations go global
Informational roles
Small Business
Environmental complexity
17. Making products domestically and selling them abroad
The Participative Style
Franchising
Exporting
Sustainability
18. 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
Top managers
Workforce diveristy
Exporting
Decisions roles
19. Degree to which organizational decisions and actions emphasize maintaining the status quo
Exporting
Organizing
Stability
Management Styles
20. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Technical skills
Components of the External Environment
Attention to detial
21. The process of getting things done effectively efficiently through and with other people
Management
How organizations go global
Environmental uncertainty
Informational roles
22. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Franchising
Scientific management
Top managers
Decisional roles
23. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Environmental complexity
Attention to detial
Organization
24. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Components of the External Environment
Interpersonal roles
Outcome orientation
Rights view of ethics
25. 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
Global corporation
Informational roles
Leading
Management levels
26. Goals - People and Structure
Three Characteristics of Organizations
Management Styles
Transnational (border less) organization
Global sourcing
27. Degree to which employees are expected to exhibit precision analysis and attention to detial
Outcome orientation
Attention to detial
Efficency
The Autocratic Style
28. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Stability
Political skills
Utilitarian view of ethics
Scientific management
29. The degree of change and complexity in an organizations enviroment
Interpersonal roles
Environmental uncertainty
Global Village
Social obligation
30. Cultures in which the key values are deeply held and widely shared
Management levels
Dimensions of organizational culture
Organizing
Strong cultures
31. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Workforce diveristy
First-line managers
The Laissez-Faire Style
Dimensions of organizational culture
32. Degree to which management decision take into account the effects on people in the organization
Managers
Political skills
People orientation
Planning
33. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Sustainability
Symbolic view of management
Global stategic alliance
Social obligation
34. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Contingent workforce
Management
Managerial roles
Leading
35. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
The Consultative Style
Organization stakeholders
Family-friendly benifits
Leading
36. 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 Village
Global stategic alliance
Code of ethics
Small Business
37. Includes defining goals establishing strategy and developing plans to coordinate activites
Organizational culture
Global corporation
Strong cultures
Planning
38. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Global stategic alliance
Environmental uncertainty
Foreign subsidary
Middle Managers
39. People who work directly on a job or task and have no responsibility for overseeing the work of others
Organizing
Ethinicity
Non managerial employees
Demographics
40. Entailing making decisions or choices
Conceptual skills
Foreign subsidary
Decisional roles
Informational roles
41. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
Management
Stakeholders
Code of ethics
42. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Stakeholders
Efficency
Global stategic alliance
43. A systematic arrangement of people brought together to accomplish some specific purpose
Organization
Stability
Management Styles
Leading
44. An MNC that decentralizes management and other decisions to the local country where its doing business
Agressiveness
Multi domestic corporation
Management Styles
Attention to detial
45. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Foreign subsidary
Demographics
Global corporation
The Participative Style
46. Acquiring products made abroad and selling them domestically
Contingent workforce
Employee Engagement
The Laissez-Faire Style
Importing
47. 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
Sustainability
Conceptual skills
Social responsivness
Attention to detial
48. 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
Political skills
Exporting
Efficency
49. The characteristics of a population used for purposes of social stuidies
Interpersonal roles
Stakeholders
Demographics
Scientific management
50. 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
Organizational culture
Controlling
Innovation and risk taking
Informational roles