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






2. Entrepreneur - Disturbance handler - resource allocator - negortiator






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






4. A structural arrangement for global organizations that eliminates artificial geographical barries






5. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.






6. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.






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






8. A direct investment in a foreign country that involves setting up a separate and independent facility or office






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






10. 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






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






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






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






14. Mentor - dissemination - spokesperson






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






16. Goals - People and Structure






17. Social traits such as ones cultural background or allegiance that are shared by a human population






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






19. Any equipment tools or operating methods that are designed to make work more efficient






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






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






22. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow






23. A systematic arrangement of people brought together to accomplish some specific purpose






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






25. Any type of international company that maintains operations in multiple countries






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






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






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






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






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






31. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components






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






33. Degree to which employees are expected to exhibit precision analysis and attention to detial






34. 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






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






36. View that says ethical decisions are made in order to respect and protect individual liberties and privileges






37. Entailing making decisions or choices






38. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire






39. 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.






40. An MNC that centralizes management and other decisions in the home country






41. 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






42. Degree to which organizational decisions and actions emphasize maintaining the status quo






43. Degree to which management decision take into account the effects on people in the organization






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






45. View that says ethical decisions are made in order to enforce rules fairly and impartially






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






47. A set of rules or principles that defines right and wrong conduct






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






49. The view that much of an organizations success or failure is due to external forces outside managers control






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