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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. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Informational roles
Demographics
Sustainability
2. The degree of change and complexity in an organizations enviroment
Family-friendly benifits
Parochiallism
The Laissez-Faire Style
Environmental uncertainty
3. 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
Interpersonal roles
Interpersonal skills
Organizing
4. Includes monitoring performance comparing it with goals and correcting any significant deviations
External factors
Theory of justice view of ethics
Controlling
Informational roles
5. Degree to which management decision take into account the effects on people in the organization
Decisional roles
Dimensions of organizational culture
Parochiallism
People orientation
6. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
The Consultative Style
First-line managers
Controlling
The Participative Style
7. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
The Consultative Style
Interpersonal roles
The Persuasive Style
Outcome orientation
8. 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
Middle Managers
Small Business
Decisional roles
9. 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)
Organizing
Planning
Technical skills
10. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Technology
Small Business
Social obligation
11. A boundary less world where goods and services are produced and marketed worlwide
Global Village
Dimensions of organizational culture
Management Styles
Exporting
12. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Employee Engagement
Components of the External Environment
Scientific management
Sustainability
13. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Top managers
Scientific management
Technical skills
The Laissez-Faire Style
14. A managers ability to analyze and diagnose complex situations
Licensing
Informational roles
Efficency
Conceptual skills
15. Social traits such as ones cultural background or allegiance that are shared by a human population
Planning
The Autocratic Style
Agressiveness
Ethinicity
16. The view that much of an organizations success or failure is due to external forces outside managers control
Efficency
Symbolic view of management
Licensing
Environmental complexity
17. People who work directly on a job or task and have no responsibility for overseeing the work of others
Sustainability
Decisions roles
Organization stakeholders
Non managerial employees
18. Cultures in which the key values are deeply held and widely shared
Strong cultures
The Participative Style
Licensing
Small Business
19. The characteristics of a population used for purposes of social stuidies
Scientific management
The Participative Style
Organization
Demographics
20. A systematic arrangement of people brought together to accomplish some specific purpose
Race
The Consultative Style
Organization
Global Village
21. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Symbolic view of management
Controlling
Management Styles
Stakeholders
22. 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
Transnational (border less) organization
Social responsivness
First-line managers
23. The manager makes all decisions alone - with centralised authority and one-way communication.
Effectiveness
Stability
Conceptual skills
The Autocratic Style
24. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
The Persuasive Style
Management
Parochiallism
25. Factors forces situations and events outside the organization that affect its performance
Planning
External factors
Leading
Decisions roles
26. A set of rules or principles that defines right and wrong conduct
Ethics
Employee Engagement
Controlling
Stakeholders
27. Doing the right things or completing activities so that organizational goals are attained
Technical skills
Sustainability
Social responsibility (corporate social responsibility or CSR)
Effectiveness
28. The process of getting things done effectively efficiently through and with other people
Organizing
Attention to detial
Symbolic view of management
Management
29. A managers ability to work with understand mentor and motivate other both individually and in groups
Decisional roles
Organizing
Interpersonal skills
Contingent workforce
30. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Sustainability
The Laissez-Faire Style
Management Styles
Efficency
31. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Interpersonal roles
The Participative Style
Organizational culture
32. Entailing making decisions or choices
Theory of justice view of ethics
Strong cultures
The Laissez-Faire Style
Decisional roles
33. 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
Exporting
Technology
Omnipotent view of management
Leading
34. Includes defining goals establishing strategy and developing plans to coordinate activites
Conceptual skills
Social obligation
Small Business
Planning
35. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Organization
Employee Engagement
Parochiallism
Controlling
36. 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
Theory of justice view of ethics
The Autocratic Style
Planning
Controlling
37. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Organizing
Global Village
Non managerial employees
Franchising
38. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Middle Managers
Foreign subsidary
Decisions roles
Dimensions of organizational culture
39. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Decisional roles
Agressiveness
External factors
Top managers
40. The view that managers are directly responsible for an organizations success or failure
Components of the External Environment
Interpersonal roles
Effectiveness
Omnipotent view of management
41. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Managerial roles
The Participative Style
Middle Managers
Three Characteristics of Organizations
42. Degree to which employees are encouraged to be innovative and take risks
Management
Decisional roles
Agressiveness
Innovation and risk taking
43. When employees are connected to satisfied with and enthusiastic about their jobs
The Laissez-Faire Style
Employee Engagement
Global corporation
Stability
44. Job-specific knowledge and techniques needed to perform work tasks
Team orientation
Organizational culture
Technical skills
Global corporation
45. Acquiring products made abroad and selling them domestically
Importing
Organization
Social obligation
Theory of justice view of ethics
46. 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
Organization
Components of the External Environment
Demographics
47. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Decisions roles
The Persuasive Style
Omnipotent view of management
Management Styles
48. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Importing
Components of the External Environment
Utilitarian view of ethics
Licensing
49. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
The Participative Style
Sustainability
Managers
Leading
50. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Multinational corporation (MNC)
Foreign subsidary
Management Styles
People orientation