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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. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Transnational (border less) organization
Foreign subsidary
Non managerial employees
Managerial roles
2. Acquiring products made abroad and selling them domestically
Ethinicity
Organization
Small Business
Importing
3. An MNC that centralizes management and other decisions in the home country
Interpersonal roles
Technology
Global corporation
Small Business
4. 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
Agressiveness
How organizations go global
Components of the External Environment
Small Business
5. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Conceptual skills
Components of the External Environment
Joint venture
6. Doing the right things or completing activities so that organizational goals are attained
External factors
Effectiveness
Three Characteristics of Organizations
Stakeholders
7. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Joint venture
Demographics
Stability
Social obligation
8. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Ethinicity
Rights view of ethics
Strong cultures
Middle Managers
9. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Components of the External Environment
Attention to detial
The Consultative Style
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
Components of the External Environment
Sustainability
Organizing
Workforce diveristy
11. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
The Consultative Style
Decisions roles
Outcome orientation
Global Village
12. When a business firm engages in social actions in response to some popular social need
Ethics
External factors
Leading
Social responsivness
13. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Global sourcing
Managerial roles
Contingent workforce
Social obligation
14. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Efficency
Race
Informational roles
The Laissez-Faire Style
15. Job-specific knowledge and techniques needed to perform work tasks
Workforce diveristy
Dimensions of organizational culture
Management
Technical skills
16. 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
Strong cultures
Decisional roles
Workforce diveristy
Middle Managers
17. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Effectiveness
Management Styles
Employee Engagement
The Laissez-Faire Style
18. A managers ability to analyze and diagnose complex situations
Symbolic view of management
Conceptual skills
Utilitarian view of ethics
Transnational (border less) organization
19. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Multinational corporation (MNC)
Interpersonal skills
Theory of justice view of ethics
20. Factors forces situations and events outside the organization that affect its performance
Global corporation
Leading
External factors
Non managerial employees
21. A set of rules or principles that defines right and wrong conduct
Ethics
Race
First-line managers
Organization
22. Entailing making decisions or choices
The Participative Style
Organization
Team orientation
Decisional roles
23. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
First-line managers
Attention to detial
Franchising
The Persuasive Style
24. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Technology
Workforce diveristy
Demographics
25. Degree to which work is organized around team rather than individuals
Team orientation
Small Business
How organizations go global
Rights view of ethics
26. View that says ethical decisions are made in order to enforce rules fairly and impartially
Effectiveness
Franchising
Theory of justice view of ethics
Exporting
27. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Theory of justice view of ethics
Omnipotent view of management
Planning
The Consultative Style
28. 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
Dimensions of organizational culture
The Participative Style
Environmental uncertainty
29. Figurehead - leader - liaison
Interpersonal roles
Decisional roles
People orientation
Technical skills
30. 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
Organization
Planning
The Persuasive Style
Effectiveness
31. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Non managerial employees
The Persuasive Style
Global Village
Utilitarian view of ethics
32. A managers ability to work with understand mentor and motivate other both individually and in groups
Informational roles
Organizing
External factors
Interpersonal skills
33. Goals - People and Structure
Three Characteristics of Organizations
Middle Managers
Strong cultures
Global stategic alliance
34. The manager makes all decisions alone - with centralised authority and one-way communication.
Leading
Organization
Innovation and risk taking
The Autocratic Style
35. Involving collecting receiving and disseminating information
How organizations go global
Attention to detial
Informational roles
Scientific management
36. 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
Managers
Management
Organizing
Social responsibility (corporate social responsibility or CSR)
37. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Omnipotent view of management
Four Management Functions
Ethics
Outcome orientation
38. The degree of change and complexity in an organizations enviroment
Contingent workforce
Code of ethics
Small Business
Environmental uncertainty
39. Degree to which management decision take into account the effects on people in the organization
People orientation
Ethinicity
Global stategic alliance
Decisions roles
40. Includes defining goals establishing strategy and developing plans to coordinate activites
Organizing
Planning
Decisions roles
Components of the External Environment
41. People who work directly on a job or task and have no responsibility for overseeing the work of others
Organization
Non managerial employees
Scientific management
Franchising
42. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Theory of justice view of ethics
Conceptual skills
Multi domestic corporation
43. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Parochiallism
Code of ethics
Management levels
Demographics
44. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Strong cultures
Political skills
Franchising
The Laissez-Faire Style
45. A systematic arrangement of people brought together to accomplish some specific purpose
Organization stakeholders
How organizations go global
Organization
Political skills
46. Doing things right or getting the most output from the least amount of inputs
Interpersonal roles
Agressiveness
Efficency
Top managers
47. 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
Top managers
Stability
Licensing
Workforce diveristy
48. Making products domestically and selling them abroad
Controlling
Exporting
The Consultative Style
Employee Engagement
49. A boundary less world where goods and services are produced and marketed worlwide
Decisions roles
Multinational corporation (MNC)
Managerial roles
Global Village
50. Any equipment tools or operating methods that are designed to make work more efficient
Planning
Technology
Managers
People orientation