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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. Goals - People and Structure
Three Characteristics of Organizations
How organizations go global
Components of the External Environment
Organization
2. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Demographics
Controlling
Code of ethics
Rights view of ethics
3. An MNC that centralizes management and other decisions in the home country
Utilitarian view of ethics
Outcome orientation
Global corporation
Demographics
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
Small Business
Transnational (border less) organization
Workforce diveristy
Social responsivness
5. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Joint venture
Outcome orientation
Sustainability
First-line managers
6. View that says ethical decisions are made in order to enforce rules fairly and impartially
Interpersonal roles
Theory of justice view of ethics
Organization stakeholders
Attention to detial
7. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
External factors
Innovation and risk taking
The Participative Style
Foreign subsidary
8. A managers ability to analyze and diagnose complex situations
Organization
Conceptual skills
Small Business
The Autocratic Style
9. Entrepreneur - Disturbance handler - resource allocator - negortiator
Demographics
Decisions roles
Workforce diveristy
Non managerial employees
10. The characteristics of a population used for purposes of social stuidies
Demographics
Joint venture
Rights view of ethics
Organizational culture
11. Acquiring products made abroad and selling them domestically
Multinational corporation (MNC)
Employee Engagement
Contingent workforce
Importing
12. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Dimensions of organizational culture
Management Styles
Agressiveness
13. Doing things right or getting the most output from the least amount of inputs
Dimensions of organizational culture
Effectiveness
Efficency
Organizing
14. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Attention to detial
Dimensions of organizational culture
Efficency
15. 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
Strong cultures
Dimensions of organizational culture
Employee Engagement
Organizing
16. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Organizational culture
Efficency
Political skills
17. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
Planning
Leading
Organizing
18. 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
Three Characteristics of Organizations
Omnipotent view of management
Scientific management
19. When a business firm engages in social actions in response to some popular social need
The Laissez-Faire Style
Social responsivness
The Autocratic Style
Management Styles
20. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Joint venture
Scientific management
Conceptual skills
21. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
Interpersonal skills
Workforce diveristy
Team orientation
22. Includes monitoring performance comparing it with goals and correcting any significant deviations
Managers
Controlling
Decisions roles
Dimensions of organizational culture
23. Involving collecting receiving and disseminating information
Interpersonal skills
External factors
Informational roles
Efficency
24. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Licensing
Foreign subsidary
Non managerial employees
Effectiveness
25. 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
Controlling
Social responsibility (corporate social responsibility or CSR)
Multinational corporation (MNC)
Conceptual skills
26. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Management Styles
The Participative Style
Multinational corporation (MNC)
Informational roles
27. The view that managers are directly responsible for an organizations success or failure
Sustainability
Franchising
Stability
Omnipotent view of management
28. A managers ability to build a power base and establish the right connections
Transnational (border less) organization
Global Village
Planning
Political skills
29. Factors forces situations and events outside the organization that affect its performance
First-line managers
Sustainability
External factors
Workforce diveristy
30. Individuals in an organization who direct the activities of others
Managers
Controlling
Team orientation
Management
31. Any type of international company that maintains operations in multiple countries
Demographics
Global corporation
Multinational corporation (MNC)
Sustainability
32. A managers ability to work with understand mentor and motivate other both individually and in groups
Stability
Controlling
Interpersonal skills
Transnational (border less) organization
33. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Stakeholders
Rights view of ethics
Theory of justice view of ethics
34. Supervisors responsible for directing the day to day activities of non managerial employees
Family-friendly benifits
Race
Ethinicity
First-line managers
35. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Top managers
The Persuasive Style
Management
Social responsivness
36. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Management
Exporting
Social obligation
Organizing
37. Social traits such as ones cultural background or allegiance that are shared by a human population
Social responsibility (corporate social responsibility or CSR)
Components of the External Environment
Conceptual skills
Ethinicity
38. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Race
Interpersonal roles
Franchising
The Consultative Style
39. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
The Participative Style
External factors
Managerial roles
40. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Outcome orientation
Workforce diveristy
Franchising
Ethics
41. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Joint venture
Managerial roles
Strong cultures
42. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Global stategic alliance
Scientific management
Dimensions of organizational culture
43. 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
Global sourcing
Organizing
Licensing
The Laissez-Faire Style
44. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Management Styles
How organizations go global
Top managers
Social responsibility (corporate social responsibility or CSR)
45. 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
External factors
Leading
Multinational corporation (MNC)
Managerial roles
46. Cultures in which the key values are deeply held and widely shared
Efficency
Rights view of ethics
Strong cultures
Innovation and risk taking
47. Doing the right things or completing activities so that organizational goals are attained
Code of ethics
Organization
Importing
Effectiveness
48. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Conceptual skills
Utilitarian view of ethics
First-line managers
The Persuasive Style
49. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Technical skills
Global Village
Decisional roles
Joint venture
50. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Ethics
Leading
Top managers
Technology