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. 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






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






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






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






5. A managers ability to build a power base and establish the right connections






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






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






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






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






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






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






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






13. 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






14. Individuals in an organization who direct the activities of others






15. When employees are connected to satisfied with and enthusiastic about their jobs






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






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






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






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






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






21. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts






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






23. 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






24. Factors forces situations and events outside the organization that affect its performance






25. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.






26. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves






27. Degree to which employees are aggressive and competitive rather than cooperative






28. 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






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






30. Includes defining goals establishing strategy and developing plans to coordinate activites






31. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment






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






33. Making products domestically and selling them abroad






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






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






36. Acquiring products made abroad and selling them domestically






37. Includes monitoring performance comparing it with goals and correcting any significant deviations






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






39. Entailing making decisions or choices






40. Purchasing materials or labor from around the world wherever it is cheapest






41. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`






42. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities






43. 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.






44. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods






45. Degree to which work is organized around team rather than individuals






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






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






48. 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






49. Goals - People and Structure






50. Figurehead - leader - liaison