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. The view that managers are directly responsible for an organizations success or failure






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






3. Job-specific knowledge and techniques needed to perform work tasks






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






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






6. Entrepreneur - Disturbance handler - resource allocator - negortiator






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






8. A boundary less world where goods and services are produced and marketed worlwide






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






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






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






12. 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






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






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






15. The manager makes all decisions alone - with centralised authority and one-way communication.






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






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






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






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






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






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






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






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






24. 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






25. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.






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






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






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






29. Entailing making decisions or choices






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






31. 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






32. 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






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






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






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






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






37. Mentor - dissemination - spokesperson






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






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






40. The characteristics of a population used for purposes of social stuidies






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






42. Making products domestically and selling them abroad






43. Acquiring products made abroad and selling them domestically






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






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






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






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






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






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






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