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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. Individuals in an organization who direct the activities of others
How organizations go global
Multi domestic corporation
Managers
The Autocratic Style
2. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Managerial roles
Global stategic alliance
Decisional roles
Environmental complexity
3. A managers ability to analyze and diagnose complex situations
Agressiveness
Middle Managers
Conceptual skills
Management Styles
4. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Stakeholders
Interpersonal roles
The Consultative Style
Leading
5. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
The Participative Style
Environmental complexity
Environmental uncertainty
6. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Informational roles
Global Village
Employee Engagement
7. Degree to which work is organized around team rather than individuals
Components of the External Environment
Team orientation
Multinational corporation (MNC)
Innovation and risk taking
8. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Contingent workforce
Foreign subsidary
Franchising
Organizing
9. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Social responsibility (corporate social responsibility or CSR)
Omnipotent view of management
Strong cultures
Organization stakeholders
10. Degree to which organizational decisions and actions emphasize maintaining the status quo
Social obligation
Multi domestic corporation
Stability
The Persuasive Style
11. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
The Consultative Style
Effectiveness
Code of ethics
12. The view that much of an organizations success or failure is due to external forces outside managers control
The Autocratic Style
Foreign subsidary
Symbolic view of management
Outcome orientation
13. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Three Characteristics of Organizations
Technology
Importing
14. 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)
People orientation
Leading
Managers
15. When a business firm engages in social actions in response to some popular social need
Social responsivness
Leading
Interpersonal roles
Scientific management
16. A boundary less world where goods and services are produced and marketed worlwide
Managers
Code of ethics
Management levels
Global Village
17. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Global stategic alliance
Decisions roles
The Participative Style
Social responsivness
18. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Interpersonal roles
Social responsibility (corporate social responsibility or CSR)
The Laissez-Faire Style
Multi domestic corporation
19. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Parochiallism
Contingent workforce
Decisional roles
20. 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
The Autocratic Style
Environmental complexity
Management levels
Organizing
21. When employees are connected to satisfied with and enthusiastic about their jobs
Exporting
The Persuasive Style
Franchising
Employee Engagement
22. View that says ethical decisions are made in order to enforce rules fairly and impartially
First-line managers
Ethinicity
Middle Managers
Theory of justice view of ethics
23. The view that managers are directly responsible for an organizations success or failure
Effectiveness
Organization
Leading
Omnipotent view of management
24. An MNC that decentralizes management and other decisions to the local country where its doing business
Planning
Multi domestic corporation
External factors
Franchising
25. Degree to which employees are aggressive and competitive rather than cooperative
Rights view of ethics
The Consultative Style
Environmental uncertainty
Agressiveness
26. 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
The Consultative Style
Organizing
Licensing
Workforce diveristy
27. Acquiring products made abroad and selling them domestically
Interpersonal roles
Leading
Importing
Agressiveness
28. Includes defining goals establishing strategy and developing plans to coordinate activites
Planning
Code of ethics
Top managers
Licensing
29. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
The Consultative Style
The Persuasive Style
Transnational (border less) organization
30. 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
Four Management Functions
The Persuasive Style
Ethinicity
31. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Global Village
How organizations go global
Rights view of ethics
Social responsibility (corporate social responsibility or CSR)
32. 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
Social obligation
Rights view of ethics
Symbolic view of management
Planning
33. Part-time temporary and contract workers who are available for hire on an as-needed basis
Sustainability
Top managers
Management
Contingent workforce
34. Doing things right or getting the most output from the least amount of inputs
Efficency
The Consultative Style
Franchising
Informational roles
35. Purchasing materials or labor from around the world wherever it is cheapest
Environmental uncertainty
Middle Managers
Planning
Global sourcing
36. Mentor - dissemination - spokesperson
Components of the External Environment
Social responsibility (corporate social responsibility or CSR)
Race
Informational roles
37. A managers ability to work with understand mentor and motivate other both individually and in groups
Informational roles
Environmental complexity
Theory of justice view of ethics
Interpersonal skills
38. 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
Three Characteristics of Organizations
Informational roles
Interpersonal skills
Controlling
39. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Contingent workforce
Three Characteristics of Organizations
Middle Managers
Agressiveness
40. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
The Consultative Style
Race
Attention to detial
41. Degree to which management decision take into account the effects on people in the organization
Global corporation
Stakeholders
Efficency
People orientation
42. Figurehead - leader - liaison
Political skills
Interpersonal roles
Family-friendly benifits
Informational roles
43. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Innovation and risk taking
Managers
Parochiallism
Outcome orientation
44. A managers ability to build a power base and establish the right connections
Global Village
Parochiallism
Political skills
Transnational (border less) organization
45. A structural arrangement for global organizations that eliminates artificial geographical barries
Code of ethics
Parochiallism
Organization stakeholders
Transnational (border less) organization
46. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
The Consultative Style
Social responsibility (corporate social responsibility or CSR)
How organizations go global
47. 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
Social responsibility (corporate social responsibility or CSR)
Race
Demographics
Small Business
48. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Stakeholders
Global sourcing
Rights view of ethics
49. The degree of change and complexity in an organizations enviroment
Attention to detial
Utilitarian view of ethics
Innovation and risk taking
Environmental uncertainty
50. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Parochiallism
Management levels
Interpersonal roles
Organization stakeholders