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Management
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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. Degree to which employees are expected to exhibit precision analysis and attention to detial
Top managers
Attention to detial
Multi domestic corporation
Workforce diveristy
2. Doing things right or getting the most output from the least amount of inputs
The Participative Style
Efficency
The Laissez-Faire Style
Rights view of ethics
3. Individuals in an organization who direct the activities of others
Stakeholders
Managers
Technical skills
Strong cultures
4. Cultures in which the key values are deeply held and widely shared
Workforce diveristy
Efficency
Strong cultures
Organizing
5. Degree to which management decision take into account the effects on people in the organization
Organizing
People orientation
Sustainability
Omnipotent view of management
6. Any equipment tools or operating methods that are designed to make work more efficient
Effectiveness
Technology
Controlling
Social responsibility (corporate social responsibility or CSR)
7. Involving collecting receiving and disseminating information
Global corporation
Informational roles
Code of ethics
Managers
8. People who work directly on a job or task and have no responsibility for overseeing the work of others
Employee Engagement
Dimensions of organizational culture
Non managerial employees
The Persuasive Style
9. Degree to which work is organized around team rather than individuals
The Participative Style
Team orientation
Top managers
Strong cultures
10. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Planning
Dimensions of organizational culture
Global Village
Three Characteristics of Organizations
11. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Interpersonal skills
Interpersonal roles
Organization
How organizations go global
12. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Controlling
Code of ethics
Conceptual skills
Middle Managers
13. A structural arrangement for global organizations that eliminates artificial geographical barries
Ethics
Transnational (border less) organization
Symbolic view of management
Licensing
14. Supervisors responsible for directing the day to day activities of non managerial employees
Stakeholders
Four Management Functions
First-line managers
Franchising
15. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Workforce diveristy
The Persuasive Style
Code of ethics
Conceptual skills
16. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Conceptual skills
Middle Managers
Organization stakeholders
Franchising
17. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Demographics
Utilitarian view of ethics
Components of the External Environment
18. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Effectiveness
Management Styles
Dimensions of organizational culture
Scientific management
19. 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
Utilitarian view of ethics
Team orientation
20. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Decisions roles
Foreign subsidary
Organizing
Sustainability
21. Purchasing materials or labor from around the world wherever it is cheapest
Rights view of ethics
Global sourcing
Organization stakeholders
Parochiallism
22. 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
Parochiallism
Controlling
Four Management Functions
Scientific management
23. A boundary less world where goods and services are produced and marketed worlwide
Management levels
Global Village
Team orientation
Efficency
24. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
The Autocratic Style
The Persuasive Style
Rights view of ethics
Multinational corporation (MNC)
25. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Transnational (border less) organization
Global Village
Joint venture
Importing
26. When a business firm engages in social actions in response to some popular social need
Informational roles
Social responsivness
Employee Engagement
Multi domestic corporation
27. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Managers
First-line managers
The Participative Style
Code of ethics
28. Doing the right things or completing activities so that organizational goals are attained
Organizing
Social responsibility (corporate social responsibility or CSR)
Efficency
Effectiveness
29. Acquiring products made abroad and selling them domestically
How organizations go global
Team orientation
Importing
Omnipotent view of management
30. Includes defining goals establishing strategy and developing plans to coordinate activites
Transnational (border less) organization
Contingent workforce
Planning
Social responsibility (corporate social responsibility or CSR)
31. The process of getting things done effectively efficiently through and with other people
Rights view of ethics
First-line managers
Management
The Persuasive Style
32. 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
Importing
Interpersonal roles
Stakeholders
33. 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.
Family-friendly benifits
Management Styles
Global stategic alliance
Contingent workforce
34. 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
Controlling
Organizing
Social responsibility (corporate social responsibility or CSR)
Ethics
35. The view that much of an organizations success or failure is due to external forces outside managers control
Global sourcing
Workforce diveristy
Symbolic view of management
Multinational corporation (MNC)
36. The degree of change and complexity in an organizations enviroment
Planning
Leading
Rights view of ethics
Environmental uncertainty
37. Degree to which organizational decisions and actions emphasize maintaining the status quo
Social responsivness
Organizational culture
Strong cultures
Stability
38. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Informational roles
Political skills
Global stategic alliance
39. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Importing
Parochiallism
Innovation and risk taking
Licensing
40. A managers ability to analyze and diagnose complex situations
Conceptual skills
How organizations go global
Transnational (border less) organization
Informational roles
41. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Code of ethics
Parochiallism
Decisional roles
Stakeholders
42. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Transnational (border less) organization
Franchising
Management Styles
Race
43. Figurehead - leader - liaison
Importing
Three Characteristics of Organizations
Interpersonal roles
Social obligation
44. A managers ability to build a power base and establish the right connections
Innovation and risk taking
Informational roles
Political skills
Employee Engagement
45. A managers ability to work with understand mentor and motivate other both individually and in groups
Interpersonal skills
Social responsibility (corporate social responsibility or CSR)
Technical skills
Non managerial employees
46. Any type of international company that maintains operations in multiple countries
Omnipotent view of management
People orientation
Social responsibility (corporate social responsibility or CSR)
Multinational corporation (MNC)
47. An MNC that centralizes management and other decisions in the home country
Global corporation
Agressiveness
Race
Organization
48. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Four Management Functions
Controlling
The Persuasive Style
Components of the External Environment
49. View that says ethical decisions are made in order to enforce rules fairly and impartially
Management Styles
Informational roles
Theory of justice view of ethics
Four Management Functions
50. Entailing making decisions or choices
Global sourcing
Decisional roles
External factors
Transnational (border less) organization
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